MBA Research Project:
Managing Creativity and Innovation

A 116 page, 20,000 word Master of Business Administration (MBA) dissertation (136 pages including appendices) that proposes a framework for managing creativity and innovation through active research of 22% of the largest advertising agencies in London and critical evaluation of more than 120 sources of literature (including Harvard Business Review articles and Harvard Essentials).

This document is invaluable for a) the creativity and innovation consultant, leader, director or manager and b) the creative person, idea generator or innovator wishing to produce or improve tangible creative output.

As the concepts are universal, this document applies to a variety of domains and industries, including human capital management, product development, organisational culture and structure management, management consultancy, intrapraneur and entrepreneur, think tanks, creative corporate strategy, business creativity etc.

Creativity and Innovation are often taught using airy-fairy, intangible, ungrounded, unscientific, non-useable, undefined, mysterious terminology and theories. To get a handle on it you need to talk in real, tangible, useable, measurable concepts to explore the twelve major themes that are common in all fields of creativity:

  • What are the critical differences between creativity and innovation? Are different competencies required?
  • Do "creative people" have common characteristics and, if so, what are they? Are they stable across situations?
  • Can creativity be learned and developed or is it a special gift? Why is it that some people just are more creative?
  • Why is motivation more important than nature or nurture? How can it be enhanced, measured and managed?
  • Blocks and unlocking. Organisational culture. We can all be more creative, so what is stopping us? What properties of an organisational culture cultivate productivity?
  • What properties of an organisational structure foster creativity and innovation? Organisational structure results from a number of factors and modifying it is often not desireable, so how do we get around this?
  • What is the most effective team structure?
  • What is the role of knowledge? How do we effectively collaborate and use networks to frame-break and reduce path dependency? How do we tap into tacit knowledge? Does mastering all the literature foster creativity and innovation or does over-specialisation cause blinkered vision?
  • What are the differences between radical and incremental creativity and the consequences for structures, processes, skills and resources? Is it wiser to target radical or incremental ideas?
  • Is there value in structure and goals or is "do your best" more effective?
  • Is there a process that makes insight, eureka, the aha! experience more likely? Does this process allow us to produce a stream of consistently good ideas?
  • How do we value an idea, so as to decide how to invest resources? How do we risk manage the innovation process?


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Powerpoint Presentation

A ready to go powerpoint presentation (with detailed notes) that is a companion to the MBA dissertation. Ideal for consultants, coaches, workshops, training, and management presentations.

  • Fully editable.
  • Contains 50 slides, 300+ bullet points.
  • Divided into 4 sections : Contents, Theory, Data and Conclusions, Summary
  • 59 pages of detailed notes
  • Clearly identifiable set of notes for each set of slides
  • Clearly identifiable notes for each bullet point within a slide
  • Multiple academic and real life examples to form powerful arguments
  • For and against theories for each argument
  • Instantly apply your own design template (powerpoint function)
  • Included with the MBA dissertation
  • Covers all the topics discussed on this web site.


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Creativity & Innovation DIY Audit

A ready to go creativity and innovation quantitative sheet (5 pages) for DIY audits. Ideal for coaches, consultants, leaders and managers.

  • Simply rate each process or practice on a scale of 0 to 10. Includes more than 150 practices and processes that sharpen your management of creativity and innovation.
  • Divided into sections (organisational culture, structure, group structure, learning and development, motivation, knowledge management, radical versus incremental creativity, process, idea valuation and more). Ensure you are taking holisitic action.
  • Find your zero ratings - processes or practices you are not considering or incorporating at all.
  • Find strengths and weaknesses and target weaknesses for improvement. Compare and contrast strengths with weaknesses. Identify obstacles.
  • Find contradictions. For example, respondents often provide a high value when asked if they intensely investigate a problem. But then answer low when queried about problem investigation practices.
  • Focus leader behaviour. Do your managers know what they should be doing?
  • Consistently rate yourself to monitor improvements.
  • Ask others to rate you - staff, colleagues and clients - find discrepancies between how you perceive yourself and how others perceive you.
  • Create an action plan to guide positive change.
  • Benchmark exisiting practices, processes, attitudes and beliefs with focused one-on-one interviews.
  • A companion to the MBA dissertation on Managing Creativity & Innovation.


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Video Lessons

More than 150 innovation video lessons. Everything you need to know about innovation management. In sum, this knowledge base is superior to anything taught at Ivy League schools (Harvard et al), London Business School, INSEAD etc. Videos with the latest research and insights are regularly added. You will need to watch all the videos and then revisit them after periods of incubation. Topics include:

Defining and Differentiating
Measuring Creativity
Mapping 4Ps
Common Characteristics
Creative or Innovative State
Disruptive Innovation
Open Innovation
Skunkworks Principle
Components of Radical Innovation
Push Forces Contracting Product Life Cycles
Flow Principle
Reverse Innovation
S-Curve ROI Relationship
Domain and Specific Knowledge Curves
Young vs Old
Conceptual vs Experimental Innovators
Path Dependency
Three Horizons
The Illusion Of Originality
Creative Destruction
Continual Innovation
Extending The Product Life Cycle
Value Innovation
Innovation Saturation
When To Start New Product Innovation
Manufacturing vs Service Firms
Value Innovation and Value Stream Mapping
Normalcy Bias
Resource Focus
External Options For Ideas
Optimizing Throughput
Fast Innovation In Business Context
Integration Innovation
Indigenous Innovation
RECR Framebreaking
PESTO Framebreaking
Role Playing
Idea Success Probabilities
Collaboration Vs Competition
Eureka Process
Short Term Goal Setting
The Creative State
Prolific Production
Quantity Quality Relationship
Engagement vs Waiting For Inspiration
Diversity and Intellectual Cross Pollination
Status Differentials and Politics
Pick Chart For Idea Selection And Risk
SPIN On Problem Identification
Trust Dimensions
Leadership Competencies
Linking Change With Creativity Innovation
Urgency Concept
Innovation Resistance Equation
Coalition Leader Buy In
Innovation And Vision
Innovation And Communication
Incremental Principle
Embedding With Myths And Stars
Kill Go Decision Making
Collaboration Zones
Boundary Control
The Risk Problem
Growth Risk Stages
Risk Managing Acquisition
Risk Probability vs Impact
Ansoff And Risk Alignment
Seven Zeros
Value Stream Mapping
Bad Structure Strategy And Decline
Links To Decision Makers
Reducing Information Hops
Proximity Principle
Cross Platform Learning
Empowerment Principle
Org. Structure Funding
Org. Culture Core Attributes
Tacit Explicit Knowledge
Espoused Vs In Use Theory
Uncertainty Principle
Optimizing Innovation
Four Technology Impacts
Channel Strategy
Icon Principle
5 Product Innovation Levels
Prototyping Feedback Loops
Hop Principle
Innovation Metrics
Impact Stage


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Download details and video URLs will appear on screen immediately after purchase: