How can you use creativity to adapt to changing business environments?

Change is not merely a shift; it's a dynamic force driven by multifaceted factors. Delving into the nuances of these drivers, challenges, and implications is pivotal. This analytical exploration extends beyond our borders, scrutinizing the effects on competitors, suppliers, and partners alike. By navigating this intricate web of impact, we unravel the threads of opportunity woven within the gaps and the risks that demand our attention. In essence, creativity isn't a whimsical pursuit; it's a calculated response to the contextual symphony of change. Only by immersing ourselves in this rich tapestry can we identify the notes that compose innovative solutions. L

From my experience, some things are often overlooked. We should ask how these things affect our business model and why they happen. Where did they come from? Did you see them coming and if so, did you get ready for them? Another important question is how this change affects your main partners and their real and hidden goals. Remember, change itself isn't good or bad, it's just something that starts things. What happens in the future isn't good or bad either; it's how we see things based on what we value. That's why we should try to put our own feelings aside as much as we can and look at the whole picture. This helps us understand how the change affects us and find ways to make it work to our advantage.

Armed with a profound understanding of the context, it's time to embark on the exhilarating journey of idea generation. Picture your mind as a canvas, and let techniques like mind mapping, SCAMPER, six thinking hats, and reverse brainstorming paint a landscape of possibilities. In this realm, there's no room for judgment or filtration let the ideas flow in abundance, embracing diversity and originality. Consider this a collaborative symphony; invite the perspectives of your team, customers, and experts. Like different instruments playing in harmony, their insights will enrich the composition, unveiling dimensions you might have overlooked. In this stage, quantity begets quality, and every idea is a brushstroke on the canvas of innovation.

Before you start coming up with new ideas, first look at the ideas already in your company. Often, we rush to make something new or ask outsiders for ideas, but we might already have good ideas. Then, think about whether you need more detailed information (insights) or more ideas. If you already have a basic idea in mind, getting more information can help make it better and more specific. Next, decide what you need: a few high-quality ideas or lots of ideas. Remember, every idea needs to be looked at, talked about, and often improved. If you have a limited budget or it's already set, collecting too many ideas might not be the best choice. Finally, don't just come up with ideas for the sake of it. Focus on solving the problem you have.

With a plethora of ideas at your disposal, it's time to discern the gems among them. Employ criteria like relevance, impact, novelty, and cost to sift through the possibilities. Picture this as a scientific exploration conduct tests, create prototypes, or gather feedback to gauge how these ideas fare in the real world. Much like a curator selecting masterpieces for an exhibition, your goal is to choose ideas that not only resonate but also hold the potential to create substantial value. It's the delicate art of balancing feasibility, desirability, and viability. As you make these selections, envision the transformative power each idea holds in addressing the change problem. ????

This is where it gets exciting. First, think about what you're doing with your ideas. Are you collecting ideas for a backlog, or do you go for a strategic approach of an innovation portfolio that balances core, adjacent, or transformational perspectives? Once you know what you want to achieve, decide on some rules to judge these ideas. But don't just guess these rules - talk to the people involved and make sure the rules are correct. Also, be prepared for unexpected ideas that might come up because of office politics. The aim is to come up with ideas that your company can do, have a good chance of success, be liked by the people involved, and solve the problem.

Less than 5% of ideas transform into viable business models. I am a lifetime advocate of the business model canvas, which challenges ideas right at the outset. (Shoutout to @AlexOsterwalder).

No, that's not it. The next thing to do is to make your ideas better and figure out what parts of them can actually be done. It's also important to think about different ways to do it. A big mistake is to go too quickly from having an idea, deciding it's important, to starting to do it.

Creativity is an ongoing journey, not a destination. Take a moment to reflect on both your triumphs and setbacks, viewing them as stepping stones for growth. Embrace methods like introspection, feedback loops, or post-action assessments to discern patterns of success and areas for enhancement. In the realm of creativity, curiosity is your compass. Seek fresh wellsprings of inspiration, knowledge, and collaboration. Remember, each endeavor, whether flourishing or challenging, is a chance to refine your creative prowess. ???

Creativity is a skill you can improve with regular practice. It's not just something you are born with, and it's not like a light switch you can turn on or off. Not everyone is naturally good at planning, doing tasks, or being creative. These are roles we learn and which match our personality. But you can always make time to do creative activities. This might be hard if you're also trying to put your ideas into action.