27 July 2005

Managing for creativity [Harvard Business Review]

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Over many years, the leaders of SAS Institute have distilled a set of principles for getting peak performance from creative people. Among them: Value the work over the tools, reward excellence with challenges, and minimize hassles.

A company’s most important asset isn’t raw materials, transportation systems, or political influence. It’s creative capital—simply put, an arsenal of creative thinkers whose ideas can be turned into valuable products and services. Creative employees pioneer new technologies, birth new industries, and power economic growth.

class=”body”Professionals whose primary responsibilities include innovating, designing, and problem solving—the creative class—make up a third of the U.S. workforce and take home nearly half of all wages and salaries. If you want your company to succeed, these are the people you entrust it to. That much is certain.

What’s less certain is how to manage for maximum creativity. How do you increase efficiency, improve quality, and raise productivity, all while accommodating for the complex and chaotic nature of the creative process?

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