Dynamic market structures or politically complex developments and situations require creative and proactive organisations that are able to identify future opportunities as well as mechanisms at an early stage, develop new products, services, solutions with a high degree of innovation and adapt existing models. At the same time, organisations need to drive their existing focus through ideas, incremental innovations and the development of more efficient processes. Established companies in particular, but also states, find it difficult to meet both challenges equally.
Yet the question of the extent to which different degrees of organisational creativity exist, how these are measured and specifically established, and what benefits organisations can derive from them, is not adequately answered by many organisations. However, strategically intelligent performance is more than the constant optimisation of processes. It takes the creative performance of an individual to develop and implement innovations, as we experienced, for example, with the company BioNTech in 2020, which brought highly effective vaccines against the coronavirus to market within a few months, or with the Camp David Accords on 17 September 1978, which brought about peace in the Middle East between Egypt and Israel for over 40 years.
It is not enough to identify creative people and fill the organisation with them. How much creativity exists in a given area at a given time depends not only on how many people tried to make a difference, but also on how receptive the organisation is to innovation; without creating an environment that supports creativity, the results are disappointing. A good example of an innovative high level project was the Transrapid a magnetic levitation train developed in Germany. Numerous German companies are developing this transport system. After the start of state-funded development in 1969, the first prototypes were presented in 1971. In 1991, the technical readiness for use was recognised; it could have been the beginning of a mobility turnaround in Germany even then. The world would have looked different today. However, the vehicle and patents were then sold to China. What was missing was the receptiveness for this very forward-looking innovation in Germany. Faster innovation cycles, challenges from social as well as political changes and increasing international competition require a willingness to rely on new processes and inputs and to use resources and talents differently and better than the competition or political rivals do. Instead of having each expert work through his or her tasks in an assembly-line fashion, teamwork, a cross-functional team, is required. Interdisciplinarity in the team promotes greater diversity and creative approaches to solutions, especially for very demanding tasks. But the fulfilment of compliance requirements is also a decisive factor for entrepreneurial or political success. Those who set high ecological and social standards in procurement show entrepreneurial, political responsibility and can also implement their ideas more effectively. We advise you on agile transformations, the selection and introduction of appropriate methods, and support you in project management and with coaching.