Companies Must Consider Carefully Whether They Are Really Lacking In Creative Talents.

< p > managers generally complain that companies lack creative talents.

We do not fully agree with this view.

The example of TOYOTA illustrates the wide range of creativity in the organization.

Toyota Corporation claims that about 70% of the company's ideas and suggestions are put forward by employees each year, many of which have been implemented.

The potential creativity of employees is usually much more than that of estimation.

At the beginning of hiring creative talents or outsourcing innovative projects, companies must consider carefully whether they really lack creative talents or set too many obstacles to creative talents.

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< p > in the chapter on how to develop innovative culture in the future, we will elaborate on this issue in more detail, and examine the creativity and innovative talents in the organization and the main factors that inhibit human resource creativity.

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< p > now, we assume that the organization is really lacking in creative talents.

Under such circumstances, we have three choices: first, to foster the creativity of the internal staff; two, to recruit new talents with creative talents; three, to outsource creative tasks to other organizations.

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< p > the first option is creative training for employees, because creativity is a kind of ability to impart and develop.

Whirlpool Corp hopes to become a more innovative company, and choose 4000 employees for creativity training.

They are still engaged in daily work, but at the same time they are concerned about innovation.

This is a good investment because Whirlpool has found many new businesses and has been successful in investment.

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< p > of course, anyone engaged in any subject has strong or weak points, such as sports and art.

Some people are stronger than others, while others have more innate potential than others.

But the lowest level of creativity required by innovation is what many people have. It can be said that all people with higher education have them.

In addition to defining the scope and role of creativity in the process of innovation, people also need the right tools and methods to generate ideas.

In the preceding chapters, we recommend that searchers provide less permission to directly stimulate creative information.

Our experience shows that you do not need a lot of creators in those who are assigned to make ideas, as long as the methods and tools they provide are effective.

Good methods and tools of thinking will help organized people to be more creative.

In this chapter, we will list, describe and illustrate some of these tools and the way they are used.

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The second possibility of P is to introduce truly creative talents into the organization.

Samsung has followed this practice and organized a permanent risk group in major product areas.

A group of creative researchers continuously improved the performance of TV sets; another group of creative researchers continuously improved the performance of mobile phones.

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< p >, what is the personal quality of creative talents? There are many debates about the quality of creative talents.

Many authors have analyzed the personality and psychological structure of the most creative talents in history.

They came to some conclusions and reached a consensus. We will elaborate on the next section.

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< p > third may be outsourcing.

There are many creative suppliers and experts in the market today. We can allow them to participate in the creative process for the time being.

When outsourcing creativity, we must be very clear about what we want to get from suppliers, whether we are thinking or preparing and hosting the creation conference. In the first case, we buy specific ideas that can be turned into value.

This is the way to employ IDEO (Edio company).

IDEO is a design company that has won many design awards. It helps Apple design many of the most popular products.

In the second case, we can spend money to hire staff to prepare and preside over the creative meeting.

The first case is obviously the most expensive, but suppliers must commit themselves to the idea that they can get into our innovation project.

In the second case, we hire people to organize the creative activities of the company, which are included in the various stages of the innovation project.

In this case, although the cost is much lower, don't expect there will be good ideas.

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< p > for example, in the first case, we buy results, and in the second case, we buy time.

For the first case, we suggest that as the third party plays the role of creator, the latter will start the process of innovation from the very beginning, and sign up to become a new member of the team.

This is not an easy decision.

Creativity is the engine of innovation. When we decide to put the main tasks of the survival and development of enterprises in the hands of outsiders, we must never take it lightly.

Which company should choose? What level of confidentiality requirements should be raised? Do you want a simple outsourcing contract or a long-term agreement? These are some issues we need to consider when we innovate outsourcing or consulting innovation experts.

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< p > outsourcing can be carried out in a cooperative way. In order to generate ideas continuously, we can establish an external agent network.

P & G has set up several external networks for innovative workers. P & G hopes to benefit from the external networks.

These networks include NineSigma, linking enterprises with researchers from universities, governments and private laboratories. YourEncore connects the retired researchers and engineers with enterprises, and yet2.com, which is an online market for intellectual property rights.

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