The management of creativity is more intimate. By that I mean that it deals with an individual's personal, psychological landscape. It deals with the way you create relationships. It deals with creating an atmosphere and environment that support the creative process. As a result, it is a management skill set that is inherently psychological and that encourages desired outcomes rather than demands those outcomes.

The challenge is to manage creative people so that the output is fruitful. The challenge is not to have an open environment and simply let them do whatever they want.

Conducting a creativity audit can be very illuminating because it can tell you how the process is working internally and against the competition.

The larger the price tag, the more you have to adopt what I call the postmodern management approach. What I mean by that is that you have to use everything when you make a decision.

You are able to create an environment so that the creative process can take place and that you can get people to perform at their highest levels.

If you come up with a new product, you can very easily track its contribution to the bottom line. But often the challenge can be both large and subtle.

The imagination is like a muscle: it strengthens through use.