The C.E.O.'s job in a creativity-driven company is to be an impresario, not a manager.

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.

Creativity is not like the weather: You can do something about it. And you can measure it well enough to determine its effect on sales and profits.

I would argue that the management of creativity requires a skill set that's relatively different from the traditional management skill set that is appropriate to a large, complex, industrial-era organization.

Jazz has to work. It has to play with the audience and with the marketplace. I think that is relevant to business.

Tunes have notes and tempos and rules. If the tune is "All the Things You Are," you have to adhere to its structure and to the tradition behind that structure.

Instead of command and control, managing the creative process is about facilitating and permitting.