When you come into a creativity-driven environment, things are very different and there is the danger that a traditional managerial mind-set could even do damage. That is because managing creative teams and people is very different from managing the factory worker/foreman relationship.

When you come into a creativity-driven environment, things are very different and there is the danger that a traditional managerial mind-set could even do damage. That is because managing creative teams and people is very different from managing the factory worker/foreman relationship.

Creativity, my students learn, is as natural a function of the mind as breathing or digestion are natural functions of the body.

You need judgment, you need to utilize conventional resource-allocation analysis, you have to work backward from estimations of the market to the current investments and you have to do some benchmarking of your product and its potential against your competition.

The creative process is different from the traditional production and work-flow process. It is not so linear.

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

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