It takes creativity at every stage to make the discontinuous leap from one level of knowledge to the next. These discontinuous leaps of understanding lead to insights that in turn lead to value creation.

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.

A large part of the impresario's job has to do with maintaining and communicating standards of performance. Knowing how to set those standards - which are often more subjective than analytical - means knowing how to communicate the difference between something that is great and something that is just O.K.

Obviously businesses do not operate like an artists' commune. Business involves deploying finite resources to achieve goals in a competitive environment to make money. That is something creative people understand.

Jazz is not about getting and playing whatever notes you want. It is about reworking themes in a manner that sounds good, that can be followed by the other musicians and that the audience enjoys. You cannot do that without first acquiring skills.

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

The manager's job - the impresario's job - is to preside over the company's efforts to jam so the business runs really well.