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.

All of these creative ideas and decisions about new ways to reach the consumer can be tracked with regard to how well they are working, whether and how they are building awareness for the product, how well they motivate the consumption of the product, and so on.

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 traditional managerial mind-set is an analytical mind-set. It is about creating accountability and defining responsibilities.

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

Coca-Cola can get really fresh output because it is getting people who are outside the traditional model and they are combining ideas in very novel ways.

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