Registry
Module Specifications
Archived Version 2022 - 2023
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Description This module has two specific elements: creativity in business and the application of that creativity to develop tangible innovation assets for the organisation. Business leaders often equate creativity with novelty, originality and individualism - an unplanned spontaneous eruption of new ideas. This view, taken to the extreme shows strategy as rational, linear, left-brain with creativity being chaotic and right brain. But creative ideas only amount to something when they are framed and supported by the strategy and similarly if a strategy has no creative element, it will lead the firm or the brand into a commodity hell from which it may never recover. Adobe’s 2016 Global Survey ‘State of Create’ showed companies really embracing creativity to the extent that they are paying staff more if they are demonstrably creative and they are promoting them faster. In this module, we will examine the various ways conservative organisations inject creativity into their strategy. An organization’s ability to innovate is recognized as a key factor for sustained growth, The innovation capabilities of an organization include the ability to understand and respond to changing conditions of its context, to pursue new opportunities, and to leverage the knowledge and creativity of people within the organization, and in collaboration with external interested parties - to create new and differentiated products, services and experiences for its customers.. An organization can innovate more effectively and efficiently if all necessary activities and other interrelated or interacting elements are managed as a system. In the early days the scope of innovation largely fell under the realm of technology management. But now the concepts surrounding innovation have transcended technology and have impacted on every industry as well as appearing very often on the popular press. There is a strong and unmet need for key concepts in innovation to be selected and explained clearly. Historically the practices of innovation always drove theory, rather than the other way around. This module looks in a practical way about how to introduce some of the best practices into an organisation: Stage-Gate; Design Thinking; a formal Innovation process; collecting and managing insights. It also includes innovation tools and methods; people and culture: innovation systems and standards for the practical implementation of innovation. | |||||||||||||||||||||||||||||||||||||
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Learning Outcomes 1. Understand the role of creativity as a driver of innovation 2. Understand the key components of the concept of creativity 3. Recognize the factors that drive individual and group creativity 4. Be able to describe and contribute to a culture of creativity in their organization 5. Understand the bridge from idea to execution - be able to turn ideas into action 6. Be able to convert raw ideas into testable concepts 7. Understand how to champion projects through an organization | |||||||||||||||||||||||||||||||||||||
All module information is indicative and subject to change. For further information,students are advised to refer to the University's Marks and Standards and Programme Specific Regulations at: http://www.dcu.ie/registry/examinations/index.shtml |
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Indicative Content and
Learning Activities Sources of CreativityComponents of CreativityExamples of Creativity in the Food IndustryFostering CreativityCreating a Culture of CreativityWhat Business can learn from the ArtsInnovation ManagementInnovation SystemsInnovation ProcessesPeople and CultureClimate for InnovationOpen Innovation | |||||||||||||||||||||||||||||||||||||
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Indicative Reading List | |||||||||||||||||||||||||||||||||||||
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Other Resources None | |||||||||||||||||||||||||||||||||||||
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