CE2

• Captures the personality of the company and what it stands for
• «Organization’s basic beliefs and assumptions about what the company is about, how its members should behave, and how it defines itself in relation to its external environment»

• it is collective 
• employees identify with it on an emotional level 
• histroricaly based and synamic 
• ( dresscome, one style is ok another nt. it depends n the past, not always clerat, dynamic over time) 

• Culture eats strategy for breakfast
• culture is more important then strategx 

• Positive / Negative: In line with vision, mission, strategies, and environment?
• strong/ weak: How deeply held are the core values and assumptions ?
• homogeneous / heterogeneous ( one ore more subcultures): shared by all members or subcultures? 
• consistent/ inconsistent: elements conflictung or not? 

Values: 

• Things worth having or doing/ desirable 
• express preferences for certain behaviors and outcomes 

rules of conduct: 

• accepted norms and rules 
• accepted behaviors to reach outcomes 
• ethical behavior 

vocabulary

• language, slang, slogans, gestures, songs

methodology ( how are things done in a senco of political behaviours) 

• how things get accomplished 
• processes, politicking

rituals 

• rites, ceremonies, taboos
• employees welcoming and retiring 

Myths and stories 

• histories, sagas, legends
• "who are the heros"
• retell stories and create new ones 

• RISK high
• Speed of feedback on appropriateness of decisiond also quick 

degree of entreprenurship also high 

• Little or no feedback
• Contentrate on how things are done
• Tight hierarchy, avoidance of failure
• Bureaucratic processe

• Competitive individualists ( high risk high return, suits) 
• High personal risk & financial stakes
• Quick feedback whether right / wrong
• Short-term orientation, high turnover

• fun and action 
• low risk takng quick feedback 
• action oriented 
• customer focus, sales orientation

• big stakes decisions ( you make a few decisions that have big stakes) 
• high risk, slow feedback 
• clear hierarchy 
• technological breakthroughs

RISK High 

SPeed QUick 

• Suits: MACHO Culture 

RISK low 

SPeed quick 

• work hard/ play hard culture

RISK high 

Speed low

• Bet the company culture 

RISK low, Speed low 

• process culture

• Focus on people and empowerment
• Value creation through innovation and change
• Learning from failure (failure shout be allowed as long as you learn from that )
• Collaboration and teamwork
•  Commitment & personal responsibility
• Emphasis on future
• Sense of urgency

• Management support 
  • active encouragement 
  • provision of resources 
  • openness toward ideas and suggstions 
• work discretion
  • freedom and decision-making latitude for employees
  • ability to follow own ideas 
  • less bureaucracy
• reward/ reinforcement 
  • recognition of entrepreneurial behavior 
  • entrepreneuship-oriented assessment of perdormance 
• time availability
  •  amout of time available to fulfil tasks 
  • danger: getting stuck i daily operations 
  • can having little time also be good? 

middle : Communicate,

• face to face
• tell powerfull soties 
• brief supervisors 
• meetings / Events 

1. Develop a vision and strategy 
2. create a culture of innovation 
3. develop organizational support 
4. reward according to results 

• develop missing statement to define the company 
• waht kind of company do we want to be? 
• entrepreneurship as central aspect 
• destroy your business"

• Important role of top management
• “Empowering” of employees / managers
  • Risk-taking
  • Support of ideas
  • Acquisition of resources
  • Coordination of top management and lower levels
  • “Gatekeepers”
• Right to make mistakes

• Integrate “the new” into the organization
• Balance separation and integration
• Space to develop versus obtaining valuable resources
• Centrifugal forces

• Incentivize entrepreneurial initiatives
• Non-financial incentives in addition
• Moderate downside risk

• The application of a person’s mental ability and curiosity to discover something new
• The capacity to develop new ideas, concepts, and processes
• The act of relating previously unrelated things (connect and relate existing things, soent always have to be a new thing )
• Put together things in a novel way
• The process through which invention occurs

• Something new
• Developed through a combination of existing things
• Something meaningful: problem solving!
• MacGyverism: Oxford Dictionary (Takes existing things and solve a problem with it) 

• “The soul of entrepreneurship”
• Vital for spotting patterns and trends that define an opportunity
• The point of origination for innovation and entrepreneurship

creative thinking ( how do people do it?) 

• how people approach problems and solutions 
• techniques used for looking at problems 

expertise/ knowledge ( can people do it)

• what a person knows and can do 
• intellectual space used to explore and solve problems 
• (think about potential solutions, ) 

Motivation (are they willing to do it?) 

• Extrinsic and intrinsic motivation 
• determines what people will actually do 

adaptor 

• disciplined, precise, methodological approach 
• solving rather than finding probelms 
• refine current pratices ( exploit) ¨capable of doing extended detailed work 
• => incremental innovation 

innovator 

• approaches taskes form unusual angles 
• discover problems and avenues of solutions 
• questions basic assumptions ( explore) 
• little tolerance for routine work 
• => disruptive innovation

for an org. it is important to have both in the firm that work toghether 

preparation

• what is the real problem or question? 
• ask creative questions first 

Frustration

• series of dead ends 
• give up or find mediocre solutions

Incubation

• step away from the problem 
• unconsciously work on solution 

illiminaiton

• "aha" moment 
• core of an answer 

Elaboration 

• refinement 
• pragmatic adaption

• Younger people are more creative than older people
  • Little changes in cognitive instincts over time
• creative people work by themselves and create alone
  • creativity is collaborative and involves synthesized efforts 
• you have to wait for a creative inspiraitn to strike
  • creativity comes from working on problems or ideas 

• Creativity is a process that can be learned and improved
• Everyone is creative to some degree • Not limited to the «gifted and highly intelligent ones

Autonomy

• High autonomy in the day-to-day conduct of the work (because you can try more you are more creative )
• Sense of ownership and control over own work and ideas (my problem so i want to solve it more )
• Believe in having a choice how to accomplish tasks

Resources

• Perceptions of the adequacy of resources (budget or material to build a prototype etc. )
• Beliefs about the intrinsic value of undertaken projects
• Needed to start and implement projects in the first plac

 A creative organizational climate

• Open channels of communication
• Contact with outsiders ( other backrounds)
• Variety of personality types (Heterogenous teams)
• Little fear of making mistakes
• Use of creative techniques
• Resources for accomplishing goals( personal, money, etc. ) 

• if you know you can make mistakes it is very good for creativity 
• excessive workload pressure ( high time pressure) 
• Stress ( if not toomuch it can also be good, but if just reacting not good) 
• mental blocks (Tunnerl view) 
  • prejudices from preconceived ides 
  • perspective reduction 

Brainstorming

• Start with a problem to be solved/opportunity to be exploited
• Encourage free flow of ideas and divergent thinking
• There are no «bad» ideas
• Let the right side of the brain «rule»

Analogy

• Identify analogies in other contexts
• What does the situation or problem remind you of?
• Can the principles be adapted? 
• (lotus flower: water is pouring off, this could be addapted by cars etc. )

Problem reversal

• Based on the premise that the world is full of opposites
• Any attribute, concept or idea is meaningless without its opposite
• Example: think about how to sell less products!

Opposites attract

• Synectics: put two “nonsensical” things together
• A bookstore with no books and no stores ( amazon)
• A private transport firm with no cars (uber)
• A “hotel chain” without hotels and beds ( air bnr)

Group sketching, mind mapping, storyboarding....

Feasibility and originality low: nothing 

Feasibility low and originality high: NOW ( becaouse easy to copy fast) 

Feasibility high and originality low: HOW? ( how can we make it work) 

Feasibility high and originality high: WOW! 

you need all 6  to be successfull, you can do a roleplay and so get good solutions 

• Blue hat_ Porcess 
• Green Hat- Creativity
• White hat- facts
• yellow hat. benefits
• red hat- feelings
• black hat- cautions 

creativity: its simpler then the books say
- creativity starts at the individual. 
- women think in more creative ways because man tend to control everything
- ENTERING MINDS and not forcing people (its not about informing people, its  about persuading. / the knowledge is not complicated and most of people already know it) 
- you need to do more slow thingking 
- creativity is about principles and repeating them 

 More than 350 definitions • «One of the most observed and least understood phenomena»

• The activity of leading a group of people or an organization or the ability to do this (Business Dictionary)
• Leadership is a process of social influence which maximizes the efforts of others towards the achievement of a goal 

• Seniority
• Hierarchy
• Titles 
• Personal attributes
• Managemen

It doesn’t take a hero to order men into battle. It takes a hero to be one of those men who goes into battle. Lead by example!!