El Bulli

BUSM2081 Creative Problem Solving Assignment One Critically analyse the creative qualities and characteristics of Ferran Adria and the ElBulli enterprise and the reasons for their success. What recommendations would you make to Ferran Adria for the successful commercialisation of his businss?

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BUSM2081 Creative Problem Solving 11000230

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1. Introduction The Spanish restaurant ElBulli and head chef, Ferran Adria are known for there enormous success in the past two decades, as highlighted in the media; as Amanda Hesser reports for The New York Times (1999), creativity and risk taking is what defines Mr. Adrias style. ElBulli received the top restaurant in the world on three occasions, 2002, 2006 and 2007, the only restaurant to do so (Norton et al. 2009: p.1). Creativity is, according to Oxford Dictionary (no date), the use of imagination or original ideas to create something; inventiveness, this is a direct reflection of Ferran Adrias philosophy to create, not to copy. However, financially ElBulli is not as successful as its demand would suggest, as the restaurant is struggling to breakeven, generating a debate to the link between business success and creativity, and the relation between fortune and survival (Norton et al. 2009: p.10). 1. 1. History of elBulli ElBulli originally opened in 1961, as a golf course restaurant. The owner Dr. Schilling enjoyed fine dining in Europe; in the next decade he transformed his golf course restaurant into a sophisticated dining experience. The contributing factor of ElBullis first Michelin star was the introduction of chef Neichel. The drop in tourism over the winter period left ElBulli no choice but to close from fall to spring. Over the next few years a change in head chefs caused ElBulli to loose and gain Michelin stars causing an uncertain future. In 1983, Ferran Adria became apart of the ElBulli team; by 1984 himself and chef Lutaud became head chefs of the ElBulli restaurant. ElBulli was now down to one Michelin star, after one year Adria was the only head chef with an aim to change the uncertain future of ElBulli (Norton et al. 2009: p.1). 2. The Origin of Ferran Adrias Creative Characteristics

2. 1. Ability: Trait and Style Ferran Adrias philosophy to create, not to copy, originated from a conference he visited in 1987 in Nice, Maximins answer to the question What is creativity? inspired Ferrans resolution to leave the cookbooks behind and create a unique identity for ElBulli (Adria et al. 2010: pp.40-41). Ferran Adrias creative ability originated from the conference giving him a sense of purpose and determination to transform ElBulli. Perkins (1981) cited by Henry (2001: pp. 11-12) observed from his studies, that the creative ability is the capability to take risks, as seen by Ferrans unusual methods to recipes, capacity for objectivity, particularly ElBullis strict time schedule, and tolerance of ambiguity, ElBullis long history of losing and gaining Michelin star is evidence of this. In the 1950s the belief of creativity as reported by R. Sawyer (2012: p.408) was some people are born creative, and if you werent, then you dont have much hope for being more creative; this would suggest that Adrias creativity is a natural trait, arguably this was exposed by the conference. Ferran Adrias skill to transform regular Spanish dishes into unusual recipes is a style of the adaptive approach, whereby Adria improves on existing practice (Henry 2001: p.12). Innovation and adaptive approaches can working together, as stated


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Ferran Adria has an adaptive style but ElBulli has a style of innovation, as there is no other of its kind making it an innovation breakthrough. 2.2. Mental Skill Creative association, applying previously unrelated ideas from one field to another, is a mental skill used by Ferran Adria. Through which Adria uses science to transform food, an example of this is, a waiter would bring a container of liquid nitrogen and pour it into a liquid cocktail where it would transform into a frozen sorbet (Norton et al. 2009: p.5). The use of science and food are not usually associated, yet a key to ElBulli success as it is unusual for restaurants to practice this approach. De Bono (1984) as cited by Henry (2001: p.12) believed mental skills and creative association could be taught as creative training aims to break though mental barriers and increase mental flexibility to make it more likely that potentially useful insights are not bypassed. Evidence of this is seen when ElBulli team is divided into three research teams where they are sent on courses and abroad to seek out new foods, techniques and opportunities for creativity (Norton et al. 2009: p.7). Finally, addressing R. Sawyer (2012: p.408) some people are born creative, the transferable skill of creativity is questioned, it is evident that recent government policies have suggested that transferrable skills are key to ensuring successful routes of learning for everyone. An example of this is the British Coalition HM Government policy (2010: p.15) whereby the government proposed the creation of a new programme, Troops for Teachers, to encourage trained soldiers to a future in teaching, the government have recognised a transferrable skill between two previously unrelated careers. 2. 3. Relevant Experience and Intrinsic Motivation At the age of 25, Ferran Adria took the position at ElBulli of Head Chef, after 4 years working at ElBulli from 1983-1987. He had previously worked in the military as a chef for 3 years; according to Weisburg (1986) as cited by Henry (2001: p.13) a 10-year work experience time frame is needed before one is capable of work of exceptional creative worth. Adria had less than 10 years experience with a clear objective for the future of ElBulli, however, as discussed the army is trained with transferrable skills, many are trained in different career paths, such as a specific skill, time management skills, organisation etc. These skills are what Ferran Adria utilised to ensure his objective was met as he worked toward top restaurant in the world 2002, after approximately 22 years experience in the industry. However, Amabile (1983) as cited by Henry (2001: p.13) suggests a combination of flexibility, relevant experience and intrinsic motivation ensures creativity. When a person has passion for a career it is suggested creativity will flourish. Hence, Ferran Adria employs chefs who earn no salary but leave with a degree title from the University of Barcelona, as they may be the most passionate, with the will to learn and hold no fear to propose ideas (Norton et al. 2009: p.9). 2. 4. Climate of Innovation The opening of the R&D laboratory called ElTaller, allowed the time during the closure of the ElBulli restaurant to be devoted to creating new recipes. Jelinek and Schoonhoven (1990) as cited by Henry (2001: p. 14) believe a climate which allows development and innovation with no punishment for


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mistakes leads to creativity; give employees freedom and responsibility for their work, tolerate rather than punish mistakes and make a point of nurturing new ideas. In the words of Ferran Adria success had allowed him to buy freedom for creativity, and Adria took the opportunity to help develop his successful business and his employees creativity whilst utilising this time where the restaurant closed (Norton et al. 2009: p.6). 2. 5. Relevant Social Context According to Csikszentmihalyi (no date) as cited by Henry (2001: p.14) there are three aspects to creativity; the creative individual, Ferran Adria holds this position at ElBulli as he holds the vision; the domain of knowledge, food and catering, as the ElBulli team transform the method of cooking and eating foods; and the social field whereby rules and regulations, health and safety and recipes gate-keep the team to apply the usual function of dining in a restaurant. As discussed previously, ElBulli uses science to creatively innovate foods; Certain fields at certain times seem to foster and accelerate creative endeavours take place (Henry 2001: p. 14). Ferran Adria was the first creative individual to use unusual methods to transform foods in a restaurant environment that got the recognition from the public, hence the success that followed. 2. 6. Chaos and Complexity Creative processes at ElBulli change dependent on the time of year; whilst the restaurant is closed the ElBulli team are taking steps to achieve a creative menu by exploring methods, in comparison, when the restaurant is opened the staff are adapting the menu and ensuring the dining experience is running to plan. The complexity theory suggests, creativity is more likely in organisations that are neither too stable and ordered nor totally disordered (Henry 2001: p.15). Ferran Adria uses skills of time management, order and organisation to ensure staff that are also students of the University of Barcelona, have the ability to learn and flourish their creative ability. ElBulli is a dining experience, from the chefs, waiters and guests; everyone plays a vital role to making the restaurant the success it is. Adria states that the waiter performs a pivotal role by helping the guests adapt to the rhythm of the kitchen and maximising their experience of the food, this shows the detail of planning Ferran Adria goes to, to ensure the structure of the ElBulli experience (Adria et al. 2010: pp.320-321). However, Henry (2001: p.15) also states that creative endeavour is more likely to emerge at the edge of chaos, in the mess between order and disorder, A day at ElBulli, Adrias book, illustrates details of the creative processes that take place at ElBulli, raising the argument if there is such chaos at ElBulli, or if the creative endeavour is also scheduled into the detailed plan by Ferran Adria. 3. Ferran Adrias Creative Management Skills at ElBulli

3. 1. Management Ferran Adrias successful creative management shows no evidence in the financial aspect of the business as discussed previously, ElBulli usually fall short of breaking even (Norton et al. 2009: p.10). However, ElBulli receive over two million requests for a reservation with only eight thousands spaces per year;


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recommendations of increasing revenue have been made, such as to open for 10 months a year or open for lunch too, but Adria has ultimately decided the number of refusals would still be enormous, and the service would certainly suffer (Adria et al. 2010: pp.104-105). Creative management is the method used to enhance creativity amongst staff by encouraging trial and error, nurturing creativity in others, and increasing employee freedom; the ElBulli team take six months to transform the menu, employ students to learn and feel free to express their ideas, also allowing change in the menu during the open season (Henry 2001: p18). Finally, the famous business saying the customer is always right, is argued wrong by Adria, creativity comes first, then comes the customer, this attitude toward the importance of creativity makes the non-financial side of the ElBulli enterprise such a success, naming Ferran Adria one of BusinessWeeks top 100 innovators of the year, 2003 (Norton et al. 2009: pp.6-8). 3. 2. Leadership Characteristics According to Kanter (1991) cited by Henry (2001: p.18) creative leaders should posses characteristics such as, vision, charismatic qualities, perceptual abilities, questioning attitude, team-building skills, persistence, good communicators, and persuasive powers. Ferran Adria represents all of these as he remains committed to creating, not copying, inspires many; as seen by his book sales, devoted himself to ElBulli for many years, created a unique dining experience and is dedicated to transforming the menu every year. Adria is a creator in Westley and Mintzbergs (1991) cited by Henry (2001: p.19) five styles of visionary leadership model; as he uses his creativity to inspire that of the customer and employee with a product focus, taking deliberate time out of kitchen for all the ElBulli team to work toward inventions, and tangible products aimed at individual consumers all with a passion for food. In comparison to Semler, Maverick (1991) cited by Henry (2001: p.19) who suggests visionary leaders abolish rules, norms and procedures, which Adria uses as the basic structure of ElBulli; a 14 hour shift includes the cleaning of the 3,770 square foot kitchen, in half an hour by forty chefs by good organisation (Adria et al. 2010: p.477). The ElBulli team demonstrates a great creative team as creative sessions include all team members to help adapt and create dishes, concepts that come out of the creative sessions are not secrets. Each one has been documented and published, as a method to ensure all dishes are creative and unique, whilst allowing other team members to work on previous dishes and adapt them further; also exhibiting climate for innovation within ElBulli. 4. Types of Creative: Ferran Adria at ElBulli

4. 1. Tacit Knowledge and Unconscious Learning Every creative idea has a history, but not necessarily a reason for being, the history of ideas are documented files, notebooks and archives of any idea developed or not, for future reference with photographic evidence and any additional research taken by each dish (Adria et al. 2010: p.56). This method allows any unconscious learning to be documented rather than relying on memory at ElBulli. Tacit knowledge is the knowledge acquired in the absence of


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the conscious; if these ideas are translated into ElBullis dishes they are documented to record future possibilities for dishes (Reber 1989: p.219). Henry (2001: p.31) suggests experiments show that not only is the unconscious quicker off the mark than the conscious mind but that it actually knows things the conscious does not, evidence that the experimental domains used by Ferran Adria are the source to ElBulli continuous success. However, the use of documenting these experiments may hinder future inventions as techniques may have been unsuccessful and now seen as unusable. 4. 2. Situated Knowledge Situated knowledge; the intuitive know-how if often vey firmly tied to the situation which it was first learnt (Henry 2001: p.34) is an aspect that ElBulli contest against, as Adria encourages employees to use methods used in different aspect of life to adapt the dining experience. An example of this is the importance of the front of house staff; giving customers an opportunity to learn about each dish as if in a classroom lesson instead of a restaurant, and give feedback for the development of dishes (Norton et al. 2009: p.8). Another example of Adrias contest against situated knowledge is his development of a hotel and many successful books. 4. 3. Intuition Whilst the restaurant is closed during the winter months intuitions were developed methodically, until samples could be prepared for analysis and reflection, this allowed critical time for incubation where the mind could reassemble and consider through the conscious mind to allow creativity and intuitive thinking (Norton et al. 2009: p.7) (Claxton 1997: Henry 2001: p35). This technique displays formal planning of time and informal managing to allow the creativity of employees representing Adria as an intuitive manager according to Mintzberg (1991, 1994) as cited by Henry (2001: p.37). Mintzbergs (1997) cited by Henry (2001: p.37) model of modes of thinking related to planning and managing suggests, Ferran Adria manages more than plans; the experiential skills he has previously acquired are used as a guide for employees, he takes action with the development of dishes, the lack of clarity with dish development allows Adria to explore ambiguous options for dishes, which in turn permits uncertainty for the future of the dishes and the ElBulli enterprise, finally Adria encourages novel ideas as the bases of the creativity but these are all taken in simple steps of planning. Intuition is the direct by-product of training and experience that have been stored as knowledge, proposes Simon (1988) cited by Henry (2001: p. 39). The development of the menu throughout ElBullis opening six months changes continuously due to Ferran Adria intuition and product development as seen in Figure 1 Adria (2010) cited by (Norton et al. 2009: p.7). Agor (1991) cited by Henry (2001: p.39) suggests uncertainty is the best function best served by intuition; Adria utilises uncertainty amongst the ElBulli dining experience as customers are unsure what dishes will be served from one evening to the next.


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Figure 1: Timeline of Creativity for the 2008 Recipes (Source: Norton et al. 2009: p.7) 4. 4. Judgement Intuitive judgement is a method based on hunches and rules of thumbs, a database of knowledge in the conscious memory used to determine an action (Kruglanski & Gigernzer 2011: p.97). Ferran Adria (2010: p.72) describes judgement as a mental palate database, which proves short cuts that help make the experiments [dish development] more efficient; making this process more efficient safeguards the experiential testing from being interminable. There is much more information around us than our limited senses can hope to attend to. [We] find ways of constructing the world that create the image of reality that we have But it does mean that our understanding of the world is partial (Henry 2001: p.42). The construction is made as a cooping mechanism for people to create meanings for everything. The mental palate database holds much judgement as it contains years of Ferran Adrias successful and unsuccessful techniques (Adria et al. 2010: p.72). Reframing is a method used to overcome mind-sets by taking all situations, negative or positive as opportunities (Henry 2001: p. 47). An example of transforming negative connations of dishes into constructive sellable and desirable dishes, is the use of transforming usual foods such as the common Spanish omelette to an up market unusual food; transforming classic dishes offers a glimpse into the process of innovating with a traditional, boring dish (Norton et al. 2009: p. 5). 4. 5. Barriers to Creativity Kaufman and Jones (1988, 1984) cited by Henry (2001: p. 45-46) suggest creative barriers are formed by a tendency to over rely on previous responses; according to Cyert and March (1963) cited by Henry (2001: p.45) creativity barriers are overcome by recycling solutions used in previous issues. Kaufman suggests the way to overcome these barriers is to separate idea generation and evaluation. As seen by the laboratory, ElTaller, ideas are experimented and evaluated at a later occasion, the method and aspects of the food are then judged if suitable for the restaurant. Ferran Adria also uses high motivation and performance separately to the creative thought; he does not consent to barriers

October 2007 Day 2: ElBulli is closed

Day 10: The creative team commences work November 2007-February 2008

Attending specialised courses Searching for new foods and new equipment

Visits to USA, Japan, other countries Visits to designers in other industries

March 2008 Day 26: ElBulli is open

April 2008 First week: Start with the 2007 menu and scattered new recipes

Gradual incorporations of new recipes to the menu May 2008- August 2008

2008 menu is finalised


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of creativity to overcome his workers ability; Adria focuses on creation not copying (Adria et al. 2010: p.40). 5. Metaphors Illustrating the ElBulli Organisation

5. 1. Images of Organisational Metaphors Morgans (1986) cited by Henry (2001: p.) metaphor of a machine best describes the ElBulli organisation, as it is tightly run with staff working around the clock with a strong sense of control as a result it is ridged. However, conformity and creativity work together at ElBulli, exposing Adrias success as a creative manager as no metaphor can clearly describe every aspect of the ElBulli enterprise. The creative team at ElBulli are representing the metaphor of a theatre of enactment; the team play their part, creating unique dishes, Ferran Adria represents the showman, making the ultimate decisions of the destiny of experiments. 5. 2. Paradigm To create, not to copy is Ferran Adrias paradigm, in turn making it ElBullis. A paradigm is best described as a fixed theory that tends not to be questioned until provided otherwise (Dervitsiotis 2000: p.641). The ElBulli team use this as a objective on a daily bases, the public success of ElBulli has not seen it fit for scrutiny, however, in order to for ElBulli to succeed financially this paradigm may need to be examined; resulting in this paradigm described as a functionalist paradigm according to Morgan (1991) cited by Henry (2001: p.65). As discussed previously ElBulli uses both control and freedom in harmony; the planning and clockwork execution results in Whittingtons classical paradigm, however, the experimental creative laboratory uses the evolutionary organisational paradigm (Henry 2001: pp.65-66). 6. Cognitive Style

6. 1. Personality Inventories: LSI Personality style inventories were designed to help highlight the ways in which people differ in their approaches to perception, creative style, problem solving and decision making, and to emphasize the extent to which such differences can affect cognition, strategy and behaviour (Henry 2001: p.91). According to Kolb and Belbins learning style inventory there are two continuums, processing and perception; approaches to tasks and emotional responses. Ferran Adria utilises the concept of observing and participating emotionally and physically amongst his staff for the best results of unique dishes, Chefs should be better at tasting than they are at cooking (Adria et al. 2010: p.72). 6. 2. KAI & Innovation Style Kirtons adaptor-innovator inventory suggests there are two style differences, adaptors and innovators, Ferran Adria is classified as a innovator as he does [dishes] differently as apposed to better, and takes risks (Henry 2001:


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p.76). However, as discussed previously Adrias ability to be well organised and discipline his team as well as encourage freedom and creativity, means ridged inventories such as KAI which use a 32-item scoring, also show Adria represent an adaptor as he is reliable, cohesive and co-operative (Henry 2001: p.77); Resulting in Ferran Adrias innovation style according to Miller (1988) as unique as he demonstrates visionary, experimental and explorer qualities (Henry 2001: p.85). 7. ElBulli Team Member Roles

7. 3. Belbins Inventory According to Belbins inventory (1981) as cited by Henry (2001: p.93) teams members hold different roles and these types of roles work together differently dependent on team situations. Belbins inventory suggests the plant team member may be creative but will struggle with managing ordinary people; this is could be a member of ElBullis creative team. Whilst the completer who may be one of ElBullis front of house staff who search out errors and deliver on time but have a tendency to worry (Henry 2001: p.93). The different team roles can be evident in all 70 member of staff during one night at ElBulli, but they each hold one role stronger than the other and working with the negative and positive of each role can be complimented by the variety of roles. 7. 2. Innovation Stages Henry (2001: p.94) describes three stages to a successful innovation role, invention, innovation and entrepreneurship. The ElBulli team work to invent on a daily bases through the use of new techniques, methods and dishes to create the ultimate dining experience, theses inventions are documented and then produced into tangible products or methods of service, the innovator stage. Adrias qualities of risk-taking, dedication to work, intuition and independent thinking are all characteristics of Shapiros (1966) cited by Henry (2001: p.96) inventor qualities. Adrias paradigm to create not to copy, is a vision and a single-minded obsession, a quality that Davis (1991) cited by Henry (2001: p.96) is a quality of an innovator. Ferran Adria has successfully illustrated entrepreneur qualities of persistence, opportunistic and risk-taking as suggested by Collins et al. (1964) as cited by Henry (2001: p.97); by introducing these products or methods into the market, by entering the book market, opening a hotel and a chain of fast food restaurants and working as a consultant (Norton et al. 2009: p.1). 8. Recommendations for commercialisation

8. 1. Financial Gain In order to achieve total business success, ElBulli and Ferran Adria need to evaluate the financial aspect of the dining experience. Increasing prices of the experience is a quick fix to the problem; with the demand being so great it would suggest an increase in price would not dishearten the food-fanatics (Norton et al. 2009: p.2). In order to generate profit ElBulli could stay open for the whole year,


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however more money would be needed to bring in more produce and lack of development of dishes may discourage demand as the laboratory would not be used as affectively. A smaller experience could be sold for a tasting experience where those who had not achieved a booking could pay for a short experience of ElBulli to generate profit, however this could lead to an increase in cheaper options being sold as apposed to the full package, ultimately decrease profit generation. 8. 2. Sustainability ElBullis technique to trail new products leads to large amounts of waste, throughout the whole year and the use of high-tech equipment all contribute to the damage of the larger environment. In order to commercialise, the introduction of a new production method, Adria will need to consider a way to decrease ElBullis environment damage (dictionary.com no date). Simple steps such as recycling, the introduction of solar panels to generate electricity, and reducing electricity by ensuring all lights are turned off in the restaurant, the lights are switched off, but only in the kitchen (Adria el al. 2010: p.506). The reduction of change to the menu during the open season will also reduce wastage and extra equipment in use unnecessarily. 8. 3. Is ElBulli to Unique to Change? ElBulli is a niche restaurant hence its demand, the need for creativity means grade scale innovating must remain in order to continue as a niche, unique restaurant; there is no simple solution to generate profit without ElBulli losing some respect of its original and unique dinning experience, the choice to generate profit will be a risk to whatever the solution may be. 9. Conclusion Comparing Ferran Adria and the ElBulli enterprise to the theories of successful creative problem solving, conclude that ElBulli is a successful business with creativity at the heart of the business. However, the debate between fortune and survival is still that of substance, in 2010 Adria announced in closure of ElBulli due to loss of money and pressure from dinners was so great that at the bestial pace, it would be impossible to continue (Alexander 2010). Ferran Adria and the ElBulli brand will never be tested of it survival without each other due to the closure, suggesting they were inseparable. Ferran Adrias ability to evaluate situations has enabled his success, and his decision to close ElBulli illustrates his method to solve problems. However, the classic saying you cant be good at everything reveals although Adria showed tremendous skills in creativity and organisation, the financial aspect of the business failed and there was no creative way to solve that problem on this occasion.


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Reference List Adria, F. Soler, J. and Adria, A. (2010) A Day at elBulli An insight into the ideas, methods and creativity of Ferran Adria. 2nd Edition. London, UK, Phaidon Press Limited. Dervitisiotis, K. N. (2000) Benchmarking and business paradigm shifts. Total Quality Management. [Online] 11 (5) 641-646. Available from: Business Source Premier [Accessed 26th November 2012]. Dictonary.com (no date) Commercialisation. [Online] Available from: http://dictionary.reference.com/browse/commercialisation [Accessed 26th November 2012]. Henry, J. (2001) Creativity, Cognition & Development. London, UK, SAGE Publications. Hesser, A. (15th September 1999) In Spain, A Chef To Rival Dali. The New York Times. [Online] Available from: http://www.nytimes.com/1999/09/15/dining/in-spain-a-chef-to-rival-dali.html?pagewanted=all&src=pm [Accessed 24th November 2012]. HM Government (May 2010) The Coalition: our programme for government. Cabinet Office. London, UK. Available from: http://www.cabinetoffice.gov.uk/sites/default/files/resources/coalition_programme_for_government.pdf [Accessed 27th November 2012]. Kruglanski, A. W. & Gigernzer, G. (2011) Intuitive and deliberate judgments are based on common principles. Psychological Review. [Online] 118 (1) 97-109. Available from: PsycARTICLES [Accessed 27th November 2012]. Norton, M, Villanueva, J and Wathieu, L (2009) elBulli: A Taste of Innovation. Harvard Business School. [Online] [Accessed 24th November 2012]. Oxford Dictionary (no date) Definition Creativity. [Online] Available from: http://oxforddictionaries.com/definition/english/creativity?q=creativity [Accessed 24th November 2012]. Reber, A. S. (1989) Implicit Learning and Tacit Knowledge. Journal of Experimental Psychology: General. [Online] 118 (3) 219-234. Available from: PsycARTICLES [Accessed 24th November 2012]. Sawyer, R. (2012) Explaining Creativity: The Science of Human Innovation. New York, USA, Oxford University Press.

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El Bulli