Managing for CreativityManaging for Creativity

Getting Peak Performance from Getting Peak Performance from Creative PeopleCreative People

• Value work over toolsValue work over tools

• Reward excellence with challengesReward excellence with challenges

• Minimize hasslesMinimize hassles

Creative CapitalCreative Capital

A company’s most important asset A company’s most important asset isn’t raw materials, transportation isn’t raw materials, transportation

systems, or political influence, but an systems, or political influence, but an arsenal of creative thinkers whose arsenal of creative thinkers whose ideas can be turned into valuable ideas can be turned into valuable

products and services.products and services.

Creative EmployeesCreative Employees

• Pioneer new technologiesPioneer new technologies

• Birth new industriesBirth new industries

• Power economic growthPower economic growth

SAS Institute’s Creativity SAS Institute’s Creativity FrameworkFramework

• Keep employees intellectually Keep employees intellectually engaged and remove distractionsengaged and remove distractions

• Management’s responsibility for Management’s responsibility for sparking creativity and eliminate sparking creativity and eliminate

arbitrary distinctions between “suits” arbitrary distinctions between “suits” and “creatives”and “creatives”

• Engage customers as creative Engage customers as creative partners so you can deliver superior partners so you can deliver superior

productsproducts

Managing for CreativityManaging for Creativity

SAS recognizes that 95% of its assets SAS recognizes that 95% of its assets drive out the front gate every drive out the front gate every

evening. Leaders consider it their job evening. Leaders consider it their job to bring them back the next morning.to bring them back the next morning.

Managing for CreativityManaging for Creativity

In the creative economy, time is In the creative economy, time is precious. As much as creative people precious. As much as creative people

like to feel challenged, they don’t like to feel challenged, they don’t want to have to surmount want to have to surmount

unnecessary obstacles. The former unnecessary obstacles. The former situation inspires greatness; the situation inspires greatness; the

latter, migraines – hardly an ideal latter, migraines – hardly an ideal condition for creative thought.condition for creative thought.

Managing for CreativityManaging for Creativity

The creative economy is here to stay, The creative economy is here to stay, and companies that figure out how to and companies that figure out how to

manage for creativity will have a manage for creativity will have a crucial advantage in the ever-crucial advantage in the ever-

increasing competition for global increasing competition for global talent.talent.