Education

The focus of my work at the Antwerp Management School and as a member of the faculty of the Lorange Institute of Business are creativity, strategic innovation and creative leadership. In the programs, mostly customer tailored, case and examples of the art world are linked to questions and topics of innovation in today’s organisations. Who knew for example, that in Venice an intense competition between masters such as Titian and Tintoretto was fought with a number of ground breaking innovations 500 years ago.

Practical exercises open for participants an experience of creativity and innovation for participants. Thus the practical implications and the transfer into the corporate life are easier to manage. I work with creative methods, such as film, painting or sculpture work, when I discuss topics of cultural change or personal and organization-related values.
  • "Recently, I have worked with Jörg's approach for an executive education program in Helsinki. Using examples of art history to reflect upon questions of innovation and creativity helped the participants a lot. Jörg's debriefing was to the point and was eye opening for the participants to understand their own situation as leaders and how to foster creative thinking for the innovation process."
    Patrick Furu Program Director Helsinki Business School

Creativity

How can we act more creatively? Is every human being an artist? How can we work in organizations in a more collaborative and creative way? More and more companies recognize the need to be more agile and flexible in the market, in today’s world. Therefore creativity is a prerequisite. Talking about creativity is one thing, acting creatively quite another. Therefore, managers need to gain experience in this field, what I see as the key to success. Therefore in programs participants have the opportunity to try out creative processes. For example, in a "Mission Impossible" exercise, in which they think about an impossible task and then try to accomplish it, they experience how they move forward in the uncertain situation of a creative process and work together as a team. The take away of the exercise is, that fostering creativity in business always requires a good composition of people which are able to come up with ideas and such which are able to implement them.

Strategic Innovation

How can companies think about innovation and develop new customer fields, other products and services for new market segments, in a radical way? Answering theses questions, participants get to know surprising approaches in programs. So they hear for example, how 500 years ago in the Venetian art market all the conditions for innovation were in place and artists such as Titian and Tintoretto have followed the rules of modern competition. Another case, the Damien Hirst story about the provocative contemporary British artist, leads to the core question of Strategic Innovation – in what business does an organisation operates. Thus, business strategy appears in a new light and can be seen as a creative opportunity that needs to be taken. Strategic innovation primarily, as I see it, is a challenge for companies to question themselves, asking how they can make a difference and so to remain successful in the market.

Dialog

Actually, it's simple - we know that we can’t know everything. This is especially true for today's complex world, our work and life. In order to accomplish this challenge, leaders must let go of their well-trained expert role and accept that in the future, they have to act more as facilitators of organisational processes. They have to understand how to set the right frame for leading a continuous dialogue in the organisation. This effort will help to foster creativity and inventiveness. Thus organizations can be more agile in the long run.

How can we learn and practice this approach? Therefore in programs often, I go to the museum with executives and let them look at works of art in small groups. They start along a three-step methodology to observe all aspects of the artwork, such as colour, form and composition. Through a dialogue they develop a common understanding about the artwork within the group. Often, the results are amazingly surprising for the participants and it turns out that they do not have to be an expert on art to develop a sense and meaning. Finally the executives transfer this experience to their project challenges thinking, how they can develop through dialogue and integration of different perspectives a deeper understanding within their teams

Creative Leadership

How can we develop a meaningful perspective in today's complex business world? 2010, IBM published the global study "Capitalising on Complexity ", regarding this topic. Creativity, so the study shows in an impressive way, was rated as the most important ability and will be the biggest challenge for managers in the coming years.

This raises the question how executives can set the appropriate framework and promote creativity through their own constructive attitude. Rather than to speak about managing creativity, leaders should think about their leadership style in terms of conducting. In programs I open the space to reflect upon this question. Along the three levels of "Creative Leadership", first, handling complexity from a systemic point of view, second, orchestrating the creative potential and thirdly, how to build emotional commitment to change situations, executives think about how to integrate Creative Leadership in their daily organisational life.
© 2016 Jörg Reckhenrich
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© 2016 Jörg Reckhenrich
Strategic Creativity
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