Knowledge is power no longer. Creativity is power.
Creativity is what differentiates organisations that succeed from those that do not. And yet the working world still organises people by task and process, demoting creativity to an afterthought. Furthermore, as robotics and artificial intelligence take over everything that is not creative, creativity is where power will reside.
Phil Lewis of Corporate Punk holds nothing back in his manifesto – Creativity Is Power – a blueprint for business leaders. He says:
“Seizing the power of creativity, and making the changes you need to make, may not be easy. It will not always be comfortable. But it is the most important leadership challenge facing businesses today.”
Read on and get exclusive access to more than 70 pages of invaluable insights, plus a complementary 60-minute film.
Creativity Is Power examines what goes wrong in organisations that are not getting the creative best out of their people, and how to correct those problems. It provides leaders with a set of powerful arguments and diagnostic tools, and it reveals the steps you can follow to turn your organisation into a creative powerhouse, including:
- The 5 stages of creative decline.
- The 5 symptoms of creatively dysfunctional businesses.
- The 3 myths about how to make organisations creative.
- The 5 ingredients for a creative organisation.
If you want to prosper now and safeguard your business against technological revolution, you need to seize the power of creativity.
Read a short excerpt from the manifesto:
Here are two truths.
- Getting the creative best out of people is essential, not only for organisations to do well, but also for them to survive in the modern world.
- Most organisations are terrible at it.
Let’s unpick those truths. The leader of an organisation might ask the following questions in response. (My answers are in italics.)
Why should I care about creativity?
Because creative organisations are the ones that succeed.
Does our survival really depend on creativity?
Yes. Because if creativity is poor, the organisation will fail.
If my organisation is so bad at creativity, why is it my problem?
You’re the leader. Everything is your problem.
Why am I not getting the creative best out of my people?
Read on, and you’ll be able to diagnose what’s wrong with your organisation.
And it isn’t just old hat. It’s a crisis.
What machines cannot do
The notion that ‘knowledge is power’ has only recently become out of date. Search engines, Big Data, and (shortly) artificial intelligence all provide access to endless knowledge. Humans have become expendable in this context, being replaced by robots and automation. But creativity and caring are the two things that machines cannot do. Caring is important, but creativity is where the power will reside. And creativity is not a desirable extra; it is a requirement right now.
Does our business culture do enough to put creativity at the heart of our working lives? No, it doesn’t. In fact, many organisations barely even recognise the problem.
In the 21st century, creative organisations are succeeding, while uncreative ones are failing. It’s that stark. In the past, it used to take years for large companies to decline. Now it can be a matter of months or even weeks. Smaller companies, which don’t make the headlines but make up a much larger proportion of the economy, can go to the wall in the blink of an eye. The crisis is spilling over into politics. Voters have recently given the establishment a kicking because they are unhappy with their lives. Automation is driving mass obsolescence in low and medium paid workforces, in a context where these workers are already struggling to get used to inequality, the instability of employment, mass migration and globalisation.
Take Trump’s victory in the 2016 US Presidential election. Workers in uncreative organisations, as well as the unemployed, can see others (including many who were foreign-born) in fast-moving, creative, technology-driven businesses becoming rich. In some cases, very rich. They cannot join ‘hero’ companies like Apple and Google, they are not the beneficiaries of the wealth being created and redistributed, and they are rebelling. This is an existential crisis for mankind – and there are symptoms of this revolt of the powerless elsewhere, from Brexit to the Italian referendum, and it will continue to surface in various elections to come. Although many commentators would have you believe that we are at some sort of high tide mark, in truth these events are just the first wave signs of a vast, global malaise.
This manifesto is going to make the case for creativity as the solution to a critical problem that needs fixing now: what are human beings for, in an age when machines can do so much, and how must our organisations adapt today and tomorrow?