Creativity and innovation are not the same. Creativity is the mental and social process—fueled by conscious or unconscious insight—of generating ideas, concepts, and associations. Innovation is the successful exploitation of new ideas, concepts, and associations: it is a profitable outcome of the creative process, which involves generating and applying in a specific context products, services, procedures, and processes that are desirable and viable. Naturally, people who create and people who innovate can have different attributes and perspectives.
Benchmarking innovation—we are far from being able to benchmark creativity—cuts across several dimensions; for example, there is product benchmarking, process benchmarking, strategy benchmarking, internal benchmarking, and external benchmarking. But, benchmarking, which (one should bear in mind) originally emerged in manufacturing, is no panacea: out of many, three common pitfalls are vague or unclear objectives, an uninspiring comparison group, and lack of ensuing action.
Creativity and innovation are not the same. Creativity is the mental and social process—fueled by conscious or unconscious insight—of generating ideas, concepts, and associations. Innovation is the successful exploitation of new ideas, concepts, and associations: it is a profitable outcome of the creative process, which involves generating and applying in a specific context products, services, procedures, and processes that are desirable and viable. Naturally, people who create and people who innovate can have different attributes and perspectives.
Benchmarking innovation—we are far from being able to benchmark creativity—cuts across several dimensions; for example, there is product benchmarking, process benchmarking, strategy benchmarking, internal benchmarking, and external benchmarking. But, benchmarking, which (one should bear in mind) originally emerged in manufacturing, is no panacea: out of many, three common pitfalls are vague or unclear objectives, an uninspiring comparison group, and lack of ensuing action.
The majority of the most successful innovation methodologies give creativity a strong role. Moreover, all those methodologies clearly state that creativity is not a matter of genius or lucky lightbulb moments, but something that everyone can achieve with the help of proper tools.
We can explain that the tools for creativity are used during a regular innovation process where teams should generate new ideas to further explore their feasibility as proper business models. For individuals not accustomed to innovation methodologies , the phases that utilize creativity are the most challenging..
Because of this challenge, innovators have developed a wide range of tools to help people unleash and nurture their innate creativity, which is usually constrained by the rules, procedures, and methods that many companies use. These restrictions are suited to run established companies, but they are not helpful to explore new possibilities during an innovation workshop or project.
The most popular creativity tools for innovation separate into two groups:
Divergence tools, focused on the generation of as many ideas as possible.
Convergence tools, which strive to analyze, filter and merge ideas, in order to select the best ones.
Within both groups there are a wide range of options to choose from, depending on the workshop and project.
Creativity is often closely related to innovation. Creativity is an important factor generating new solutions, eg technological, new technical, product, process innovations, etc. Education processes should develop the need and creativity of pupils so that later on these people become innovators and entrepreneurs who organize innovative startups.