MBA Research Project
Creativity and Innovation Fundamental Core Concepts

A Master of Business Administration (MBA) research project (including powerpoint presentation, notes and DIY Audit) that formulates a framework for managing creativity and innovation through active research of 22% of the largest advertising agencies in London and critical evaluation of more than 120 sources of literature.

These tools are invaluable for the creative person, the manager of creative people, the leader of a thinktank, the manager who wishes to inspire motivation and enhance productivity, the manager of human capital, any entity wishing to establish and reap the benefits of an entrepreneurial culture and anyone wishing to improve tangible creative output.

Tools are primarily created for the creative corporate strategy decision maker, but the concepts are universal and touch on all spheres of life.

Creativity and Innovation are often taught using airy-fairy, intangible, ungrounded, unscientific, unuseable, undefined, mysterious terminology and theories. To get a handle on it you need to talk in real, tangible, useable, measureable concepts.

There are twelve major themes that are common in all fields of creativity. Once you have reviewed the arguments and conclusions around each theme, you will have a unique insight that allows you to effectively use creativity, practice creativity, measure creativity, debate creativity, initiate the optimal organisational structure and group structures, understand and avoid blocks, inspire motivation, increase productivity, follow innovation through to commercialisation, benchmark ideas, develop tools for idea measurement and much more... .

Defines the process that induces the creative state and is itself a cause of it; this process generates great ideas and makes insight / eureka / the aha! experience much more likely.

Explains how incremental productivity can lead to being prolific, which draws out tacit knowledge, improves quality and results in the consistent stream of ideas necessary to develop lists of ideas for decision making and for long term projects such as film scripts and novels.

Some Central Knowledge Domains

Creativity and Innovation

The definitions and differences between creativity and innovation.

Common characteristics

Do creative people have common characteristics.

Learning versus talent

Can creativity be learned or is it a gift.


Motivation is arguably more important than nature / nurture or traits.

Blocks to creativity

What are the blocks and how can they be overcome.

Organisational structure

Optimising Org. structure.

Group structure

Optimal group structure.

The role of knowledge

Is domain knowledge helpful or a hindrance.

Radical versus incremental

Radical transformation is sexy, but what's more effective.

Structure and goals

How are they helpful and when do they become a hindrance.


Getting to Eureka!


How do we value an idea.

Software, Templating and Video Lessons

Software which includes the critical business models and frameworks that are the core of any MBA.

More than 200 video lessons that guide you through the critical business models and frameworks that are the core of any MBA. All videos are framed around the business context and include principles and models that will be familiar to MBAs, Executive MBAs, DBAs, PHDs, management consultants etc.

More than 150 innovation video lessons. Everything you need to know about innovation management. In sum, this knowledge base is superior to anything taught at Ivy League schools (Harvard et al), London Business School, INSEAD etc. Videos with the latest research and insights are regularly added. You will need to watch all the videos and then revisit them after periods of incubation. Topics include:

Defining and Differentiating

Measuring Creativity


Mapping 4Ps

Common Characteristics

Creative or Innovative State

Disruptive Innovation

Open Innovation


Skunkworks Principle




Components of Radical Innovation

Push Forces Contracting Product Life Cycles

Flow Principle

Reverse Innovation

S-Curve ROI Relationship

Domain and Specific Knowledge Curves

Young vs Old

Conceptual vs Experimental Innovators

Path Dependency

Three Horizons

The Illusion Of Originality

Creative Destruction

Continual Innovation

Extending The Product Life Cycle

Value Innovation


Innovation Saturation

When To Start New Product Innovation

Manufacturing vs Service Firms

Value Innovation and Value Stream Mapping

Normalcy Bias

Resource Focus

External Options For Ideas

Optimizing Throughput

Fast Innovation In Business Context

Integration Innovation

Indigenous Innovation

RECR Framebreaking

PESTO Framebreaking

Role Playing

Idea Success Probabilities

Collaboration Vs Competition

Eureka Process


Short Term Goal Setting

The Creative State

Prolific Production

Quantity Quality Relationship

Engagement vs Waiting For Inspiration

Diversity and Intellectual Cross Pollination

Status Differentials and Politics

Pick Chart For Idea Selection And Risk

SPIN On Problem Identification

Trust Dimensions

Leadership Competencies

Linking Change With Creativity Innovation

Urgency Concept

Innovation Resistance Equation

Coalition Leader Buy In

Innovation And Vision

Innovation And Communication

Incremental Principle

Embedding With Myths And Stars

Kill Go Decision Making

Collaboration Zones

Boundary Control

The Risk Problem

Growth Risk Stages

Risk Managing Acquisition

Risk Probability vs Impact

Ansoff And Risk Alignment

Seven Zeros

Value Stream Mapping

Bad Structure Strategy And Decline

Links To Decision Makers

Reducing Information Hops

Proximity Principle

Cross Platform Learning

Empowerment Principle

Org. Structure Funding

Org. Culture Core Attributes

Tacit Explicit Knowledge

Espoused Vs In Use Theory

Uncertainty Principle

Optimizing Innovation

Four Technology Impacts

Channel Strategy

Icon Principle

5 Product Innovation Levels

Prototyping Feedback Loops

Hop Principle

Innovation Metrics

Impact Stage

Purchase Creativity and Innovation MBA

Get In Touch

The form below should work, else email