La vecchia maniera di elaborare e applicare la strategia ci danneggia, scrive l’autore di Leading Change, in parte perché non possiamo più tenere il passo del cambiamento.

Il management come disciplina non ha mai avuto vita facile. Gli economisti macro l’hanno sempre visto come materia ancillare, se non proprio di secondo piano, e decisamente più con caratteristiche umanistiche che non scientifiche.

Schumpeter's vision of the lone entrepreneur is so entrenched in our minds that we unconsciously tend to believe that entrepreneurial flair is a matter of genetics; a recent ECSI survey I conducted found that 68% of business leaders firmly believe that great innovators are born and cannot be made.

My colleague Chris Trimble and I have polled hundreds of managers, asking them to define innovation. Usually, managers equate innovation with creativity. But innovation is not creativity. Creativity is about coming up with the big idea. Innovation is about executing the idea — converting the idea into a successful business.

Creativity is under threat. It happens whenever and wherever there's a squeeze on the ingredients of creativity, and it's happening in many businesses today. According to the Labor Department's most recent stats, productivity is up.