These are the attributes that must be written about, researched, sought for, and retained. "Brainstorming" should not be the focus; implementation should be the key. The bottom line of business is to make money, and to do that it must get things done not to engage in endless 'brainstorming'.
Creative ideas need vigorous and systematic carefully detailed plans and proposals for following through. Very few of these 'creative types', according to Levitt, have the patience and oomph for this. It does not sustain their interest. Creative types are irresponsible and, therefore, responsibility for creating and implementing innovative ideas should be transferred to the so-called conformist type.
Four factors are needed for an idea to work:
1. Rank -- downward idea (i.e. Those emenatign from the upper hierarchy down) are more likely to work since they are accompanied by power. If one wishes for a reverse success, the idea had better be reinforced by concrete and solid demonstration of its working ability.
2. The complexity of the idea -- the less complex it sounds the more reality it will likely be accorded a hearing. The more complex it is, the more it has to be substantiated by evidence demonstrating its importance, its potential success, and ability to bring it to fruition.
3. The amount of supporting details that go into the idea often depend on the nature of the industry and the objective of the idea. Superiors may wish to avoid risk-taking, and the objective may sometimes be achieved in a simpler, less challenging manner. Similarly, an advertising agency, for instance, may wish for a more conspicuous, detailed, attention-grabbing idea than may a coal-mining industry. Complexity of ideas, therefore, should be streamlined to the particular industry.
Aside from that, two components determine the usefulness of the idea:
1.The innovator must work with the situation as it is, and,
2. All ideas should be supported by pragmatic and relevant factors such as cost, risks, manpower, time, and necessary manpower to...
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