John Kao Quotes About Creativity

• Creativity, my students learn, is as natural a function of the mind as breathing or digestion are natural functions of the body.

  John Kao

  Creativity, Thinking, Breathing

• Conducting a creativity audit can be very illuminating because it can tell you how the process is working internally and against the competition.

  John Kao

  Creativity, Competition, Process

  Interview with Joel Kurtzman, www.strategy-business.com. October 1, 1996.

• Se necesita creatividad en cada etapa para dar el salto discontinuo de un nivel de conocimiento al siguiente. Estos saltos discontinuos de comprensión conducen a percepciones que, a su vez, llevan a la creación de valor.

  John Kao

  Creatividad, Comprensión, Niveles

  Interview with Joel Kurtzman, www.strategy-business.com. October 1, 1996.

• Every day, there are 770 million Cokes consumed, which means that there are 770 million purchasing decisions made each day regarding the product. To support those decisions, the company must constantly reinvest in its marketing links to its customers. As a result, a high level of creativity must go into everything the company does, from cause-related campaigns - Coca-Cola and its sponsorship of the Olympic Village in Atlanta, for example - to new catch phrases, commercials, marketing slogans, advertising campaigns and promotional tie-ins.

  John Kao

  Creativity, Mean, Atlanta

  Interview with Joel Kurtzman, www.strategy-business.com. October 1,1996.

• There's real "right brain" creativity that goes into all of the organizational processes that a company utilizes and must continually reinvent in order to conduct its business. But there are also the "left brain" accounting functions that must continually ask how the company is doing financially and whether the creative processes are working for the bottom line.

  John Kao

  Real, Creativity, Order

  Interview with Joel Kurtzman, www.strategy-business.com. October 1, 1996.

• La creatividad es la variable crucial en el proceso de convertir el conocimiento en valor

  John Kao

  Creatividad, Variables, Proceso

  John Kao (2009). “Jamming: Art and Discipline of Business Creativit”, p.7, Harper Collins

• Yo diría que la gestión de la creatividad requiere un conjunto de habilidades relativamente diferente del conjunto de habilidades de gestión tradicional apropiado para una organización grande, compleja y de la era industrial.

  John Kao

  Creativity, Skills, Organization

  Interview with Joel Kurtzman, www.strategy-business.com. October 1, 1996.

• Creativity is not like the weather: You can do something about it. And you can measure it well enough to determine its effect on sales and profits.

  John Kao

  Creativity, Weather, Enough

  John Kao (2009). “Jamming: Art and Discipline of Business Creativit”, p.22, Harper Collins

• The management of creativity is more intimate. By that I mean that it deals with an individual's personal, psychological landscape. It deals with the way you create relationships. It deals with creating an atmosphere and environment that support the creative process. As a result, it is a management skill set that is inherently psychological and that encourages desired outcomes rather than demands those outcomes.

  John Kao

  Creativity, Mean, Skills

  Interview with Joel Kurtzman, www.strategy-business.com. October 1, 1996.

• Cuando se entra en un entorno impulsado por la creatividad, las cosas son muy diferentes y existe el peligro de que una mentalidad de gestión tradicional pueda incluso resultar perjudicial. Esto se debe a que la gestión de equipos y personas creativas es muy diferente de la gestión de la relación obrero/capataz.

  John Kao

  Team, Creativity, People

  Interview with Joel Kurtzman, www.strategy-business.com. October 1, 1996.

• Los músicos de jazz pueden ser grandes maestros en los negocios. Su creatividad no depende de su estado de ánimo, no hay que sonsacársela, no tiene nada que ver con las fases de la luna ni con cómo se sientan ese día. Salen al escenario y empiezan a tocar. Ser creativo es su trabajo.

  John Kao

  Teacher, Jobs, Creativity

  Interview with Joel Kurtzman, www.strategy-business.com. October 1, 1996.

• The C.E.O.'s job in a creativity-driven company is to be an impresario, not a manager.

  John Kao

  Jobs, Creativity, Driven

  Interview with Joel Kurtzman, www.strategy-business.com. October 1, 1996.

• Hay algunas formas bastante obvias de evaluar la creatividad. Una forma es realizar lo que yo llamo una auditoría de la creatividad, que consiste en examinar sus capacidades y su rendimiento y examinar el porcentaje de ingresos que proceden de productos que tienen menos de cinco años, menos de tres años y que están al día con el periodo contable actual. Luego puedes comparar esas cifras con las de tu competencia siguiendo los mismos ejes.

  John Kao

  Creativity, Axes, Years

  Interview with Joel Kurtzman, www.strategy-business.com. October 1, 1996.

• The traditional model for a company like Coca-Cola is to hire one big advertising agency and essentially outsource all of its creativity in that area. But Coca-Cola does not do it that way. It knows how to manage creative people and creative teams and it has been quite adept at building a network that includes the Creative Artists Agency in Hollywood, which is a talent agency.

  John Kao

  Team, Creativity, Artist

  Interview with Joel Kurtzman, www.strategy-business.com. October 1,1996.

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