Creativity management : the new challenge for BPM
Seidel, Stefan & Rosemann, Michael (2008) Creativity management : the new challenge for BPM. In BPTrends.
Besides classical criteria such as cost and overall organizational efficiency, an organization’s ability to being creative and to innovate is of increasing importance in markets that are overwhelmed with commodity products and services. Business Process Management (BPM) as an approach to model, analyze, and improve business processes has been successfully applied not only to enhance performance and reduce cost but also to facilitate business imperatives such as risk management and knowledge management. Can BPM also facilitate the management of creativity? We can find many examples where enterprises unintentionally reduced or even killed creativity and innovation for the sake of control, performance, and cost reduction. Based on the experiences we have made within case studies with organizations from the creative industries (film industry, visual effects production, etc.,) we believe that BPM can be a facilitator providing the glue between creativity management and well-established business principles. In this article we introduce the notions of creativity-intensive processes and pockets of creativity as new BPM concepts. We further propose a set of exemplary strategies that enable process owners and process managers to achieve creativity without sacrificing creativity. Our aim is to set the baseline for further discussions on what we call creativity-oriented BPM.
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|Item Type:||Conference Paper|
|Additional Information:||This article reports on outcomes of a current project that is conducted as part of the ARC Centre of Excellence for Creative Industries and Innovation (www.cci.edu.au).|
|Divisions:||Current > Schools > School of Information Systems
Current > QUT Faculties and Divisions > Science & Engineering Faculty
|Copyright Owner:||Copyright 2008 The Author(s)|
|Deposited On:||12 May 2014 04:45|
|Last Modified:||09 Jun 2014 22:05|
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