New Study: Creativity Across Cultures

Fast Company reports on a study of creativity across cultures by Crispin Porter + Bogusky London and Vlad Glaveanu, an associate professor at Aalborg University’s International Center for the Cultural Psychology of Creativity in Denmark (link).

“In response to the statement, “creativity matters for professional life,” agreement peaked in Turkey (88%) followed by China (80%), India (79%), Brazil (78.3%), and the U.S. (76.2%). Meanwhile, respondents from Russia (59.8%), Germany (58%), and the U.K. (57.8%) were more reserved about the role of creativity in the workplace.”

“The finding that CP+B London CEO Richard Pinder found most surprising was the dominant emphasis on the creative individual rather than creative collaboration found primarily in the U.S. (75.2%) and China (72%), a finding which belies China’s collectivist heritage.”

“Another finding was around overall support for the idea that people are more creative when they work together. Agreement with this statement peaks in India (81%), followed by the U.S. (75.3%), Brazil (74.3%), and Turkey (71%).”

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Quote of the Day: Beth Comstock

“Leadership is about navigating tension. Tension is actually good. If everybody on the team thinks something is good, it’s probably not that good. Leadership is about understanding that things are never going to be perfectly balanced, and understanding how to use that tension to move forward.” – Beth Comstock, vice-chairwoman of General Electric, in The New York Times.

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Small Bore: Is Apple Thinking ‘Different’ Enough?

“Apple’s view increasingly feels like an outdated way of thinking about tech. Many of its competitors have been moving beyond devices toward experiences that transcend them,” writes Farhad Manjoo in The New York Times. These new technologies exist not on distinct pieces of hardware, but above and within them … it’s hard to tell if Apple is thinking big enough.”

“Apple still seems to view online services as add-ons to its devices — not as products or platforms that rise above them.” For example: “Siri, as Apple is positioning it, is becoming a better app launcher for your phone … But it’s not clear that it’s becoming a truly intelligent assistant.”

“One problem is that the new Siri will not integrate with all kinds of apps … It’s hard to shake the suspicion that Apple is using Siri to give its own apps a leg up … Another problem is that Siri is still hopelessly tied to each Apple device … If Siri is an intelligent assistant, why … can’t she call Uber from the cloud, regardless of which device you happen to be using?”

“Google, Amazon and several start-ups seem to be rushing headlong to build such a system. But … I’m not sure Apple is,” Manjoo writes. “It’s taking a more moderate app-based, device-centric path. Many of its voice features will be fine — useful, even. But it sure isn’t pushing for a revolution.”

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Big Beer: Off With Their Heads!

Bob Pease, writing in The New York Times: “Today there are more breweries in this country than at any time in history — some 4,300, with scores coming online every year … But state laws usually don’t allow brewers to sell their products themselves; instead they have to use distributors, which hold enormous sway over which beers end up at which bars, restaurants and stores.”

“The problem is that, along with being the world’s largest brewer, Anheuser-Busch InBev is also the biggest beer distributor in the United States. And in several states, the law allows the company to distribute its own beer — and most markets have only one or two distributors. The company has also recently increased its control over the beer-distribution industry by purchasing five independent distributors.”

“Since its merger with SABMiller was announced, the company has bought several well-regarded craft brewers around the country … The enlarged Anheuser-Busch InBev … will have even more power to strong-arm independent distributors not to carry rival brands and exert pressure on retailers to cut back on, or even refuse to carry, competitive brands. And it will have more resources to buy up smaller breweries as they start to feel squeezed out of the marketplace.”

“Recent reports say that antitrust authorities are likely to approve the deal by the end of the month. If they do so without adequate protections, the merger could stifle consumer choice and choke off America’s beer renaissance.”

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Innovation Lanes: Delta Tackles TSA Bottlenecks

Fast Company: “The Port Authority of New York and New Jersey estimates that wait times at John F. Kennedy Airport in New York have increased 80% since last year. While everyone points fingers, Delta aims to fix the problem with its ‘Innovation Lanes’ experiment.”

“The airline touts it as a ‘parallel process’ in which people and their baggage are moving separately though security. So instead of waiting in a single line for all the people in front of you to pass through baggage and body screening before your turn, you’re able to go at your own (likely faster) pace. You load your carry-on luggage and shoes into a bin, then push it forward onto a conveyor belt and proceed through body-screening along with your belongings. What’s more, empty bins are routed to the front of the line via a conveyor belt, which means staff don’t have to cart bins around.”

“Security lines are one of the biggest headaches about air travel, and since it’s one of the initial parts of a journey, it can set the tone for a passenger’s entire experience. Fixing this could make an airline more competitive, and, per passenger, it’s likely cheaper—and more meaningful to passengers—than giving out extra snacks or a paltry couple of inches of leg room.”

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Polaroid Story: The Camera Does The Rest

The Wall Street Journal: As described in The Camera Does The Rest, by Peter Buse: “There aren’t many 3-year-olds who can take credit for inspiring a revolution in the way millions of people view the world … it was engineer Edwin Land’s daughter, Jennifer, who asked one evening in 1943 why it took so long to view the photographs that the family had shot while on vacation … Land set out on a walk to ponder that question and, so the story goes, returned six hours later with an answer that would transform the hidebound practice of photography: the instant snapshot.”

The first Polaroid camera was introduced in 1948: “People loved watching the image emerge on paper—even in bright sunlight. Users of the early cameras waved the picture in the air believing that it would develop faster (it didn’t). Taking a photograph was suddenly fun in itself. You could view the good times while the good times were still going on … ‘One minute’ pictures owed nothing to the past; they celebrated the present.”

“The party might have gone on forever had it not been for … the digital revolution … The corpse of Edwin Land’s company was not yet cold when a wave of nostalgia for the Polaroid look swept over the digital-photo community. Today there are several apps that will duplicate the 70-year-old Polaroid appearance—white borders and all—including one app called ShakeIt Photo. The shooter snaps a photo with a smartphone, then shakes the phone to hasten development of the ‘film.’ And in an instant, like magic, the picture appears.”

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Crowdsourced Insights: The New Focus Group

“Crowdsourcing is fast, cheap and scruffy, especially when you need to move quickly,” says Lee Mayer in The New York Times. Chris Hickens of UserTesting, which uses crowdsourcing to get at consumer insights comments: “Crowdsourcing has replaced focus groups. It’s faster and a lot cheaper. Innovation is going so fast that we need faster answers.”

“Josh Gustin, co-founder of the online men’s wear store Gustin in San Francisco, put his own twist on crowdsourcing. He was searching for a better way to sell his handmade wares, which include jeans from denim woven on vintage shuttle looms … The company’s new approach is simple, yet deeply cost-effective. A garment is designed and then posted on the site. If 100 people order it, for example, it goes into production. The result: zero inventory and zero waste.”

Gustin comments: “We suffered through the old retail model and the capital requirements. You can never guess right.” The efficiency realized via crowdsourced insights also enables him to “offer jeans once priced at more than $205 for $81, and a $200 Japanese cotton button-down shirt for $69.”

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Artists, Incorporated: The New Creative Class

The New Yorker: “‘Creative’ sits right above ‘innovation’ and ‘disruption’ in the glossary of terms that have been co-opted by corporate America and retooled to signify an increasingly nebulous set of qualities. Consultants are now creative consultants; advertising agencies are now creative agencies. ‘Creative’ was among the top ten most used words in LinkedIn profiles last year, and, these days, ‘creative’ is a noun that can be used for anyone in the workforce who doesn’t engage in doctoring, lawyering, writing code, or doing hard labor.”

“Affixing the word ‘creative’ to something is the quickest way to make it sound virtuous, and creativity has almost become a moral imperative. And yet today the ‘creative class’ no longer calls to mind a generation of struggling artists, but a group of college graduates with soft skills and Internet-based jobs they have difficulty explaining to their parents.”

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