73
See also: Stand out in the market 28–31 ■ Gaining an edge 32–39 ■ Thinking
outside the box 88–89 ■ Changing the game 92–99
LIGHTING THE FIRE
imagination and invention. They
attract thousands of applicants as
a result. Moreover, creativity is not
only a potential source for ideas
that can yield economic value, but
is a vital asset for individuals and
companies operating in increasingly
changeable global markets.
Defining creativity
Creativity involves the generation
of ideas, alternatives, or possibilities,
and the consideration of situations
or problems in novel ways. Invention
is the practical application of
creative thought. When successfully
realized, creativity and invention
are highly motivating. They allow
us to combine our innate desire for
autonomy, purpose, and mastery.
They also produce a sense of
achievement, which is a key element
in what Abraham Maslow described
as the “Higher Order Needs” of
motivation—the factors that allow us
to feel value and self-actualization.
For businesses, establishing
a climate of creativity has the dual
benefit of enhancing employee
satisfaction and improving its
competitiveness. Excited by the
pursuit of invention, employees will
often work harder, longer, and more
productively, yielding innovative
solutions to problems, new cost-
saving processes, or profitable
new products.
So significant is the competitive
edge that can be gained that a 2010
IBM survey listed creativity as the
most sought-after trait in leaders.
When it was announced that the
Creative Director of Mulberry,
Emma Hill—who was largely
credited with the fashion label’s
renaissance—was stepping down
in 2013, the company’s shares fell
by more than 9 percent. As Steve
Jobs proved at Apple, “thinking
differently” is not just cool or
quirky—it matters to staff, to
customers, and to investors.Fostering creativity
The challenge is for companies to
balance creativity with financial
prudence. Unbridled creativity
rarely leads to commercial success,
yet businesses are required to
make profits in order to survive.
For Mulberry, it was a clash of
these values that resulted in Hill’s
departure. When the joined
company in 2007, Hill was
responsible for some of the label’s
biggest hits—notably its Alexa and
Bayswater handbags—and
presided over a period of significant
innovation and growth. In 2013
though, with sales falling, the
brand’s management decided it
needed a new creative direction—
even the most creative brands
feel the need for reinvention.
As creative organizations know,
to the benefit of their staff and
the bottom line, creativity and
invention—by everyone, everywhere,
and all of the time—are vital
ingredients for business success. ■Emma Hill
UK-born fashion designer
Emma Hill studied at the
Wimbledon School of Art in
1989 before graduating from
Ravensbourne College of
Design and Communication
in 1992. Starting her fashion
career at luxury brand
Burberry, Hill also worked for
UK retailer Marks & Spencer,
US fashion designer Marc
Jacobs, and US retailer Gap,
before moving to Mulberry—
which has stores in Europe,
US, Asia, and Australia—as
Creative Director in 2007.
At Mulberry, Hill’s creative
talent for designing handbags
carried by the likes of model
Kate Moss and musician Lana
Del Rey resulted in waiting
lists for purchases. Thanks
to her expansion of the brand
into small leather goods
(such as brightly colored card
holders) in order to appeal
to the more price-conscious
end of the market, the brand
enjoyed stellar growth. When
she joined Mulberry the
company’s shares had stood at
$1.78 (111 pence); at the time
of her departure in 2013 they
were worth nearly 10 times as
much. In 2010, thanks to Emma
Hill’s work, Mulberry won the
“Best Designer Brand” prize at
the British Fashion Awards.When you innovate, you’ve
got to be prepared for
everyone telling you
you’re nuts.
Larry Ellison
US co-founder, Oracle Corp. (1944 –)