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Creativity has always been at the heart of business, but until now it hasn't been at the top of the management agenda. By definition the ability to create something novel and appropriate, creativity is essential to the entrepreneurship that gets new businesses started and that sustains the best companies after they have reached global scale. But perhaps because creativity was considered unmanageable-too elusive and intangible to pin down-or because concentrating on it produced a less immediate payoff than improving execution, it hasn't been the focus of most managers' attention.

At a recent Harvard Business Publishing post, Professor Teresa Amabile asked an interesting question: is management the enemy of creativity? Teresa argued that it was the bureaucracy in management that caused the gradual loss of creativity in big corporations. Therefore, a major revision of modern management must be up to the calendar.

Scenius is like genius, only embedded in a scene rather than in genes. Brian Eno suggested the word to convey the extreme creativity that groups, places or "scenes" can occasionally generate. His actual definition is: "Scenius stands for the intelligence and the intuition of a whole cultural scene. It is the communal form of the concept of the genius."

In a few short years innovation has moved from being the domain of wild-haired creatives into an effective business process that acts as one of the levers for extracting value [1]. At this point it is timely to pause and consider 'what's next?' After all, the global environment continues to get more complex, competition gets tougher and the demands of customers increasingly sophisticated. How can countries, regions, cities, private and public sector organizations respond to this challenge? How can they succeed in a marketplace where innovation is an established technique, widely deployed? How do we reach way beyond what is possible and proceed as though it could be? In short: in order to maintain competitive advantage, what comes after innovation?

In the mid-1990s, productivity growth accelerated sharply in the U.S. economy. In this paper, we identify several other industry-level changes that have occurred during the same time and argue that they are consistent with an increased use of information technology (IT). We use case studies to illustrate how IT has enabled firms to more rapidly replicate improved business processes throughout an organization, thereby not only increasing productivity but also market share and market value. We then empirically document a substantial increase in turbulence starting in the 1990s, as measured by the average intra-industry rank change in sales, earnings before interest, taxes, depreciation and amortization (EBITDA), and other metrics. In particular, we find that IT-intensive industries account for most of this increase in turbulence, especially after 1995. In addition, we find that IT-intensive industries became more concentrated than non IT-intensive industries after 1995, reversing the previous trend. The combination of increased turbulence and concentration, especially among IT-intensive industries, is consistent with recent theories of hypercompetition as well as Schumpeterian creative destruction. We conclude that the improved ability of firms to replicate business innovations has changed the nature of business competition.

There's a crisis in corporate management. While the basis of competition has shifted decisively to innovation, most management tools and approaches are still geared to exploit established ideas rather than explore new ones.

In quantum mechanics, there is a well-known concept, called the wave-particle duality, which essentially means that all matter exhibits both wave-like and particle-like properties. In modern business, we have a similar duality with management and creativity. Well, almost.

Traditional design professionals who want to apply their methodologies to organizational systems change and business strategy should be prepared for a diversity of responses from organizational managers. Some will welcome your unique perspective and experiences, your creative problem-solving and communication skills, and your willingness to work collaboratively across disciplines. However, you also need to prepare for the possibility of disdain, confusion, and resistance from others.