Indian leaders want more creativity, but do they understand what it is?
As business leaders work to keep step with changing consumer preferences and behaviours, many are seeking creative solutions to elevate their brands above competitors. But creativity is a multifaceted skill, and leaders require a deep understanding of their creative potential to develop the kind of creative problem-solving that leads to business success.
As discussed in previous articles, the Adobe Creativity Quotient (Adobe CQ) was designed to help leaders build that understanding. It’s a simple baseline test designed to measure creativity aptitude and capability across five key areas of businesses: culture, skills, technology, data, and experience.
My personal CQ result — “The Leader” — recognises creative strengths that rest strongly in the “Culture” assessment area. The result calls out my ability to foster collaboration among teams and draw in a range of perspectives for creative problem solving. Others in my team scored as “Assemblers,” suggesting their creative potential lies more within the data and technology assessment areas, where they’re able to harness insight to fuel imagination.
Let’s look more closely at how specific assessment areas unlock creative solutions.
Technology driving the new frontier in education
Th education industry has been heavily impacted by COVID-19, with many students and institutions forced to forego face-to-face interactions and adopt remote-learning practices. The drastic shift has inspired an abundance of technology-driven creative solutions that help bridge the experience gap and make remote learning more fun and interactive for participants.
Gamification is one strategy being explored by APAC businesses, and with good reason. The Global Gamification Market 2020 report reveals gamification can raise engagement and loyalty among users by an average of 30% (measured in time, on-site, repeat visits, and viral distribution).
Indian EdTech companies, such as Cuemath, are using it to improve knowledge acquisition and enhance the quality of teaching. The company has launched “Mathematical Universe,” a course that adopts a comic-book style, story-based medium to allow students to interact with the content.
Furthermore, these creative engagement formats are creating greater opportunities for cross-geography collaboration within the region.
It’s a great example of gaming arising from data and insight, and one sure to resonate with the “Assemblers” in my team.
New automotive experiences
In the automotive industry, we’re seeing how emerging technologies can bolster the creative pursuits of modern enterprises, particularly in challenging times. Car sales in India have slumped in recent years, with industry lobby groups predicting it may take four years for sales to return to levels seen before the slowdown and with COVID-19.
The situation has prompted BMW India to get creative. The company is turning to emerging technologies to allow customers to experience their vehicles, close up, without having to leave their homes — particularly handy in a lockdown scenario like that imposed through COVID-19.
To keep with the growing customer needs of face-to-face assistance and personalisation, the company devised a campaign called the “BMW Contactless Experience,” an online platform designed to invite new and existing customers into an interactive experience with the brand. Customers interact through an animated simulation of the sales experience: They can browse the range of vehicles, choose a model, and customise it to their specifications.
One of the most critical aspects of bringing this campaign alive was for cross-functional teams at BMW to come together as one. With the customer at heart, marketing, sales, after-sales, and financial services teams at the automotive company collaborated to conceive a program, which focused on delivering creative yet valuable experiences to their customers in the current context.
The creative advantage
There’s little doubt that in today’s business climate, creativity offers a key competitive advantage. As these examples show, it’s important to remember that creative thought is not limited to a corner office in the marketing department but can come from anywhere within the organisation — from data teams, to IT, to human resources.
Understanding your creative aptitude and that of your teams is the first step in unlocking the creative potential of the organisation as a whole.