Creative Process Audit - Framework Development
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The document provides 3 options for visualizing the results of a Creative Process Audit tool: Option 1 displays the tool and results as a wheel with the tool components as sections and the results shown by how filled each section is. Option 2 arranges the tool questions into categories of creative assets, systems, and outcomes and illustrates the results on an x-y axis chart showing creative level vs effectiveness. Option 3 reorganizes the questions into creative culture, capabilities, and context clusters and maps the results on an x-y axis matrix comparing culture vs capabilities to define a company's creative profile.
Creative Process Audit - Framework Development
- 1. Creative Process Audit Suggestions for tool –and output visialization Creative Process Audit Suggestions for model & output visualization This document has been developed by the ESADE MBA 2018 candidates selected for the 2016 C4Bi challenge with ESADE and elBulli. It contains suggestions for how the CPA tool and its outcome, can be visualized for a strong memorable narrative and usefulness for the organisations applying it. The suggestions will serve as the point of departure between the MBA candidates involved and relevant ESADE faculty members on March 21st, 2017.
- 2. Creative Process Audit Suggestions for tool –and output visialization Visualizing the Creative Process Audit tool: We explored 3 options to visualize the tool and its results Creative Audit Process The Current Survey Format OUR METHODOLOGY What we did: 1. Understood who the users of the tool are and what is theValue Proposition: 1. Companies want an easy and quick way to assess their performance and compare it to competition 2. Academics want to understand what drives and enables creativity 3. Consultants want a tool to identify the areas for improvement of companies and an easy way to illustrate their findings 2. Conceptualized different types of visualizations: We found that visualizations can serve 3 purposes: (i)concept reminders, (ii)working tools, (iii)result display. Powerful tools often cover 2 of the following purposes. 3. Brainstormed visualizations for the CPA tool 4. Selected & refined the selected visualizations OUR RESULTS Option 1. A Visualization for the current survey Option 2. Re-arranging the current survey categories Option 3. Re-arranging the survey into new clusters
- 3. Creative Process Audit Suggestions for tool –and output visialization Option 1 –Tool & Results: A conservative alternative that preserves the original structure and content of the tool and content of the tool THETOOL ILLUSTRATION The five components of the tool are presented in a wheel with the DNA in the centre and the four auditable ones as one quarter of the outer circle. THE CPA RESULTS ILLUSTRATION Once the audit is finished, the outcome is presented using the same figure. Each component average score (1 to 5) is represented by how filled its quarter is.
- 4. Creative Process Audit Suggestions for tool –and output visialization Option 2 -Tool: We suggest the elements of the CPA tool are illustrated for a narrative around assessment of (1) Creative Assets and (II) Creative Systems & outcomes, against the given conditions of the industry THETOOL ILLUSRATION ABOUT What we did: We took the original “question categories” from the CPA tool and arranged then into 4 types 1. Related to the industry in which the institution operates (1.2): We see here that the industry puts pressure on the institution to be creative (high pressure in Haute Cuisine, low in concrete production). In turn, creative efforts in the institution drives more industry pressure for creative as a whole 2. Related to the creative assets: (1.1+2+3): We find that players, resources and creative personality falls into this category. The creative assets are put into work in the creative system of the organisation to create results 3. Related to the creative system (1.2+4.1+4.2): We find that institutional conditional factors and the process questions relate to how the organisation uses their create assets to create results in an effective manner 4. Related to the results created by the assets and creative system (4.3): Results created by the assets and systems will drive more pressure into the industry, which will in turn put more pressure on the organisation to effectively creative, with the assets at their disposal Industry conditioning factors PRESSURE DRIVE CREATIVE ASSETS CREATIVE SYSTEMS 1.2 1.1 2 3 1.2 4.1 4.2 Players Resources Creative Personality Institutional conditioning factors Process I Process II Results4.3 *Numbers above refer to their number in the CPA tool
- 5. Creative Process Audit Suggestions for tool –and output visialization Option 2 – Results: We suggest the results of the CPA are plotted along two axis. (I) Creative level, indicating how much emphasis is put on creative and (II) how effective creative efforts are translated into results THE CPA RESULTS ILLUSTRATION ABOUT What we did: We took all the questions in the CPA tool and divided them into three different categories. 1. Related to “understanding the context”: The questions are crucial to understand the institution’s “innovation model” but not to create an assessment of the institutions level of creativity and how effective they are at bringing it about 2. Related to the Creative Level: These are the questions in the CPA tool which relate to a business decision taken by the organisation regarding innovation (e.g. how much of revenue to invest). Business configuration decisions.The score along this axis should not always necessarily be 5. If you are elBulli, yes. If you are a gravel shipping company, you will likely choose a lover level. 3. Related to the Creative Effectiveness: These are the questions in the CPA tool which relate to how effective the institution is at deploying its creative assets in a creative system, to generate results.Any institution should always strive for the score along this axis to be 5.The higher the score, the more effective an institution can create results within its chosen creative level. Plotting the results of the institution allows it to compare if its operating at a creative level above/below its industry peers and how effective they are at doing so. CREATIVE EFFECTIVENESS CREATIVELEVELHighLow Low High
- 6. Creative Process Audit Suggestions for tool –and output visialization Option 3 –Tool: An option that revisits the grouping of the original questions into (I) the creative culture, (II) the creative capabilities and (III) the creative context, in order to design a comprehensive canvas. The Creative Canvas Industry Outcome Resources TechniquesPersonality Players Creative Culture Creative Capabilities Creative Context ABOUT What we did: We took the original “question categories” from the CPA tool, deconstructed the survey and made new clusters.The questions were rearranged into 3 categories, which each have two subcategories drawn from the original survey. 1. Related to the creative culture: The idea here is that the culture of the company is determined by the creative ambition of the players and the creative personality of the company. 2. Related to the creative capabilities: We find that resources and techniques address the creative capability of the company. These capabilities refer to the know- how and tangible assets allocated to the creative process. 3. Related to the creative context: We find that the outcome and industry are intimately tied to explain the creative context and the importance of innovation in the competitive landscape.
- 7. Creative Process Audit Suggestions for tool –and output visialization Option 3 – Results: We suggest the results of the Canvas are plotted along two axis. (I) Creative Culture, indicating how much emphasis is put on creative and (II) the Creative Capabilities. Creative Capabilities Creative Culture The Creative Matrix Innovators Sleepers Thinkers Makers ABOUT What we did: As a result from the Canvas, we designed a Matrix that compares the level of creative culture and creative capabilities, to deliver a creative profile. 1. The level of Creative Culture: According to the results of the Canvas, a company can be places on the scale from low to high creative culture. 2. The level of Creative Capabilities: According to the results of the Canvas, a company can be places on the scale from low to high creative capabilities. 3. Understanding the Creative Context: An industry will generally have a specific area covered in the Matrix (i.e. Financial Institutions). 4. Plotting our desired position: A company can plot where it wants to be and define on what axis the progress must be conducted. Plotting the results of the institution allows it to compare if its operating at a creative level above/below its industry peers and how effective they are at doing so.
- 8. Creative Process Audit Suggestions for tool –and output visialization Option 3 –Tool & Results: Working from Canvas to Matrix to understand how a company compares with its peers and from Matrix to Canvas to identify areas of improvement. The Creative Canvas Creative Capabilities Creative Culture The Creative Matrix Innovators Industry Outcome Resources TechniquesPersonality Players Creative Culture Creative Capabilities Sleepers Thinkers Makers Creative Context