Creativity-Aware Business Process Management: What We Can Learn from Film and Visual Effects Production

Stefan Seidel (), Katherine Shortland (), David Court () and Didier Elzinga ()
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Stefan Seidel: University of Liechtenstein
Katherine Shortland: Centre for Screen Business
David Court: Australian Film, Television and Radio School (AFTRS) Centre for Screen Business
Didier Elzinga: Culture Amp

A chapter in Handbook on Business Process Management 2, 2015, pp 715-739 from Springer

Abstract: Abstract Creativity is of considerable importance to many organizations and is a core competitive factor in a variety of contemporary industries. Consequently, process managers increasingly ask: How can I successfully manage an organization without crushing creativity? In this chapter, we describe an approach to creativity-aware process management that is based on the understanding that many value-creating processes comprise both well-structured, transactional parts and often highly creative parts. We explain how the creative parts (“pockets of creativity”) can be identified and described in those processes that highly rely on creativity (“creativity-intensive processes”). Our explanations are grounded in studies in film and visual effects production (VFX), but we argue that ‘conventional’ industries can learn much from their management practices. We propose a set of guidelines that can support process managers in successfully managing creativity in business processes without systematically crushing it. We use the case of a leading Australian VFX company in order to illustrate our explanations.

Keywords: Business Process; Business Process Management; Creative Industry; Creative Potential; Creative Product (search for similar items in EconPapers)
Date: 2015
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DOI: 10.1007/978-3-642-45103-4_30

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