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 Praise for Unleashing
Creativity and Innovation
“In a world of talk about innovation, Birla shows us exactly
how it’s done. He demystifies ingenuity itself with simple
anecdotes and a tried, true, tangible process for entrepre-
neurs, intrapreneurs, and business leaders.”
—Chris “Kiff” Gallagher, Jr.,
CEO and Founder, Musiciancorps.org

“I pondered over the contents of this book and realized that

Madan is so right in pointing out that creativity is natural and
essential to personal and organizational success. Organiza-
tions just need to create the four (MINT) conditions to tap
into this natural resource and unleash their competitive edge.”
—Rajiv Grover, Ph.D., Dean, Fogelman College of
Business & Economics, University of Memphis

“Madan’s insight into nature’s lessons on business and life

was both practical and thought-provoking. This book got
my creative juices flowing and reminded me of the impor-
tance of what I can learn from nature’s teaching . . . if I will
simply stop and pay attention.”
—Ben Buffington, Chairman of the Board,
Hi-Speed Industrial Service
“Relating creativity to nature is a lovely way of inspiring us
to let go of control and allow our creative juices to just flow.”
—Sandy Patterson, Executive Director,
Wings Cancer Foundation

“Unleashing Creativity and Innovation connects the wonderful

inspirational gifts from nature with our creative thinking
process.”
—David Cottrell, Author, Monday Morning Leadership

“Emerging entrepreneurs and seasoned executives alike can

stay in the game and succeed by making a practice of Birla’s
nine lessons.”
—Debra Kaye, Innovator and Culture Strategist,
Author, Red Thread Thinking
unleashing
creativity
and
innovation
unleashing
creativity
and
innovation
nine lessons from nature
for enterprise growth
and career success

madan birla
Cover image: beach leaves @ iStockphoto.com/borchee
Cover design: Wiley
Copyright © 2014 by Madan Birla. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
All images are from iStockphoto.com. Used with permission.
No part of this publication may be reproduced, stored in a retrieval system, or
transmitted in any form or by any means, electronic, mechanical, photocopying,
recording, scanning, or otherwise, except as permitted under Section 107 or 108 of
the 1976 United States Copyright Act, without either the prior written permission
of the Publisher, or authorization through payment of the appropriate per-copy fee
to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978)
750–8400, fax (978) 646–8600, or on the web at www.copyright.com. Requests to
the Publisher for permission should be addressed to the Permissions Department,
John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748–6011,
fax (201) 748–6008, or online at www.wiley.com/go/permissions.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used
their best efforts in preparing this book, they make no representations or warranties
with the respect to the accuracy or completeness of the contents of this book and
specifically disclaim any implied warranties of merchantability or fitness for a particular
purpose. No warranty may be created or extended by sales representatives or written
sales materials. The advice and strategies contained herein may not be suitable for your
situation. You should consult with a professional where appropriate. Neither the
publisher nor the author shall be liable for damages arising herefrom.
For general information about our other products and services, please contact our
Customer Care Department within the United States at (800) 762–2974, outside the
United States at (317) 572–3993 or fax (317) 572–4002.
Wiley publishes in a variety of print and electronic formats and by print-on-demand.
Some material included with standard print versions of this book may not be
included in e-books or in print-on-demand. If this book refers to media such as a CD
or DVD that is not included in the version you purchased, you may download this
material at http://booksupport.wiley.com. For more information about Wiley
products, visit www.wiley.com.
Library of Congress Cataloging-in-Publication Data:

Birla, Madan.
Unleashing creativity and innovation: nine lessons from nature for enterprise
growth and career success / Madan Birla.
p. cm.
Includes index.
ISBN 978–1–118–76811–2 (cloth); ISBN 978–1–118–79478–4 (ebk);
ISBN 978–1–118–79477–7 (ebk)
1. Creative ability in business. 2. Creative thinking. 3. New
products. 4. Technological innovations. I. Title.
HD53.B554 2014
658.4′063—dc23

Printed in the United States of America

10 9 8 7 6 5 4 3 2 1
For Shayli, Shaan, Kayan, and Rohin
Watching you grow and blossom is the
biggest joy in my life.
CONTENTS
Preface xi
Introduction xvii

Part I Creativity and Innovation: The Keys

to Enterprise Growth and Career
Success in the Twenty-First Century 1
Part II The Four Requirements for the
Mind to Generate Creative Ideas 13
Part III Seven Unleashing Creativity
Lessons from Nature for Creating
the Requirements 25
Part IV The Tested and Proven Three-Step
Innovation Process 99
Part V Two Leading for Innovation
Lessons from Nature for Engaging
Your Team in the Innovation
Process 109

Closing Thoughts: MINT in Action 129

ix
x CONTENTS

References 143
Acknowledgments 145
About the Author 147
Products and Services Available 149
Index 151
PREFACE
YOUR ORGANIZATION’S TOP NEEDS:
CREATIVITY AND INNOVATION
I spend a lot of time travelling the world, speaking to leaders
of organizations about leading for innovation and growth. As
I prepare for these engagements, I request a meeting with
the chief executive officers (CEOs) to understand the chal-
lenges they are facing. This allows me to tailor my remarks
to address their specific concerns. A question I always ask is,
“What keeps you awake at night?”
The most common response: “To continue to grow in
today’s economy, we have to outthink and outperform the
competition. To have a competitive edge, we must have an
innovation edge. How do we do that?”

WANT TO MOVE UP? MEET YOUR

BOSS’S AND ORGANIZATION’S TOP NEEDS
If you work in an organization, large or small, you’re
probably looking for ways to increase your contribution and
enhance your career prospects. That’s what I was searching
for continually during my 30-year career at RCA and FedEx.

xi
xii PREFACE

Thinking back about all the promotions and awards I

received at both companies, they were the result of focusing
on my boss’s biggest problems; conceptualizing novel solu-
tions by asking, “What if [we did this or that]”; and then
leading teams to produce the innovation we needed. My goal
for this book is to share proven insights and strategies to help
you unleash your potential for creativity and innovation.
Most of us go to work and fulfill job responsibilities to the
best of our abilities. We do the same thing day after day. This
is routine and nothing extraordinary. But when I reflect on my
22 years at FedEx, I realize that both I and the teams I led
played an important part in FedEx becoming the global icon it
is today. The following personal incident illustrates two
important points, directly related to the subject of the book.
Several years after I left FedEx, I visited the FedEx
headquarters to cash in some options to buy more
FedEx stock. I was in the elevator when Fred Smith, founder
and CEO of FedEx, stepped in.
He asked, “Madan, how are you doing?”
“Fine, sir,” I responded.
Wanting to make small talk I said, “Fred, I saw you at
the Tigers (University of Memphis’ basketball team) game
last week.”
“Yes, I go to some games,” he replied.
“Fred, I need to thank you.”
“For what?” he asked.
 PREFACE xiii

“The only thing doing well in my portfolio is FedEx

stock. Everything else has been going down.”
“Madan, you need to have confidence in FedEx stock.
You helped design the system.”
As member of the Long Range Planning Committee
(LRPC) I attended four-hour meetings, chaired by Fred,
every third Tuesday of the month for nine years. In these
meetings we discussed innovative strategic options (what ifs)
for designing the global package movement systems and
operations.
“I absolutely do and that’s why I’m holding on to the FedEx
stock.” The elevator reached the ground floor; we shook hands
and walked to our respective cars in the parking lot.

Point 1: Management notices our creative contri-

butions.
Point 2: Although I’d been gone from FedEx for
several years, Fred still made it a point to recognize
my contributions, exhibiting a key leadership
behavior for tapping into employees’ creativity and
commitment. Leading by example, Fred inspired all
FedEx managers to lead for innovation and growth.

WHY I STARTED STUDYING NATURE

Looking to resolve work-life balance conflicts when my kids
were very young, I asked the question, “Why do we make
the life choices we do?” This search to understand human
xiv PREFACE

nature expanded over time to studying humans, nature, and

organizations—three related living systems.
I discovered that:

• All living systems are guided by some common

principles and processes. For example, each living
system has a need to grow. If it is not growing, it
withers and dies.
• Nature is the oldest living system and is constantly
and successfully adapting to an ever-changing envi-
ronment. It has been solving problems for millen-
niums. To study and take advantage of nature’s
solutions there is a growing field called biomimicry.
The principles and processes from nature, the oldest
living system, can help other living systems—people
and organizations—adapt to the changing environ-
ment and thrive.

“WHAT IFS” MEET THE PSYCHOLOGICAL

NEEDS OF “MAKING A DIFFERENCE” AND
“EXPERIENCING GROWTH”
The nature of all living things is to grow. If a tree is not
growing, it’s dead. Why do we get bored doing the same
things repeatedly? Because the work has become routine and
we are not being challenged and experiencing growth. We
feel most alive when we are being creative, being productive,
making a difference, in love, and at play.
 PREFACE xv

Certainly, the paycheck (that is, the monetary rewards)

allow us to make the mortgage payment, pay the car note,
send our kids to college, take a vacation, and cover other
living expenses. But it is the opportunity for expression and
application of our creative ideas that satisfies the psycholog-
ical needs of making a difference and experiencing growth.

It goes against the human spirit to spend our

waking hours doing tasks with no intellectual
creativity. We are meant to create, discover,
understand, explore, and inquire. Machines cannot
create art, will not create the next Facebook or plot
the course to explore the universe, nor increase our
understanding of the human experience—only
humanity can achieve those ends.
—BEN, Long Island, NY, March 6, 2011,
commenting online on Paul Krugman’s column
in the New York Times
INTRODUCTION
n this book I answer three questions I am asked regularly
I during my conversations with executives and profes-
sionals around the world:

• How do I unleash my creativity and innovation

potential to enhance my chances for promotion?
• How can I add the most value now that I’ve moved
into management?
• How can my business sustain enterprise growth in
today’s highly competitive global economy?

The book is organized in five parts to answer these

questions.

• Part I discusses in detail the creative thinking pro-

cess and emphasizes the critical role of creativity and
innovation, both in enterprise growth and career
success.
• Part II presents the four requirements for the mind
to generate creative ideas. Real-world examples are
used to illustrate the practical role of each require-
ment in creative problem solving.

xvii
xviii INTRODUCTION

• Part III discusses the seven lessons from nature to

be applied in creating the four requirements.
Application of each lesson is supported by in-depth
conversations with innovative and successful
individuals.
• Part IV presents the proven process that innovation
is generation, acceptance, and implementation of
creative ideas that enhance a company’s value to
the customer, differentiating the company from the
competition. It is a three-step people process.
• Part V suggests the important role the managers’
day-to-day behaviors play in facilitating the inno-
vation process. It presents two important lessons
from nature, the keys to managers successfully ful-
filling their leadership roles to encourage active
participation in the innovation process. Here also
are in-depth conversations with innovative leaders
that illustrate the real-world application of these
lessons.
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