The FUN part of entrepreneurship…

Richard Branson, with his story and strong visionary projection towards the future, can be easily perceived as one-off sort of person and entrepreneur. Many of his projects have been and are so outlandish that truly seem an ongoing PR stunt as the ones so many times he was involved directly into. The project Virgin Galactic is one of them, with the actual SpaceShip Two recently present within a big Celebration even ‘Virgin Style’ (see article “Celebrating Unity” ).

Virgin Galactic Spaship Two
Virgin Galactic SpaceShip Two

Yet, we need to realize that among successes and failures (that he openly admits and almost refreshingly seeks) there is one constant factor: truly empowering people (within his companies and outside of them) to aspire, inspire and give the very best while having FUN in the process. Fun is driven by a sense of unity, challenge, meaning and daring; characteristics that represent the essence of the Virgin Galactic project. The same kind of FUN can be built in any entrepreneurial project (relatively small or big) in any organisation. Its benefits will be manyfold as Virgin Group keeps on demonstrating. Are we up to dare enough for the challenge?

Creativity, managing around barriers towards innovation

Increasingly we focus on why organisations fail to develop creativity and this article shows an interesting summary on the topic “How We Kill Creativity (And How We Can Rebuild It)” also represented by the image below:


There are two key aspects that emerge from the article and that need to be addressed.

1) Creativity regarding organisational processes and outcomes is never developed in a vacuum: it does’t happen because one single ‘genius’. It is rather a factor of many elements that come to integrate: people, technology, context, internal and external direct or indirect inputs;

2) Creativity turns into innovation only when concretely solves problems and/or creates value recognised by the market.

Because of this, in order to maximise their potential to create and mostly to innovate (that is what really counts for enterprises), organisations cannot afford vacuums dedicated to creativity and innovation has to be the target. This requires an overall aware and skilled cultural approach to develop creativity and concretely innovate. It is a cultural approach, involving the overall organisation considering its processes and people, that requires a central focus to develop innovation, a focus that is one of the key principles articulated in FAST TRACK INNOVATION  by pointing out and elaborating over actual examples of Motorsport and automotive organisations.