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150                                           Power Up Your Mind

                                  increasingly being referred to as intrapreneurs and being given the
                                  support and encouragement they need to turn their ideas into new
                                  products and services. Individuals are becoming brands in their own
                                  right. Richard Branson was an early example of this phenomenon,
                                  which is now becoming much more widespread.
                                        Markets are dominated by ideas that, in John Grant’s words,
                                  “catch on like viruses.” Good recent examples of these are products
                                  such as the iMac, Pokemon, Volkswagen’s New Beetle, Starbucks,
                                  Hotmail, and concepts like “organic” and “wired.”


                               What do you think? What would your list of characteristics look like? Were you taught to be
                               creative at school or college? Are you taught to be creative at work?
                               Who are the most creative people you know at work? At home? What makes them stand out?
                               Are you actively seeking to acquire some of the characteristics listed above?
                               What are you doing to identify the intrapreneurs within your organization?
                               What viral products or concepts have caught your imagination recently?



                            THEVALUEOF IDEAS


                                  The capacity to learn and the capacity to generate ideas are linked
                                  to our prosperity. If we want to be smarter and more successful, we
                                  will want to know more about these processes.
                                        My own view is that to be creative, you need both concen-
                                  trated  periods  of  activity  and  concentrated  periods  of  apparent
                                  inactivity. It is possible to achieve flow in both situations, and it is
                                  one of the enjoyable mysteries of creativity that you never know
                                  when a great thought is going to come to fruition.
                                        While  I  was  writing  this  book,  I  interviewed  a  number  of
                                  business  leaders  from  a  range  of  organizations.  I  asked  them  all
                                  where they had their best ideas. Not one of them said that they had
                                  their best ideas at work. Many of them gathered inspiration from
                                  those  around  them  and  from  their  work  outside  their  main  job.
                                  Each of them, in different ways, talked about moments of flow or
                                  relaxation  when  they  were  elsewhere.  They  often  described  the
                                  social processes in nurturing ideas.
                                        Colin Marshall is clear about his creativity:
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