Aspiring Innovation and Creativity

  • Ruud Weijermars


Innovation or coming up with something new, reforming or reworking of promising ideas, is the result of a creative process. The ability to bring something new into existence is a key characteristic of learning organizations. They use their Organizational Intelligence in order to foster and encourage creative solutions to complex problems. Organizations with higher Corporate IQs can provide innovative solutions in any given situation swifter than their competitors. Your organization can achieve this leading position by stimulating the creative process of Organizational Learning. This fuels the fast renewal of organizational knowledge, the development of best practices, and spurs major innovations.


International Energy Agency International Energy Agency Project Option Intelligent Organization Production Downtime 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


  1. DeBono E (1967) New think: the use of lateral thinking in the generation of new ideas. Basic Books, New YorkGoogle Scholar
  2. DeBono E (1971) Lateral thinking for management. McGraw-Hill, New YorkGoogle Scholar
  3. DeBono E (1991) Teaching thinking. Penquin Books, LondonGoogle Scholar
  4. Govindarajan V, Trimble C (2005) Ten rules for strategic innovators: from idea to execution. Harvard Business School Press, HarvardGoogle Scholar
  5. Janis I (1982) Groupthink. Houghton Miflin CompanyGoogle Scholar
  6. Sherwood D (2002) Creating an innovative culture. Capstone Publishing, OxfordGoogle Scholar
  7. Syrett M, Lammiman J (2002) The innovative individual. Capstone Publishing, OxfordGoogle Scholar
  8. Weijermars R (2009a) Competitive advantage from an E&P clockspeed accelerator. First Break 27(6):87–94Google Scholar
  9. Weijermars R (2009b) Accelerating the three dimensions of E&P clockspeed–a novel strategy for optimizing utility in the Oil & Gas industry. Appl Energy 86:2222–2243CrossRefGoogle Scholar
  10. Weijermars R (2010) Guidelines for clockspeed acceleration in the US natural gas transmission industry. Appl Energy 87:2445–2466CrossRefGoogle Scholar
  11. Weijermars R (2011) Critical drivers of exploration and production clockspeed. Explor Prod Oil Gas Rev 9(1):12–17Google Scholar
  12. Weijermars R, Watson S (2011) Can technology R&D close the unconventional gas performance gap? First Break 29(5):89–93Google Scholar

Copyright information

© Springer-Verlag London Limited  2011

Authors and Affiliations

  1. 1.Department of GeotechnologyDelft University of TechnologyDelftThe Netherlands
  2. 2.Alboran Energy ConsultantsDelftThe Netherlands

Personalised recommendations