The U.S. Army uses “active flexible response” to outmanoeuvre its enemies. The approach emphasised adapting to situations rather than adhering to absolute rules.

In dynamic environments where you need to navigate uncertainty and stay ahead, a more dynamic and creative approach is needed.

It might help if we had a better view of the future, but you don't need to be a clairvoyant to see what might be coming. While no one can predict the future with certainty, we can create scenarios to explore what might happen next.

The real creative process starts much earlier than you think with the right kind of analysis.

In high pressure situations traditional decision-making methods like deductive reasoning or probability analysis just don’t work. We simply don’t have the time to evaluate every option. Instead we rely on intuition.

We live in a world designed for convenience. While these tools make life easier, they’ve also made us less comfortable with effortful thinking. But here’s the problem: creativity requires effort.

Organizations are wired to obsess over reducing mistakes because they are visible, costly and embarrassing and it’s easier to measure them.

For many of us our days are filled with nonstop tasks. When we’re not working we scroll social media, listen to podcasts while we exercise or binge watch the latest Netflix series. We leave no time for reflection. But the most creative minds understood the need to step back.

The world is moving faster than ever and businesses need to better anticipate what lies ahead. But spotting opportunities and overcoming challenges often requires thinking differently.

Differing perspectives in a team can boost, challenge and elevate ideas. Because diverse teams possess a unique strength: collective intelligence. It’s not about individual brilliance, it’s about how many different perspectives the team has.

Hindsight often shows us where we went wrong. But what if we don’t have to wait for mistakes to happen to learn valuable lessons? Businesses can do premortems as a tool to identify potential risks before starting a project.

Most companies focus on optimisation: cutting costs, improving processes and reducing uncertainty. It’s what managers are trained to do. But here’s the problem: if all you focus on is efficiency, you limit your company’s growth and ability to adapt to change.

Most people rely on just one, logic. But the second type, causal reasoning, is the secret to better decision-making.

Creativity isn’t just for artists. It’s the secret advantage that problem-solvers, innovators, and business leaders use to get ahead.

I’m going to be posting about creativity, decision making and business growth, three interconnected topics that shape how businesses can succeed. Let me start by sharing a bit of background.