Creativity

Case Solution for Critical Mass: The IT Creativity Challenge
Complete Case details are given below :
Case Name :      Critical Mass: The IT Creativity Challenge
Authors :           Malcolm Munro, Sid L. Huff
Source :             Ivey Publishing
Case ID :            908E10
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Critical Mass was a highly successful Internet marketing services firm with a blue chip client list. The rapidly changing Internet environment demanded continuous innovation and an exceptional level of creativity from the Technology Group. The company invested substantial resources in a creative-friendly physical environment and organized an array of activities intended to “keep creativity bubbling.” The company was ready to embark on a significant expansion in its customer base and management had decided to review and reassess these activities to determine if they were having the desired effect and if corrective changes were required.
 
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Case Solution for Perna Arts: Managing the Complexity of Creativity and Commerce
Complete Case details are given below :
Case Name :      Perna Arts: Managing the Complexity of Creativity and Commerce
Authors :           Kajari Mukherjee
Source :             Ivey Publishing
Case ID :            W14483
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Perna Arts is a movie production company that has gradually branched into related businesses straddling distribution, exhibition, programming and education. The company was among the first to go public after the movie business attained industry status in India. It was also one of the first to recruit a professional manager as its chief executive officer to put in place processes, systems, performance metrics and procedures aligned to its strategic priorities. The company’s aim was to make two to four movies a year – enough to create a rolling stock that could open up multiple revenue streams and offset losses with hits. However, Perna Arts was battling against temporary setbacks, such as failing to deliver hit movies. The company’s management wondered whether it could adopt a more business-like approach to movie making, using sound management principles to wean Perna Arts away from its person-centric, intuitive process.
 
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