

In an increasingly uncertain and changing business environment, creativity is emerging as an essential skill for survival and adaptation. However, it remains one of the least trained competencies in organisations, where technical and linear approaches, such as problem solving from a standard perspective, are prioritised. But what happens when we face totally new scenarios that demand innovative solutions? This is where creativity becomes a strategic resource.

The creativity gap in business
Creativity, often underestimated, is closely linked to the capacity for product and service innovation. However, many organisations face cultural barriers that limit its development. According to Natalia Córdova, Business Development Consultant at Cegos and executive coach, one of the biggest challenges is that companies often train their staff to avoid mistakes, prioritising the ‘right answer’ over the exploration of multiple possibilities. This approach restricts the freedom to experiment, play and prototype - key elements in unlocking original solutions.
In addition, shame and a culture of punishing mistakes make it difficult for employees to dare to think outside the box. This not only limits creative potential, but also hinders the ability to adapt to disruptive scenarios, which are now the norm rather than the exception. Brené Brown (2018), author and leadership expert, points out that leaders must foster spaces of psychological safety where teams can make mistakes without fear, as this promotes trust, creativity and innovation.
Similarly, Amabile (1998), a leading researcher on organisational creativity, states that ‘creativity flourishes when people have the freedom to decide how to approach problems and adequate resources to explore solutions’. This highlights the need for organisations to support their teams with time, tools and an environment free of judgement.
Cultivating a creative mindset to deal with uncertainty
Beyond tools and methodologies, creativity requires developing an internal disposition and mindset. Innovating is not just an act, but a practice that demands training people in their state of mind, way of thinking, conversing, interacting and paying attention to their world.
A concrete example was given in a recent innovation process with drivers of Santiago's public transport system. Through dynamics such as the Empathy Map, participants were able to connect with the challenges of their users, from mothers with cars to the elderly. This exercise not only allowed them to generate more relevant solutions, but also connected drivers with the purpose behind their daily work. This shift in perspective demonstrated that the right emotional and mental state is crucial to foster creativity.
However, innovating is not always easy, especially with experienced audiences who may be stuck in states of resignation or scepticism. This is where the power of reframing attention comes in: instead of focusing on the problems, directing it towards the desired state. This subtle shift, based on appreciative approaches, opens doors to constructive conversations and allows new possibilities to be explored.
Innovation as a collective practice
Creativity does not happen in isolation. During the innovation day with the drivers, diverse teams were formed with people from different companies and backgrounds. This not only generated outstanding solutions in critical areas such as road safety, but also demonstrated that trust and collaboration are indispensable conditions for innovation.
Facilitators have a key role to play in modelling these attitudes and generating spaces that promote a mental and emotional state conducive to co-creation. The quality of ideas is directly related to the environment in which they are generated, so taking the time to build a space of trust and openness is a fundamental investment.
Bridging the creative gap: practical steps
To integrate creativity as a strategic skill, companies can take concrete actions that connect theory with practice:
- Promote a culture of continuous learning:
Implement training programmes that include creative thinking and problem solving from an innovative perspective. The development of the creative mindset should be a priority in these programmes. - Foster vulnerability and inclusive leadership:
Create safe spaces where employees feel comfortable sharing ideas and taking risks. Leaders who embrace vulnerability, as Brené Brown (2018) suggests, are key to building trust and opening the door to new ideas. - Incorporate practical tools:
Using dynamics such as games, prototypes, design thinking sessions or exercises such as the Empathy Map allows teams to explore solutions from novel and relevant perspectives. - Recognise the value of experimentation:
Encourage trying new ideas without fear of error. Emphasise that being wrong is not a failure, but a natural step towards success. - Train the mindset for innovation:
Cultivate emotional states such as curiosity, optimism and openness to unlock new perspectives. This requires work at both the individual and collective level. - Generate collaborative environments:
Design contexts that favour co-creation, in which diverse teams can combine their experiences to find original and effective solutions.
Conclusion: innovating as a trainable skill
Creativity is more than a desirable competence: it is a strategic necessity to thrive in a world of constant change. Its development requires tools, methodologies and, above all, a profound change in how people and organisations think, talk and act.
Innovation is not a gift reserved for the few; it is a muscle we can train. It requires cultivating a state of mind of curiosity, optimism and openness, as well as fostering spaces of collaboration and trust. Organisations that prioritise creativity will not only be better prepared to face the challenges of the future, but will also empower their teams to be leaders in adaptability and innovation.
If we want to build companies that embrace uncertainty with agility and purpose, we must give creativity the central place it deserves. In doing so, we will transform not only our results, but also the way we interact with our environment and the possibilities it offers us.
Want to put creativity at the heart of your strategy? With the help of Cegos, you can equip your teams with practical tools and train the mindset needed to transform ideas into action. Find out how our solutions can set your organisation up for success in an ever-changing world.
Sources:
- Amabile, T. (1998). How to kill creativity. Harvard Business Review.
- Brown, B. (2018). Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. Random House.
This article was originally published by Cegos LATAM under the title "Creatividad en el mundo corporativo: Una habilidad clave para el futuro"