First essay in the book Arts & America: Arts, Culture, and the Future of America’s Communities featuring an introduction by Americans for the Arts CEO Robert L. Lynch. The...

Why are some organizations consistently good at innovating and adapting while others seem to be blindsided by change? Is it because of their disciplined innovation process or the knowledge and skills of their people? Or is it their determination to build a culture where challenging assumptions is not only encouraged, but expected? IBM's Creative Leadership Study found that leaders who embrace the dynamic tension between creative disruption and operational efficiency can create new models of extraordinary value.

Five years after the onset of the Great Recession, companies are beginning to reset their horizons. For the last several years, human capital decisions have been largely shaped by that recession and its aftermath of weak economic growth. While the global economy continues to lurch forward, the Deloitte Global Human Capital Trends 2013 report finds companies pivoting from the recession to the new horizons of 2020.

Deloitte's 2014 global survey identified the top 10 findings of global human capital trends, and outlined an agenda to guide business and HR leaders as they pivot between the recession and future growth strategies. Companies cited four issues as the most urgent: leadership, retention and engagement, the reskilling of HR, and talent acquisition and access.

Global organizations today navigate a “new world of work”—one that requires a dramatic change in strategies for leadership, talent, and human resources. More than 3,300 organizations from 106 countries contributed to Deloitte’s Global Human Capital Trends 2015 survey, assessing the importance of specific talent challenges and their readiness to meet them. This report explores 10 major trends that emerged from our research, which reflects four major themes for 2015: leading, engaging, reinventing, and reimagining.

In May 2014, Adobe commissioned Forrester Consulting to investigate how creativity influences business outcomes. The study surveyed senior managers from corporations across a diverse set of industries to quantify and qualify how creativity impacts business results. We wanted to see if companies that cultivate creativity experience, what is termed in this study, a “creative dividend.”