Counter-Intelligence*
‘What the Secret World can teach us about problem-solving and creativity’
Innovation and creativity do not come from a pre-planned, top-down written strategy. It is the task of leadership to develop the strategy to facilitate innovation and creativity, maintaining a culture of staying ahead of the curve. Who do you need to succeed during a time of rapid technological change and organisational disruption? Who, then, to hire or assign to invent intelligence gathering and analysis on an industrial scale? People come from unexpected backgrounds and walks of life, with wide ranges of talents and outside interests and random skills. Learn the lessons from the ‘Secret Service’ how code breakers avail of a very different talent, characterized by unconventional thinking, considering radical change in thinking and processes.
*Secret actions taken by a country to prevent another country from discovering its military, industrial or political secrets.
Contents
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‘What the Secret World can teach us about problem-solving and creativity’
How do you organize and staff an intelligence service? How can services create a culture in which unusual people doing unique work can succeed? Maybe most important, how do you do all this during a time of rapid technological change and organizational disruption? These are the questions that Rory Sutherland, Vice-Chairman Ogilvy UK, will share with you.