Votre équipe est confrontée à des ressources limitées. Comment pouvez-vous stimuler leur créativité pour sortir des sentiers battus ?

To spark creativity in a team facing limited resources, prioritize activities by importance—where everything matters, nothing does. Allocate tasks based on each team member's strongest talents: those who are most creative, efficient, and proactive. Minimize procrastination and embrace methodologies like Scrum, PMI, and PDCA for effective activity management and rapid decision-making.

Constraints will be there in any of the project we do. The best thing is that take constraints as challenge and give open room to your team and most of the time team will come up with creative solution to get over the constraints. That's what I suggest: 1-Brain storm with the team and give them open room to share the wildest idea they have in their mind. 2- Once they share their idea help them to understand possibilities of that idea to execute in reality. 3-At the end if you understand the feasibility of that idea that if it is accurate. start executing that idea and eventually your focus will be on goal and you can easily overcome the constraints.

To inspire creativity with limited resources, organize focused brainstorming sessions and encourage open idea-sharing. Set specific challenges to spark innovative solutions. Use constraints to drive creative thinking and recognize creative efforts to boost morale. Provide access to diverse tools and resources, and promote collaboration across disciplines to leverage varied perspectives. Celebrate small wins to maintain motivation and foster a culture of ingenuity.

Encourage brainstorming without criticism, promote bold, flexible implementations, and reward creativity with emphasis on speed and simplicity in execution. Checklist: 1. Schedule brainstorming sessions with no dismissals. 2. Experiment with bold approaches. 3. Set creativity rewards and celebrate quick wins.

El primer paso para potenciar el pensamiento creativo o "fuera de la caja" es darse cuenta que efectivamente no se están obteniendo los resultados esperados y que existen limitaciones. Para ello la presencia de un líder consciente y comprometido es fundamental. Aceptar que no existe sinergia, que el modelo de pensamiento no es el adecuado, requiere de una comunicación asertiva y tener la suficiente madurez gerencial como para darse cuenta que tienen en sus manos una oportunidad para dar un "salto cuántico" en la organnización.

Here’s a simple and effective list of strategies to fight creative blocks or constraints: 1. Sit under the desk or on top of it. Get away from the chair. Changing position, even inside the same room you know for ages, can help you looking to things differently. 2. Use your phone! Call a few friends and/or relatives and ask them how would they procede to solve the problem your working on. 3. Imagine the worst solution ever. Don’t be shy, go crazy and offensive. Have fun doing bad instead of perfect. Once you reach something really offensively fun and interesting try to reverse it to the good side. It works! You can curse, too. 4. Act as you were under influence only without using substances. Being creative often implies “craziness”.

En mi experiencia liderando equipos, para dar una sacudida creativa es necesario hacerlo fuera del ambiente cotidiano de trabajo, pues el entorno también influye en el estancamiento. Fijar un encuentro en un lugar diferente permitirá hacer un reset en las mentes de los participantes. Luego echar mano de estrategias y dinámicas aparentemente "sin sentido lógico" para obtener resultados diferentes. Si de dictar normas se trata, las ideas del Pensamiento Lateral de Edward De Bono, son disparadoras de ideas maravillosas que permitirán generar resultados diferentes y exitosos.

Bring together people from different disciplines to generate diverse perspectives. Initiated cross-departmental brainstorming sessions which led to innovative ideas by combining marketing strategies with technical expertise.

Making an analogy with respect to situational leadership... We must promote a global culture based on "Situational Innovation" 1) Actively participate in the necessary innovation day after day, to solve a specific problem. Or simply because our client demands it... (rewarding the worker also for the time he dedicates to thinking useful things) 2) Acting as an observer, valuing innovation that covers a medium-term need, analyzing market trends. (family conciliation, teleworking, digital tools, etc.) 3) Bet on the riskiest innovation in the long term. The one that solves a need that only a few see clearly, and even the client himself ignores. (R&D&I financial plans; and search for Visionaries inside or outside the organization)

I would first eliminate the overused and outdated "out of the box" term. No one does thier best work or rises to a challenge when approached with an inauthentic catch phrase. Once you've spoken to your team frankly and authenticity about the challenges they face, I would encourage beginning with any idea and ask each person to build on it until something emerges. It may take more than one session but eventually a solid idea will form from building on ideas.

Honestly, true creatives thrive IN a box. They do their best work when limitations are introduced. However, if we do get stuck, then we dive back into research. Looking for low-hanging fruit in trends, examples, data, etc. that give us an opportunity that we can brainstorm around. If after a deep exploration and cross-team analysis has been done the team is struggling to come up with an effective solution that will meet our business goals — and it is a seasoned, skilled creative team — then it’s likely that there are unrealistic boundaries in place. Sometimes, decision-makers lack the subject-matter expertise expectations need to be reset. It’s important to be willing to negotiate when it’s in the broader interest of business goals.

Simplifying is a good start, let’s go further and turn things off. Create real space by stopping ‘things’ that no longer add the value they need to.

Streamline processes to reduce complexity and allow more room for creative thinking. By simplifying our project management process, we freed up more time for the team to brainstorm and experiment with new ideas.

In times of limited resource teams can rely on the familiar ways to operate and be cautious of trying anything new because it’s not secure or absolute. Most success comes from trial and error and the attitude being more open to change and trial , there is no wrong attempt , but attempt different approaches rather than sit on familiar ground and what could be holding back progress or costing more.

When resources are limited, it's crucial to encourage creative, outside-the-box thinking among your team. Here are some key strategies: 1. Bring together people with diverse backgrounds, experiences, and perspectives. This diversity sparks new ideas and prevents groupthink. 2. Give team members time to individually generate ideas before group discussions. This prevents self-editing and allows more creative concepts to emerge. 3. Carefully define the challenge in a way that opens up possibilities, rather than constraining the team. 4. Seek input from people outside your industry or domain. Their fresh viewpoints can uncover innovative solutions. 5. Encourage your team to constantly seek better ways to achieve goals.

Limitação de recursos é um grande incentivo para inovação, em especial de processos. Do ponto de vista de marketing, é muito oportuno introduzir uma visão de Growth Hacking, baseada em algumas metodologias já validadas por empresas que possuíam poucos recursos. Essa metodologia envolve quatro etapas principais: Aquisição, Ativação, Retenção e Receita. Cada uma destas quatro etapas é crucial para o processo de Growth Hacking e todas são interdependentes. Este processo é cíclico, o que significa que deve ser continuamente otimizado e adaptado de acordo com as mudanças nas necessidades e comportamentos dos usuários, a fim de alcançar o maior crescimento possível. Um livro muito bom que aborda essa tema é o Hacking Growth.

The truth is that creativity isn't something you spark on a moments notice. Its something you embrace, nurture, and encourage from the moment someone joins your team and on a regular basis. This includes creative endeavors in and out of the office because like any other skill the more you use it the stronger it becomes. Although I agree with each of these strategies, I believe they should be part of everyday culture. If you're waiting until you are in a pinch to utilize them or invest in your teams creativity then it's possible you may be limiting their success.

Navigating limited resources doesn’t have to be daunting. You just have to learn to embrace constraints, because guess what? They’re not actually barriers to success but opportunities to drive greater ingenuity and achieve heightened returns. The key is to help your team view limitations as prompts to redefine what’s possible and explore new horizons. Encourage them to tap into "kid think": Who says the inside of a cereal box can’t be turned into a fine art canvas? Apply this mindset to reimagine and push the boundaries of what excellence can be. Just look at Roblox. Despite the plethora of visually advanced gaming options out there, kids flock to its unsophisticated design. But can you imagine how many designers dismissed its potential?