a) The difference between creativity and innovation. Often used interchangeably, two must be thought of as separate and distinct. One definition for creativity is that it is problem identification and idea generation, whilst innovation is best described as idea selection, development and commercialisation. These definitions alone imply at least six competencies (including one holistic). At a minimum, differences mean that, at each stage, varying skills, processes and structures are required.

b) The size and richness of idea pools. Initially creative thinking is used to generate an idea pool and then critical thinking reduces those ideas to feasible ones. To maximise quantity and quality of idea pool, a conscious application of processes and techniques must be applied. Some of these include

i)Using a variety of stimuli and frameworks to open up pathways ii)Not stopping when a good idea seems to present itself iii)Consciously stimulating change in direction iv)Distinguishing between numbers of ideas produced, their novelty, diversity and frequency of production.

c) Creative types. There is common belief that some people just are more creative and certain theorists argue for creativity characteristics such as tolerance of ambiguity and intolerance for conformity. However, traits are notoriously difficult to detect and not stable nor transferable across situations. Also, motivation is thought to be more important than traits – this is similar to possessing high intelligence - one must be motivated to improve and apply it.

d) Learning versus Talent. Can creativity be learned and developed or is it a natural talent or gift? The best way to answer this question is to investigate whether creativity improves with practice. The experience curve, automisation, learning theories and experiences of practitioners suggest that people do get better at generating more, better, diverse and novel ideas - but there are caveats, such as an increase in path dependency and peaks and troughs in motivation.

However life is rarely straightforward, and if problems do arise, order completion times and cash flow will inevitably suffer as a result.

Making paperwork match

Documents involved typically include delivery notes generated by product supplier or logistics provider. The Customer takes delivery and confirms goods are received by signing delivery note, which becomes a proof of delivery (PoD). When goods being delivered are accepted customers can also use their own delivery documentation, referred to as Goods Received Notes (GRN).

The key issue is to match customers’ GRNs and suppliers’ delivery notes. This ensures that suppliers can raise an accurate and timely invoice for goods delivered and accepted.

This is vital to completion of whole process. Raising an incorrect invoice for goods shipped that may differ from description of goods accepted by customer, will result in payment delay – extended debtor days – and adversely affected cash flow.

Take a typical example. A customer takes an order from his supplier that is then dispatched with supplier’s delivery note. The customer takes delivery and confirms that goods have been received by signing delivery note. This note then becomes a PoD. In this case, transaction has been straightforward.

However problems arise if following complications are added to equation:

• The goods being delivered are discovered to be damaged. The customer will only take delivery of goods in a satisfactory condition, and this is annotated in PoD.

• The goods being delivered are accepted by customer, but he uses his own internal delivery documentation or GRN. This needs to be matched against supplier’s delivery note. The situation is complicated further when customer uses his own internal product codes, and/or goods are dispatched in multiple deliveries.

In both these cases actual delivery needs to be matched up with outgoing sales invoice. Where there is a disparity, a normal 30-day credit period can drag out into a lengthy debtor cycle in which customers will not pay for goods delivered until correct invoice has been raised. This can turn normal 30-day period into 90 days or more.

How a computerised system can make process trouble free

TokOpen is a program used by a major UK supplier of dairy products. Reduced reliance on physical pieces of paper allows more flexibility and a reduction in delivery problems.

When sales orders are received from customers, despatch notes are printed and automatically captured and uploaded to company’s TokOpen data centre. Here they are printed from AS400 Warehouse Management System. A unique folder is automatically created in TokOpen, where document is stored and indexed by its delivery details.