{"id":3772,"date":"2025-11-24T12:40:36","date_gmt":"2025-11-24T11:40:36","guid":{"rendered":"https:\/\/www.agricolaocchipinti.it\/?p=3772"},"modified":"2026-05-26T14:51:24","modified_gmt":"2026-05-26T12:51:24","slug":"creativita-in-azienda","status":"publish","type":"post","link":"https:\/\/www.agricolaocchipinti.it\/en\/solco\/creativita-in-azienda\/","title":{"rendered":"Creativity in the company? A reflection outside the processes"},"content":{"rendered":"<p><span style=\"font-weight: 400;\">by Massimiliano Saccarelli\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Massimiliano Saccarelli invites us to think of a company as a marketplace of innovative contributions, as a porous ecosystem between within and without, with hybrid figures between employee and management capable of delivering creative contributions.\u00a0<\/span><\/p>\n<p><i><span style=\"font-weight: 400;\">\"One climbs the sycamore\nto see if the Lord ever passes by.\nAlas, I'm not a climber\nand even standing on tiptoe\nI've never seen him.\"\n\u2014 Eugenio Montale<\/span><\/i><i><span style=\"font-weight: 400;\"><br \/>\n<\/span><\/i><i><span style=\"font-weight: 400;\">per vedere il Signore se mai passi.<\/span><\/i><i><span style=\"font-weight: 400;\"><br \/>\n<\/span><\/i><i><span style=\"font-weight: 400;\">Ahim\u00e8, non sono un rampicante<\/span><\/i><i><span style=\"font-weight: 400;\"><br \/>\n<\/span><\/i><i><span style=\"font-weight: 400;\">ed anche stando in punta di piedi<\/span><\/i><i><span style=\"font-weight: 400;\"><br \/>\n<\/span><\/i><i><span style=\"font-weight: 400;\">non l&#8217;ho mai visto.&#8221;<\/span><\/i><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\">\u2014 Eugenio Montale<\/span><\/p>\n<p><span style=\"font-weight: 400;\">I was asked to write a reflection on creativity in companies. I take my inspiration from Montale. I too, in over forty years, have passed through companies in Europe and Asia, walked through corridors, projects, hierarchies. And, like the poet, I have found no traces of true creativity. The company is an organism whose architecture is born with a precise objective: efficiency. All the managerial theories of the twentieth century \u2013 from Taylorism onwards \u2013 are the children of the need for control, standardisation, and predictability. Innovation, therefore, in the best of cases, is, rather, continuous, sustained improvement, not generative creativity. And yet, at the origin of every enterprise there was a creative, visionary, founding act. Creativity was not born within the company, but before the company.<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\">The challenge, therefore, is not to find creativity in the company, but to understand how to keep alive the drive that generated it.<\/span><\/p>\n<p><b>Why does creativity struggle to manifest itself in the company?<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Because, paradoxically, creativity needs voids. Voids of control, of prediction, of efficiency. Neuroscience tells us that during moments of mental inactivity, such as <\/span><i><span style=\"font-weight: 400;\">mind-wandering<\/span><\/i><span style=\"font-weight: 400;\">, a brain network called the Default Mode Network (DMN) is activated. This network is associated with self-reflective and creative thought processes. A recent study showed that the DMN plays a causal role in creative thinking. During tasks that require the generation of original ideas, the DMN shows significant activity. Furthermore, when the activity of the DMN is temporarily reduced through electrical stimulation, the creative capacity of the participants decreases significantly. Creativity does not arise in productive effort, but in the interval. The company, however, is designed not to leave voids. Even when, provocatively, \"white hours\" or \"empty time\" are introduced by the company, the logic that governs them remains the same: predict, channel, measure. But creativity is more like Eros, Plato would say: elusive, unprogrammable, unrationalizable.<\/span><\/p>\n<p><b>Creativity as misalignment<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Creativity, after all, arises from a gap in vision, from a point of view that is \u201cother\u201d than the mainstream. In this sense, the company could be the perfect place to host creative visions, because it is full of contradictions, tensions, misalignments. (Gallup surveys also say so: most people do not feel aligned with the values \u200b\u200band functioning of their organization.) But today the outsider is expelled, not integrated. Thinking of the company as a marketplace for innovative contributions, as a porous ecosystem between inside and outside, would be the real revolution. Otherwise, talking about creativity in the company will remain just impressive, sophisticated hypocrisy.<\/span><\/p>\n<p><b>What's next?<\/b><\/p>\n<p><span style=\"font-weight: 400;\">A future in which, rather than pushing creativity into the company, the company accepts that creative processes happen outside of it. And it equips itself to recognize them, welcome them, integrate them. In this sense, even the word \u201cemployee\u201d should be overcome. We need a new figure, a hybrid between employee and manager, capable of bringing creative contributions that are not just \u201cideas to put in the box\u201d to win company awards, but initiatives to co-develop. The real turning point will be to rethink the mechanisms of participation and value distribution. Those who contribute with a radical solution do not remain external or subordinate, but participate in the value generated. In this way, the company can begin to generate the conditions for something that does not yet fully exist: a hybrid figure, neither employee nor manager, but bearer of visions. A presence capable of moving between rules and intuitions, between belonging and autonomy, between identity and transformation. It will not be the result of a new organizational scheme, but of the cultural evolution that we will be able to accompany. Perhaps the true act of creativity is finding a way to let creativity happen wherever it wants to happen, but then also finds advantage in returning to the company.<\/span><\/p>\n<p>&nbsp;<\/p>","protected":false},"excerpt":{"rendered":"<p>di Massimiliano Saccarelli\u00a0 Massimiliano Saccarelli ci invita a pensare l\u2019azienda come marketplace di contributi innovativi, come ecosistema poroso tra dentro e fuori, con figure ibride tra dipendente e imprenditore capaci di portare contributi creativi\u00a0 &#8220;Si tratta di arrampicarsi sul sicomoro per vedere il Signore se mai passi. Ahim\u00e8, non sono un rampicante ed anche stando [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":3851,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[10],"tags":[],"class_list":["post-3772","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-solco"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.4 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Creativit\u00e0 in azienda? 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