The London 2012 Summer Olympics have now come to an end, capped by the musical closing ceremony. But it’s not the closing ceremony that I want to talk about, nor even the sports, but the opening ceremony, and in particular the contrast between the one in London and the one in Beijing in 2008. This comparison will offer insights into how creativity and innovation work.
A word on TIPS: theories, ideas, people, and systems
I’m currently creating an innovation profiling system using the idea that people, and their organizations, have four basic orientations: theories and knowledge (T); ideas, creativity and innovation (I); people (P); and systems and fixed structures (S). A company, over the course of its life, begins as a start-up (I), becomes a sales-driven company (P), and matures into a company with stable structures, processes, and systems (S). Throughout this process, the firm uses knowledge, research studies and theories (T). But what has this to do with the opening ceremony of the Olympics?
Beijing 2008
The opening ceremony of the Beijing Olympics was often described as “the greatest ever.” The spectacle reportedly cost more than USD 100 million. During the four-hour show, more than 14,000 people each perfectly performed their part in sync to create an impressive whole. This perfectionism even led to hiding the talented singer of a song while a more photogenic girl lip-synched. The Beijing Olympics were all about “the system” (S). They were designed to impress the world with the economic and political power and control of China.
Preparing for London 2012
Danny Boyle had the impossible task of directing the next opening ceremony after the one in Beijing. How do you follow such a spectacle? Boyle acknowledged that the scale and lavishness of the Beijing opening ceremony was an impossible act to follow. He said that this liberated his team to think in completely different directions when creating the London 2012 opening ceremony. They focused on ideas, creativity and innovation (I), and chose “Isles of Wonder” as the theme. Note that within the TIPS framework, (I) and (S) are opposing forces. (S) strives for efficiency based on routines, structure, and control, with the organization taking precedence over any individual. On the other hand, (I) requires the opposite, a flexible, fluid environment encouraging individual thought and expression. You cannot simultaneously optimize for both high efficiency and high creativity in an organization, a conflict known as the “dilemma of innovation management.”
Designing London 2012
Boyle and his team likely had a challenge similar to this: “How to create a spectacular, creative opening ceremony that celebrates British history and culture?” One bit of evidence for this was the movie featuring Daniel Craig as James Bond, escorting Queen Elizabeth II from Buckingham Palace via helicopter to the Olympic Stadium, where they apparently parachuted into the stadium. A minute later, the Queen and the Duke of Edinburgh appeared in the stadium. The Queen was wearing the same dress as in the movie, looking as if she had just arrived with James Bond. While the Union Flag was raised, the Kaos Signing Choir for Deaf and Hearing Children performed the British national anthem.
Creating this hilarious, quirky entrance for the Queen required combining many ideas. Some were normal ideas, like “Fly over London in a helicopter to see the sights.” But the heart of this concept was some truly wild ideas: “Have 007 escort the Queen,” “Have the Queen parachute into the stadium,” “Have Winston Churchill salute the Queen,” “Have deaf children perform the National Anthem.” Now ask yourself this: How many ideas that wild stood a chance when designing the Beijing ceremony? How many ideas that wild are taken seriously, or even suggested, in your organization?
The sad truth is this: In most organizations, people are afraid to suggest wild ideas, even though they are an essential element of creativity. They are afraid of being judged, of being ridiculed. However, what those who judge and ridicule ignore is that wild ideas can contain the seeds of truly outstanding concepts. That’s why at Thinkergy, we always encourage wild ideas by using creativity techniques that force our clients and us “to go wild.”
Creating London 2012
How did Danny Boyle and his team turn the wild ideas into the great entrance of the Queen? They twisted the ideas a bit to make them work. For example, the wild idea, “Have the Queen parachute into the Olympic Stadium,” was made workable by using a double dressed as the Queen. To tame the wild idea of the Queen starring alongside 007, first convince Sebastian Coe, Chairman of the London Organizing Committee, of the idea, and then let the two-time Olympic gold medalist pitch it to the Queen. Coe loved the idea, and by all accounts, so did the Queen. How can you have Winston Churchill salute the Queen? Use CGI to animate the statue of him. How to have deaf people perform the national anthem? In Britain, where quirkiness is cultivated, there was bound to be such a choir, and it turned out to be one whose mission is to unite hearing and deaf children in singing. Quite a contrast to the lip-synching double in Beijing four years ago, isn’t it?
Conclusion: Last Sunday, London passed the Olympic torch to Rio, which will host the 2016 Olympics. What can we expect for that opening ceremony? Whatever it is, I am sure that the Brazilians will create another stunning show. And considering the Brazilian culture, I predict that Rio will base its show on people (P) and ideas (I) to showcase their creative, spontaneous, fun-loving spirit. I for one can hardly wait.
© Dr. Detlef Reis 2012. This article was published in parallel in the Bangkok Post under the same title on 16 August 2012.