Managers dare to be different at Dixons : Program develops creativity and a “can do” attitude

Purpose – Examines how electrical retailer Dixons developed a “can do” approach and an attitude of “daring to be different” among managers who were previously seen as by senior executives as a little too cautious. Design/methodology/approach – Describes the “What If?” training program, which highlighted the states of mind that are crucial to innovative thinking, and how to achieve these. Findings – Shows that the program inspired creativity in people who did not think they were creative. It helped them to develop different mindsets, empowered them to take risks and made them less reactive. The managers are no longer focused only on their role, but work together in teams on ideas. New processes have been introduced to get ideas implemented, and cultural barriers have been overcome. The managers are more confident to lead creative sessions with their teams. There is more fun and energy in the workplace. Practical implications – Provides a practical example of how creativity can be taught. Originality/value – Reveals a radically different approach to training, involving the use of props, costumes, stimuli of the four senses, informal room layouts, fairy lights, beanbags … and even flowers and pizza.