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(Khandwalla, 1985). This included the policies of actively attracting talented youngsters, their retention and utilization for bringing about changes and innovations; pioneering of unique products; opportunistic diversification; emphasis on operating efficiency, emphasis on R&D, etc. Another research of mine on Indian organizations indicated that entrepreneurial organic, participative, and altruist styles yield many successful innovations (Khandwalla, 1995). My research on how sick organizations revive indicated what may be called a turnaround mode that I termed creativetransformational (Khandwalla, 2001). It consisted of actions like roping in stakeholders for change by sharing with them the diagnosis of what had gone wrong, brainstorming sessions to generate innovative ideas for improvement in operations, teams to implement changes, harnessing the energy of dynamic younger managers to bring about needed innovations and changes, etc., wellillustrated by the example of Siemens-Nixdorf given earlier. Such turnarounds turned out to yield faster and larger recoveries from sickness, and posted faster post-turnaround growth. The model of management for sustained organizational creativity and innovation in our context is presented below (Khandwalla, 2012). Design for Sustained Management Creativity
Liberalization and globalization of an emerging market economy
Increasingly turbulent, competitive,exacting operating environment
Strategic choice by organizations
Adopt a creativity-compatible organizational design
Status quo in organizational
design
Innovation-inducing competitive strategy Innovation-inducing top management Innovation-inducing organizational structure Innovation-inducing management practices Effective management of innovations
Stream of successful technical and management-related innovations
Sustained competitive advantage Concluding Comments
I hold that creativity can be enhanced at all levels through appropriate actions - the individual level, the organizational level, and even the
