Creativity Versus Experience?

I read a WSJ article about the rise of young CEOs and the debate over creativity versus experience. The writers wrote, “Their ascension is airing a new argument about the value of youth in corporate decision-making. The debate typically pits the benefits of creativity and familiarity with emerging technologies against the need for disciplined decision-making and experience dealing with hard times.” Why this debate? A corporate entity—whether new or established—needs both in order to grow.

There’s no need to pit creativity against experience. Every decade brings forth young leaders—whether in Wall Street or Silicon Valley. In 1996, Adam Werbach, at 23, was named the youngest-ever national president of the Sierra Club, but he wasn’t the first to receive such recognition. Remember when Netscape and Marc Andreessen were in the daily news? How about the days of Jerry Yang and Yahoo?

Youth is not synonymous with creativity. We see creative people of all ages and from all walks of life. Some children’s creativity might be nurtured in their early years and continue to flourish throughout their lives. Others with a creative inclination find ways to express themselves, even without active encouragement. Some adults don’t tap into their creative sides until well past their 30s and beyond. A few notable examples include Grandma Moses, William Butler Yeats, Mark Twain, Johann von Goethe, Anton Bruckner, Laura Ingalls Wilder, Wallace Stevens, and Joseph Conrad.

Experience does not equate to a loss of or absence of creativity. Successful seasoned entrepreneurs leverage both their experiences and creativity to build their lives and ventures. Their experiences have taught them that a creative idea alone does not guarantee entrepreneurial success.

More accurately, it’s not simply experience but the conformist nature of larger entities that pits creativity against established norms. The real debate should be creativity versus established institutions. Corporate cultures often exhibit structural and attitudinal barriers. The larger the organization, the more entrenched the processes and bureaucracy become. Operating a team of five allows for agility and quick change, whereas a bureaucracy of 500 or 5,000 does not. Many creative and experienced individuals leave the corporate world due to stifling corporate cultures that prioritize adherence to rules over innovation. Instead of the typical mantra of ‘adhering to company processes and guidelines,’ the corporate world should make more room for creativity.

In the broader context, successfully managing any organization, whether nonprofit or public corporation, demands more than just creativity or experience. Effective leaders require a blend of both, along with a host of other qualities.

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