CREATIVE MANAGEMENT AS A FACTOR OF ENTERPRISE COMPETITIVENESS

Abstract

In the conditions of modern globalization and fierce competition in the markets, creative management acquires a decisive role for maintaining and strengthening the competitive positions of enterprises. Creative management is not just a fashion trend, it is a key factor that affects innovation, adaptability and the ability to quickly respond to changes. The purpose of the article is to develop practical recommendations for the effective implementation of creative management as a means of increasing the competitiveness of the enterprise. To achieve the goal, the methods of analysis, synthesis, comparison, as well as case studies were used to illustrate the practical aspects of the topic. The results of the study show that creative management acts as a catalyst for efficiency in various areas of business activity – from technology to marketing. Creative management is not just an additional attribute of a modern enterprise, but a critical factor in its competitiveness. It not only facilitates innovation and adaptability, but also increases the efficiency of other key aspects of the business, such as technology, finance, logistics and marketing. Creative management acts as a connecting element between different departments, contributing to their coordinated work. Its role in the formation of corporate culture is important, which is an additional invaluable "asset" for attracting and retaining talented personnel. Creative management also extends its activities to adaptive planning, social responsibility and other aspects, including the stimulation of innovation and open communication. Properly organized creative management can become the basis for the development of a harmonious corporate culture, which in turn stimulates creativity at all levels. Such a culture becomes a magnet for talented, innovative people and is an additional «asset» of the organization, which is difficult to evaluate in monetary terms, but which is of great importance for its success in the competitive market. The conclusions of this study can be used for the formation of strategic development plans, as well as for the optimization of the organizational structure and corporate culture at enterprises of various levels.