In the postmodern-day organisation, acknowledgement of the facts today is that the retail sector has changed dramatically over the past ten years. Boom periods, surplus shopping and good times have ended. We have entered an era of harsh changes, business collapse, mergers, acquisitions and turbulent competitive environments that demand a constant review of business structure, financial performance, business practices and value creation to provide any hope of the ability to trade sustainably into the future. Responsiveness by retailers in this modern day driven by market need changes causes an almost instantaneous response by retailers to adapt and service the consumer demand. Thus, in evaluation of the underlying reasons for retail market shifts, one starting with the basic premise and rule of the law of natural selection – adapt to the environment, or die. No doubt that customer demand and the competitive landscape dictate effective and quick response from retailers, driving the form, shape, volume and nature of change. Present day marketplace forces are generally forming a worldwide consumer marketplace that will appear dramatically different since 2010, pushing retailers to bring about fundamental improvements to their methods and business models in order to survive. Conventional campaigns will stop being sufficient to deal with trends which may drive the retail markets into the realm of extreme conditions. Retailers in South Africa, albeit not directly, are impacted by global shifts and changes. In an environment with increasing competition and the growing demands for operational efficiencies, sustained profits and customer orientation, SA retailers are looking beyond their traditional business models and organisational boundaries to develop and leverage the resources and capabilities of international best practice to create superior value and drive competitive advantages in the marketplace. Value-add in making things work better for customers, albeit through various business enhancement and improvement initiatives, the longer their relationship will endure with the company. Thus the potential of adopting a deliberate creativity approach within the broader strategic planning process of a company, might well be the value-add activity that provides the catalyst for closing the performance gap, through bridging and integrating the core concepts of creativity and applying these concepts within real business operations, with the explicit aim of improving business profitability. To this end, the study originated from a need for a creativity-driven approach to enhance business performance in a retail organisation and not only challenge current paradigms, but redefine furniture retailing and create new furniture retailing operating models. In so doing, using a deliberate creativity-driven approach, that will catapult furniture retail onto a new performance curve that ultimately creates shareholder value through an enhanced customer proposition. The researcher embarked on a journey to establish whether a structured deliberate creativity change management framework could improve a company’s competitiveness, effectiveness and profitability; and to what degree a creativity framework can be used to enhance performance within a company. The research study results and findings, together with the financial performance results revealed that the creativity interventions deployed did in fact enhance business performance (financial, cultural, productivity and organisational behaviour) over the specific study period. The study also includes the design of a Conceptual Deliberate Creativity Framework, Conceptual Deliberate Creativity Strategy, Conceptual Deliberate Creativity Implementation Plan and an Integrated Beyonder Scorecard, which can be applied to any type of retail business across numerous diverse disciplines. / PhD (Business Administration), North-West University, Potchefstroom Campus, 2014

In the postmodern-day organisation, acknowledgement of the facts today is that the retail sector has changed dramatically over the past ten years. Boom periods, surplus shopping and good times have ended. We have entered an era of harsh changes, business collapse, mergers, acquisitions and turbulent competitive environments that demand a constant review of business structure, financial performance, business practices and value creation to provide any hope of the ability to trade sustainably into the future. Responsiveness by retailers in this modern day driven by market need changes causes an almost instantaneous response by retailers to adapt and service the consumer demand. Thus, in evaluation of the underlying reasons for retail market shifts, one starting with the basic premise and rule of the law of natural selection – adapt to the environment, or die. No doubt that customer demand and the competitive landscape dictate effective and quick response from retailers, driving the form, shape, volume and nature of change. Present day marketplace forces are generally forming a worldwide consumer marketplace that will appear dramatically different since 2010, pushing retailers to bring about fundamental improvements to their methods and business models in order to survive. Conventional campaigns will stop being sufficient to deal with trends which may drive the retail markets into the realm of extreme conditions. Retailers in South Africa, albeit not directly, are impacted by global shifts and changes. In an environment with increasing competition and the growing demands for operational efficiencies, sustained profits and customer orientation, SA retailers are looking beyond their traditional business models and organisational boundaries to develop and leverage the resources and capabilities of international best practice to create superior value and drive competitive advantages in the marketplace. Value-add in making things work better for customers, albeit through various business enhancement and improvement initiatives, the longer their relationship will endure with the company. Thus the potential of adopting a deliberate creativity approach within the broader strategic planning process of a company, might well be the value-add activity that provides the catalyst for closing the performance gap, through bridging and integrating the core concepts of creativity and applying these concepts within real business operations, with the explicit aim of improving business profitability. To this end, the study originated from a need for a creativity-driven approach to enhance business performance in a retail organisation and not only challenge current paradigms, but redefine furniture retailing and create new furniture retailing operating models. In so doing, using a deliberate creativity-driven approach, that will catapult furniture retail onto a new performance curve that ultimately creates shareholder value through an enhanced customer proposition. The researcher embarked on a journey to establish whether a structured deliberate creativity change management framework could improve a company’s competitiveness, effectiveness and profitability; and to what degree a creativity framework can be used to enhance performance within a company. The research study results and findings, together with the financial performance results revealed that the creativity interventions deployed did in fact enhance business performance (financial, cultural, productivity and organisational behaviour) over the specific study period. The study also includes the design of a Conceptual Deliberate Creativity Framework, Conceptual Deliberate Creativity Strategy, Conceptual Deliberate Creativity Implementation Plan and an Integrated Beyonder Scorecard, which can be applied to any type of retail business across numerous diverse disciplines. / PhD (Business Administration), North-West University, Potchefstroom Campus, 2014