An internationally respected thought leader, management innovation consultant, writer & designer of executive programs on leadership, creativity and innovation.

Creator of the Management Innovation Index, a big data analytic that benchmarks and measures innovation.

Ralph Kerle gained his leadership and innovation knowledge delivering programs for Fortune 500 companies like Caltex, Deloitte, Fox, General Motors, Hewlett Packard, Kraft Foods, Nestle, Rolls Royce, Peugeot, Toyota and Walt Disney. Named by IBM as one of the world's 100 Global Creative Leaders.

He is a regular guest lecturer at the Stern Business School, New York University; was awarded an honoria causa and Adjunct Professorship by the Chinese Creativity Studies Institute in Shanghai for his founding work on the Creative Skills Training Council, a global network of creativity and innovation practitioners. He is a global consultant in Duke University’s Global Corporate Education Network; a partner in University of Sydney's Business School Executive Education Programme; adjunct faculty at the Banff Centre, Canada as an Innovation Coach and International Thought Leader in the Leadership Learning Lab.

He has been a member of the Australian Federal Government’s Innovation Roundtable for the OECD Innovation Strategy Review; a Leader in the US Creative Problem Solving Institute and a Fellow of the US-based think tank, the Center for Cultural Studies & Analysis. He is formerly a Board Member and now a member of the International Committee of the US Creative Education Foundation.

He was Associate Director of the Sydney Theatre Company; is a theatre graduate of the Victorian College of the Arts, University of Melbourne and holds a Masters in Creative Industries.

 
 
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Articles

Recent articles by Dr Ralph Kerle

Articles by Dr Ralph Kerle
The Power of Paradox in Innovation

Innovation favours ideators and implementers, those wanting to overthrow the status quo and get on with change, challenging anybody who stands in their way. How a leader handles this unresolved organisational tension is crucial to the implementation of innovation.

A Model for Managing the Intangibility of Organizational Creativity

This paper explores the organizational dilemma of intangibility in innovation and the consequences of ignoring it; proposes a case for a systems thinking approach to organizational creativity; reviews the emergence of organizational economics as a new field of research for analysing intangibility in organizations and offers a model for benchmarking and measuring organizational creativity, a prime resource for success for an organization or business in 21st Century.

Why The Chief Financial Officer Must Lead Organizational Innovation.

Over the last decades organizations have spent substantial sums on building creativity and innovation capabilities, only to see their innovation investment come to very little. Innovation in many instances fails not because of any lack of intention rather there is a very vital and important element missing from the discussion - the financial leader. In other words, the elephant simply is not in the room.

Creativity in Organizations

How can creativity become a prime contributor to the strategic objective of an organization? 

This paper provides an historical overview of the last 100 years of the development and affects of applied creative thinking in organizations.