Cirque Du Soleil: Adaptation Through Creativity, Essay Example

Abstract

Under conditions of globalized world and economic recession, managerial styles and company’s structures need to evolve. The most famous representative of new ways in management is Gary Hamel. The aim of this essay is to show how Hamel’s principles of successful management are exemplified by Cirque du Soleil. In this regard, attention is paid to post-managerial aspect of company structure. Such matters as innovations in management, ideas exchange (thoughtocracy), investment in talent are discussed. Separate attention is paid to the company’s orientation on human resources, local communities and global markets.

Key words: post-managerial, thoughtocracy, creativity, Cirque du Soleil, Gary Hamel.

In the history of human civilization, it might be difficult to track certain constancy or tendency to stabilization. On the other hand, it is easy to track one feature – changeability and constant development. Since nothing can remain the same in the unpredictable and changing environment, structures responsible for order and control should evolve, as well. In the world of large corporations and small business, under conditions of globalization and economic crises, management techniques and approaches should evolve, as well. The most prominent protagonist of new principles in management is Gary Hamel. The aim of the present essay is to show how Hamel’s principles for the future successful management are embodied in the example of Cirque du Soleil.

The crucial principle of Hamel’s new management is in innovation as means of adaptation to the changing nature of the surrounding environment. On the other hand, unlike traditional management, he argues that the most long-termed benefits from innovation can be achieved if innovation is conducted within management. In this regard, the best way is a shift from the traditional, rigid model of vassal following the orders of the manager on top to a more flexible, dynamic democratic structure of ideas exchange, meaning thoughtocracy. This corner stone of Hamel’s approach is, in fact, embodied in Cirque du Soleil. The creator of the Cirque does not act as a mentor in charge of followers or children, but as an inspirer for creative fulfillment of posed tasks. In this regard, it does not mean that management does not exist in the company, but rather that it has entirely different functions. First of all, the management is there to facilitate staff in their creative activity. In other words, they are there for the people that perform the show and actually create the company itself. In this regard, they invest in talent; management takes care of everything their staff needs to be happy and productive. In return, the company gets not only appreciation but creativity and imagination in performance and planning of the new shows which would correspond to the changing requirements of the surrounding global environment.

Attention to staff’s needs eliminates barriers and makes the working environment a friendly and post-managerial. In this context, artists working there are more likely discussing their ideas without thinking of potential managerial feuds of a traditional corporate environment. Furthermore, the staff of the company is around 3,000 from 25 countries of the world. They also bring their cultural background and knowledge into the common pool of ideas which makes the company even more adaptable to various national markets and promotes the brand globally. In this context, the Cirque also follows Hamel’s suggestion to think beyond best practices and evolve further. In this regard, the company does not compete with any specific rival, rather it competes with itself and evolves accrediting to the motto – how we can do better with the new available technologies.

Another step forward in management and business conduct is in comprehension of the importance of various communities around the world. In this regard the initiative of “Cirque du Monde” is the best example. It does not only contribute to the development of the local communities and creation of the contacts, but also helps the company to attract and develop new talents gives children from streets opportunity for a better life. In this regard, the Cirque again shows a new model of management in the post-managerial world, where profit is not everything and where it can be earned in the people- and society-friendly way.

It is also important to realize that the Cirque does not only invest in human part of the business, but also in technological part. In this regard, the secret of its success might be viewed in a symbiosis of new technologies, human talent and creativity for the benefits of diverse global audience. Just as the world has no limit for changes, so is human creativity, which is a cornerstone of the Cirque. This example proves that, under favorable conditions, human creativity is unstoppable and that Hamel’s managerial approach is to provide an appropriate environment for its flourishing.