Quantity (how many times, for how many years) matters in mechanical activities, where routine is not so dangerous.

In areas that are fundamentally qualitative, including strategy and leadership, routine is dangerous and the significance of quantity is minimal.

It's non-sense to assume that leadership qualities, synthetic (strategic) thinking, creativity emerge from years of practice.

These qualities bestow very particular style elements on the person and yes, these maybe somewhat refined with years of practice in some cases.

In the perception of the person who performs true qualitative activities each every occasion is completely unique and each and every approach is experienced as if it was done for the first time, in a high intensity creative tension.

This is where creativity and leadership come from and this is what ensures integration throughout the organization...

... and this is what gets killed when quality gets subordinated to quantity and the context for action becomes mechanical planning, talent management, resource management, marketing, branding and communications best practices, etc.

In such mechanical context all efforts geared towards creativity (e.g. off site strategy planning exercises, hiring guys who sell creativity, team building exercises, etc.) fail - either completely or partially.

Creativity, innovation and other qualitative factors must come from inside the organization; they can't be enforced on it; it can't be bought!

To put it differently: creativity and innovation is an organizational question and it by no means belongs to HR...or marketing or branding!!!

And now the tricky question:

Who handles innovation in your organization?

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