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A good example of a failed innovation is Google Glass. This product was developed by Google in 2014. It was supposed to be a great innovation with a computer that was always on and always provided real-time information. It dis- played information in a smartphone-likeway, and it was also hands-free.Wearers could communicate via voice commands and so command Google Glass to implement commands (Kariff 2019).WhenGoogle started selling theglasses, it got significant criticism,where themain critiquewas that it violated the privacy laws. After the criticism and the fact that it flopped, Google announced to stop the production of the glasses in 2015. In 2017, they again startedwith the production withanadjustedversionbut this timemore focusedonusagewithincompanies and in themedical sector (Williams 2019). One of the world’s most famous examples of failure to innovate and therefore lose the complete market is Nokia. This mobile phone brand refused tomake the innovative leap from phones to smartphones. Nokia was the best-selling phone brand in theworld.WhenApple became a serious competitor ofNokia, it failed to respond in a proper way. The technological innovations of Nokia were nothing compared to thoseofApple.The topmanagerswerearrogant and refused tochange their strategy and investmore in innovation (Doz 2019). The failure ofNokia can not only be assigned to not innovating well enough because there were many internal problems within the company. The organizational structures were dys- functional andmanagers were competing and thwarting each other. This was the ground for the poor strategic decisions the companymade. For example, they used an operating platform for their smartphones called Symbian. At the beginning of smartphones, this operating systemgaveNokia an advantagebut eventually caused delays because for every different phonenewcodehad to be developed and tested. The management was struggling with finding proper solutions and made crucial strategicmistakes. The softwarewas becomingmore important in the smartphone market than hardware. Due to the struggles with the operating system Symbian, Nokia could not keep up with this change and lagged behind. Additionally, the applications becamemore important but Nokia lacked the skills to develop these applicationsandstruggledagainwithkeepingupwith their competitors.By2010, it became clear that Nokia had fallen behind due to the usage of their operating system and the lack of skills to develop applications. Nokiamissed these innova- tions and stood still in a rapidly changing and developingmarket. 3 ConceptualModel 3.1 Digital Creativity Process The creativity process consists offive different stages, with each of themhaving a distinct length. Depending on the organization, this process can be altered, but it usually does go through all these stages. Some of the phases can even happen simultaneously, such as immersion and incubation. Leaps from one stage to the 174 E. Smailhodžić andD. Berberović