Since Kerr is an educator and university professor and not an economist, he examines his idea or creativity in the organization by asking questions starting from the top management down to the bottom of the organization and also to the people who knew what should it be the buyer or customer; it then passed it through its network into and out of GE for cross-examination and double-checking or evaluation (Davenport et al). Kerr's effective successes in terms of idea reputation and creativity are mainly based on his continuous exploratory research with great creative thinking skills, expertise and motivation, and also depend on his outstanding leadership and outstanding organizational culture of innovation in GE (Davenport et al, 2003).On the question of how to connect his idea to his organization or company, Kerr simply collected and obtained quick feedback and recommendations on how to present or use the idea or creativity to his sixty-five senior executives at GE ; he would evaluate and review his idea with his top management team before connecting it to GE (Davenport et al). Davenport, Prusak & Wilson (2003) analyzed and stated that getting instant comments or criticism is very critical and vital for an idea, as Kerr said in his interview: “Getting quick feedback and translating it into action and results is what supports ideas is everything." approximately” (p. 207). In strategic planning, management must measure or evaluate the paths of idea and creativity or development and expansion to ensure that they obtain the best and maximum returns from the platforms (Davenport). In ideas and organizational management, feedback, criticism and suggestions could not only transform or develop into the guidance, objective and direction or objective and focus of innovation... at the heart of the document... resent diversity within the world of work strength and “each of them will also have networks of professional collaborators whose knowledge they can draw on to solve problems and complete tasks. It goes without saying that different people will have different networks and will provide your company with a vast and diverse meta-network at your disposal” (p.1). In short, in supporting creativity, innovators essentially need the support of top leaders, and without such support, many initiatives may fail or die in the bud (Harvard). For any idea to be successful it is essential that it is aligned with the company strategy; This is more likely to happen naturally when senior executives involve and take the lead on a creative idea or initiative and this is one of the main reasons why management commitment is a key factor in the realization of any idea or innovation process (Baumgarther, 2010).