In this series, we explore how internal branding shapes innovation culture and extends company longevity. Drawing from personal experience, we’ll reveal how aligned teams create groundbreaking work.
In my years working in creative and technical teams, I’ve witnessed firsthand how the right environment can either nurture or suffocate innovation. Today, I want to explore what truly makes teams innovative—and how unrealistic expectations and rigid thinking can undermine even the most talented groups.
When Efficiency Crushes Creativity: The False Economy of Rush Jobs
I still remember the pit in my stomach when a project manager announced we had exactly one hour to complete a landing page for a major client. No time allocated for understanding the business, analysing competitors, or exploring design options—just execute, and fast.
“We need to be efficient with our budgets,” was the explanation. But this “efficiency” created a false economy that actually damaged our work. Without proper research and ideation time, we delivered a generic solution that required multiple revisions later. The rush to produce quick results ultimately costs more time, money, and team morale than if we’d been given space to innovate properly from the start.
This experience taught me an important lesson: budgets that don’t account for the full creative process aren’t just unrealistic—they actively prevent innovation from happening.
The Conveyor Belt Mentality: When Feedback Becomes Command
Another innovation killer I’ve encountered is what I call the “conveyor belt mentality.” Rather than viewing creative work as an iterative process requiring thoughtful feedback cycles, projects were treated like assembly line products—moving mechanically from one stage to the next with rigid deadlines and little room for refinement.
What should have been collaborative feedback sessions turned into command-giving opportunities. The resulting stress and guilt when deadlines slipped created an environment where team members stopped suggesting improvements or alternative approaches altogether. Why speak up when the conveyor belt waits for no one?
Innovation requires the psychological safety to iterate, experiment, and sometimes fail. Without these elements, teams default to safe, predictable solutions—the very opposite of innovation.
“We Have Templates For That”: When Exploration Gets Dismissed
Perhaps the most frustrating experience was working under leadership that dismissed exploration outright. Despite having access to hundreds of thousands of templates and patterns, true innovation requires going beyond existing solutions to create something uniquely valuable.
“Why reinvent the wheel when we have templates?” the boss would ask, shutting down creative exploration before it could begin. This mentality damaged not only team morale but client relationships as well. Clients quickly recognised when they were receiving templated work rather than solutions tailored to their specific challenges.
These experiences have shaped my understanding of what truly matters when building innovative teams. Let me share what I’ve learned that works better.
Promoting Psychological Safety: Making Room for Unconventional Thinking
Team members need reassurance that they can brainstorm freely without negative repercussions. This doesn’t mean accepting every idea without question, but it does mean creating space for unconventional thinking.
Leaders should focus on modeling receptive and constructive behaviors when new ideas are presented:
- Ask thoughtful questions that help develop the concept further
- Identify potential merits before jumping to limitations
- Be willing to challenge their own assumptions and preferences
- Take time to understand the thinking behind unusual concepts
Rather than dismissing ideas that seem impractical at first glance (as happened with many of my suggestions), explore what useful principles they might contain. Reward those who have the courage to share fresh perspectives, even if those perspectives require refinement.
Offering Encouragement Alongside Feedback: Breaking the Command Cycle
Innovation relies on feedback cycles that push thinking forward, rather than criticism that makes team members hesitant to suggest unconventional concepts again. The conveyor belt mentality I experienced crushed our willingness to contribute—but there’s a better approach.
When reviewing innovative ideas:
- Begin by acknowledging what works well about the concept
- Frame limitations as opportunities for evolution rather than failures
- Ensure feedback spurs teams on with renewed momentum, not discouragement
- Phrase feedback positively, focusing on how suggestions could better meet user needs with further iteration
This balanced approach maintains momentum while still improving outcomes. I’ve seen teams transform when leaders shifted from commanding to coaching.
Making Time for Exploration: Budgeting for Innovation
Innovation rarely arises from routine tasks alone, yet so many organisations (like the one that gave me one hour for a landing page) fail to budget time for creative thinking. True innovation requires:
- Dedicated time in schedules for reading, researching, and experimenting
- Regular sessions to analyse innovations in your industry and brainstorm applications
- External speakers who infuse teams with fresh, diverse perspectives
- Opportunities to pursue passion projects that might yield unexpected breakthroughs
- Cross-pollination through staff exchanges between departments
Unlike my previous experience where templates were seen as the answer to everything, unstructured exploration time empowers teams to develop solutions that truly stand out in the marketplace.
From Constraint to Creativity: A Better Balance
Looking back at my experiences with rushed timelines, conveyor-belt workflows, and template-driven thinking, I’ve realised that innovation doesn’t thrive despite constraints—it requires the right kind of constraints.
The most innovative teams I’ve been part of had clear goals and deadlines, but also built-in time for research, exploration, and iteration. They provided frameworks without being rigid about methods. They valued efficiency without sacrificing the human elements that make creative work possible.
Building a culture where innovation thrives isn’t about removing all pressure or extending deadlines indefinitely. It’s about striking that delicate balance between challenge and support—creating an environment where team members feel both inspired to think creatively and safe to share their most unconventional ideas.
