How do we protect time for creative work in an innovation programme?

Protected creative time is a deliberate allocation of time, space, attention and budget for exploratory work within an innovation programme. It is not a request for people to be more imaginative alongside an already full workload. Reserve recurring sessions away from day-to-day delivery, define the challenge each session will explore, and make participation part of the programme rather than an optional extra.

A creative thinking programme should bring together four connected practices: collaboration across functions, willingness to learn from failed ideas and look ahead, openness to ideas from throughout the organisation, and investment in creativity. Dedicated time matters because creative work needs headspace as well as permission. When leaders treat exploration as real work, teams have room to develop possibilities before deciding which ones deserve further research, testing or implementation.

Creative work in an innovation programme is most useful when protected time has a clear forum, a mixed group of contributors and a route into action. Scheduled workshops can bring people together around a single task without everyday distractions, while dedicated collaborative spaces can help teams share, develop and challenge ideas. Leaders need to set the tone, reward collective contribution and make it safe to offer unfinished or unconventional thoughts.

Use customer research, data and market analysis to understand current conditions, but do not expect historical patterns alone to create future options. Set aside time to explore possibilities, use scenario planning to consider what could change, and treat unsuccessful experiments as learning rather than wasted effort. Cross-functional collaboration helps bring different opportunities and risks into the conversation, making creative thinking more rounded and more practical.

We believe creative time should be designed into an innovation programme, not offered as a vague permission to think differently. Teams need a defined challenge, protected space away from delivery pressure, leaders who participate and support the work, and a practical way to develop the strongest ideas. We have seen this in client workshops, including a brand-purpose session for Wates that brought more than 20 people together for dedicated exploration. Our own work also brings strategists, account managers, writers and designers into the same creative process because strong ideas can come from any function. For organisations seeking support, the important test is whether a partner can create the conditions for collaboration and turn creative thinking into usable strategic work.