Our original research in The business of imagination report has revealed just how big an impact it can make – and the four powerful ways you can embed it in your organisation.

One part of the research particularly resonated with me: the importance of investing in creativity. That’s probably not a surprise for a Creative Director. But it describes a phenomenon I come up against every single day. Leaders love the idea of their teams being creative, but that doesn’t mean they’re ready to commit the time and budget to make it happen.

The imagination deficit

While I am reassured that this isn’t just in my head, the numbers tell a worrying tale. It’s great that 44% of business leaders (and 61% of senior managers) say opportunities for creative thinking are “very important” to them, but only 29% say their organisation actually allocates significant resources to support it. 

It’s a striking disconnect, and one that has real consequences. Our research found that 65% of companies that invest minimally in creativity are performing worse than their peers. And 71% of those who say they’re “not confident” about the future also report underinvesting in creative thinking. 

This shows the stark difference between knowing and doing; far too many organisations are slipping into an imagination deficit.

Strikingly, 40% of large companies cite lack of resources as their biggest blocker to creativity. And they’re not just talking about budget. Creativity needs time, headspace and, above all, permission. 

We need time and space

For too many businesses, creativity is something people are expected to squeeze in around the edges of their “real” work. You know, the meaty stuff like data analysis and closing client deals. But without deliberate investment – protected time, dedicated space and supportive leaders – creativity efforts are not sustainable.

And yet, the rewards of proper creative investment go well beyond performance charts. Businesses that back creativity aren’t just more profitable, they’re more resilient, more confident and better prepared for change. They’re future-ready. 

We see it in business culture, too: teams who have the time and space to imagine are more engaged, problem-solving becomes more dynamic and new ideas flourish. In a world of accelerating change, creativity isn’t just a competitive edge – it’s a strategic and cultural imperative.

How to let creativity flourish

I’ve seen this play out not just in creative teams, but in clients and colleagues whose day jobs don’t involve what most people would call “creativity”. When they’re given the time and encouragement to think differently, even for just a few protected hours, it can unlock completely new ways of solving problems.

We regularly see it in the workshops we run for clients. Whether it’s a half-day brand platform session or a full-day creative ideation event – like a recent one for construction business Wates, where we brought more than 20 people together to rethink their brand purpose – the dedicated time and space makes a real difference. When people are freed from day-to-day pressures and encouraged to explore ideas without judgement, they start to think more boldly – and more collaboratively.

Another vital element for the Wates workshop's success was the fact that leadership was there, supported the exercise and gave people the freedom to think beyond their immediate responsibilities. Creativity flourished because the environment allowed it to. And that simply wouldn’t have happened without the time and support to experiment.

Imagination is a strategic force

Imagination is what makes it all possible. I genuinely believe it’s transformative for businesses, not just in theory but in practice. Our strongest work as an agency has come when both we and our clients have given creativity the space to thrive, backed by the right tools and support. The result? Deeper trust, stronger partnerships, and better outcomes that speak for themselves.

If we want to reap the benefits of creativity, we can’t keep treating it as a side project. It needs real investment: time to imagine, money to back it and leaders who champion it.

When those are in place, imagination becomes not just a creative asset, but a strategic force. The question is: will you invest in it before it’s too late?