Now let's define commerciality

No real surprises here. Initially driven by a sink-or-swim survival mentality, it’s all about the principles, practices and the spirit of commerce. It encompasses business, enterprise, HR, sales, goals, KPIs, outcomes, finance and freight, shared services and production. It’s the ‘reality’, most often measured by profitability and ‘success’.

Practical business minds often grapple with the free-flowing creative edge just as creatives often struggle with the practicalities of commerciality. The serious dilemma, indeed risk, for leaders and organisations is that most don't engage or commit adequately towards an intersection of the two.

The payoff for finding the right balance between creativity and commerce is the key to driving value. It’s the ultimate merging of the left brain (logic and numbers) and right brain (innovation and intuition). It’s a tension, but it's healthy pain, because when the balance is found and maintained, then magic can happen.

Research* tells us that 64% of leaders do not think creatively or with an entrepreneurial mindset when it comes to decision-making. Fixed on to their ways of doing things, their approach hampers potential. This presents a serious opportunity for individuals and organisations to disrupt and add value with open thinking.

Further, evidence** tells us that when organisations commit to emboldening creativity there are many tangible benefits including attracting the best talent, developing a culture of trust supported by well-being, increasing motivation and therefore productivity, improving engagement with clients, and ultimately, increasing profitability.

But a successful enterprise must be supported by a culture that celebrates and enables both creativity and commerciality underpinned by disruption, collaboration and conviction in equal doses to drive both. Leaders need to see the creative thinkers in their organisation adding value equal to the commercial thinkers and encourage them to collaborate by uniting their unique perspectives. This integrative thinking is only possible if the culture allows it. And it comes from the top. 

Yet leaders are challenged by myriad pain points including fear of disruption, lack of ESG planning, slow decision-making processes, risk of reputation, declining customer engagement, very real burnout, diminishing rates of resilience and motivation, and keeping talent.