NJCI Insights | Why creatives deserve a seat at the strategy table

TL:DR The NJCI survey found that more than a third of creatives in licensing don’t feel involved in company strategy, meaning the Licensing industry is missing out on valuable insights""

For the next question in the Not Just Colouring Survey we asked creative professionals working in licensing, ‘On the whole, I’d say the companies I have experience of: invite creative teams to contribute to company strategy’ More than one-third of respondents said they don’t usually feel involved in these discussions. That's a pretty eye-opening stat, especially in an industry where creative vision is key to everything we do.

Creatives aren’t just there to "colour in" someone else's ideas. They bring a unique perspective that needs to be a part of shaping strategy from the very beginning. Let’s dive into why that matters, and how businesses can do better.

Why creatives should be involved in strategy

Every single brand extension we work on is about translating brand DNA in a way that resonates with audiences. And who better to guide that conversation than the people who are closest to the brand’s creative heart? Yet, many companies still treat strategy like it’s a numbers game — as if it’s something that happens on a spreadsheet, separate from the creative process. That’s a missed opportunity.

Creatives see things from a different angle. They can look at a brand and understand how its identity can stretch and evolve to further connect with current fans and branch out into new markets. This isn't just an add-on; it’s central to what makes brand extensions work. Strategy and creativity should be tightly woven together, especially in the licensing industry, which is fundamentally creative despite it being named after a legal agreement.

The benefits for everyone

When creatives are involved in shaping company strategy, it’s not just good for them — it’s great for the business, too. For one, it helps avoid groupthink. When the same small group of people is making decisions, they tend to fall back on safe, predictable options. Bringing in a wider range of perspectives, especially from creative teams, opens up new ideas and encourages more innovative thinking.

Involvement also boosts engagement. Creatives are much more likely to get behind a strategy if they’ve had a hand in shaping it. It gives them “skin in the game,” so they’re not just executing a brief; they’re contributing to the decisions behind it. For businesses, there’s a pressing need to better align with their whole team — according to research from McKinsey, only 28% of executives rate the quality of strategic decisions in their companies as generally good.

Source: McKinsey — The case for behavioural strategy""

So who’s feeling involved?

It’s no surprise that roles like Project Managers and Brand Managers are more likely to be included in strategic conversations. Their work naturally involves coordinating across teams and aligning with broader business goals. But when it comes to designers, the story is different. Many are still left out of these discussions, even though they play such a crucial role in how the brand is communicated to the world. That elusive “seat at the table” for creatives is still out of reach for many.

What leaders can do

The fact that creatives are often left out of strategy discussions isn’t just a reflection of how companies view creative roles — it also highlights that even some senior leaders struggle with strategy themselves. But there are a few simple steps leaders can take to bridge this gap:

• Make strategy conversations inclusive: regularly review who’s in the room when strategic decisions are made. Make a point to invite creatives — like designers — to weigh in. They’ll bring a fresh perspective that can make a huge difference.

• Encourage challenging the status quo: don’t be afraid to let people poke holes in the strategy. Encouraging a culture where questioning and rethinking is part of the process will lead to better, more robust decisions.

• Connect the dots: help employees understand how their day-to-day work ties into the bigger strategic goals. The more they understand this, the more invested they’ll be in the company’s success.

• Offer constructive feedback: make feedback a regular part of the conversation. When people know where they stand and how they can improve, they feel more connected and capable of contributing to bigger decisions.

In conclusion

The results of our survey are a reminder that many creatives still feel disconnected from their companies’ strategies. Designers, in particular, remain on the outside looking in. But the reality is that creatives aren’t just there to make things look good — they bring a perspective that can shape and improve strategy in a way no spreadsheet ever could.

In an industry as intrinsically creative as ours, leadership needs to prioritise bringing these voices into the fold. Strategy should be as much about creative insight as it is about business goals, and the more we involve creatives in these conversations, the stronger — and more innovative — our outcomes will be.

Creative leads:

You are not just colouring in if … you are involving your team in strategy discussions, encouraging critical thinking, connecting their work to company goals, and providing clear feedback to align creativity with strategic objectives.

Creative professionals:

You are not just colouring in if … sharing your perspective in strategy discussions, challenging ideas for innovation, understanding how your work supports company goals, and using feedback to align your creativity with business objectives.

Interested in joining NJCI?

NJCI is committed to reshaping how creative departments are viewed. We know you want to shift from seeing these teams as cost centres to recognising them as key profit drivers. The 2024 NJCI report is the first step in that journey.

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