Accurate organizational analysis requires the largest perspective possible.  This means gathering insight from not only the whole organization in both its creative and less creative aspects but form the audience/customers, partners and the larger environment the organization is situated within.

Creativity benefits greatly from multiple perspectives and input although this requires a more complex process. A collaborative process requires more balance and managerial attention but creates a less brittle, more robust product having sewn into it greater perspective, more varied skill and having, in the end, more organizational buy in.

Organizational "rules" are useful departure points.  They add tension to chaos but often put restrictive pressure on creativity so the tension must be managed appropriately. There's often a right way and a fair way and we think they can co-exist in healthy balance.

Our goal is to work with the organization as it exists with existing personnel.  As challenging as it can be to existing methods, organization redesign should present itself as a growth opportunity. Assume that everything that exists was chosen for timely purpose and properly reimagine the utility. The perception should always be that we are trying to grow the WHOLE organization.

Creative product can only reflect the nature of the environment that created it. It is an honest conduit of its culture and so good environments/good creative product and bad environments/bad creative product.  A culture of trust and direct communication built on sustainable expectations results from balanced organizational design.

Expansion, scalability, training and the transfer of creative ideas requires a clear and thorough creative process, understood and broadly supported by the complete organization.