How In-House Teams Build Relevance

Putting human creativity at the centre of innovation 

Over the past few weeks, in our In-House Revolution series, we’ve been exploring what is driving the strategic shift that has led to 88% of brands now having an in-house creative or marketing team. Initially a cost-saving metric, in-house teams have since evolved into a far more significant marketing force - as in Planning Your Powerhouse, where we unpacked their potential to shape brand identity and influence from the inside out. 

As influence grows, so do the risks and opportunities. It’s paramount for in-house teams to put collaboration and creativity at the centre of their endeavours to ensure their relevance endures. This post breaks down how brands can stimulate interpersonal skills to keep their in-house teams agile, ready to adapt to the changing tides of the industry.  

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Cross-functional collaboration 

In-house teams rarely operate without any outside support, with the IHALC In-House Agency Benchmarking Survey reporting that 96% of in-house teams use external agency partners. The top reason given is “Access to skills/talent”, proving that agencies are increasingly seen as a vital augmentation of internal capabilities. 

Adopting a hybrid model means businesses can enjoy the best of both worlds, maximising internal ownership with efficiency and cost-effectiveness. To make this work, leaders need to prioritise relationships first and let output flow from there. Both teams need to speak the same creative language to allow the free flow of ideas; this only comes from an established rapport, as both teams feel at liberty to share bold or absurd thoughts that might unlock creative brilliance. 

Jessica Myers, CMO at The Very Group, views their agency partner as “a natural extension of our creative team”. By avoiding a hierarchy between the two teams, they work as a unified unit instead of as siloed forces, or worse, as competing forces. She adds that, “collaboration helps us to make bold decisions”. Leaders looking to instil cooperation will need to spend time establishing a unified vision that all parties can champion with their individual contributions. When leaders expand that vision with a seamless work experience set up for easy feedback, scheduling and file sharing, both teams can unite as creative collaborators for the long haul. 

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A creative playground

One of the unique advantages of in-house teams is the closer bond they share with the brand they represent. This closer proximity can translate to sharper ideas that drive commercial goals, if creative energy is maximised. According to the IHALC Survey, 73% of in-house teams view raising creative standards as their top priority - a clear sign that proximity won’t translate into creative excellence without intentional action from leadership. 

In-house teams don’t enjoy the same exposure to different brands and projects as external agencies, and it’s often this cross-pollination of ideas that leads to standout work. To counteract creative underdevelopment, over and above Hiring Future-Proof Talent, leaders should also make sure they cultivate a culture where people feel safe to test and experiment. When employees are audacious enough to run with their ideas without the fear of failure, they might, intentionally or otherwise, unlock the next brilliant brand concept. Creativity is an extension of having fun after all.  

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Here are some practices that can help in-house teams keep their creative muscles flexed and active:

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1. It’s actually about quantity, not quality

Seems counterproductive, but ideation, like most skills, needs to be practised. Too often, we spend waiting for a “Eureka!” moment, when breakthrough often comes from having access to options. Encourage your teams to bring a multitude of ideas to the table, instead of spending time polishing one thought. Creativity begets creativity, so as teams become more practised in producing a high volume of ideas, the quality will naturally improve. 

2. See browsing/scrolling as work

Work is often measured as output only, but for any creative professional that can quickly lead to burnout or creative fatigue. Shift how you view productive hours by making time to be inspired - whether it’s flipping through a book or exploring the internet for fresh opportunities. You will then embolden your team to do the same, helping them find the input their brains need to produce something revolutionary.

3. Encourage curiosity about life in general 

The Harvard Business Review found that creativity is a catalyst for job satisfaction, motivation, innovation, and high performance, with 92% of curious people bringing new ideas into teams and organisations. Curiosity starts with asking questions. Set an example by showing an interest in current affairs and global goings-on. These seemingly tangential conversations will stimulate a general curiosity, which will in turn develop your team’s creative prowess.

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Attracting talent that makes a difference

In-house teams have come a long way from their origins as a cost-saving initiative. Now it’s at the forefront of innovation in the creative and marketing space, yet the journey is far from over. The most successful teams are those that will continue to adapt, experiment and evolve. 

At Major Players, we help top organisations attract the talent that makes this possible. We understand that collaboration, rising creative standards, and the need for diverse thinking aren’t optional extras - they’re shaping how the most progressive in-house teams already operate.

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If you are ready to build a team ready for what comes next, whether permanent hires or freelance support, we’re ready to help you realise your ambitions. Our team specialises in connecting you with the talent equipped for tomorrow's challenges: talk@majorplayers.co.uk.