Imagine, by some strange turn of events, that control of your entire organization was handed down to the right-brained, creative guy. You know the one — the creative, yet disorganized, skinny-jeaned, inked-up, always-fifteen-minutes-late guy. Maybe you’d jump for joy because finally, someone would replace that awful couch in the lobby with something that had a little more panache. But ultimately, you know that the organization would drift aimlessly like George Clooney, untethered by gravity, floating dangerously away from Sandra Bullock.

But what if the reigns of the entire organization were entrusted to the accounting department instead? Each decision would be measured by a team of actuaries who calculate the likelihood of success using a series of complex algorithms. Rigidity and order would rule the day. It would be death by paper-cuts.

Even in an organizational environment like ours, an equal balance of art and science must be maintained. While it might even seem reasonable at times to give the right-brained, creative-engine complete autonomy throughout the process, trust us — without the spreadsheet guy, the budget goes haywire every time.

This principle isn’t solely for creative firms like Visioneering Studios.

Organizations who cannot manage the art and science tension ultimately sacrifice the mission. 

Sure, it’s a difficult tension to manage, but if you’re able to leverage both creative and strategic, the right brain and left brain, the art and science, you’ll begin to revel in true collaborative genius. And the organization ultimately wins.