By Emir Shafri, Chief Creative Officer, Publicis Groupe, Malaysia

Great creative collisions aren’t just about smashing things together. They need friction: divergent perspectives, clashing disciplines, and a touch of bold, controlled chaos. But here’s the thing about friction: it is uncomfortable. It sparks conflict. It challenges our instinct to avoid confrontation.

So how do we turn friction into sparks of brilliance instead of a blaze that burns the team down? A culture of collision doesn’t happen by accident. It must be built: a space where it is safe to disagree, experiment, and, most importantly, fail. And that’s easier said than done when you’re dealing with real people and their very real temperaments.

Like any journey, it starts with a compass: the “why” behind the collision. For Badong Abesamis, Founding Partner of GIGIL Manila and Film Lotus, Outdoor Lotus, Press Lotus, and Radio & Audio Lotus Juror, it’s all about creating work that moves culture. “The best ideas collide creativity, business objectives, and pop culture in service of the consumer,” he explains. That’s why he pushes his team to be curious, voracious consumers of culture, entertainment, and human behaviour beyond the world of advertising.

But curiosity isn’t just for junior creatives. It extends to leaders too. “The last thing I want to do is tell my Gen Z creatives how Gen Zs should behave,” Badong admits. Instead, he listens more than he preaches. Because real creative collisions happen when different voices shape the work, not in a leader’s echo chamber.

Of course, a compass alone isn’t enough; you also need a map. A way of working that encourages collision. And here’s the thing: you can’t PowerPoint your way to a culture of creative collision. No amount of mission statements or town hall speeches will make people feel safe enough to challenge ideas.

For Didi Pirinyuang, Chief Creative Officer of VML Malaysia and fellow Film Lotus, Outdoor Lotus, Press Lotus, and Radio & Audio Lotus Juror, culture isn’t built in townhalls. It’s built in the trenches. Despite the “director” in creative director, she sees herself as a facilitator. “I don’t sit back and wait for work reviews to tell people what to do. I work with my team throughout the process, making sure there’s a safe space for different opinions to collide,” she shares. That means practicing openness daily, making room for dissenting voices, and showing – not just saying – that every idea, no matter how wild, is welcome.

But fostering openness doesn’t mean being nice all the time. Sometimes, it means being firm. Sulin Lau, Regional Head of Brand and Marketing – Mobility, Deliveries, Fintech, B2B of Grab Singapore and Brand Experience Lotus, Commerce Lotus & Direct Lotus Jury President, puts it bluntly: “Don’t kill your team with kindness. If someone threatens a culture where it’s safe to collide, the kindest thing to do is part ways, and fast!”

She adds, “But being firm isn’t the same as being mean.” You can be direct and hold people accountable, but they should always know you have their best interests at heart. After all, there’s no safe space without clarity, trust, and the ability to challenge each other without fear.

Creative collision isn’t about smashing things together just to see what sticks. It’s about creating the right conditions where friction fuels fire, not burnout. It’s about embracing new perspectives, making space for healthy conflict, and sometimes, making tough calls. Because in the end, the best cultures aren’t built on comfort. They’re built on courage.