Programme

Creator.

The Creator is the third of the four identities Future.Pro builds leadership on, and the Creator Workshop is the session that develops it. It is creative thinking training in the practical sense: it answers one question — how do I find the courage to try new things? — by treating innovation as a mindset embedded in how a team works rather than as a department or an event. It runs in Singapore and across Asia for groups of five to 150, in formats from ninety minutes to a full day, delivered by the co-founders. Every team leaves having defined a courage experiment: one untested approach they will try in the next quarter.

01 What happens in the room

Formats
90 minutes · half day · full day
Group size
5 to 150
Investment
From SGD 8,500
Diagnostic
6 dimensions, self and peer-scored
Delivered by
The co-founders

  1. It opens with a reframe: innovation is not a department or an event — it is a mindset embedded in how you work. We begin by examining the inherited mental models that constrain teams: "that’s how we’ve always done it", "that’s not how this industry works", "we don’t have the budget for that". Participants surface their own constraints and learn to distinguish between real gravity problems and self-imposed boundaries.

  2. We then run a design thinking sprint focused on a real organisational challenge. Teams move through divergence — generating multiple possibilities without judgment; convergence — identifying the most promising directions; and rapid prototyping — bringing untested ideas to life quickly. The language of Creation — Innovation, Creativity, New Paradigms — becomes visible through doing, not lecture.

  3. A critical turn: we examine the infrastructure for continuous innovation. Most teams kill ideas through process rather than through intentional decision-making. We walk through how psychological safety, resource allocation, failure tolerance and decision speed either enable or constrain the Creator mindset. Teams reflect on their current culture and identify one structural change that would unlock more creative thinking.

  4. The session concludes with teams defining a "courage experiment" — one untested approach they will try in the next quarter. They complete a diagnostic that measures creative confidence, experimentation comfort, and paradigm-shifting capability.

02 What changes afterwards

The useful outcome is not more ideas. It is a team that can tell the difference between a constraint that is real and one it has been carrying because nobody ever questioned it — the same gravity distinction that runs through the Founder Mindset work, applied to what a team believes it is allowed to try.

Participants leave with clarity on what blocks their creativity and a specific commitment to build the Creator identity into their work: one structural change named, and one courage experiment with a quarter to run in.

03 Questions

What happens in a creator workshop?

It opens with a reframe — innovation is not a department or an event, it is a mindset embedded in how you work — and surfaces the inherited mental models that constrain a team: that is how we have always done it, that is not how this industry works, we do not have the budget for that. The session then runs a design thinking sprint on a real organisational challenge, moving through divergence, convergence and rapid prototyping. Teams close by defining a courage experiment — one untested approach they will try in the next quarter.

How long does it take, and how many people can attend?

Ninety minutes, half a day or a full day, for groups of five to 150, from SGD 8,500. The ninety-minute format covers the framework and the diagnostic. Half and full-day formats add the design thinking sprint and the courage experiment, which is the part that carries the work out of the room.

Is this only for product or creative teams?

No. The Creator identity is about bringing into being what does not yet exist, which is as relevant to a finance process or a store operation as it is to a product roadmap — the sprint runs on whatever real challenge the team brings. What the session examines is the infrastructure around ideas: psychological safety, resource allocation, failure tolerance and decision speed. Most teams kill ideas through process rather than through an intentional decision.

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