We are in a Liminal Stage: The Current State of Creative Ops
Entry Written September 2024 and Very Much Relevant Today
I tend to have favorite phrases from time to time and in this season, it’s the sociological term, “Liminal Space”.
Why? Because it precisely describes the current state of the Creative Operations industry.
I refer to them as “life’s waiting rooms” but officially, “Liminal Spaces” are the periods that exist between two defined places, moments, or or stages of life. Whether an eerie hallway that precedes a destination; or the awkward pause in a conversation before a new topic swiftly emerges - Liminal Spaces are transitions that feel slightly unsettling and in many situations we must muddle through, despite the discomfort.
An empty corridor of a building
Fitting, isn’t it? This awkward and uncomfortable stumble through the emergence of Gen AI - we are in a Liminal Stage.
As a senior creative leader in the eCommerce industry, who’s led the R&D of Gen AI for the past three years, my response to its rise has been mixed - ranging from an impressed brow raise at the visual results, to an alarmed side-eye at the environmental and societal implications.
But regardless of where I land emotionally on any given day, I've had the responsibility of leading my team through this transition - this empty, unnerving hallway between what our industry was and what it’s becoming.
Over time, I’ve relied on a three-phase framework to navigate this liminal stage. I’m sharing it in case it helps other creative leaders facing similar uncertainty.
Phase 1: Prioritize Reflection
A car side-mirror reflecting a highway
Liminal spaces are often empty, undefined and uncomfortable. Our instinct is to move quickly through them - to “think of something to say” and fill the silence, to resolve the ambiguity, and to reach certainty.
But pauses are not empty. They are information-rich. Here, there’s space to reflect - reflect on what was said; or in this case, reflect on what’s been done
In this phase, our teams can closely examine existing systems: what is still effective, what has become outdated, and what has quietly calcified over time.
This is where transformation begins. Not in invention, but in honest evaluation.
Phase 2: Embrace Learning and Intentional Experimentation
A Photography Studio Environment
When roles, rules, and boundaries are still forming, experimentation becomes essential.
This is an opportunity for our studio teams to explore with reduced constraints of rigid structures and experience-based hierarchies. I’ve personally found that unexpected talent emerge from the fray in this phase - immensely beneficial for both the company and the team member.
As our teams experiment, it’s important to stay focused, no-matter how shiny the bells and whistles of the next new tool are. In generative AI, we are often both building and deploying, concurrently, in real time.
So, using the findings from the reflection phase as a north star is key to staying grounded. It’s been immensely helpful to Let what we’ve already learned guide what we choose to explore. And when the pace becomes overwhelming, (because it will) we, then, designate space within the organization for slower, more deliberate thinking alongside faster execution.
Phase 3: Promote Cross-Functional Communication
Hands holding paper speech bubbles
Uncertainty is best navigated collectively. This means creating space for conversations across multiple layers:
Within teams: What support do we need to adapt our workflows responsibly?
With legal and compliance: What data are we using, and what regulations apply?
Across the industry: What does ethical and responsible use of AI actually look like in practice?
These conversations matter because they convert ambiguity into shared understanding.
And shared understanding reduces fear - not by eliminating uncertainty, but by making it navigable.
We’ve Been Here Before
We have all stood in uncomfortable transitions before, unsure of what comes next.
What’s different now is access to information at a expansive scale and rapid speed. We have more information, tools, and collective intelligence than ever before.
So, here’s the thing - Liminal spaces eventually end. Hallways lead somewhere.
As we move through this one, our responsibility as creative leaders is not just to adapt, but to help shape what comes next with clarity.
