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This is where a good brief becomes really important. Is the feedback at odds with the brief? Would addressing the note move the creative away from its objective? Then you have a leg to stand on if the feedback is something you don’t want to incorporate. Does the feedback make the work better? And if so, do you have time/budget to incorporate it? Then no reason not to address the note. You may curry favor with whomever gave you the feedback.
As lead creative, it’s ultimately up to you to decide what improves the work and what dilutes it.
I subscribe to the idea that design is, by definition, making things function appropriately. And the standard of appropriate function is how well a deliverable addresses the goals at hand.
Creative is often the last stop before a deliverable goes out into the field. This means that no matter what, you are executing a concept AFTER multiple disciplines spoke it into being. Between Marcom, Merchandising, strategy, ops, and others depending on your vertical, there are multiple departments involved, each driving their own objectives.
In order to create a product that functions appropriately, I have to (through the lens of vest practice for my profession) ensure that the objectives of each department are taken into consideration and addressed.
Very often, a need wasn't communicated well in the early stages. I used these learnings and my position to draw these needs out earlier next time. But being at the end of the line means we have a unique opportunity and obligation to bring together all of those disparate goals, and make them make sense together.