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The one who spends money to make real his vision, has the total priority.
HE spends money, HE has the vision in first place, HE develops, HE gave you the design job.
If your vision coincides with his vision, it will be a wonderfull cooperation.
If you have to suggest improvements to what he wants, it's even better.
If you -or the team- have a different vision, then change the project you are working for.
Well, it's the common vision of mine and my team..
Has to be a collobration between your client and yourself. If you are both passionate about the vision, then as a good leader you instill that passion within your team.
The client's vision should not be lost, but they are paying you money for a reason. If you are an inspirational leader, then it is the vision of the team. If you are a manager like so many others, then it is your own vision. The client is king though, they are paying the money and ideally need to ensure that they understand the vision and it speaks to their innovation requirements.
integration between client and team vision.
The client's vision takes precedence. After all, he's hired you to deliver his vision. That said, it's important to get a formal sign off on the design brief. This will ensure that his requirement is interpreted accurately by yourself and the team to get a good start on the project. Moreover, sharing regular project updates about wok in progress helps to keep the project on track.
I would argue that the most important is the solution to the problem for which an innovative idea is needed. Sometimes, that solution is provided by the client via their brief (their vision). Othertimes, it's not. It is then then that the teams vision is important.
Your vision and the teams vision should then be the one vision that is right, because an innovative solution should be strategic and correct, and thereby shared by all. It is the "ofcourse!" solution. And the most important thing to get to this vision is the encouragement of problem solving, open & creative thinking and brainstorming.
