Managers of small and medium-sized enterprises need time and adequate preparation to adopt the development experiences of large companies, which cannot be standardised and adopted wholesale. It is by no means certain that an innovation workshop that works well in a large company environment can be transferred to smaller companies that still lack or have an incomplete innovation mindset. One of the first steps in developing this mindset may be to define a strategic framework that allows room for the company's development strategy and innovation opportunities and ideas. The business owner and key managers must define the playing field within which employees are given the opportunity to formulate innovation proposals and then implement them. This could be a specific optimisation task or a challenge aimed at rationalising energy consumption. If the business is thinking bigger or the management wants to open up new areas, then it is necessary to indicate what directions for development and breakthroughs they are considering and what kind of development proposals the management expects. If this is not regulated and defined to this extent, then neither the management nor the employees will be satisfied with the results. Situations where the manager waves his hand and gives feedback to an employee who is presenting his latest brilliant plan, saying, "That's not what I had in mind, that's nonsense, keep thinking!" must be avoided.