Marketing" and "design" teams often experience conflicts when cooperating on innovation projects. In luxury industries, these difficulties are exacerbated by a tension between innovation and tradition, which, in turn, causes a loss of originality and operational efficiency. Based on three case studies of a luxury champagne house, we provide evidence of the existence of a type of cognitive resource-a creative heritage-that can help marketing and design teams in luxury organizations manage these tensions, address destructive and creative tensions, and, hence, gain originality that is coherent with tradition and operational efficiency.