Justifying No

Serial creation... The ability to create en mass. Excellent in theory and in practice, but not encouraged within work culture.

It's a lot harder than it looks. I've tried themed days, quarterly deliverables, saying no (and saying yes), but it's really difficult to create an environment where innovation and serial creation occurs when you work for a large organization.

I could do a better job of selling my focus and my reasoning behind a project. And I could do a better job of saying no in order to narrow my focus. But how else does one create something powerful within an organization that is driven in many different (sometimes conflicting) directions? What is a more compelling justification for saying no?