Becoming a Changemaker by Leading with Design
Summary
Design and research-driven leaders have evolved from being responsible for executing design concepts to having a crucial role in driving change across organizations. This is welcome progress, but with greater responsibility comes new challenges, especially when it comes to championing change in organizations likely to resist it. As design and research-driven changemakers have risen in the ranks of business, they’ve “learned on the job,” experiencing both setbacks and victories. We captured many of these learnings by interviewing over 40 design leaders and incorporating their shared wisdom in our book, Changemakers: How Leaders Can Design Change in an Insanely Complex World. Whether these leaders worked at IBM and Google, a US government agency, or a small consulting firm, their insights and observations are applicable to all and well-worth considering. This presentation will offer an overview of what we learned. It will cover the top mistakes changemakers make as they navigate the messy processes and people issues involved in driving any type of change. You'll learn how to determine the ground conditions needed for success, how to find and align supporters, how to minimize detractors, and how to repurpose design tools, frameworks, and techniques to your advantage. Maria Giudice is the co-author of Changemakers: How Leaders Can Design Change in an Insanely Complex World.
Key Insights
-
•
The role of design leaders has evolved from product delivery to shaping organizational culture at scale.
-
•
Changemakers must assess 'ground conditions' like executive support and resources before accepting leadership roles.
-
•
Rushing into change without understanding the organization's history and culture ('coming in too hot') often generates resistance.
-
•
Building a shared vision requires inclusive collaboration where all stakeholders feel heard and represented.
-
•
Prioritization and focus on a few small wins prevent burnout and enable sustainable change.
-
•
Tools like the impact matrix help teams evaluate effort versus impact to choose projects wisely.
-
•
Vision without execution is futile; delivering tangible outcomes with prototyping and milestones is essential.
-
•
Failure is inevitable in change leadership; embracing mistakes with courage leads to growth and innovation.
-
•
Visual communication techniques enhance stakeholder understanding and trust during complex change efforts.
-
•
Changemakers don’t necessarily need formal design training but must adopt design as a mindset and problem-solving strategy.
Notable Quotes
"The best future leaders will embody the qualities and traits of a DEO — design executive officer — creative business leaders at the intersection of design and business."
"Change is fundamentally a design problem and therefore change can be designed."
"Before you accept a mission as a changemaker, ask yourself do you have a clear directive, champion support, and the right resources?"
"Coming in too hot means running into a burning building like a firefighter, ignoring past work, and rushing without listening."
"Nobody wants to be told to do your thing unless it’s clear that it helps their thing. It’s just human nature."
"Don’t boil the ocean. Get small wins before you go for the big change."
"You need maniacal focus to prioritize, but remain flexible as priorities will always change."
"Vision without execution is hallucination. You must make outcomes tangible and measurable."
"Failure sucks and hurts, but if you haven’t failed, you haven’t taken enough risks."
"When you hit the bottom, that’s where creativity flourishes and it’s time to iterate, evolve, and redesign."
Or choose a question:
More Videos
"Disasters are more than the immediate event; they are the legacy of hundreds of years of policy that led to poor outcomes."
Alicia D. JohnsonDisasters and the 21st Century
December 10, 2021
"Space has meaning in a map — moving components changes the map's meaning, unlike diagrams where space is arbitrary."
Simon WardleyMaps and Topographical Intelligence
January 31, 2019
"We have an imperative to break down silos within and across different teams in research and outside it."
Jemma AhmedTheme Three Intro
March 29, 2023
"Learning journeys don’t have to move through Bloom’s stages in order; sometimes you start with creation and go backward."
Zen RenTaking Inspiration from Instructional Design for Research
March 10, 2022
"We decided not to build a new app but instead integrate within the legacy electronic health record system."
Laureen Kattan Julie KimCentering Patients and Clinicians in a Complex Government Ecosystem
November 29, 2023
"Having design called out by the CEO in the sustainability impact report was a real high point for our team."
Chris HammondEmbedding sustainability into enterprise design and development: A journey towards "sustainability consciousness"
April 2, 2025
"Career managers develop close relationships with designers and advocate for staffing and promotions on their behalf."
Ignacio MartinezFair and Effective Designer Evaluation
September 25, 2024
"Changing course based on evidence of actual human behavior is what agility really means."
Jeff GothelfWho does what by how much?
November 20, 2025
"Testing your book idea through workshops or talks gives a forcing function that helps prioritize content."
Louis RosenfeldCoffee with Lou: Should You Write a (UX) Book?
March 7, 2024
