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
"Successful companies are organized around what made them successful, and their past success is often their worst impediment to change. – John Pittman, Autodesk."
Nathan ShedroffDouble Your Mileage: Use Your Research Strategically
March 31, 2020
"Making sustainability embedded in every job function, with OKRs aligned, is the future we need to head toward."
Jamie Beck Alexander Nina Gregg Shawn Petersen Bill DeRoucheyHow can you find your role in climate?
January 17, 2024
"Researchers feel like second-class citizens when they’re not invited into early conversations."
Francesca Barrientos, PhDYou Need Your Own Definition of Design Maturity
June 8, 2022
"Non-research teams can use the panels easily — one program manager arranged interviews with hosts in 6 countries within a week."
Wyatt HaymanGlobal Research Panels
August 8, 2020
"I don’t want to be a troublemaker, I just want to poke holes so we can make positive outcomes for the people we serve."
Dan WillisEnterprise Storytelling Sessions
June 8, 2016
"Garbage in, garbage out—if the requirements are wrong, the AI will instantly create a useless UX."
Daniel J. RosenbergDesigning with and for Artificial Intelligence
August 11, 2022
"We act as the connective tissue that runs in our teams and help them run more efficiently."
Jilanna WilsonDistributed DesignOps Management
February 26, 2019
"Conducting retrospectives on research processes helps us identify bias, recruitment challenges, and improve methodology continuously."
Lisa Spitz Nikki BrandBuilding Trust Through Equitable Research Practices
November 18, 2022
"The consolidated view is really the invitation in to help get people excited and also help them see that we've created documentation that didn't exist previously."
Toby HaugDiscussion
June 9, 2017
