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
"It’s the innovators who can listen to what is unsaid where research has the biggest impact."
John MaedaMaking Sense of Enterprise UX
June 9, 2016
"Just because you do more sessions or add review moments doesn’t mean the quality of engagement improves."
Sarah FathallahA Typology of Participation in Participatory Research
March 28, 2023
"You can't just jump to the top of the pyramid like Maslow’s hierarchy—you have to consider all the underlying layers supporting the experience."
Kristin WisnewskiMeasuring What Matters
October 23, 2019
"60 to 90% of our ideas do not improve the metrics they were intended to improve."
Adam ThomasSurvival Metrics – Making Change in a Fast, Data-Informed, and Politically Safe Way
December 6, 2022
"Password complexity and frequent resets disable people with cognitive challenges and create frustration for all users."
Samuel ProulxInvisible barriers: Why accessible service design can’t be an afterthought
December 3, 2024
"I see this opportunity to imbue these rigid, bureaucratic corporate contexts with humanism to put people at the center of the work."
Lori Muszynski Peter MerholzKeeping Design Weird
October 2, 2023
"Most services were being used by people not directly impacted by the storm but by construction workers and volunteers."
Emily Danielson“I mean, I can lift a shovel”: Design Skills in Disaster Response
June 9, 2022
"Waves are defined by the outcome we want to achieve, not just by time frames."
Maria SkaadenContinuous Design: One eye on the horizon and the other on the next wave
November 8, 2018
"What would a personal cheer team that wants you to grow and blossom look and feel like? Is that the future of design ops?"
Sahibzada Mayed Lauren LinCultivating Design Ecologies of Care, Community, and Collaboration
October 4, 2023
