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
"If you don’t have any conflict, that means you have no trust."
Louis RosenfeldDiscussion: What Operations can teach DesignOps
November 6, 2017
"You are the reason why we are able to have such high quality programming that we do have at this conference this week."
Bria AlexanderOpening Remarks
June 11, 2021
"When you need help, who do you go to in your network? Have you ever created a relationship map?"
Alana WashingtonTheme 1: Introduction and Provocation
January 8, 2024
"Learning the fundamentals will be like learning the classics. You learn them once but may not use them every day."
Erin MaloneUnderstanding the past to prepare for the future
July 19, 2024
"Design governance needs to be part of the governance of the entire organization, not segregated to design teams."
Jorge ArangoDesign as an Antidote to VUCA
May 9, 2019
"Inside every challenge is an opportunity, and letting your partners challenge your assumptions is necessary."
Melinda BelcherBridging the Gap: Making the Most of the Differences Between Agency and Enterprise
January 8, 2024
"Are you really practicing human-centered design if you stop designing around insights from real humans?"
Llewyn PaineDay 1 Using AI in UX with Impact
June 10, 2025
"Be extra patient and gentle with people, especially if they don’t pick up your call after a disaster."
Emily Danielson“I mean, I can lift a shovel”: Design Skills in Disaster Response
June 9, 2022
"Instead of continuous collecting, we need intentional curation and framing of insights that fit the work at hand."
Sharon Banh Dave Hora Marieke McCloskey Alicia ZhongReimagining research: What does the field need to grow? [Advancing Research Community Workshop Series]
October 16, 2024
