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
"Unbiased qualitative research does not exist. The best we can do is acknowledge and minimize biases."
Prayag NarulaHow to Empower Your Designers to Do Good Research – And Why You Want To
June 10, 2022
"VoiceOver gestures like swipe right move the focus through elements; double tap activates them."
Sam ProulxUnderstanding Screen Readers on Mobile: How And Why to Learn from Native Users
October 2, 2023
"We have to ask the question what if it goes wrong? Because causing even intangible, emotional pain is harm."
Dan WillisEnterprise Storytelling Sessions
June 8, 2016
"We’ve honed and refined our mechanisms for output, for scale, for growth, and even in moments of high uncertainty, organizations still measure success through quantity."
Tim ParmeeChanging Our Design Pressure Points
October 2, 2023
"Sometimes our research can feel intangible and inaccessible—not because answers aren’t there, but their impact isn’t clear."
Dr. Nikki SmithResearch Strategy: Connecting Insights to Outcomes
March 12, 2025
"A high-level roadmap with now, next, later helped us show we had a plan but kept flexibility for changing priorities."
Dr Chloe SharpUsing Evidence and Collaboration for Setting and Defending Priorities
November 29, 2023
"Business leaders are super busy, data-driven, competitive, and have a finely tuned bullshit meter."
Doug PowellClosing Keynote: Design at Scale
November 8, 2018
"If a stakeholder claims something is a fact without evidence, it is our responsibility as researchers to challenge and unpack that."
Kristen Guth, Ph.D.Out of the FOG: A Non-traditional Research Approach to Alignment
March 28, 2023
"Giving someone a tool to try a method in an hour can either inspire them or clearly show it's not a fit."
Megan Blocker Amy Bucher Katie Hansen Ricardo Martins Nidhi Singh RathoreDay 2 Theme Panel
March 12, 2025
