Summary
Karin recounts her experience leading design transformation at Intuit between 2003 and 2014. She begins with the origin of Quicken by Scott Cook and Tom Pru, emphasizing early user-centered design that led to market dominance. However, as Intuit grew, product silos and complexity diluted customer focus, and usability benchmarking revealed the company was only average compared to competitors. Karin pressed leadership, including then-CEO Steve Bennett, to prioritize ease of use, which improved task success but did not boost net promoter scores or revenue growth. Steve challenged the team to find what lies beyond ease, prompting Karin and the tiger team to study companies like Apple and Nike, leading to the Design for Delight (D for D) initiative. Despite initial enthusiasm and executive support, the initiative stagnated due to leadership transitions and weak design leadership. Karin and her core design partners resolved to be bolder and pushed to embed design deeply into Intuit’s culture. They gained the new CEO Brad Smith’s full support and created immersive empathy experiences for executives, shifting the company’s focus from usability to delight and financial impact for customers. The Innovation Catalysts program spread design thinking across teams beyond designers, sparking measurable improvements across departments. Karin also highlights the importance of scaling design talent and leadership, showing that respected design-driven companies maintain at least a 2:1 designer-to-product manager ratio. By establishing formal design ladders, increasing senior leadership roles for designers, and embedding design in company operations, Intuit became recognized externally as a design-driven organization. Karin closes with four keys to lasting impact: articulate a clear vision, engage hearts and minds through emotion and data, give design work away to empower others, and scale design sustainably through organizational mechanisms.
Key Insights
-
•
Quicken's early success stemmed from deeply observing real users and setting concrete usability goals.
-
•
Despite a strong customer-focus legacy, Intuit became average in usability relative to competitors over time.
-
•
Improving ease of use alone increased task success but did not raise net promoter scores or revenue growth.
-
•
Studying companies with brand loyalty (Apple, Nike, Harley-Davidson) revealed the critical role of customer delight.
-
•
Design for Delight (D for D) needed executive sponsorship, emotional storytelling, accountability, and a structured process.
-
•
Initial D for D efforts failed due to shifting leadership, lack of design leadership, and insufficient cultural embedding.
-
•
Creating immersive empathy experiences for executives shifted strategic focus to solving deeper customer problems.
-
•
Innovation Catalysts helped spread design thinking beyond designers, empowering broader organizational change.
-
•
A ratio of at least two designers per product manager strongly correlates with better user experiences.
-
•
Embedding design into hiring, training, leadership ladders, and everyday operations creates lasting cultural impact.
Notable Quotes
"Legacy is about having an impact that lasts, not just short term but years or even decades."
"Scott Cook noticed his wife’s frustration balancing their checkbook and realized millions more probably felt the same pain."
"We benchmarked usability and found Intuit was average compared to competitors — not good enough anymore."
"Steve Bennett asked, what’s beyond ease, leading us to study companies known for delighting their customers."
"Design for Delight wasn’t about fun — it was deliberately designing for delight to engage customers emotionally."
"Ron Johnson from Apple and Paul English from Kayak inspired us by sharing how their companies build customer loyalty."
"After a year of D for D, nothing had changed. The initiative looked like just another check box."
"Our CEO Brad Smith said, I’m all in on Design for Delight, but no new content — it has to reinforce what we already do."
"When executives met customers’ real stories during the recession, they said, holy crap, now we get the pain."
"Companies with strong user experiences had twice as many designers as product managers, often with senior design strategists."
Or choose a question:
More Videos
"We have over 140,000 IBMers who’ve completed design thinking online training."
Doug PowellClosing Keynote: Design at Scale
November 8, 2018
"Make sure children understand they can stop the session at any time, and confirm they really get that."
Mila Kuznetsova Lucy DentonHow Lessons Learned from Our Youngest Users Can Help Us Evolve our Practices
March 9, 2022
"What if I said that this was actually the assignment: to write an essay using AI, helping students become familiar with translating their policy intent through AI?"
Sarah GallimoreInspire Progress with Artifacts from the Future
November 18, 2022
"If your users are happy, that anecdotal feedback often carries more weight early than quantitative metrics."
Lada Gorlenko Sharbani Dhar Sébastien Malo Rob Mitzel Ivana Ng Michal Anne RogondinoTheme 1: Discussion
January 8, 2024
"AI is just a better version of the tools you’re already using to refine ideas and express thoughts."
Alnie FigueroaThe Future of Design Operations: Transforming Our Craft
September 10, 2025
"Statistical significance tells you if a change is likely not random, but it does not tell you if the change matters to your business."
Landon BarnesAre My Research Findings Actually Meaningful?
March 10, 2022
"I thrive on learning about how people overcome obstacles."
Emily EagleCan't Rewind: Radio and Retail
June 3, 2019
"Legacy applications linger because changing them is risk-ridden and a major undertaking."
Malini RaoLessons Learned from a 4-year Product Re-platforming Journey
June 9, 2021
"At General Assembly, I learned that product management is focused more on outcomes and iterative discovery."
Asia HoePartnering with Product: A Journey from Junior to Senior Design
November 29, 2023
