The need to include design leadership in the definition of company strategy is well understood, however design can play an even more significant role; defining the organizational culture. Design’s values and practices are the ideal cornerstones of a company’s culture.

The Agentic Enterprise is here: first there was the conversational UX now organizations using AI-driven agents to autonomously perform tasks, make decisions, managing heterogeneous processes with minimal employee involvement. Success requires understanding how work really gets done, is you company ready to invest in the user research necessary to ensure your agents have a chance?

For over 25 years browser based apps such email, calendars, docs, and spreadsheets, have been hiding a secret in plain sight: the user interface is actually content. And like all content that means it can be created, manipulated, and controlled through generative AI.

For GenAI based learning what comes after chatbots? Not everyone learns the same way, or has the same questions. We all bring own experiences, knowledge and expectations to the tools we use, how will GenAI help to address diversity in helping everyone develop new skills and understanding?

This post is the first in a five part series where I take a deep dive in aspects of GenAI that most design leaders are not thinking about. Rather than fixating on the threat of GenAI to designers, I am focusing on how designers can change the game for themselves, their business, and for their users.

A blast from the past: a prediction from 1999 that is surprisingly spot on. Nomadic traits are now common place in our society, providing freedom and the responsibility that brings "Indeed the movement of these people is perhaps the only stable factor in their experience; like a Micronesian sailor in his canoe, they stand still under the stars as the ocean and the world move around them."

As the CEO you define the company culture with the value you place on what people do; explicitly or implicitly, so do it well.

Not unlike the “many worlds" interpretation of Schrödinger's thought experiment, business strategies and technologies are both full of infinite possibilities, opening the box is an act of design. And yet all too often designers aren’t the ones to lift the lid.

How do you identify the type of future you want to have? How do your best, worthily and well, no matter how great or small, to make that future manifest? And what of others who resonate with your work or who’s resonates with you? How can you can bring the future a little closer?

Grapevines grown in the harshest of conditions produce the most vibrant terroir. Ideas like grapes, need to be constrained under the right conditions if they are expected to flourish.

Design recognizes that one person’s passion is another’s infrastructure. Passions capture our attention and drive us to learn, infrastructure is generally invisible and, until it fails, it is that very characteristic that enables us to focus on our passions. It is also wha allows designers to focus on create good design.

It takes 2-3 years for a design team to achieve a stable operational model. As the person accountable for design in your organization its a bad idea to delegate building and running your team to someone less qualified than yourself.

Designers, don’t think this is an open invitation to the board room; you still need to be a business leader first and a design leader second. Know your investment strategies. Understand your company’s business model. And demonstrate your ability to prioritize value ahead of design.

Unfortunately, in its effort to fit in, design has devolved. Transforming into little more than a collaging exercise—whether its post-it notes on the conference room windows, or making assemblages from design systems that are little more than a box of color forms. While allowing anyone who can sort and arrange prefabricated elements on a screen to now call themselves a designer, the detrimental effect on design’s foundation is reaching irreversible proportions.

It’s important to remind ourselves that CEOs don't hire design executives to be “general managers”. They hire a design executive for the same reason they hire a CTO, CFO, or a CMO; they want a person who can lead the practice and be an expert practitioner in the discipline.

design is more than artifacts and expressions. It is a way of viewing the world. Design is the basis for humanity’s ability to evolve communities, societies and cultures. Design has been around long before before capitalism discovered the power of the digital medium, social networks, and “nosey” mobile devices. And it needs to the lead the way to regaining our humanity

The Book contained many dos and don’ts, chief among them don’t do anything that was not included in the book. According to the authors the introduction of these nonstandard designs would clutter the UI, confuse your users, and lead to systemic instability. Gasp!

If you have read any of other my posts, what follows should not come as a surprise…

In 1966 Thomas Watson, the legendary CEO of IBM, wrote a memo that opened with the sentence: “Good design is good business”. Fortune 1000 companies represent nearly 60% of the US economy, and $2 trillion in profit, and yet only 5% of those companies have a senior design executive. Why?

Before you scream gaslighting! The lack of organizational power is not unique to design and user research. Every discipline has to continually demonstrate their ability to deliver value, they have make their case for what they want to do, they have to explain why, and they have to deliver. So put away your tinfoil hats, find a mentor, and learn how your company’s business works.

Design interposes itself between us and the chaos of the world, by shaping and directing the power of technology, manifesting our desires—or terrors, and guiding our perceptions to instill a sense of mastery and resilience.