""I pretty much knew that I was a square peg in a round hole," he says."
"Businesses typically enlist him "when some effort is failing"."
"His first barrier? How to get "400,000 people to do something when none of them report to you," he recalls."
""It gives them agency and having agency makes all the difference," he told the audience."
Phil Gilbert led the adoption of design thinking across IBM beginning in 2012, aiming to change culture and speed product development. He treated the change program as a product, IBM as a marketplace, and teams as customers, prioritizing empathy and user outcomes over technology-first approaches. Participation was opt-in to give employees agency. IBM hired over 1,000 designers to work embedded in cross-functional teams with engineers and developers. The approach positioned customers at the center, produced faster product launches, better project team alignment, and accelerated development cycles while shifting operational practices toward user-centered design.
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