The article discusses the importance of strong leadership and competent teams in successful design efforts. It argues that many organizations fail to produce good design due to internal dysfunctions such as team infighting, low morale, and operational incompetence. These issues stem from inadequate organizational structures and leadership practices. To improve design outcomes, leaders must exemplify good practices, motivate teams, and sometimes replace dysfunctional members. Ultimately, successful design requires intentional efforts to create an environment conducive to innovative problem-solving.
No one intends to make bad things, yet we know how much of the world is not well designed. Most designers assume conveniently that the problems are obvious.
If a team has rampant in-fighting, low morale, low quality work, and low trust, it is unlikely to be competent enough to make a product customers love.
A team becomes functional because of good leadership. Someone with authority has to set a better example, reward those who follow it and coach those who don't.
In the worst cases, it is only through new leadership and the replacement of the most dysfunctional team members that things can improve.
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