#design-leadership

#design-leadership

The "Design Producer" role he describes feels like a credible answer to that gap. AI-native tools such as Claude Code make this role newly viable. When designers can prototype, ship code, and explore ideas directly, the leverage of a senior IC shifts. Their value isn't headcount management. Instead, it's taste, judgment, and the ability to help others move faster and aim higher.

What design programs rarely prepare students for is how little agency designers often have once they enter professional practice. And this challenge doesn't disappear with experience. When my co-author and I toured our book Designing Tomorrow, the most common question we heard was not what designers should do differently - but how to drive positive change in the face of resistance.

Notes from the desk: Welcome to this month's Quarterly Review and a new year! The Quarterly Review is one of the only media pieces that allow readers to track improvements through time. It's a chance for the industry to learn about what goes on behind an FI's four walls and how leadership manages their priorities.And a review mandates a check-in, as I like to say, so enjoy reading about how the exec in the hot seat today overcame challenges, and brought her vision to life.

Design is powerful as a catalyst for change. Design is powerful for developing innovative solutions. Design is powerful for driving exponential growth for businesses.Design is powerful in solving some of the world's most difficult problems. If design is so revolutionary, why do so few companies embrace design? I wrote about the failure of Fortune 500 companies to embrace design beyond their art departments, where most Fortune 500 companies still fail to even adopt a single design methodology in a meaningful

Many designers are hearing statements like these from their bosses, and it's not a suggestion. It can be challenging to know how to respond to leaders who present you with unreasonable demands based on following trends (or untested concepts). You're faced with what feels like an impossible choice: either follow orders and build something you know will fail, or risk your job by saying "No."

Many in the design industry have been inspired by design leaders who created environments that enabled their teams to succeed, grow, and make a positive impact. However, many of our peers, clients, and colleagues have been frustrated, burned out, and held back by leadership, which can have more negative effects.

In a world where design is in constant flux, how do you stay relevant? Meet Sahil Pandita, a prominent design leader at Google, whose journey exemplifies adapting, innovating, and prioritizing human connection in a rapidly changing landscape.

Without having a metric, I don't think design will ever have a place in the organization.

Today, nearly every organization wants to be design-led, but business decisions typically remain dominated by product or engineering teams.

The lack of clarity around roles and values had started to cause confusion and a noticeable decline in the quality of our work.