Globally, the European Commission reports, a truckload of textiles heads to landfills or is incinerated every single second.

The fashion industry accounts for some 10 percent of greenhouse gas emissions worldwide.

Less than 1 percent of the materials used to make clothing is recycled, according to a report by the Ellen MacArthur Foundation.

The best way to keep clothes out of a landfill? Don’t make them.

Picture this: Not long ago, it wasn’t unusual for a customer to walk into an H&M store and not be able to find a basic white t-shirt in their size. Why? Like most long-established retail operations, H&M was operating with a push model—placing seasonal bets on what the demand for a given item of clothing might be, locking orders far in advance, and hoping that they were able to sell out. Make a mistake in that kind of model, though, and you can end up with customers unable to find the basics they rely on, or excess inventory you can’t sell. That’s a problem for the business, but for the environment as well—and one that doesn’t fit H&M’s aggressive sustainability goals.

Though H&M had tried to tackle the problem before, the launch of the H&M Group Design Studio, co-created with IDEO, gave the retailer the confidence to go after it again. The team started out by mapping out the complex network of people that make up its supply chain across the globe, meeting with everyone from designers to garment suppliers, logistics managers, and even folks selling the final product in H&M stores. 

They then created an algorithm for more precise ordering, as well as a tool that provides a shared view of information. Instead of placing orders, the new automated flow—dubbed “Cruise Control"—allows staff to work with a demand forecast that gives them more time to focus on customer-centric operations, like providing guidance and inspiration. It also makes it easier for H&M to follow the demands of the market, and place much more accurate bets on what consumers will want, when. Already, H&M has significantly increased sales while cutting excess inventory—a result that improves its bottom line, as well as its environmental impact.

Estimates project that by 2030, global apparel consumption will hit 102 million tons.

‍

22%

reduction in stock during a pilot program

34%

increase in sales during a pilot program

To foster creative projects that spoke to the needs of local communities and environments, the BSA began to engage its members in collaborative, user-led design. The organization launched its first-ever innovation challenge, putting out a call for all members to pitch their ideas for projects in the built environment.

The BSA expected those pitches to have dollar signs attached. To the organizer’s surprise, only one asked for funding. The rest requested less tangible, but equally meaningful support: advice, connections, specific expertise. Those are resources that the BSA has aplenty, but hadn’t learned how to leverage well.

From that first go at an innovation challenge, the BSA learned how to better support its members. It also learned that to lead with purpose and make strategic choices, one must develop the confidence to say no. Instead of spreading itself thin across many projects, the organization decided to take small steps, focusing on one initiative at a time, so that it can deliver focused impact and stay true to its evolving mission.

With 36% of global energy going to buildings and 8% of global emissions caused by cement alone, the architectural community is inextricably intertwined with both the causes and solutions related to climate change.

‍

According to a survey conducted by the AIA, the architecture profession in the US is less diverse than the population as a whole. This lack of diversity can contribute to a disconnect between architects and the communities they serve.

31

submissions received from innovators in the Boston region working on equity and sustainability challenges

5

innovation teams invited to pitch ideas

The resources that NYU students needed were organized by administrative department, and buried on disparate websites and calendars. But students don’t think in terms of departments—they just need to know where their classes are.

All of this became patently clear as IDEO shadowed students. Team members visited classrooms, walked with them through their days, and hosted pop-ups in highly trafficked areas to get ideas from passersby. That helped the team develop a common understanding of the overall student journey and grounded employees in the key moments that can either make or break a student’s experience. Visualizing their journey helped departments gain a shared understanding of the fractured communications challenge and develop possible solutions.

To synthesize those insights, we formed cross-functional action learning groups, challenging existing practices at the university and coming up with new ways of working. Participants came from a diverse set of departments, including enrollment management, student affairs, marketing and communications, IT, global inclusion, student services, the provost’s office, digital communications, and more. The cohorts sketched early hypotheses and got feedback from faculty, administrators, and students from all of NYU's undergraduate schools to refine initial concepts.

Collaborating with students gave staff a first-hand look at what students were struggling with and a way to engage students directly in addressing those challenges. Just as importantly, there was an overall culture shift at NYU: Administrators started with questions instead of agendas, came together around a table, and reached beyond their job descriptions to meet the needs of students.

First-year students reported receiving hundreds of paper forms, and email from more than 70 unique senders.

‍

NYU needed to offer students the right resources at the right time—and collaborate to serve them as a unified administration.

New services

in-production include centralized calendars, dynamic campus mapping, and customized notifications

Design-thinking cohorts

now support the student experience

Diversity alone isn’t enough—in marketing or any other facet of business. Today’s brands must authentically engage with and create the conditions for co-design with existing communities.

That sort of deep, meaningful engagement with customers doesn’t happen over Instagram. It requires a playbook, a prototype, and a healthy amount of trust. So, IDEO worked with Athleta and Gap to tap into the wisdom of a council of women who represent intersectional identities and lived experiences. The council surfaced powerful insights for the brand, like the fact that active women don’t need a brand to empower them—they already feel powerful.

After only a few weeks, Athleta experienced the difference between research and a truly reciprocal relationship. The way their brand engages with communities is adding depth, understanding, and authenticity to Athleta’s content, products, and experiences. And women can feel the difference.

76% of US adults say that the media promotes an unattainable body image for women.

‍

Fewer than 1 in 10 businesses review for inclusion as part of product design and marketing campaigns.

>2X

user growth in 2022

13,000+

Athleta WellPro well-being providers active on the platform

‍

This lack of contextual thinking and foresight is why so many innovation investments fail—it’s not for lack of ingenuity, but because companies build innovation teams, then neglect to design a complete ecosystem to take promising ideas forward.

Here are the three most common traps that cause even the smartest business leaders to throw their innovation money away:

1. The Outcome Trap — If you don’t define a clear vision for how innovation is supposed to contribute to your company’s growth, don’t be surprised when innovation teams fail to make a contribution.

2. The Incentive Trap — No one wants to play Russian roulette with their career. If you don’t incentivize business units to make the right mix of bets, they’ll have no reason to invest in anything other than short term sure things.

3. The Metrics Trap — Success isn’t subjective. If you don’t create innovation metrics that the rest of the organization can understand, the rest of the business may view innovation as frivolous.

The Outcome Trap

About 10 years ago, a parcel courier (one of those companies that brings cardboard boxes to your door) built an innovation unit to help power their future. Senior executives had held inspiring conversations and decided that “innovation” would build the future of their company, so they built a new team and recruited a former startup guy to run it. Everyone had high hopes for the team’s success.

What happened next? The startup guy built them a startup. The team found some cool technology and a strong customer need. They used that to build, launch, and sell a profitable new solution to a small but growing pool of customers.

Was it a success? Well, only to some stakeholders. When the team began to share their results, they faced surprisingly hostile reception: One senior executive wanted to know when the innovation division was going to yield strategic insights for the core company. Another asked when it would start developing new technologies for the core business. A third wondered when it would train her teams in innovation. Despite some wins in the market, few stakeholders were happy with the results. Within 18 months of their launch, they were disbanded.

This company fell into a surprisingly common trap: Everyone thought that “innovation” was important, but nobody ever talked about why they wanted it. It was like the execs had asked a waiter for ice cream and then got upset when their server showed up with Rum Raisin.

So, how can you avoid the Outcome Trap?

Work backwards. First, define why innovation is important and why now. Once you define the outcomes needed from innovation, you can craft a portfolio of projects designed to meet those goals. That portfolio then suggests the talent, skills, and even the number of people or teams you’ll need to drive innovation. When we break them down, successful innovation portfolios consist of a mix of four activities.

In the graphic below, we’ve plotted businesses and teams based on our evaluation of their primary objective (even though many of these teams invest in more than one quadrant).

As shown in the above graphic, Discover teams focus on uncovering new insights or opportunities that could be developed into new businesses or offers. This long-term innovation work includes the efforts of R&D labs focused on emerging technology. Those in the Invest quadrant develop, launch, or acquire new businesses in the short term. This includes the work of M&A teams, accelerators, incubators, and corporate venture capital. Define teams initiate tangible strategic visions for how existing business units may need to evolve to succeed in the future, and reveal opportunities for how current offers can adapt to changing customer demands or new technologies. And lastly, Evolve teams differ in that they partner with existing business units to adapt to a changing environment—develop new offers, approaches, and skills to improve the business in the near- to mid-term. This includes the services offered by SWAT teams, internal agencies, and coaches.

By intentionally balancing the portfolio—say, by focusing sharply on incubating new digital ventures and adapting current offers—the innovation team can define their projects, align their stakeholders, and allocate their staff.

The above graphic highlights the shape of a lab portfolio at a successful retail conglomerate—80% of their efforts are focused on either evolving the current subsidiaries or helping those subsidiaries invest in new digital ventures. The remaining 20% of their effort goes into defining future strategy and discovering new tech to harness.

—
To avoid this trap, ask yourself: Why innovation, and why now? What does success look like? What’s the future vision for our company, and how should innovation contribute to that? Where are we facing the biggest market threats—in the short term or the long term? Will innovation provide services to core business units or will it build new subsidiaries? Your innovation portfolio and your teams will naturally evolve over time, but you can control that evolution by intentionally defining the purpose of the team and the outcomes that they need to deliver.

The Incentive Trap

Once you’ve defined the ideal innovation portfolio, you need to find the right sponsors willing to make the right bets on the right projects. The best strategy is doomed if no one has any incentive to make good bets. That’s the Incentive Trap.

Several years ago, a global home appliances company created a Lifestyle Research Lab to design new products that address consumers’ changing attitudes and behaviors. In isolation, the team conducted their own research and used it to develop new ideas that could transform their white goods businesses—creating radically new dishwashers, refrigerators, or washing machines. When they hit on a juicy idea, they would then try to sell it to a business unit for development.

Now, imagine yourself leading one of those businesses: One day, out of the blue, someone you’ve never met pitches you on a new product. Based on some research you’ve never seen and some shiny concept sketches, this team insists that you should change up your five-year product development roadmap. You didn’t ask for this idea, you didn’t pay for this work, and their analysis doesn’t match up with the numbers that you normally track. Your budget, your people, and your manufacturing are already committed. Even if you love their idea, you’d need to do a lot of heavy lifting to justify changing your plans. Few executives at the appliance company were willing to do that work.

Looking at the innovation portfolio and the purpose that’s been defined, what kind of bets should business units to make?

In a completely rational world, a decision between investing on a sure thing or a smart bet should be a toss up. However, to many executives, investing in riskier projects can feel like career Russian roulette. In your own company, how much of a balance do you have between sure things and smart bets?

To create a more balanced mix of bets, many companies fund innovation from some central, corporate pool. This promotes riskier bets—it’s always easier to gamble someone else’s money. But there’s a catch: when the business units pay too little for innovation, they don’t value the work. Business leaders can see this kind of innovation as a sideshow. When the going gets tough, and those business leaders need to improve their metrics, they will kill any innovation projects that aren’t yet proven.

So, what happens when a business unit pays the tab? Although leaders are more invested in the outcomes (literally and figuratively), their demand for innovation is far lower. When betting their own money, most people prefer sure things—even when the expected returns are the same, they choose an option that’s easier to predict. So, how do you promote riskier bets? With corporate funds. We often see these corporate subsidies falling into three tiers. This model isn’t just true for how business units spend their money, it’s also true for how they assign their best people. They aren’t likely to put their best people on their riskiest projects.

The above graphic illustrates that as you define your portfolio, you’ll also need to define a funding mix for the work that incentivizes the right bets. The incentives tend to fall into three tiers: Tier 1 investments feel more like sure things; tier 2 investments feel a little riskier, but still appealing; tier 3 investments feel too risky to make without senior executive support.

—
To avoid this trap, ask yourself: Looking at your ideal portfolio, what is a healthy mix between sure things and smart bets? How adventurous are your business units, and how much do you need to incentivize their investments? The more corporate pays, the more risk business units will take on.

The Metrics Trap

Once you make your bets, how do you know if they’re paying off? If innovation isn’t seen to create measurable value, it’s worthless. That’s the Metrics Trap.

One sneaky reason that so many companies throw away good money on bad innovation efforts is that innovation may take years to show impact on metrics that the business units typically track, like revenue, profit, lifetime value, or customer satisfaction. But that doesn’t mean that innovation teams can’t show value in the short term. By setting simple baselines, teams can measure progress over time, showing that their work improves outcomes, drives efficiency, or changes behavior. These progress measures demonstrate indisputable value, and can often satisfy skeptical stakeholders in the short term—until innovation’s portfolio of work hits the market and begins to generate real growth.

To properly measure both the productivity of individual projects and the performance of the overall investment strategy, many innovation units build a basket of metrics that they can track in various timescales, as captured in the diagram above.

One global financial services company has taken some smart steps to avoid the Metrics Trap. They built a Fintech Incubator to develop new digital offers on behalf of the bank’s business units. Before the Incubator will take on a project, a sponsoring business unit must make a business case for the product, put up a majority of the development costs, and define a series of success criteria for further investment. This aligns the innovation process with the business unit’s needs. On top of those project metrics, the incubator’s leaders also track a set of progress metrics across all of their work. These measures demonstrate how, over time, the incubator is moving down the cost curve. They’ve used progress measures as an argument for how the core business should rethink the way that they build and test new concepts.

—
To avoid this trap, ask yourself: Once you make your bets, what metrics will you use to calculate whether they’re paying off? What does your business value? What will you measure in various timescales to demonstrate the success of your projects, your progress, and your portfolio?

These aren’t the only innovation traps, but they are the deadliest. Innovation should not be a game of Russian roulette. By carefully considering and designing solutions to each trap, you can get that much closer to crafting an investment portfolio and innovation ecosystem that can nurture the future of your company.

Visuals by Gracia Lam.

With threats looming from every direction, it can be tempting to make precautionary investments in innovation. All too often, though, companies bet on new projects without thinking through how they will integrate with current offers and teams. That's like running a water main up to your house, then not connecting it to your plumbing. Yes, you’ll have water, but you won’t be able to channel it toward anything useful.

The office is an important place, and it’s one we believe should be designed with care. Culture matters—that means everything from the physical space to the values a company shares with new hires on their very first day.

Part of workplace culture is fun watercooler talk and good snacks, but it’s much more than that too. Solid culture lays the groundwork for the lightbulb moments that happen when people feel truly comfortable at work.

Good news: You don’t have to be an office manager to concern yourself with company culture. If you’re interested in building a positive, supportive office experience, check out the advice below from the Octopus archives.

1. When you’re curious about the folks that design the place where you work

How does a company agree on its values? What do truly authentic rituals look like? And how does that translate to business value? Follow one of IDEO New York’s organizational designers through a day to see what org design looks like in practice. (For more on what org designers do, read another piece from Mollie and her colleague, Mat Chow.)

READ: What Org Design Actually Looks Like

2. When you’re trying to convince your colleagues or your boss that culture matters

IDEO Chicago’s Annette Ferrera acknowledges that in some conversations, “culture” can mean “cool perks.” But culture is so much more than that: “It’s about creating an environment that makes it possible for people to work together to come up with innovative products and ideas—the same products and ideas that drive revenue.” Annette’s tips are both a blueprint for enacting your own cultural change and proof that a solid company culture can boost the bottom line.

READ: Why Workplace Culture Matters (And How to Build a Good One)

3. When you’re not quite ready to tackle that big project, but you want to make a small change

Designer, author, and IDEO alum Ingrid Fetell Lee runs Aesthetics of Joy, a blog about discovering joy in everyday life. If you’re not ready to tackle culture at an organizational level, use these bite-sized tips—like adding a plant to your desk—to create more joyful moments throughout the workplace.

READ: 6 Ways to Hack Your Workspace and Find More Joy at Work

4. When you’re not sure how you’re “supposed to feel” at the office

American work culture tells us we shouldn’t feel, fail, or fuss in our place of business, but org designer Mollie West Duffy doesn’t agree—in fact, there’s evidence that a little emotion at work can actually help us connect with our colleagues and feel more confident in our work. Learn more about “emotional culture” (and the book Mollie co-wrote on the subject) in this Q&A.

READ: Turns Out Emotions Do Belong in the Workplace—Here’s Why

According to a survey, the average person spends 13 years and 2 months—that’s 4,821 days—of his or her life at work. For comparison, the survey says we spend 1,583 days eating and 1,146 days on vacation. The only place we spend more time than the office? Our beds (12,045 days, or 33-plus years—thank goodness).

At these conferences, attendees are split up into group sessions: some big, some small, some on specific topics, and some designed to create new connections. Though grouping folks together might seem like a straightforward task, there is actually a dizzying number of ways to put people together—for one recent conference, the number in the neighborhood of 14 duodecillion possible combinations. That’s 1.4 x 10 to the 40th, which is close to the number you would get if you were to multiply the number of grains of sand on Earth by the number of stars in the universe.

Fortunately, for data scientists, sifting through haystacks to find needles is our bread and butter. We looked at this dataset with one goal: to create groups of individuals that foster conversations and catalyze new cross-disciplinary research. Easy, right?

We built an optimization algorithm that scores combinations of people based on diversity, trying to create well-mixed groups. To make sure we had truly excellent combinations, we needed to run the algorithm more than 1,000 times, after which a human had to examine the top scoring combinations. A human ultimately judging the top few options is crucial to making sure we incorporate nuances that the algorithm does not get. But at more than four minutes per algorithm run, it took an average of three days to get results. Three days! Three days between prototypes wasn’t going to cut it.

To solve our time problem, we turned to serverless computing. While we typically use it to deploy microservices, we couldn’t resist using it to massively scale our computational ability on the cheap. After all, we love hacking and repurposing things for atypical use cases, and digital tools are no different.

In a way, putting these groups together is like making chili—there are many different ways to make it, and all are valid (and many are tasty!). But to have a truly great chili, it’s essential that the ingredients are balanced and cooked properly to produce a dish that is elevated beyond the sum of its parts.

Think of each set of groups produced by the algorithm as a chili recipe. In the spirit of experimentation, you start putting together recipes that vary randomly in terms of ingredient amounts and cooking procedure. You’ve written down 1,000 recipes, and you’re going to cook and score them to find your ideal chili.

After a day of chopping, sautéing simmering, and tasting, you’ve only made 10 batches of chili. That's great, but in the grand scheme of things, that's nothing. So you think of ways you could cook and test your recipes more quickly. The most basic way is to make your cooking process (or code for your algorithm) more efficient: Chop faster and keep ingredients nearby. But this yields only a marginal gain. You would only crank out one or two more batches a day.

To really speed things up, you’re going to need some help. You could rent space in an industrial kitchen and hire chefs (servers on the cloud) who take a recipe, follow it exactly, and deliver the finished product to you. The downside: It takes a non-trivial amount of time and money to recruit and train chefs (much like setting up servers with the algorithm code).

But what if you had an army of 100 food trucks that are fully stocked, equipped, and happy to help you? That’s the equivalent of our serverless computing service. Serverless computing allows us to simply upload and then execute our algorithm code on cloud servers, taking away the hassle of setting up machines and allowing us to scale to hundreds or thousands of simultaneous runs effortlessly.

By using serverless tech, analyzing Scialog results goes from a process that runs in about three days to one that takes less than 10 minutes. With pricing schemes that only charge for the time the servers are being used, we can complete our thousand runs for less than $5.

This is great news, because it allows us to prototype our algorithms at scale much faster. What if, after looking at the results, we realize our scoring is missing a specific kind of input, like the balance of cat people vs. dog people? Previously that would necessitate another three-day wait for results. Now, we can tweak our algorithm, upload the new code, grab a cup of coffee (or chili), and come back to analyze the results.

We love the creative freedom that serverless computing enables (the ability to iterate on prototypes), and especially being able to get tons of computing power on demand—and cheaply.

If you’re interested in doing something similar, we’ve had great experiences using Zappa to deploy to AWS Lambda, but you can do the same kinds of things with other serverless services like Google Cloud Functions and Microsoft Azure Functions.

Now go forth and prototype at scale. And if you get hungry, you know what to do.

For almost 10 years, the Research Corporation for Science Advancement—or RSCA—has tapped IDEO for a little data science help. It's a good match, because RCSA shares our enthusiasm for helping people meet and collaborate. Every spring and fall, they organize conferences called Scialogs that bring together scientists of different disciplines to converse on important topics and inspire further collaboration through grants.

Six months ago, Dawn announced she’d step down from Planned Parenthood, having successfully helped transition the organization from the leadership of long-time president, Cecile Richards. Instead of hurling herself straight into leading at another large organization, Dawn decided to dedicate a year to experimentation and discovery as expert-in-residence at IDEO.

Dawn is now working with teams across IDEO and IDEO.org to find new ways to catalyze change. In particular, she wants to uncover how best to use data and technology to improve service delivery and support movement-building. Coming to IDEO, she says, “I saw an opportunity to ask, How do we use human-centered design principles, entrepreneurship, and data and technology to transform how we are reaching people and working alongside them?”

Not one to be daunted by ambitious goals, the first official project Dawn is helping to launch is The Billion Girls CoLab—an initiative aimed at harnessing new coalitions and diverse expertise to develop innovative solutions that will support young women’s power and health worldwide. This joint effort between IDEO.org and IDEO CoLab will bring together cross-sector collaborators to think about reproductive health in new ways. Dawn sees this work as a chance to create impact at scale, but also as a means to continue empowering others to become leaders.

“I think established leaders are afraid to leave their roles and what they know,” Dawn reflected recently. “But if we're talking about diversity, equity, and inclusion, some of us who have been privileged to lead—especially as leaders of a certain age—have a real opportunity to move and make space and build up a cadre of new leaders. They need room to lead.” It can be scary, she acknowledges, “but you just have to say to yourself, ‘Well, I'm going to step off this diving board into the unknown, and what can I report back from the other side?’”

Dawn sat down with Whitney Mortimer, IDEO CMO and partner, to talk about what the other side is like, how her perspectives on creative leadership are evolving, and what she hopes to build in the near term to support a healthy, empowered generation of future leaders.

Whitney: Let’s begin with the work you’re doing with CoLab, where you’ve been deeply immersed. You’ve said that the CoLab model, which brings disparate groups and experts together to collaboratively solve problems, aligns well with your vision of how to work better on women’s health.

Dawn: We’re building a cohort that is not just people in the sexual and reproductive health field, but also others who are thinking about adolescent girls from very different perspectives and industries, including the for-profit corporations. The idea is a cohort that is domestic and global, which is something kind of new for the sexual and reproductive health ecosystem. We’re trying to catalyze a very different kind of conversation and output, researching and designing in close collaboration and asking what would it look like to build something that unlocks the power of a billion girls who are coming to adolescence around the globe over the coming decade? And what would that change for our world?

[When I was at Planned Parenthood], as much as we all tried to promote that kind of ‘fail-fast’ culture, we mostly lived in a fail-never culture, because the stakes were so high. And yet we know we’re going to have to experiment some to figure out what is going to catapult us to the next level.

Whitney: How is this approach to work different from how you were working before?

Dawn: I have to constantly remind myself, it's only been six months since I left [Planned Parenthood]. I really had to learn to live without a grenade as my metronome. Our days were so driven by constant distractions and firefights, even though I feel like we made real progress and built real things. So now [at IDEO] I’m gaining a different way to approach problems—to step back and have time to be more thoughtful. I'm more convinced than ever that this is not just a narrow fight. We now clearly have a global set of forces at play.

Whitney: You've always been clear with everybody that what got us here won't save us—we have to be looking ahead to the next thing. You're sitting on that horizon now, asking how does technology and everything we're learning about healthcare play out in a world that has such unequal access? As a creative leader, what do you need? What helps you shape something completely new, as opposed to just wanting to fall back into the matrix of an organization that already exists and will tell you what its priorities are every single minute of every day?

Dawn: Many people called me in the days after I announced and said, ‘Hey, do you want to apply for this job? Can we put you forward for that?’ They were all amazing opportunities, many in the progressive health and rights arena. It was hard to resist going to another similar operation, because of the urgency and the real difference that those organizations are making in this moment. But that urgency can get in the way of stepping back and thinking differently about how to work most effectively. [When I was at Planned Parenthood], as much as we all tried to promote that kind of ‘fail-fast’ culture, we mostly lived in a fail-never culture, because the stakes were so high. And yet we know we’re going to have to experiment some to figure out what is going to catapult us to the next level.

Whitney: Something that you do very naturally and fluidly, is you find analogous examples out in the world that makes sense inside your world. I'm wondering, as you look at scaling something new, what other kinds of methods or mindsets from the designer's toolkit are you able to tap into?

Dawn: There are just these amazing ways to step back and actually use a designer’s approach to think about how companies, organizations, movements could actually be building and thinking more about the early and upstream inputs to get the outputs we want to see later.

With a designer’s mindset, we would ask how to more thoughtfully shape the waves of cultural nurture that will carry these generations to the shores of the future.

Recently I’ve been thinking a lot about nature versus nurture. And then I jumped to this bigger idea with the folks at IDEO, thinking about the idea of cultural nurture: What larger cultural wave was I riding that I couldn't see then, but which shaped me—and not just me, but a generation of people?

For example, when I was in third grade, I started a student council because the playground rules were unfair to girls. Exactly around that same time was when Title IX passed. All of a sudden there was a mandate for equality in education—in sports in particular—for girls. I benefited from that immediately but I could not see the profound impact it would have. I would have been radically different had I not been told, “You get to play basketball. You get to run for whatever school office.”

I think about how powerful those forces are, and yet we don't respond to them and leverage them as well as we could. With a designer’s mindset, we would ask how to more thoughtfully shape the waves of cultural nurture that will carry these generations to the shores of the future.

Whitney: Can you see those moments now that are shaping the next generation?

Dawn: I'm thinking about it a lot around the climate and depletion of the planet, with younger people getting messages both of fear, and also of preciousness. We're also looking at stigma. There is a lot of exciting shame-busting going on in the culture right now, which of course is why I think there's so much pushback in our politics.

Whitney: How has your identity and orientation as a leader shifted? How does that alter your sense of your capacity and what you need in order to have the impact you want to see?

Dawn: As they say in IDEO fashion, I'm diverging before converging. What I have tried to do is not converge on a solution or direction too quickly, because by nature that would be what I’d do—solve the problem as quickly as possible. In my previous life you could not sit around and admire the problem for very long. But I’m learning to be in love with the problem for a bit longer. I’m asking, can data and technology unlock a different paradigm of care? Is it stigma or rights or both that are foundational to solving the problem of abortion access? And what is it that I’m best equipped to do and help lead people toward?

Whitney: When you were at Planned Parenthood, you were early to see the potential, say, to use VR as an engagement and empathy-building tool. What technologies are you seeing as most critical and exciting now, as you're exploring what will be the new paradigm for reproductive health and healthcare?

Dawn: Well, I know augmented intelligence is the phrase of the year, but it really does have amazing potential. For example, take the idea of personalized prescribing and apply that to contraception. We know contraception is a game-changer, a life-changer, a life-saver. But we also know that when people get hormonal contraception, some people are going to have side effects. That means they’re either not going to keep using it or they’re going to want to switch. And that’s when there is more risk of getting pregnant. Imagine if we could harness AI to look across all of the prescription data sets and provide doctors with the tools to better match individuals with the product or formulation that suits them best. What if you could, by orders of magnitude, improve the ability of women to get a prescription or method of their choice that works for them right from the get go? That’s one example of how we might use new capabilities to create impact at scale.

Whitney: With the political climate being what it is, and an election on the horizon with unknown outcomes, how do you think about the challenge of something like improving access to and adherence to contraception or of empowering a billion girls around the world, irrespective of what may happen politically in the US and elsewhere?

Dawn: The one thing I 100% believe is you can’t think of anything completely outside of politics. It's just so clear what a powerful shaping force politics and government policy are. At the same time, there is a narrowness to the political lens. And when you start to think of these other actors and other ecosystems, you realize there's a lot that is possible—there’s potential to organize, to employ tools we're not fully utilizing. Part of what I want to do now is build out the progressive toolbox so that we're able to better work over or under or around the political obstacles, even while we recognize they cannot be ignored. The CoLab model has a lot to offer in leveraging many sectors and approaches and drawing them together to power solutions.

Whitney: What is the role of brand in that scenario?

Dawn: I actually think it is very important—not to create a name or brand a product, not that kind of thing—but the idea that we could use the principles of brand to communicate the power of girls to change the world. The idea that we can impress upon people the importance of raising up generations of girls, giving them the tools and the freedom to make their mark. That, I think, is something we need to capture and tell to the world.

We have to do everything we can to connect girls and to empower them and to make room for them. We have to get over some of our false distinctions and start to help them see that there’s a kind of global sisterhood that’s powerful, and that they have the opportunity to save the planet. That’s the small task we're going to hand off to them.

‍

When Dawn Laguens looks back on her eight years leading brand and public strategy at Planned Parenthood Federation of America, she describes a typical work day as “catch grenade, throw grenade back, run two steps forward.” To be sure, the years from 2010-2018 were eventful for everyone, and particularly for people like Dawn, who were on the front lines of vicious political conflicts, while simultaneously doing the daily work of advocating for accessible and effective healthcare solutions for women worldwide.

I help organizations cut through complexity by shaping how they show up, through brand strategy, identity, and storytelling.

Working at the intersection of brand and business, I bring an editorial eye and a bias toward making—turning ideas into tangible experiences that people can understand, trust, and believe in.

My work spans government, healthcare, financial services, media, and consumer goods, from launching Gen Z-focused ventures to building innovation labs and reimagining legacy brands. I relish moments of ambiguity and enjoy translating across teams, perspectives, and priorities to move ideas forward.

I started my career in editorial and digital design, shaping cross-platform experiences and identity systems in publishing and agency environments. That foundation still shapes how I work today: I’m detail-oriented, collaborative, and overreliant on the Oxford comma. I hold a BFA in Visual Communication from the School of the Art Institute of Chicago.

For 25 years, I've asked the same question: Who does this design exclude—and what are we going to do about it?

My work spans human-centered strategy, inclusive design, and qualitative research, with clients ranging from Microsoft, Google, and Verizon to the National Science Foundation, and San Francisco Unified School District.

Before IDEO, I taught elementary school in East Palo Alto and spent a decade doing design work with social service organizations—where I learned firsthand what it costs people when systems are built without them in mind.

I am currently writing User Error, a nonfiction book about digital access and the design decisions behind it. I live in Oakland, California.

‍

My expertise spans brand, communication, and product design across tech, education, the arts, and social impact.

I believe great work demands both high-level vision and obsessive attention to detail, and only happens through collaboration.

I bring an inclusive, hands-on approach and a deep understanding of business, which enables me to consistently deliver excellence while always asking why.

Before joining IDEO, I worked at the brand firms Pentagram and VSA Partners. I began my career as a designer, leading teams at the School of the Art Institute of Chicago and the Milwaukee Art Museum. I hold an MFA in graphic design from Maryland Institute College of Art and a BFA in communication design from the Milwaukee Institute of Art & Design, and have taught at some of the best design schools in the US.

I am responsible for IDEO’s long-term success in China and working with clients to use design as a tool to enable growth. Specifically, I have helped Chinese companies design holistic brand solutions through the development of their products, communication, services, and innovation teams, and I have helped multinationals expand their presence and influence in China.

I advise global leaders on developing China-led innovation and capabilities.

In over 15 years in IDEO Shanghai, I have worked on projects that use design to elevate the quality of the experience of healthcare products and services, streamline processes that increase productivity, create spaces and programs that promote and enable inclusive communities, and build next generation mobility solutions that are planet-positive.

Before joining IDEO, I worked at Philips Electronics and the Electrolux Group in Italy, the Netherlands, and Singapore on a number of breakthrough commercial products. I am a member of the Young President Organization in Shanghai.

Most AI products today are built for work—a space with clear problems and established systems. One founder noticed a gap: personal life is messier, harder to systematize, and mostly left behind by the AI boom. So she built Cue, a personal AI that lives inside iMessage and group chats, to go where the other tools haven't.

‍

In this episode, Becca Carroll, IDEO's Chief Strategy Officer, talks with Sida Li, co-founder and CEO of Shared Context Lab, about staying anchored to a human need while the technology around her keeps changing shape, why she treats her business model with the same rigor she'd bring to a product, and what it feels like to build a company at this particular, disorienting moment in AI.

‍

The conversation also gets into how Sida makes design decisions: the language Cue uses to describe itself, the tradeoffs behind building inside iMessage instead of a new app, and a real story about a business idea that didn’t pan out.

‍

This is the second in a two-part series profiling founders from IDEO's Startups-in-Residence program. The first conversation is with Johannes Seemann, founder of Sooner, on designing GenAI for the emotional side of money.

Most personal financial tools are built to run the numbers and optimize towards a budget. While that works for some, most people experience money as a lived relationship that does not neatly fit into a spreadsheet. Johannes Seemann and Becca Carroll discuss why money is emotional before it is mathematical, and what a human-centered approach to building a generative AI financial product looks like in practice.

Mina Seetharaman talks with Scott Shigeoka, author of Seek and Head of Curiosity Cultivation at the Eames Institute, about what distinguishes genuinely curious leadership from performative curiosity, how power dynamics shape curiosity, and why practicing curiosity can restore energy rather than drain it.

Mina Seetharaman talks with David Epstein, author of Inside the Box and Range, about why total freedom often produces average work, how leaders can design useful limits on purpose, and what organizations such as General Magic and Pixar reveal about the relationship between boundaries and creativity.