IDEO’s partnership with Logitech is a case study in bringing together the power of imagination and the rigor of business.

As much as we love to lead with creativity, it’s difficult to develop a business plan off ideas alone. So when Logitech asked the IDEO team to investigate a broad array of possible futures and report back, we brought our findings to life by inventing a board game. Instead of a dry presentation on circular solutions, our designers created a story about a mouse that turned into a webcam.

That imagination mattered. It fueled an exploration into expertise we collected from researching with people already living in futures destined to expand. And our rigor helped us hold more possibilities, and identify intersectionalities. Combined, they redefined what it means for ideas to be viable in business; they focused us on long-term sustainability; and they pushed us past immediate technical feasibility to ask if new ideas would be feasible for entire systems.

Our partnership with Logitech revealed that imaginative dreaming and business rigor aren’t opposing forces, but rather complementary tools in opening up new directions into a future demanding bold decisions.

As of 2019, e-waste was the fastest-growing waste stream globally, and only 20% of the 48.5+ million tonnes is disposed of properly.

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Global emissions must be cut in half by 2030 to avert the worst impacts of climate change.

By 2030

Logitech has committed to becoming climate positive and removing more carbon than they create

Fast fashion keeps getting faster. But if the industry is to meet its climate commitments, its use of plastics has to slow down.

H&M chief executive Helena Helmersson set ambitious sustainability goals when she stepped into her role. She wanted to reduce the fashion giant’s impact on the environment and enable meaningful growth. But change is tough for any company, let alone one with eight brands operating across 74 markets. Together IDEO and the H&M Group created new plastic-free packaging, rallying around a more sustainable packaging solution that’s easily customizable.

By applying a design-led approach that went far beyond hiring a sustainability consultant, the H&M Group managed to reduce its use of plastic. But it didn’t stop there. A small team called Design Studio took what it learned and grew into an established strategic capability that pioneers new ways of working in the organization, tackling complex challenges in circularity, inclusion, supply chain, and customer experience. Sustainability isn’t a passing trend for H&M. It’s moving fashion forward.

Packaging accounts for 26% of plastics produced globally every year.

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Fashion e-commerce is estimated to grow by 10% annually through 2024, requiring even more packaging.

100M

plastic-free packages shipped in 2022

2,000 tons

of plastic eliminated from H&M operations

For children with physical disabilities and their families, mobility is freedom. But in Japan, there are barriers to that freedom of movement.

In raising a child with cerebral palsy, Yuri Matsumoto found that her son was separated from other kids during everyday activities. In Japan, children’s products are divided into two categories: those for children with disabilities and those for children without. Matsumoto aspired to close this gap with a product that would allow children of all abilities to use the same chair and be included in the same activities. To realize her idea, Matsumoto needed a strategic design company to refine the chair design, create a compelling visual identity, and arrive at a product road map to help set the business up for long-term success.

The result: a breakthrough product and supporting business that provides access for all kids, both for at-home activities like studying and eating, and also for family outings to restaurants, to the park, and to play with friends. Around the world, there are people like Matsumoto who see the need for better products in a very personal way. IDEO’s role is to help them realize their vision for a more inclusive future.

The Japanese health ministry categorizes 9.6 million people as disabled.
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In Japan, children with disabilities are largely excluded from mainstream classrooms. Government subsidized support chairs are designed for posture and stability. Their bulk and rigidity make venturing out with them challenging.
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Japanese children have fewer opportunities to learn about what it’s like to live with a disability than in the US.

Launched

officially in April 2022

5

restaurants and cafés in Tokyo are currently piloting the chair

There can be no growth for business if peoples’ basic needs aren’t met.

Carlos Rodríguez-Pastor, CEO of Intercorp, came to IDEO with an audacious goal: to address the most fundamental needs of his country’s people and grow his business at the same time. He’d been introduced to IDEO while attending business school in the U.S. and explained that he waited until he had a challenge that felt big enough to knock on our door. Together we built a high-quality school system that would cost just $100 per month—affordable for the middle class. That project convinced Rodríguez-Pastor and his colleagues of the power of human-centered design. Our blended teams launched an innovation hub to introduce new ways of working with the conglomerate’s 90,000 employees. And as we collaborated with Intercorp’s businesses in finance, retail, health care, and education, we learned more about how to serve the everyday needs of Peruvian families. Somewhere along the way, the ultimate design project became the organization itself.

And while Rodríguez-Pastor’s company has grown dramatically, he’s not one to rest on laurels. Instead, the company is becoming more ambitious: upskilling the country’s workforce through an online platform, and fulfilling its climate strategy by investing in Peru’s green economy. (The coastal nation is the world’s third most vulnerable to the effects of climate change.) While the pandemic dealt a blow to Peru’s economy, Intercorp remains steadfast in its commitment to supporting businesses that help the middle class thrive.

Peru’s PISA score of educational quality has grown by 10% in the past decade but still ranks in the bottom 10 worldwide.

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In 2020, approximately 68% of the total employed population was in some form of informal employment—jobs that offered no protection and in which workers paid no taxes. Although that percentage decreased over the previous decade, Peru has one of the highest levels of informal employment in Latin America.

55,000

students enrolled across 68 locations in Peru, Mexico, and Colombia

2.5x

increase in revenue from $2.9 billion in 2011 to $8.5 billion in revenue in 2021

The role of an engineer on a product team may not exactly involve saving the world, but the scene has some origin in reality: Engineers and other team members often have to come together creatively to solve a problem, and they each have their own language and jargon for describing solutions. As teams practice leaner and leaner development cycles, the process of defining and agreeing on requirements, challenges, and solutions needs to be an ongoing conversation, where everyone comes away with a shared understanding and a feeling that their role’s needs have been met.

So how do you start that conversation, and keep it going successfully throughout the life of a product? Here’s a roadmap to get you started.

Start by developing a common language

Do some level-setting at the beginning of the project to agree on general terminology that everyone can understand. Sometimes, this piece can even be as small as defining your individual product’s features in a way that allows you to speak clearly about your product roadmap.

Early in a recent project, when we were going over wireframes, people were throwing around a lot of terms that referred to the same thing: Was a “folder” the same as a “collection”? What differentiated an “item” from an “object?” By coming together in the product’s infancy and agreeing upon these terms, we were able to define our system architecture and have meaningful database model names that we still use.

Share your vision for the product

Build in time to ask your team members how they feel about the product, and share your vision as well. Try to think outside the smaller details of what everyone’s currently working on, and find opportunities to share thoughts and feelings about the product at large. You might be surprised to hear that an engineer is anxious because they’re worried that the latest feature build is getting way more complicated than they originally planned, or that a designer is excited because users have been clamoring for the feature you’re working on. These small, casual interactions build a sense of trust and shared knowledge about the larger vision that each functional team has for the product as a whole.

Leverage disagreement to come together

It can often feel like product managers, designers, and engineers are at odds with each other. Between wanting to meet deadlines and stakeholder needs, pushing for a joyful and user-centric interface, and working toward robust and uncomplicated code, things can get tricky. The key is to take this source of potential conflict and turn it into a shared learning opportunity. Make sure that every side is not just arguing for a solution, but actually communicating the “why” of a solution. If an engineer understands the user research and decision-making that went into a proposed feature, it will help them communicate all the possible solutions that can meet that particular user need, and then the team can prioritize and make better decisions.

Find opportunities to translate for each other

This opportunity often presents itself when you’re integrating new members onto the team. For example, new engineers with fresh eyes often want to jump in and optimize and uncomplicate things. While that can be a good thing, there may be situations where the more experienced team member needs to explain the design decisions that led to certain features being a certain way—and suddenly the engineer is empowered to speak for the UX designer because they understand the shared vision.

Once you find your conversational rhythm, you’ll find that team members begin to understand each other’s roles better. Because the designer now understands why the engineer pushed back on a certain complicated feature, and the engineer understands why users have been wanting a different feature, both roles on the team are now better equipped to advocate for each other and push toward a common goal—whether that’s defusing the bomb on the bus, or building a successful product.

Illustrations by Cassandra Fountaine

We’ve all seen the action movie trope where our hero needs to defeat a ridiculously complicated doomsday device, and the plucky engineer has to explain how to reverse the polarity or engage the spatio-temporal hyperlink. The hero inevitably responds, “In English, please?”

Work friends are very important, and different types of work friends can fill different needs. We’ll cover three: the confidante, the inspiration, and the frenemy. Understanding how and why you relate to these people will help you commit appropriate mental resources to developing workplace relationships that can bolster your motivation (and maybe even help get you out of bed on that Friday morning).

1. The confidante

This is the work friend who will commiserate when you’ve had a rough conversation with your boss, rush you to the bathroom when you’re about to cry, and give you honest feedback when you need it most. Confidantes make us feel like we can conquer the world—or at least ace a presentation and finally ask for that raise.

But these days, it can be tough to find a confidante at work. Because we tend to switch jobs more frequently, it can be hard to invest as heavily in workplace relationships. To counter that and find your confidente, start by building trust and sharing stories with a coworker you gravitate toward. Or initiate a get-together: People who provide social support to others—by organizing an office event or inviting colleagues to lunch—are ten times as likely to feel engaged at work than people who keep to themselves, says Shawn Achor, author of Before Happiness.

2. The inspiration

The inspiration is your platonic work crush: you don’t want to be with them, you simply want to be them.

This person can either be a colleague you deeply admire or a formal mentor. You probably could've guessed this, but mentors can help improve job satisfaction, teach us how to be effective leaders, and steer us towards the right career moves.

“They’ll bring a field to life for you. They’ll teach you how to find quality material in that field,” advises economist and author Tyler Cowen.

Pro tip: The best way to find a mentor isn't to ask, “Will you be my mentor?” but to start by asking someone for specific advice, then slowly work toward building a relationship.

3. The frenemy

We tend to choose friends who are similar to us, especially at work. But the more we have in common with someone, the more likely we are to compare ourselves to them. The frenemy is both our friend and our benchmark within the organization.

Another pro tip: Don’t feel guilty about experiencing the occasional twinge of envy! Frenemies account for almost half of all important members of our networks.

While frenemy relationships are linked to greater stress, they also motivate us to work harder. In a survey of consultants, those who had a frenemy made more of an effort to succeed and network. Leverage the positives of a tricky relationship by partnering on an important project; you’ll try harder to prove yourself and might end up with a real friendship.

But even the best work friendships have a dark side. Sometimes being close with our colleagues can leave us emotionally exhausted. Managing relationships we care deeply about while giving critical feedback or rushing to meet deadlines takes effort. Talk to anyone who has worked at a startup where coworkers describe themselves as a family, and you’ll inevitably hear how tiring it can be.

And for every friendship, there is also someone outside the friendship. The closer the relationship between two colleagues, the more others might feel left out, even if the friends aren’t actively excluding anyone.

Here are some concrete ways that you can engage with people at work to reap the rewards of having solid work-friends:

• Go for quality instead of quantity. High-quality connections don’t necessarily require deep or vulnerable relationships. Small moments of connection full of trust and engagement can be the beginning of something larger.
• Prevent silos from forming. IDEO structures all of its teams to include designers from different disciplines so each team is cross-functional. Our San Francisco office also has a ritual called tea time, in which people are invited to take a break from their work and mingle with people they don’t work with directly.
• Don’t rely on social events. Studies show that work parties aren’t always effective at helping people make friends. “People don’t mix much at mixers, and at company parties, they mostly bond with similar colleagues,” says Adam Grant.
• Spend casual time together. Google and Facebook plan times for employees to play games and eat meals together. At LinkedIn, the whole family can get in on the fun during Bring Your Parents to work day.

This post was adapted from Mollie and Liz's book No Hard Feelings: The Secret Power of Embracing Emotions at Work.

Choice, meaning, and opportunities for learning all make work more enjoyable. But on rainy Friday mornings when we’re low on sleep and irritated with our managers, research suggests our real motivation isn’t a what—it’s a who. People with friends at work find their jobs more satisfying, and are less affected by stress.

It's my first few hours in Bangkok, and by looking around the train, I can tell it's rainy season. Thin raincoats cover suits, and young mothers juggle both sunglasses and umbrellas.

As I exit the train, I look up, count to three and speed through a very thick rainstorm toward my Airbnb. After a much-needed nap, I open my eyes to a completely different climate. I peek through the shutters of my room and see an indigo sky, birds flying, and I am feeling the heat.

I pick up my fanny pack and leave the Airbnb immediately to explore the neighborhood. On a quiet side road, beside the fence of a wood craftsman shop, a thick black piece of tarp covers a corrugated fence. It’s held in place by a clever set of weights—filled plastic water bottles.

It strikes me that such an old trick can be found everywhere across the world. I start to wonder how can these four small bottles make it through such heavy, rainy days.

I stop to stare at a man approaching me. The woodchips on his shirt make it seem like he must be heading out from the shop nearby. He whispers something, unties a couple of bottles, and brings them to the shop's outdoor sink. These short bursts of sunlight heat must dry the water in them pretty quickly, I thought to myself. Regardless of the one million square meters of water falling over Bangkok each September, nothing beats the strength of a tropical sun, and the dedication of an old craftsman to keep his work tools dry.

Human-centered design requires us to observe human behavior with beginner's eyes, so that we can spot the innate ways people interact with the world around them. We call these intuitive and unconscious reactions Thoughtless Acts, and IDEO designers collect photos of them to inspire their work.

After steaming smooth, straight pieces of wood, Katie sculpts them into loose knots, braids, and squiggles, inherently fluid shapes that defy the medium’s natural rigidity.

To me, Katie’s work represents open-mindedness, possibility, and the means to evolve beyond appearance, expectation, or past. Her sculpture that sits in our living room—a wooden braid that bends upwards in an elegant arc, like a ballerina’s arm extending over the bar—reminds me to be unafraid to challenge the seemingly accepted, even when it comes to myself.

Katie sat down with me to share more about her craft, plus her fondness for classic 80s movies and finding freedom in chaos.

In one sentence, who are you?

I am many things: an artist, mother, wife, designer, and powerhouse.

What do you do? How did you learn it?

I’m an artist specializing in wood. I bend wood by steaming it, which is a unique and pioneering technique that challenges classic woodworking practices. I learned the craft from a young age. Growing up, my grandfather and father were both carpenters and taught me how to work with wood.

3 favorite possessions?

1. My father's Old Timer pocket knife. 2. My wedding rings and grandmother’s jewelry. 3. My adventure hat.

What does a typical work session look like?

I like to have a lot of projects going at once, so there are typically a couple things in the works at any one time. I tend to work a bit on each project all at once. Sometimes it can be a bit hectic, but there’s something in this chaos that allows me to move freely from project to project.

How do you get over creative block?

I try to take a step back. I change my surroundings and not think about the project. I find that once I zoom out, I find the solution I was searching for.

What was the last item on your to do list?

Getting a pedicure. Sometimes making time for myself can be tricky.

How do you see the world in 2078?

Hopefully I'll still be around then. Let’s see... I hope to be telling my grandchildren about growing up in the 80s, and blowing their minds by showing them ET and The Goonies. I hope that the world still holds on to the classics, like going for road trips, camping in cars, or reading books snuggled under a blanket while its raining outside. I hope that the world is similar to today and yesterday. Mostly, I just hope it’s not uninhabitable because of global warming or something crazy like a nuclear explosion.

What’s your number one bucket list item?

I’d like to have a solo exhibition in Japan.

Who are you creative crushin’ on lately?

My number one creative crush is always Aleksandra Zee. She's my creative sister. Windy Chein’s ombre knots are killing me, and Meryl Pataky is truly pushing the boundaries of neon art.

With a dose of hot moisture and a little imagination, San Francisco-based woodworker Katie Gong makes the seemingly stiff become supple. Kind of like my attitude after a bath.

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.

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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.

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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.

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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.

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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.