Money works differently in communities traditionally excluded from formal banking, which makes designing products that really serve their needs a very different kind of challenge. People who live in the last mile often prefer cash because it’s physical. They can see it, touch it, and access it at any time.

While digital money offers many benefits, such as securely sending money over long distances and accessing new forms of credit, many don’t trust it because the places where they can access digital currency have often been too far away.

In 2017, over 500 million adults lived more than three miles from a financial access point in eight emerging markets studied by the Gates Foundation. This may not sound like much of a barrier, but for those living in the last mile, it means having to close their shops, lose a day of earnings, arrange family care, and pay for travel, which can be time-consuming and difficult, especially during rainy seasons. For low-income people, the inaccessibility of financial services has been a deal-breaker for adopting digital money. On the flip side, banks, telecoms, and other companies struggled to reach these customers because their products were not inclusively designed for them, and their distribution models failed to scale in rural areas.

Amid these myriad challenges, IDEO and the Gates Foundation saw an opportunity to introduce innovative ways to provide access to digital financial services even in the most remote areas of the world. And to make bold new bets: Could we design new digital experiences centered around the financial needs of people in the last mile? What would happen if we mobilized hundreds of actors to develop new ways to address financial access at the last mile? What if we took the most exciting financial innovations that worked in East Africa and piloted them in South Asia—and vice versa?

Working with more than 70 partners, including local startups, corporations, including Google, Unilever, Telenor, Standard Chartered, and BNI, as well as IDEO.org’s Women & Money program, LMM adopted a collaborative, ecosystem approach to drive and scale new digital financial products and systems.

A few of the life-changing innovations launched by LMM and its partners include:

• Finja’s intuitive small-business app that helps micro-merchants in Pakistan access flexible, interest-avoiding Islamic credit  to order products from fast-moving consumer goods companies like Unilever. Finja now serves 45,000 merchants and reaches 10.2 million customers.
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• Accessing government benefits can be a challenge, especially when it’s through a mobile phone, so IDEO helped Indian startup Haqdarshak develop a robust digital experience for its 52,000 community agents to facilitate access for low-income people. The agent network—70 percent of whom are women—now serves more than 7.6 million families and has unlocked $2.2 billion in social benefits for those who need it most.
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• Making micro-credit nearly instantaneous was a solution that startup Kuunda offered to financial agents in Tanzania. IDEO helped adapt the product to deliver working capital for merchants in Pakistan. Today, Kuunda continues to grow across markets in Africa, totaling 6.1 million active users and distributing $1.1 billion in loans globally.   

While the LMM program officially concluded in 2024, lessons, tools, and case studies from the program are accessible on IDEO’s Financial Futures website. Those looking to catalyze equity and inclusion in digital financial services for the last mile can consult LMM’s Financial Confidence Playbook, the open-source Digital Confidence Toolkit (created in collaboration with Google), or the Gender Evaluation Framework, among other helpful resources.

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Over 1.3 billion people worldwide in poor and rural areas are excluded from formal financial services, including savings accounts, credit lines, and insurance, making it harder for them to move out of poverty.

34M

underserved users reached by 100+ new financial products, pilots, and prototypes

70+ LMM partners

including Google, Unilever, Grab, Standard Chartered, Cargill, Airtel, Celo Foundation, and BNI

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Multinational CPGs excel at creating popular, mass-market products for large countries. When they enter smaller countries like Peru, they often parachute their brands onto store shelves and skip consumer product testing altogether, largely relying on brand recognition to drive sales. This oversight presented Alicorp and IDEO with an opportunity: flip the script and invite young Peruvian women to work together with them to create a new hair care brand from scratch. Over the course of a four-year transformational journey, IDEO worked closely with Alicorp, adopting a “learn by doing” approach to foster a culture of innovation, launch a new brand, and drive growth for the company through consumer-centric design.

The collaboration began with an inspirational trip 10,000 miles away to Seoul, South Korea, the epicenter of global beauty trends. To expand their thinking, the Alicorp/IDEO team received K-Pop glow-ups and explored other cutting-edge beauty experiences. They were inspired by the Korean market’s unwavering focus on meeting the particular hair care and skin needs of Korean women.

Back in Peru, the team conducted multiple rounds of in-depth interviews with young women, teenagers, beauty influencers, and experts across the country. They learned about their beauty goals, personal care routines, and “mixto” hair texture. They heard about women’s struggles with regional weather—the Andean region’s extreme dryness versus Lima’s humidity and the city’s hard water. The research revealed that Peruvian women wanted natural products that worked hard, wouldn’t harm their hair, and celebrated what made them unique. They wanted a brand that spoke to them honestly and authentically. That represented and empowered them. That didn’t overpromise, underdeliver, or hold up European and American beauty ideals that didn't resonate with Latin American women like the multinationals did.

Armed with these insights, the Alicorp/IDEO team developed tangible brand prototypes for women to respond to during successive rounds of user research, including in a beauty pop-up store in Lima. The team shared various bottle types, ingredient mixtures, and brand positioning options. Should the new brand’s personality be an outspoken feminist or a gal pal? Au naturel or sophisticated? The iterative feedback cycles informed everything from brand strategy and ingredient recommendations to product line-up, brand and product naming, launch strategy, and digital activations.

The final design, Amarás (“you will love”), is a personal care line that centers the needs and aspirations of Peruvian women. Hitting shelves in 2022, its shampoos and conditioners feature local, bio-diverse ingredients, including mangoes, macadamia nuts, and goldenberries, that help address the specific hair texture needs of women in LATAM and the climate realities of the Andean region. The brand’s launch campaign included TV and print ads featuring Peruvian models from every region as well as commissioned murals celebrating local beauty by artists across Peru. Most notably, the unapologetically authentic Peruvian hair care brand became a TikTok sensation, garnering over seven million organic views and more than 300 viral videos from enthusiastic new fans.

Three months after its launch, Amarás seized a 7.5 percent share of the personal care aisle—a remarkable goal it had set for year three.Since then, Alicorp has continued to expand its creative capabilities, designing personal care products tailored to the cultural and beauty needs of Latin American consumers.

Alicorp launched numerous successful brand extensions across its food and home care categories, but was unable to crack the $340M USD hair care product market in its home country of Peru.

7.5%

Amarás’ share of the Peruvian hair care market 3 months after launch—a goal Alicorp had set for year 3

7M+ organic views and 300+ organic fan videos

created on TikTok during Amarás’  launch campaign

Thirty years ago, China-based Jack Technology started as a home sewing machine manufacturer. A decade ago, the innovative global leader began investing in robotics and exploring AI, a decision that positioned it well to address today’s urgent need for smarter manufacturing solutions.

Believing that a new, strategically positioned sub-brand could draw in larger, more premium global manufacturing customers, Jack Technology and IDEO set out to understand their needs. IDEO began by visiting more than a dozen garment factories across China, Vietnam, and Bangladesh, conducting in-depth interviews with factory managers, industrial engineers, pattern-making leaders, and frontline workers. It soon became clear: the apparel manufacturing industry is at a critical juncture. The way apparel manufacturers navigate the promises of intelligent technology—while addressing deep-rooted structural issues like labor shortages and working conditions—will shape the industry's development for years to come.

For premium clothing brands, garment factory compliance and worker well-being are priorities when selecting production partners, so many owners proudly showcased their improvement efforts. They discussed investing in quieter machines and air conditioning, enhancing lighting, adding greenery, and implementing no-overtime policies. Amid rows of identical sewing stations, the IDEO team noticed small human gestures, such as a small vase of flowers. As one operator said, “I just want to uplift myself during work.”

The research helped IDEO identify a core opportunity for differentiation. Create human-centered products and services that further enhance working conditions in large apparel factories, strengthen their ability to attract and retain talent, and drive the industry toward a more sustainable future. Through multiple rounds of co-creation with the Jack Technology team and key apparel-sector stakeholders, a clear brand direction for Aitu began to take shape: “Smart Machines, Uplifting People.”

Guided by this human-centered ethos, IDEO helped build a comprehensive brand system for Aitu. The idea of “uplifting people” and showcasing garment workers’ professionalism and skill is expressed throughout all brand communications, the industrial design of its smart sewing machines, and the interaction and industrial design of a humanoid sewing robot.

In the eyes of factory workers, this is the new work experience Aitu brings to life. Compared with traditional bulky industrial machinery, the clean lines and soft edges of Aitu’s new AI-powered sewing machines feel more like the professional office tools found in bright, organized workplaces. Concave surfaces and soft materials diffuse glare from overhead lighting, reducing eye strain, while clear interaction logic and icon-based visuals accommodate operators with varying levels of skill and education. AI technology, seamlessly embedded in the machine’s core functions, automatically adjusts parameters for different fabrics and tasks, allowing operators to achieve high-precision results with less effort. A soft halo-like light glows whenever the AI-assisted function is active, fostering users’ trust in both the technology and the AI-powered sewing machine as a whole. When hundreds or thousands of Aitu machines are arranged together in a factory, the overall effect is a modern, professional, and high-end work environment.

Working closely with Aitu’s robotics team, IDEO’s final design challenge was to bring a human-machine collaboration to life through a full-scale AI robot, AI10. The robot has an elegant, biomimetic silhouette. Its fabric-like outer finish features design elements commonly found in garment making, such as cutting and stitching lines, giving the robot the approachable look and the feel of a skilled tailor companion who can assist with simple, repetitive tasks. When AI10 is in operation, a circular light ring gently pulses at the sides of the robot’s ears as well as on the paired sewing machine’s display screen, clearly signaling the robot’s activity to its human co-workers.

In September 2025, Jack Technology debuted its new Aitu brand, along with its first AI sewing machine and a humanoid robot prototype, at a launch event at Shanghai Tower and at the China International Sewing Machine & Accessories Show. IFA Berlin, Europe’s largest trade show for consumer electronics, honored Aitu with a Gold Award for AI Product Innovation for seamlessly integrating AI technology and industrial design. Jack Technology’s humanoid robot is expected to go into full-scale production in 2026.

Before AI, the apparel manufacturing industry had experienced little fundamental change since the invention of the lockstitch sewing machine nearly two centuries ago.

2025 Gold Award for AI Product Innovation

from IFA, the world’s largest home and consumer tech event

Alicorp has direct operations in Peru, Bolivia, Ecuador, and Chile, manages export operations in more than 30 countries, and oversees over 150 brands. While its AlaCena sauces are ubiquitous in South America, the brand’s North American market primarily consisted of purchases made via Amazon by Peruvians living abroad. To help the CPG giant expand meaningfully and sustainably onto US grocery shelves—and achieve its ambitious $50 million retail sales goal in five years—Alicorp and IDEO collaborated on multiple projects over a two-year period. The partnership began in early 2020 with consumer research and product strategy, ultimately leading to the development of initial product branding, positioning for launch, and an in-market pilot in late 2021.

‍‍Through a combination of large-scale digital surveys and in-depth, in-person and remote research interviews, IDEO discovered that AlaCena’s Tari and Uchucuta’s hot sauce recipes resonated the most with US consumers. Made from native Aji Amarillo and Rocoto chili peppers ground using a traditional Andean “batán” technique, consumers appreciated their complex flavors and enjoyed how they enhanced, not overpowered, everyday foods like burgers and fries. The sauces’ authentic Peruvian culinary roots were also a key differentiator. In addition to consumers, IDEO consulted with industry experts—including executives from large-scale grocery chains and chief merchants of leading big-box stores—to explore retail and marketing trends and identify potential innovation partners for Alicorp in the US.

Based on the research, IDEO recommended a few changes to ensure a successful launch: Lead with the Tari brand, which was the most memorable and easiest to pronounce, and position it as an “everything sauce.” Change the packaging from a large plastic pouch to a smaller squeeze bottle to better align with consumers’ expectations and stand out on the inside of refrigerator doors. Adjust the product formulation to appeal to mainstream consumers looking for cleaner labels. And visually celebrate Tari’s Peruvian roots through bright colors, traditional textiles, and a llama, an animal closely associated with the Andes Mountains. In addition to these recommendations, IDEO provided a comprehensive go-to-market retail strategy that included potential US regions for launch, retail brokers, distributors, manufacturers, and R&D and pilot retail lab partners, as well as job descriptions for a new North American-based sales team.

While Alicorp worked on reformulation and packaging strategies, IDEO refined Tari’s initial branding strategy. Steeped in Peruvian aesthetics, the brand’s new look and feel featured a vibrant color palette, geometric patterns, and—of course—a friendly llama icon, which could also be found on all in-store point-of-sale items IDEO designed for Tari's pilot launch in late 2021.

The successful 12-week in-market pilot in Tom Thumb grocery stores gave Alicorp the confidence to have its in-house design team make the brand even bolder and more eye catching, and to launch two flavors, Amarillo Pepper and Rocoto Pepper, on Amazon and in over 50 retail stores in late 2024.

Since then, the popular sauces consistently rank among the top 50 percent of the fastest-selling products on US shelves, with 80 percent of sales revenue representing new business. In 2025, Tari expanded its offerings with three additional flavors: Zesty Verde, Tropical Kick, and Smoky Heat. Today, Tari is in transit to 3,000 major grocery stores, including Wegmans, Meijer, Central Market, and The Fresh Market, as well as available for purchase on Amazon.

Alicorp had a vision to expand its beloved and delicious hot sauces to the US market, but needed help fine-tuning the brand and product for an American audience.

3,000

major US grocers, including Wegmans and Meijer, have signed on to sell Tari hot sauces

80%

of Tari’s sales revenue represents new business, a significant expansion of the overall category

Ranked in the top 50%

of the fastest-selling products on US grocery shelves

Tim Brown, CEO of IDEO, shows how the techniques and strategies of design belong at every level of business.

The myth of innovation is that brilliant ideas leap fully formed from the minds of geniuses. The reality is that most innovations come from a process of rigorous examination through which great ideas are identified and developed before being realized as new offerings and capabilities.

In this revised and updated edition of Change By Design, Tim Brown reintroduces design thinking, the collaborative process by which the designer’s sensibilities and methods are employed to match people’s needs with what is technically feasible and a viable business strategy. In short, design thinking converts need into demand. It’s a human-centered approach to problem-solving that helps people and organizations become more innovative and creative.

Change by Design is not a book by designers for designers; it is a book for creative leaders seeking to infuse design thinking into every level of an organization, product, or service to drive new alternatives for business and society.

Purchase

Know someone who might love this book? Purchase Change By Design here.

Our checklist made all the difference when the Wellcome Trust tasked us with designing a way to cut down on unnecessary antibiotics use in middle-income countries. The world’s antibiotic misuse has staggering implications: By 2050, antimicrobial resistance is expected to kill 10 million people every year. That’s more people than we lose annually to cancer.

What became known as Project Marvelous took us to Kenya and India, where we encountered patients who self-diagnose and prescribe for themselves and their friends, community health workers with very little training, and pharmacies that dole out antibiotics without a prescription in order to make a sale.

As far as complex systems challenges go, it was an extreme one, but after testing several rounds of concepts rooted in behavior change, we found an intervention with real potential. Smart Prescriptions, as we called it, was an endpoint that varied drastically from where we began. The original hypothesis was that the intervention should be designed for pharmacists. But after following the checklist, we found we had to start with doctors.

Here are the five steps we followed to address this complex systems challenge:

1. Define your ecosystem

We can’t claim to have reached an understanding of the whole ecosystem by a longshot—the sheer number of stakeholders involved is what makes it such a complex problem. So at the outset, we defined our ecosystem, drawing a line at pharmaceutical companies, which seemed beyond the scope of the design challenge Wellcome had set. We then set out to interview antibiotic users, doctors, and pharmacists. In doing so, we realized there was a category we had overlooked: India’s tens of thousands of registered medical practitioners (RMPs). They typically aren’t licensed to prescribe antibiotics but have studied Ayurvedic medicine. Being willing to pivot and expand (or contract) the ecosystem is key: We began interviewing RMPs after realizing the huge impact their population has on antibiotics consumption.

2. Adopt a beginner’s mindset

In interviews, we positioned ourselves as people who didn’t know much about the topic. We were there to learn about them as people—their motivations, their struggles, their day-to-day. We listened. We made sure our questions were free of judgement and left our assumptions at the door. What we came to understand is that a primary motivator for doctors is to succeed as a business. They depend on patients coming back.

This insight made it through to the final design. Smart Prescriptions is, at its core, a tool to improve the doctor-patient relationship. Features like automated advice for patients and medication reminders increase the personal interactions doctors have with patients. The antibiotics recommendation is a Trojan horse, tucked inside the features doctors were really clamoring for.

3. Lead with empathy

Continually put yourself in your user’s shoes and make sure you’re seeing the situation from their perspective. We quickly came to understand, for instance, that many people working in pharmacies aren’t actually pharmacists, and that their financial motivations eclipse any duty of care. They dole out antibiotics without a prescription because refraining from doing so means sacrificing a sale and possibly losing a customer to a rival. Rather than slapping a “bad” behavior label on this, we accepted it as their reality and used it as a design constraint.

4. Consider your language

Systems challenges are often as sensitive as they are complex (consider homelessness or mental illness). As designers we are outsiders, so in designing Smart Prescriptions, we needed to make sure doctors were upheld as the experts. We weren’t creating a diagnostic tool, but rather an intervention that offers a recommendation based on their diagnosis. The tool doesn’t actually change the way they prescribe, it just offers guidance. It’s tough to remember every antibiotics guideline, especially as they update. The language that was used was consciously designed to be light and supportive of their expertise.

5. Generate unlimited ideas, then co-create

Don’t fall in love with your first good idea. Every assumption we made was challenged in our first trip, which ended up being more exploratory than we expected. We made a point to talk to every stakeholder and actor about our sacrificial concepts—early ideas we put in front of people to spark reactions. We gauged whether they had a positive or negative response, then iterated accordingly. After the discovery phase, we came up with seven concepts to test with participants and gauged their reactions. Smart Prescriptions was the clear standout, generating the most interest and excitement. We refined the concept back home, then returned to India and Kenya to gather more feedback. This allowed us to design something that spoke to doctors’ primary motivation, and to add features that the doctors felt would make it even more useful.

Unlike pilots, we don’t have the benefit of a known destination. Our checklist doesn’t just guarantee a smoother ride, it plays a major role in mapping the route itself. When the ecosystem is unfamiliar and the complexity is vast, it is a must.

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Every time we board an airplane, we assume our pilots aren’t going on instinct alone. They’ve worked their way through a checklist—fuel levels reviewed, the flap setting confirmed—to ensure the plane is ready for takeoff. They may be pros, but they’re human, and the complexity of the job makes it easy to forget a step.

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While I occasionally geek out over numbers, I spend most of my time going deep with clients, sketching business models, and building prototypes to test our ideas with real people.

I’m currently working on a project to create a new taxi experience for Japan. We’re working to help our client, a taxi equipment supplier, stay relevant when taxis themselves are being disrupted.

There’s really no typical day for me at IDEO, but here’s a little peek at what a recent one looked like.

8:30am: Commute

On nice days I walk to work through Yoyogi Park, one of Tokyo’s largest. It’s hard to believe that I live in a concrete jungle with views like this! Most days, though, I take the train. It’s exactly 16 minutes to get to work. (Perk of living in Tokyo: Trains run like clockwork.)

10:00am: Team stand-up

Our team has daily morning and evening stand-ups. We’re supposed to plan the day, but we get sidetracked and spend most of it playing with our taxi prototype.

10:30am: Business model review

I sketch out our current idea using our Business Model Tiles. They’re a quick, visual way to bring our plan to life, and they make it easy enough for anybody to come in and iterate with me. (The team liked this version.)

12:00pm: Monday lunch meeting

The entire studio gets together every Monday for lunch. The food is amazing—we have different caterers provide freshly cooked, seasonal dishes every week. Usually, we share silly photos from the previous week and studio/project updates. Everybody takes a turn as host, and shares personal inspiration. This week it's Ryo, introducing one of our new D4V (Design for Ventures) portfolio companies, Tabi Labo, to the studio. (More on that later!)

1:00pm: Crash course in graphic design

Outside of work, I run a pop-up curry shop with some friends. We make curry with a Japanese twist, using seasonal ingredients or flavoring that you might not usually find in curry. I’m lucky to be surrounded by talented graphic designers who helped me transform my very analogue potato stamp logo into a digital masterpiece.

2:00pm: Video shoot

We’re making a short user journey video to showcase what our taxi service might look and feel like. As a business designer, making things tangible is important, because it makes the service feel real, and empowers clients to take risks and launch new businesses. Our client got really into it, and even starred in the video as the taxi driver!

5:00: Design sprint

IDEO Tokyo is co-located with D4V (Design for Ventures), our in-house venture capital fund. I really enjoy working with the startups, which have different needs from our typical clients, and move really fast. Here, we’re helping Famzon (a company that makes shoes with interchangeable heels) create its first pop-up store in the Haneda Airport.

6:30pm: Heading home

It’s been a long day. Can’t wait to go home, eat dinner, and recharge for tomorrow.

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When people ask me what I do for a living, I say, “I find innovative ways for companies to transform and grow.” I think a lot about the intangible parts of creating a new service. How do we make money? Who do we partner with? What resources do we need to begin?

IDEO organizational designer Mollie West Duffy doesn’t buy it. “By ignoring our feelings at work, we overlook important data and risk preventable mistakes,” she says. “We send emails that cause unnecessary anxiety, we fail to make work meaningful, and we are more likely to burn out.”

Last month, West and her coauthor Liz Fosslien released No Hard Feelings: Emotions at Work and How They Help Us Succeed, which argues for harnessing emotions to push your career forward. “Most of us have never learned how to do this in our professional lives, let alone been allowed to admit how much feelings at work matter,” she says. IDEO’s Anna Moore Silverstein sat down with Mollie to learn more.

What inspired you to write this book?

The inspiration for this book came from the fact that when Liz and I started our first jobs, we thought professionals did not fail, did not fuss, and certainly did not feel. But we soon realized this view was not only unrealistic, it stood in the way of our sense of fulfillment—and of our success. Our goal as we began researching No Hard Feelings was to better understand our emotions—when are they useful and when are they just noise? Can we mold them to change how we experience work?

Can you explain the concept of an emotional work culture?

Emotional culture is how and to what extent employees of a company express feelings at work. Every office has one, though few companies talk about emotional norms. Emotional culture affects how much we enjoy our jobs, how stressed we might feel, and our ability to do work well and on time.

To instantly get a sense for a particular office’s emotional culture, Wharton professor Adam Grant suggests you say to an employee,“Tell me a story about something that would only happen here.” For example, at IDEO’s New York studio, Thursday lunches are dedicated to Make(believe) time. Creative activities like aromatic fingerpainting, writing group haiku poems, and blind contour drawing help employees get goofy. You can also look for more subtle cues that indicate what kind of emotions are acceptable in a work space. Do your coworkers seem more comfortable expressing frustration or joy? Are there tissues in meeting rooms (which might indicate it’s okay to cry)? Is it cool to respond to emails with a funny cat GIF?

Why does emotional culture matter so much?

When we feel supported and motivated by our colleagues, we are happier, more productive, and stick around longer. We’re also healthier and better able to cope with job stress. And when our bosses respond to our mistakes with patience instead of fury, we trust them more.

As an org designer, you help people design and scale change in their organizations, and change can be challenging. How do you account for emotions in client work?

Something we say a lot at IDEO is “Change is beautiful.” But change is also uncomfortable, and can be an emotional roller coaster

To help with this emotional journey, we try to set time for weekly check-ins. On my last project, we had a retrospective every Friday that included the client team. We asked everyone to go around and share one thing that went well, one thing they’d like to change, and their overall feelings about the week. This helped us all share our feelings in a dedicated time, so it felt less awkward.

I also have had to work on my own emotions with clients. I tend to be an under-emoter, which means I process my feelings inside. (You can take our emotional expression tendency assessment to see if you are an over-emoter or an under-emoter). So I’m working on trying to warm more quickly. I try to verbalize how excited I’m feeling about a project and a team, to help get our energy up. I also try to verbalize when I’m feeling overwhelmed and I need more help. It’s an ongoing process!

Are there other exercises you would recommend to help a company build a better emotional culture?

Awareness is a really powerful communication tool. Many of the CEOs interviewed by New York Times columnist Adam Bryant create “user manuals” or “how to work with me” guides to make collaboration easier. It’s one of the best ways to pre-empt potential misunderstandings—or hurt feelings. To achieve the same with your team, Adam recommends blocking off an hour to answer the questions below.

What everyone should know about you:

1. What are some honest, unfiltered things about you?
2. What drives you nuts?
3. What are your quirks?
4. What qualities do you particularly value in people who work with you?
5. What are some things that people might misunderstand about you that you should clarify?

How to work with you:

1. What’s the best way to communicate with you?
2. What hours do we want to work together? Where and how do we want to work (same room, what kinds of meetings, what kinds of file sharing, etc)?
3. What are our goals for this team? What are our concerns about this team?
4. How will we make decisions? What types of decisions need consensus? How will we deal with conflict?
5. How do we want to give and receive feedback (one-on-one, in a group, informally, or during a specified time each week)?

For me, answering these questions was about revealing that I warm up to people slowly. Once people get to know me, I think they find that I’m warm, generous, and even silly. But I can come across as more reserved and serious at first. For Liz, it was about showing people that she loves to be left alone when she works. For people who enjoy frequently emailing or messaging one another, her behavior could come across as antisocial, but she’s a person who needs to put her head down to work—cognitive switching is a productivity sinkhole.

Exercises like these make it easy for people to be honest up front, and set an emotional tone for your team or office. By sharing early, you can make it easier to meet people where they are, and set the stage for sharing of feelings and preferences throughout the process.

Emotions affect so many parts of work, from collaboration to decision-making, motivation, and communication between employees and managers. But in American work culture, “emotional” can be a dirty word. There’s a misconception that expressing feelings is unprofessional or out of place in the office.

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.