When it comes to food, we often have to choose between health, convenience, and taste. Parents struggle to get their kids to eat veggies. The same daily salad can become boring or bland over time. Produce often withers in the crisper drawer.

Betterer Foods set out to make one of the world's favorite foods healthier. Rice is a beloved food across many cultures, but many people now avoid simple carbohydrates due to diet restrictions or health concerns. Innovations and alternative options have mostly been limited to products in the freezer section, like riced cauliflower.

Betterer Foods created RightRice: a dry, shelf-stable grain made from rice and vegetables, including lentils, chickpeas, and green peas. RightRice has more than double the protein, five times the fiber, and 40 percent fewer net carbs than traditional rice. But the product still tastes and looks like rice, and is faster and easier to cook.

RightRice founder Keith Belling, the founder and former CEO of popchips, asked IDEO to design a brand that would communicate the product’s benefits. The start-up needed everything from a defined target consumer and brand story to a stand-out package design, website, and go-to-market materials.

The team listened to people's challenges with rice and eating healthfully: home cooks find it difficult to store fresh foods without them going bad, busy professionals are strapped for time when preparing balanced meals, and parents sneak vegetables into dishes like casseroles or mac and cheese. Some consumers say they avoid rice because it’s a carbohydrate, which is forbidden in so many of today’s diets. People describe themselves as “carb phobic” or say they consider rice a “guilty pleasure.” Others don’t eat rice because it makes them feel sluggish or bloated, or is too difficult or time-consuming to prepare. Overall, people wished rice could be healthier, simpler to cook, and still taste delicious.

IDEO translated these insights into a brand foundation that helped RightRice come to life on shelves, online, and in the world. The package messaging emphasizes the vegetable ingredients, and the cut-out window lets consumers see that the product looks like rice. The shape of the window simultaneously forms a bowl of rice and a smile.

Rice is a household staple around the world. The RightRice brand makes it easier for consumers to have health, convenience, and good taste in one accessible product. RightRice launched nationwide in Whole Foods and Amazon in February 2019.

Since this launch, the company has expanded both its reach and product line. RightRice is now available in nearly 5,000 retailers nationwide in addition to Whole Foods and Amazon, including Sprouts, Wegmans, and approximately 1,800 Kroger stores. Over one million bags have been sold.

The company has received numerous awards and acclaim, including being named “Best Plant-Based” by People’s 2019 Food Awards. Building on the success of RightRice, Belling and his team launched RightRice Medley, a blend of RightRice, ancient grains, and vegetables, in 2020. This new product, which features the same branding the company created with IDEO, has doubled the company’s shelf presence at Whole Foods.

After 40 years of rapid development, China's economic growth has reached a critical turning point.

However, looking at the world, today is also the most complex and uncertain era in human history. The traditional engine of economic development is slowing down, while innovation and other emerging ideas are helping the economy burst into dynamism. To ride this trend, China has already put in place comprehensive policies to ensure that the country can achieve this magnificent transformation—not only to maintain economic growth, but also to achieve high-quality development. To this end, what China needs most is a group of new business leaders with a sense of cooperation and innovation to lead and realize this change as a pioneering force.

People of insight can often see the situation clearly with a forward-looking eye. China's society and economy are undergoing transformation and upgrading, and market demands are constantly changing driven by technology. While seeking business development, many mature entrepreneurs with successful experience have realized that they need to explore some of the most essential issues inwardly, including: The original intention and mission of the enterprise and the role that enterprise leaders should play. However, without a systematic approach, transformation and upgrading, strategic decision-making, management mode and cultural construction cannot truly serve the enterprise

As a top institution of higher learning in China, Tsinghua University has always placed an important strategic position on cultivating innovative talents for China. IDEO is the world's leading design and innovation consulting firm. As a pioneer of design thinking, IDEO has always been committed to applying design and innovation capabilities to solve the world's most complex problems. After discovering the need for China's economic and social transformation and the need for innovative leadership by Chinese entrepreneurs, Tsinghua University and IDEO jointly launched the "Leading China" program in 2018. This program is aimed at senior management of Chinese enterprises, and aims to train entrepreneur trainees to use new perspectives and ideas through a one-year innovative leadership course to seek solutions for the systemic changes that need to be achieved in the process of social transformation in China.

The students of the first "Leading China" program came from more than 30 entrepreneurs from 20 different industries. The teachers who participated in the lecture included 73 Chinese and foreign experts including Shan Jixiang, the former dean of the Forbidden City, Masahiro Kuroyama, the father of Japanese industrial design, and Jake Knapp, the inventor of "Design Sprint". As China's first innovative leadership course with design thinking as the core, the project is equipped with "design to open enterprise creativity", "reshape enterprise competitive advantage", "forge innovative business system", "innovate with the help of finance", "embracing Industrial Revolution 4.0" and "Win-win China Created 2030" six modules. The trainees traveled to nine cities in one year, and completed the courses in the interactive teaching of inspiration and the exchange and sharing of practical experience. Many students said that the course not only helped them find the direction and path of enterprise reform, but also improved their way of thinking, strategic planning and leadership models.

Liu Feng, the founder of Top Intelligence, gave an example of the inspiration brought by the six pillars of "vision-led" enterprise reform. Through "vision leadership", he not only sorted out the original intention and values ​​of the company, but also launched a series of measures based on this starting point, which improved the company's various aspects from the telephone customer service process to the organization of the annual meeting, and mobilized the enthusiasm of employees. This greatly improves the company's efficiency and flexibility. Ting Zhihong, chairman of Hongtu Logistics Co., for example, said that the biggest change brought by the course is her awareness of the importance of empowering the team. The company has now built many platforms to give employees more room to play, to create markets, to put decision-making on the front line, and to let employees play the role of company operators. Her company doubled its profits in 2018. Hu Chao, founder and CEO of Leyou Pregnancy and Baby, introduced that what most executive courses learn is knowledge, and what this course learns is people-oriented values ​​and ways of thinking.

The students of the first class of "Leading China" graduated in December 2018. Regarding the course of this year, Wang Jingwei, former assistant dean of the PBC School of Finance, Tsinghua University, commented: "Since the project was launched, we have not only witnessed the true value of design in a business context, but also experienced first-hand the use of people-oriented The difference between the designed executive courses is that the entrepreneurs who participated in the courses quickly entered a state of immersive learning, and many students quickly began to practice the methods they learned in the enterprise.”

On April 8, 2019, the list of winners of the 3rd "Changing the World Innovation Award" was announced, and the "Leading China" project was shortlisted for case nomination, becoming the only Chinese innovation case in the education category. The "Change the World Innovation Award" was announced by Fast Company, one of the world's three major financial and business media organizations.

As one of the world’s leading smartphone manufacturers, the Chinese brand vivo is widely known for its exceptional technological innovation and top-of-the-line photography and gaming hardware. But in an increasingly saturated phone market, vivo understood that it wasn’t enough to lead the pack based solely on technological excellence. To win the hearts of young Chinese consumers, they needed to become a beloved brand.

China consumes roughly 30 percent of the world’s smartphones, presenting a tremendous market opportunity to brands who wish to capture young consumers’ loyalty. In order to achieve that, vivo wanted to design a complete brand experience beyond the devices themselves—one that would express the joyful vivo brand spirit through services and retail experiences. One of their first key initiatives was to build its first concept store in an iconic building in Shenzhen, China.

Before building the concept store, vivo approached IDEO to explore what kind of in-store experience would resonate with young Chinese people. The concept store needed to convey joy in a meaningful, tangible way, while also setting the stage for vivo’s future brand systems. With this in mind, IDEO set out to explore how vivo’s young consumers experience fun.

After conducting research in four different cities, IDEO shared the stories of young Chinese consumers back with the vivo team. Their interviews revealed that young people value experiences that enrich their lives and create a feeling of positive personal transformation. They seek opportunities to expose themselves to new experiences, express themselves in different ways, expand and deepen their social connections, and build knowledge and skills.

Through this understanding of how young Chinese define “enjoyment,” IDEO helped vivo identify the value proposition of the concept store as expressing oneself in new and different ways. The store would allow every visitor to see something unique and find a fresh perspective. The vivo team took that value proposition into a design brief and later built out the space and interactive experiences.

The concept store launched at Shenzhen on March 22, 2019, featuring an upper level dedicated entirely to interactive experiences with photo booths, sound recording, and lighting technology. The engaging, lively and positive atmosphere of the store represents a major milestone in vivo’s transformation from a smartphone maker to a consumer brand.

WATCH: Official launch video provided by vivo.

As China's agriculture moves towards scale and sustainability, helping farmers grow healthier food with resilience is a matter of national economic security and individual livelihoods.

Bayer Crop Science—with its mission to accelerate China's agricultural modernization and benefit Chinese farmers and consumers—has provided high-quality products for millions of growers in China over 18 years. Yet its service relies heavily on multi-layered distributors and retailers across the country. The last mile of Bayer’s product delivery spreads across tens of thousands of highly fragmented retail stores, making the quality of service difficult to monitor and control.

Together with IDEO, Bayer Crop Science aimed to uncover new ways to engage with local farmers and retailers, and develop design concepts for its diverse set of retailers—establishing local relevance as well as the potential to scale nationwide.

With this ambition in mind, a team formed by Bayer Crop Science and IDEO launched into a design sprint in the rice fields of China’s Anhui province. Field research uncovered multiple challenges facing Bayer Crop Science’s retailers. First, each store needed to serve more than one hundred farmers, many of whom rely solely on the store owner to understand how to use the products. Retailers struggled to meet a high daily demand for direct support in a way that provided a positive customer experience.

In turn, farmers felt they had insufficient access to expert advice. While many farmers shared similar needs, there was no system for aggregating requests or arranging group instruction. Given that many rice farmers are illiterate, pre-printed educational pamphlets had limited impact, and retailers lacked tools for providing targeted support. And because the retail stores were also used for storage, little space remained for educational or community programming.

With these constraints in mind, the team needed to come up with ideas and design concepts that could be easily integrated into the daily lives of the retail store owners. The team brainstormed hundreds of concepts and quickly prototyped a select few. One retail store in Dangtu was transformed entirely into a live prototype set. Over three days, more than 50 farmers and retailers came through and provided feedback. From there, the team was able to make daily iterations of the concept, evolving the experience in real-time.

The Bayer team was energized by the potential of these prototypes to enable more customer-centered retail experiences. An exhibition of the concepts was set up during the National Annual Sales Conference of Bayer Crop Science in China, during which a much wider audience from Bayer experienced not only the concepts, but also the immediate feedback from farmers.

One year after the project’s completion, more than half of the design concepts have been included in Bayer's support kit for dealers. In 2019, these concepts will be rolled out in more than 1,000 flagship stores across China.

The work has also accelerated Bayer Crop Science’s efforts to build an ongoing engagement mechanism with its retailers and growers. Its online platform, Bayer Joy Grower, now has more than 10,000 retailers and will be expanded to growers soon.

At IDEO, we like to breathe new life into the mundane with design. In an effort to shape a new paradigm of meeting-dom, here are some of our best resources on making your next conference-room gathering stand out—in a good way.

1. When you want to kick things off with a bang

Stretch! Sketch! Dance! Build in a few minutes for a new opening exercise and you’ll have a team that’s fully present and ready to get down to business.

READ: 6 Ways to Kick Off Creative Meetings

2. When you have a mixed bag of introverts and extroverts

An IDEOer once called the San Francisco space an “extroverted office full of introverts.” If you have a team of folks all across that spectrum, these exercises will strike a balance between team-together-time and solitude.

READ: 5 Brainstorming Exercises for Introverts

3. When you want people to really get to know each other

Whether bringing together a brand new team or sitting down with old colleagues, a jam-packed room can make for an overwhelming and impersonal experience. Ditch the canned icebreakers and try one of these instead—any of these exercises will help reveal your group’s commonalities.

READ: 5 Exercises for Breaking Down Barriers

4. When morale needs a boost

Do any of your meetings have a jingle? Didn’t think so. Reset your whole meeting philosophy with some out-of-the-box tips.

READ: How to Design a Meeting That Doesn’t Suck

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Meetings. Maybe you’re in one right now. (Are you paying attention?) Maybe you have one in ten minutes. (Are you prepared?) We know them well—and we know they’re not usually the highlight of your day. In fact, they can be quite the opposite.

A GAN (Generative Adversarial Network) is a type of AI that pits two neural networks against each other, each one training the other to improve its ability. Unlike other types of AI, GANs don’t just recognize objects—they can create them. GANs borrow a feature from biology and pit two competing neural networks against each other. One network, the “generator,” produces synthetic images, while another network, the “discriminator,” tries to guess whether the images are synthetic or real. The discriminator learns from both synthetic and real images, getting better over time. As it improves, it challenges the generator to produce ever more realistic synthetic images.

During a bite-sized sabbatical from my day job at IDEO CoLab, I dove head first into building and exploring the visual potential of GANs. I learned a lot about the differences between how humans and computers see the world, and how an AI’s output is shaped by the data we provide it. As designers, it’s important for us to understand the limitations of emerging technologies likes GANs—or else we risk creating products that harm, rather than help, humans. Here’s what I created, and what I learned. (Want to learn how to set up your own GAN? Read more here.)

1. Choosing a dataset

GANs can generate convincing fake pictures of almost anything—faces, cats, and even anime characters. How do they do it? It all depends on the dataset. GANs need to be fed a large set of images (think tens of thousands or more) so they can learn patterns. For example, GANs that produce faces learn that they tend to be roughly round, have two eyes, one nose, one mouth, and possibly hair on top. They learn pixel-level patterns, too—the textures that make up skin, eyes, and hair.

The trick with GANs is finding sets of images large enough and diverse enough for a network to pick out patterns. There are plenty out there—like CelebA (hundreds of thousands of celebrity faces) or LSUN (images of scenes like rooms and buildings)—but these are all meant for this kind of research, and training with them tends to illustrate how successful GANs can be.I wanted to do the opposite. What if we try to stretch GANs to their limit, so that we can get a better understanding of how they work? In this case, we’re using images from The Simpsons.

2. Training the GAN

Once I had my dataset of images from the show, it was time to train the GAN. For those familiar with machine learning, read my step-by-step process here. For everyone else, here’s the gist of it: I installed an open-sourced machine learning software called TensorFlow on my computer, which I souped up with a hefty graphics card originally bought for virtual reality and gaming. I then used a series of tools to reformat and resize images from my Simpsons dataset.

I trained the network overnight (sometimes over multiple days) and saved examples of images created by the generator network. The video below documents the learning process of the generator. With time, the images began look more and more like the actual Simpsons.

Scrub through the video to see the network’s progress. At 1:10 (about 13 hours of training), the first outlines of Simpsons eyes appear. At 2:00 (about 23 hours), the color scheme becomes noticeably brighter and figures start to emerge. At 3:00 (about 34 hours), there is less variation as shapes start to solidify and the networks reach some stabilization on what is classified as “real.” At 5:00 (about 57 hours) and beyond, the shapes start to vaguely resemble Simpsons characters, though the result is still too psychedelic and abstract for us to truly classify the images as real Simpsons frames.

3. Making sense of the output

The GAN manages to generate very Simpsons-esque images, but they’re definitely not going to fool the human eye. What’s going on? GANs (and any neural network or machine learning method, for that matter) only learn patterns that are in the training data. As humans, we have a deep and complex understanding of what people and objects should look like, including Simpsons characters and scenes in the show. The GAN, however, doesn’t bring any preexisting knowledge. It has to learn everything from the raw pixel values of the images it sees, and more complex patterns take more examples to learn.

In this case, the GAN easily learns the color palette of The Simpsons and its simple, flat illustration style, and starts to learn the features of each character. With enough training data, it may learn more complex patterns, like complete images of characters, or which characters show up in which settings (like the Simpson family at home, or Mr. Burns at the power plant).

What’s it all mean?

The varied and strange outputs of these networks are a succinct example of both the promise and risks of building products, services, or systems with machine learning inside. They’re seemingly magical, learning from patterns in data without being told what to look for, but they’re also limited by that data. Imagine you came into this world yesterday and had to make sense of it all just from still frames of The Simpsons—how would that inform your thinking?

Biases in training data, intended or not, will be reflected in the output of the network, which, if embedded into a product or service, can codify the bias at an unprecedented scale. As designers, we are uniquely positioned to help with this problem. As Kate Crawford, cofounder of the AI Now Institute has said, the problem is neither a specifically social nor technical problem: It’s a socio-technical problem. Designers have a responsibility to understand the unique role data plays in machine learning, so that we can create networks that equitably serve human needs.

Learn more about training GANs on IDEO Labs. Special thanks to CoLab’s Adam Lukasik for his help wrangling GANs for this post.

Pop quiz: What the heck is a GAN? You might not have heard the term, but you’ve likely seen one in action. From generating images of fake celebrities, to creating training data for self-driving cars, and even recreating suggestive (and weird) nude portraits, GANs are everywhere these days. But what exactly is this bleeding-edge technology, and what can we do with it?

In one sentence, who are you?

I am Vince Kadlubek, CEO and cofounder of Meow Wolf in Santa Fe, New Mexico.

What do you do? How did you learn it?

I am a momentum artist. I have dedicated my life to the study and sculpting of momentum, which primarily entails finding authentic, collaborative understandings and influences with the brilliant people around me.

What does a typical work session look like?

I'm usually dealing with these questions: What is the brightest vision? How do we articulate that vision? What steps are necessary for the most effective articulations? Work sessions are meetings or checking email. Those are the two kinds of work sessions I have these days. Sometimes I get to have creative work sessions, which are really just big meetings with beer and Indian food.

When it came to building something like the House of Eternal Return, we imagined, then found scrap armature materials, started producing structure and skin, utilized a bunch of air drying sculpting medium, and started turning large amounts of the exhibit into plaster forms. Lots of stuff was sculpted around the armature produced by the architects and general contractors, using more standard finish practices like painting.

3 favorite possessions?

Oh gosh. Together, “favorite” and “possession” are kinda an oxymoron for me. All I can think about are non-physical things like my memory, my spirit, and my compassion.

How do you get over creative block?

Collaborate with someone who is not stuck in a creative block.

What was the last item on your to-do list?

The last item on my to-do list was to donate money to Beto O'Rourke. But as for work, my last to-do item was to send our SVP of art direction a copy of a PowerPoint that she can use in an upcoming presentation.

How do you see the world in 2078?

Um... well, warm. And I also see a massive network of interconnected spatial computing, photo-realistic artificial intelligences, the liveable internet, monumental creator tools that result in instant manifestation—essentially, we will have transitioned into the 5th dimension.

What’s your number one bucket list item?

Chilling poolside in the Oia Village in Santorini, Greece with a bottle of Krug Clos d’Ambonnay 1998 and three of my closest friends.

Who are you creative crushin’ on lately?

Young Thug, constantly. It is actually a problem. I have a hard time getting excited for any other musician. And I have recently fallen for food and cocktails, so Grant Achatz from Alinea in Chicago is on my mind a lot. LeBron James is creating a reality that is mind-blowing and way beyond basketball; the world is wrapped in his storytelling. And finally, I am a huge coaster guy and what RMC is doing in the coaster world is unbelievable—Steel Vengeance at Cedar Point has completely flipped the script.

Vince Kadlubek is a visionary. He leans into tension, ruffles feathers, and has spent more than a decade constructing new worlds with the art collective Meow Wolf. In 2016, they transformed an abandoned 20,000-square-foot bowling alley into the House of Eternal Return—an immersive experience full of creativity and curiosities—drawing more than a million people to Santa Fe, New Mexico for a dose of childlike wonder. Now their sights are set on two new activations in Las Vegas and Denver, as they aim to create the modern-day Disneyland. As an immersive experience designer, I’ve been personally inspired by Meow Wolf and the big-thinking and resourcefulness of Vince, the collective's CEO. I was stoked to chat with him about his inspiration and aspirations for the future.

The answer is yes, of course. And when companies don’t fix themselves, we feel it in our products and services. The company has designed something—often a digital thing—that fails to give us what we need, and we walk away cursing the air, wondering if the leaders of the company have ever used the service themselves.

But making things that work for humans isn’t easy. We change every five minutes. How can organizations be confident that what works today will work tomorrow? It’s a lot easier to just slap on a Band-Aid and hope it won’t rip off with the first sudden move.

There are vastly different perspectives out there about how to make change happen and stick, and we’re curious about them all, so this fall, we invited five friends who’ve led major transformation projects at their companies to IDEO’s London studio and for an open conversation.

Here are the top 5 takeaways from our Make Change event:

1. Be a curious leader

“The problem I see in a lot of organizations is they have a lot of great tools but the top leaders don’t use them. If you’re not prepared to do what you’re asking everyone else to do, then why should you expect them to? If you want to understand what’s broken in your company, try entering your own expenses.”

—Mike Bracken (Public Digital), the guy who led digital transformation for the UK government (GDS), a model that’s been replicated in Canada, Argentina, Peru, Australia and the U.S. (and he has a letter from Obama to prove it).

If Mike had one piece of advice for making change happen, it would be this: “Go and sit next to a user when they’re using your service or product. I make sure to do six hours of that every month.”

2. Question accepted behaviors

“If you’re in a self-contained moment as an organization, I’d highly recommend that you build an innovation team that sits on the side and role models something really weird and strange, questioning the accepted behaviors. Having a constant dialogue and exchange with other perspectives is what makes companies competitive. But not a team that sits in the ivory tower. Our innovation team has reinvented itself three times in three years according to what the business needs."

—Anne Pascual, VP of Design at Zalando, Europe’s leading online fashion platform, which delivers to 24 million customers and grew its revenue to around €4.5 billion last year.

Anne's advice? “Think big. We tend to be obsessed with the details, but there’s much bigger opportunities out there.”

3. Don't build an innovation lab

“Innovation is far too important to be outsourced. I’m not a believer in gluing an innovation lab onto the side of your organization. If your culture is not innovative, that’s not going to sustain. You’ve got to fix your culture first if you want to be in this for the long term. It’s got to be everyone’s job when they wake up in the morning. And you then have to create the air cover as a leader for that to happen, which is all about creating a no-blame culture. You can’t innovate as fast as we do without sometimes screwing up. We do it regularly, and when we do, we try to learn from it, but we know it just goes with the territory of being a disruptor.”

—Paul Clarke, Chief Technology Officer at Ocado. After a deal with Kruger in May, Ocado’s market cap blew past Marks & Spencer's—a sign of the tectonic shift happening in retail.

Paul's advice would be this: “Tell the truth about what's broken.”

4. Be a DJ

“A good leader is like a DJ—they play the music that makes people move, but they should accept that people will move in different ways and what’s important is that you move to the same rhythm and move forward.”

—Beatriz Lara Bartolomé, former Chief Innovation Officer of BBVA, and EMEA Advisor Director of Globant, a digitally-native technology services company.

To make change happen, Beatriz would advise you to “ask your teams what they think should be improved.”

5. Launch beacon projects

“Launching a product to market in a short period of time is the best organizational change program—you’re going to learn the most about how the company behaves. We call these projects that have a change agenda 'beacons.' Select them for their ability to help you build a new muscle. If you’re not building a new muscle with every project, you’re wasting an opportunity to learn.”

—Luis Cilimingras, IDEO partner and managing director of our London studio. He leads digital transformation and change projects, including starting an innovation studio called La Victoria Lab that creates new products, services, and experiences for Peru’s emerging middle class.

Luis's best advice: “Keep seeking out inspiration. It’s your job to be inspired.”

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Take a behind-the-scenes look at the event.

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People are always looking for ways to improve themselves. But what about companies? Companies are just collections of people, so it makes sense that they’d build up all kinds of bad habits over time. Shouldn’t our organizations be on a self-improvement regimen, continuously trying to fix what’s broken?

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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.