Sealy and IDEO first collaborated in 2008, to rethink the design of its Stearns & Foster line. For years, Sealy, the largest mattress manufacturer in the world, had taken the standard industry approach to selling mattresses and watched market share and sales flatten; it knew something had to change. Stearns & Foster evolved from a single product design into a keystone for transforming the organization.

IDEO helped Sealy use actionable consumer insights to develop a scalable design methodology and new brand principles, which it applied to product design, operational and manufacturing decision-making processes, and sales and marketing strategy. This “brand-to-product” framework was subsequently used for three separate and consecutive product launches—Stearns & Foster, Embody, and Posturepedic—resulting in an overhaul of 85 percent of Sealy’s mattress portfolio.

Tempur-Pedic was already working with IDEO on a new mattress design when it acquired Sealy in 2013. It was also interested in how design thinking and human-centered design could improve its business. Once solely focused on the technological elements of designing a mattress, together with IDEO, Tempur-Pedic redesigned the outer shells of its mattresses to reflect the quality on the inside. This design change led to the company to look at new ways to infuse design into their products.

“The initial project was to design the mattress,” said Thomas Overthun, associate partner and design director at IDEO. “But the second project was to create a whole design language from the mattress out to what it meant for any other product, from pillows to blankets and other accessories. It eventually became bigger than just the mattress.”

Working on the Tempur-Pedic/Sealy relationship has been gratifying, said IDEO partner and design director Michael Hendrix, because although home goods can be thought of as simply products, nothing could be further from the truth. IDEO and Tempur-Pedic/Sealy changed the course of the mattress company's business through the transformative power of designing where, and ultimately how, people sleep. And in the process, the organization itself changed as well, moving siloed departments to cross-functional teams, with the brand division central to their cooperation, which led to consistent and aligned decisions across the board.

Some of the projects include:

Stearns & Foster Luxury Mattress
Sealy teamed up with IDEO to develop a design language for Stearns & Foster mattresses that would reestablish what the brand stood for. Through redefining brand principles and rounds of prototypes that focused on evocative details, the new Stearns and Foster mattress was the highest rated in Sealy’s portfolio since it started keeping records, and initial retailer orders were three times what management projected.

Next-Generation Posturepedic
An icon in the mattress industry was brought into the 21st century by developing a new product that delivered on the long-running promise of the brand. Together, IDEO and Sealy designed a product that focused on holistic back health. In its earnings report, the company said US bedding sales for the quarter were up 10.6 percent, to $253.4 million, a figure driven by the new product line’s introduction. According to Sealy’s Q3 earnings report, the Posturepedic launch represented the largest and fastest rollout in the company’s history.

Embody by Sealy
The project began by defining the market opportunities for all-foam beds, and ended with the modern, streamlined Embody mattress as well as a simplified design language, free of industry jargon, to help retailers talk about the mattress to customers. “Sealy collaborated with IDEO to create an approachable and attractive mattress that delivers the simple, healthy rest consumers want with a selling story they can easily understand,” said Jodi Allen, Sealy’s Chief Marketing Officer.

Tempur-Pedic Sleep System
Best known for the revolutionary, NASA-proven Tempur material inside its mattresses, Tempur wanted to transform the exterior of its mattresses to match the caliber of innovation inside. Together with IDEO, Tempur created a new sleep system, including an easily removable and washable fabric mattress cover. “Tempur-Pedic was born of innovation, but we were never a design-driven company until we worked with IDEO,” said Patrice Varni, senior vice president of brand marketing, Tempur Sealy North America, LLC. “Seeing consumer need in a new way through IDEO’s eyes has transformed us. Our product design, our creative psyche, our brand are all fundamentally changed by this sharper focus. This collaboration has given us all a renewed sense of pride.”

The challenge of how we’ll feed the exploding world population in the future—in a sustainable, cost-effective, and environmentally friendly way—is seeding an agricultural revolution in Europe.

In 2012, INFARM founders Erez, Guy Galonska, and Osnat Michaeli found that vertical farms could be a solution to urban self-sufficiency. These farms could allow people to grow vegetables and herbs in small spaces, with no soil and far less water.

An approach that’s captured the imagination of futurists for decades, vertical farming involves growing vegetables and herbs in stacked units or inclined surfaces, within which moisture, light, temperature, and nutrients are monitored, and controlled.

After creating their first vertical farming experiment in their apartment in Berlin, the founders brought together plant scientists and industrial designers to explore and develop vertical farming’s potential.

Since then, the startup has created custom growing systems for clients including Airbnb, Mercedes-Benz, and Weber. Most recently, INFARM installed a vertical farm growing herbs and vegetables at the Berlin branch of German supermarket chain Metro, the fourth-largest retail chain in the world, to sell to the public. It’s been profiled in Wired Germany, Süddeutsche Zeitung, The Guardian, and Zeit.

INFARM collaborated with IDEO to further explore their B2B offer, including concepts for the industrial design of the stackable, modular, climate-controlled units; the interaction design of an accompanying app to monitor and control the units, and its business model.

Urban farmers will sign up for “farming as a service,” comprising the units themselves, as well as a monthly subscription for seeds, cartridges filled with nutrients, and a pH regulator. Because they’re stackable, the modules can be scaled to suit anyone from a home grower to a restaurant chef or supermarket owner. And Erez claims a 1 square meter growing tray can yield four to six mature plants every day, 365 days a year, doubling that of state-of-the-art hydroponic greenhouses.

As well as remotely regulating each unit’s climate, the app will educate growers about new vegetables and herbs, selling packs of complementary seeds, with suggested recipes for them, and cooking instructions. Aiming to promote biodiversity, the firm will sell rare-breed and heirloom seeds too.

The startup has funding from the EU’s European Pioneers fund, and is now looking to secure investment to accelerate software development and ramp up their hardware production capabilities. Quite literally, it's growing its business.

Sesame Workshop is the nonprofit educational group that revolutionized children’s television with the launch of the landmark Sesame Street program in 1969. The show, which has since become a household name, is now watched in more than 150 countries worldwide. The Workshop also creates educational content for new media platforms, and partnered with IDEO to design a line of Sesame Street–themed apps for Apple’s iPhone. The Elmo Calls app, which functions as a utility app for parents and as an entertaining behavioral-development app for kids, is now one of the Top 100 paid iPhone apps in the iTunes store.

The collaboration began with a mutual desire to bring the show’s beloved characters to the iPhone platform—and to do so using a human-centered design approach. Child-development experts, educators, toy and interaction designers, and even the Sesame Street puppeteers weighed in on the design decisions. The team also worked closely with families throughout the project—from initial concepts to early prototyping to the final development—in order to stay focused on how children actually use the iPhone for play. The games were designed accordingly. For example, the team omitted menus from the Sesame Street apps to keep the experiences simple, playful, and fun for a young child. And each game features exclusive new Sesame Street videos, allowing players to enjoy “lean back” moments along with interactive ones.

The resulting iPhone applications let children engage with the favorite Sesame Street characters in a whole new way. Kids touch, shake, swipe, and tilt their way through original games featuring Elmo, Grover, Bert, Rosita, and the Count.

The titles, all of which are available from iTunes, include:

• Elmo Calls: Engages 2- to 5-year-olds in listening-skills practice and active participation during everyday situations.
• Elmo’s Monster Maker: Allows kids to create unique monster friends that dance and play with Elmo.
• Sesame Street Video Maker: Lets kids star in their own music videos, mashing recordings of themselves with popular Sesame music videos and adding their own stamps and special effects.
• Sesame Street Makes Music: Helps kids explore an array of instruments as they contribute to new renditions of classic preschool tunes with their Sesame friends.

How do you know when you’re successful in your work? You can check off a list of technical skills and expertise you bring to the table. You can use a career development rubric to make sure you’re hitting the right goals. But often, it’s your behaviors—the intangibles that are the most difficult to articulate—that make the most impact. Things like your ability to stay optimistic or your willingness to adapt when there’s no roadmap.

Because of the nature of our work at IDEO, these intangibles are a big part of what defines the experience of working at the company. So in 2012, a global team of designers from our U.S., Europe, and Asia offices came together to codify these values and behaviors as part of a larger effort to evolve IDEO’s career development platform. More often than not, when IDEOers hit road bumps in their career, it was not about what they were doing, but how they were doing it.

The team agreed that, in addition to identifying the technical requirements needed to progress through one’s career, it was just as crucial to give IDEOers the tools they need to navigate the complex culture. So they captured the values they believed were foundational to the culture and most strongly shared across the IDEO community, and put them to paper in The Little Book of IDEO. The title is meant to reflect its purpose for readers—a handbook that’s compact, useful, and free of any corporate jargon.

For IDEO-ers, this red cloth-bound guide provides a shared lexicon around both the hard and soft skills we need to succeed. It describes things like why IDEO is so loosely structured, where it comes from, and where it’s headed.

Most importantly, the book identifies the organization’s seven core values. These are by design specific, actionable, and integral to the kind of work we do and the environment in which we do it, going beyond common sense and general ethical practice. The intention: to foster meaningful conversations within the community about life at IDEO, and how to achieve success along the way. With each succinct expression comes a deeper explanation of why it matters, and how it shapes our experience at IDEO.

Over the years, the book has been roundly embraced by the IDEO community as an honest articulation of who we are, as opposed to what we aspire to be, and what we appreciate most about working together. When IDEOers first got their hands on it, a movement took shape to create videos that bring each of the core values to life. To depict the value of "Embracing Ambiguity," for example, New York-based designers built a makeshift cardboard rowboat, and while simulating a storm, navigated their way through uncharted territory with teamwork and optimism. San Francisco produced a Jacques Cousteau inspired look at the lifestyle and behaviors of designers in their natural collaborative habitat.

Through the process of making the videos, IDEOers came together to reflect on each of the values, talking through what resonated and what didn’t. It gave them a sense of ownership, and a platform through which to share their interpretations.

A Global Conversation

IDEO has a global presence—offices in two countries in Europe, two countries in Asia, and multiple locations across the U.S. As an organization that embraces a human-centered culture, it felt important to learn if the values resonated with the IDEO community in all of these locations, especially in a country like China, whose working culture is so different from the west. We saw the authenticity and resonance of the values as essential for attracting, motivating, and retaining local talent.

So how did The Little Book of IDEO land in Shanghai? Exploring this question would illuminate insights into how our own clients are often challenged to keep their company culture resonant within the global landscape.

A team of IDEOers in our Shanghai office took on the challenge of exploring the meaning behind each of the values. They were surprised with what they discovered—that despite the firm’s Western origins, locals felt largely connected to the values. It even helped to further solidify their identity as a community, even if it may have been in tension with local working culture, because it was rooted in a set of shared beliefs.

In some instances, the Shanghai team built on the existing values in order to refine the meaning for the local context. For example, the core value "Be Optimistic" rings true, but could sound naive when translated directly to Chinese, implying "rose-tinted glasses.” So in the Mandarin edition, an extra phrase was added to convey the measuredness we mean when we talk about optimism at IDEO. The lesson here: The treatment of something as fundamental and nuanced as our values requires authenticity and emotional connection, and therefore more of a transcreation process than straight translation.

Lasting Power

As an organization, we are designed to be flexible. This means we’re always changing—even when it comes to how we are structured—so that we can respond to the kinds of challenges that clients come to us for. In the midst of our constant evolution, The Little Book of IDEO is as resonant today as it was when it was published.

Creativity Challenge #9: Define a problem to work on.

Innovators often face the task of which challenge to focus on, or how to frame a challenge they are given. At IDEO, we use the term “Phase 0” to describe all the activities that take place before the problem is fully defined.

Talking about problems doesn’t necessarily inspire ideas, or energize you to act on them. Nor does wishful thinking. The Dream/Gripe Session helps you translate those discussions into creative thinking challenges you can start to tackle. This tool was adapted from an exercise in the Design Thinking for Educators Toolkit, developed by IDEO in partnership with Riverdale Country School.

Tool: The Dream/Gripe Session
Participants: Pairs in groups of any size
Time: 15-30 minutes
Supplies: Pen and paper

Instructions

Step 1: Decide on a topic for discussion. The dreams and gripes may relate to internal matters like the culture of the organization or external ones like interactions with customers.

Step 2: Pair up with another person and select one person to go first (Partner 1).

Step 3: Partner 1 airs their dreams and gripes for five to seven minutes, while Partner 2 listens and takes notes.

For example:

DREAM: “I wish we could get our customers to read the instructions.”
GRIPE: “It’s so noisy around here that I have trouble concentrating.”

Step 4: Partner 2 reframes the dreams and gripes into open-ended questions that make for good innovation challenges. We usually start with the phrase “How might we...?” A good “How Might We” question should not be so narrow that it suggests a solution (even if it’s a good idea). Initially, you're just trying to capture the problem, not jump to possible solutions. It should also not be so broad that it stymies the flow of ideas (rather than generates them). A good “How Might We” question should allow someone to easily come up with 10 different ideas.

Partner 2 should aim for three to five well-framed innovation challenges and share them with Partner 1.

For example:

GRIPE: It’s so noisy around here I have trouble concentrating.
Challenge that’s too similar: How might we reduce noise so you don’t have trouble focusing?
Challenge that’s too narrow: How might we create more private offices so employees can concentrate better?
Challenge that’s too broad: How might we help people focus?
Challenge that’s just right: How might we design the space to accommodate a range of working styles?

DREAM: I wish our staff got their expense reports in on time.
Challenge that’s too similar: How might we get people to be more timely with their expense reporting?
Challenge that’s too narrow: How might we use a smartphone app to speed expense reporting?
Challenge that’s too broad: How might we get people to have more respect for deadlines?
Challenge that's just right (with empathy for the employee): How might we simplify the expense reporting process so that people can complete it more quickly?

Step 5: Switch roles and have Partner 2 air dreams and gripes while Partner 1 listens and then offers “How Might We” innovation challenges.

Step 6 (optional): If you are doing this in a group setting, compare lists of all of the innovation challenges across the pairs. Look for patterns, themes, and common issues. This should help focus the discussion and suggest an opportunity for what innovation challenge to take on next.

This post was taken from Chapter 7 of Creative Confidence. Purchase the book for more on how to use creativity to solve problems, or read more from this series of creative exercises on the IDEO blog.

Everyone is creative. This belief runs through everything we do at IDEO, and in 2013, it led my brother David and me to write a book that would help others—even those who don’t think of themselves as “creative types”—to unleash their creative potential. Creative Confidence has inspired thousands of people to adopt a creative mindset and apply it to the diverse real-world challenges they face. In this series, we’ll share some exercises from the book that can help you approach your challenges from a new perspective.

It would be decades before design would become widely understood as a practice beyond decorative arts. In fact, the interviewer asked, “How would you define yourself with respect to a decorator?” And Eames replied succinctly: “I wouldn’t.”

It’s rare to find such a concise encapsulation of design’s power and potential, but Eames summed it up with admirable simplicity. There are no boundaries to the problems we face, of course; but there’s also no end to the ingenuity we can bring to bear in our pursuit of solutions.

Framed this way, it’s easy to see why design—as a creative approach to solving problems—is such an effective tool for business. In a highly interconnected world transforming at unparalleled speed, business leaders must attend to an ever widening set of concerns. Threats and opportunities come from unexpected places, and it can be hard to see through the fog. Design helps us navigate that ambiguity. It provides a framework for making decisions, identifying needs, devising solutions, and articulating values.

At IDEO, we know the magic that can result from combining design thinking, business acumen, and the possibilities of new technologies. We see it every day with our clients and teams, and we hear stories from our network of partners and collaborators.

Now, we have a place to share those stories: The IDEO Journal, a new digital publication featuring insights, inspiration, provocations, and lessons from the world of design-led business.

Today we are thrilled to launch this publication on IDEO.com and through a biweekly email newsletter. We begin with four perspectives: Lawrence Abrahamson, Senior Design Director at IDEO New York, shares an insight he had while chatting with a facilities manager for a large real estate corporation—recognizing new ways to unlock value in the work space of the future. Deborah de Vries, Senior Portfolio Director at IDEO San Francisco, shares the four key pillars to building an innovation lab that successfully shepherds its parent organization into the next era of its business. Senior Portfolio Director Hailey Brewer presents a thought exercise on the language we use when we talk about business—and how changing our words might change our outcomes. And Owen Sanderson, a business designer, alongside Maura Cass, a design research lead in our Cambridge studio, share an example of how looking outside your own industry can be the best way to inspire change within it.

Forthcoming stories will include a case for embracing friction when starting a new corporate venture; and an interview with Dawn Laguens, the former Executive Vice President of Planned Parenthood who now sits with us as expert-in-residence at IDEO. We’ll have explorations of creative leadership, digital transformation, entrepreneurship, and much more.

The convergence of design and business has followed a long trajectory from the early business consulting work of Charles and Ray Eames. It would have been hard to imagine in 1969 just how widely design could be applied. Even IDEO co-founder David Kelley, looking back on our firm’s 40 years, remarked: “And to think, when we started I thought we were going to forever be designing plastic parts for Silicon Valley computers and that would be enough to be fulfilled.”

Computers themselves once seemed like one of the most complex and interesting problems design could tackle. Now, of course, the physical components are just an interface for whole realms of experience nobody foresaw. While we can never predict the future, we can equip ourselves to respond to it with creativity and intelligence. By applying design and business—together—to the problems of our time, we expand the boundaries of possible solutions.

In a 1969 interview, the legendary designer Charles Eames was asked, “What are the boundaries of design?” Without skipping a beat, he turned the question around and asked, “What are the boundaries of problems?”

They were right, of course. At IDEO, we’ve seen time and again how environments design can create a more appealing, nimble, and resilient workplace. But we’ve also learned that a more profound change—and higher returns—can come when we look beyond the “hardware” of floor plans and furniture to the “software” of human relationships, activities, and work habits.

We began a series of site visits, meeting with people across different roles and observing how they used their workspaces, from executive offices to call centers. At one location our guide was a “floor manager,” as they called him. Technically, he was responsible for the upkeep of the physical environment, but he quickly revealed himself to be far more than that. He remembered birthdays and anniversaries. He knew when teams had completed a big project and how best to celebrate it. He was also an astute observer of the quirks of human behavior in space, like the routes people paced when they needed privacy on a personal call. He was invaluable for our learning process, and we realized he was invaluable for the bank too. He bridged some of the work of a receptionist, human resources specialist, custodian, and audiovisual tech. Above all, he helped people connect personally to their environment, and in doing so he made it better and their work easier to do.

But, as in so many organizations, his job was in jeopardy. Rather than see the value of his dedicated attention and accumulated cultural knowledge, the bank had decided that it no longer needed a manager for each floor. His role was seen as expendable, and his presence a cost burden. His “hard” tasks could still get done in a more administrative capacity, but the “softer” work would disappear.

This was a moment of insight for us. Amid the inconsistency of changing workplace conditions and mobile employees, this floor manager was a constant for the community. Far from being an unnecessary expense in a lean workplace, he was what allowed a lean workplace to thrive. He embodied its culture and created returns that couldn’t be easily captured on spreadsheets. We started to think of him like the starter in a sourdough recipe—the little bit that carries the unique flavor and texture of the organization forward.

The case of the big bank floor manager is indicative of larger trends that I have seen evolve over the last decade. For many years, facilities professionals, just by doing their jobs, enabled huge returns for their companies. They brought value by modernizing space, boosting technological efficiency, and cutting square footage. But when there is little left to cut, returns must be generated in other ways. In order to unlock new value, the realm of facilities must expand to encompass not only visible details of design and culture, but also less visible organizational factors like strategy, structure, process, incentives, and talent. In turn, the role of the facilities manager evolves from someone who optimizes for today, to someone who helps cultivate tomorrow.

In searching for more ROI, some organizations are choosing to locate their teams in white-label workspaces that offer glossy services and amenities, while alleviating some of the ambiguity inherent in preparing for the future. However, these places can be more like interchangeable hotel rooms than permanent homes. The occupants are connected by proximity, but not by a shared purpose.

At IDEO, we consider that sense of common purpose to be an essential part of the software that makes the workplace—and the organization—thrive. Our challenge is to better program that software—to think not only in one-off designs, but about the broader life and behaviors in an environment. In a project for Planned Parenthood, for example, we suggested shifting the role of receptionist from a stationary processing officer to a responsive guide—someone who could assess patients’ particular needs and help them navigate the space accordingly. The furniture and floor plan changed, too, to improve the patient experience; but it was in the use of human services that the overall design was activated. The people inside would play just as important a role as the walls and furniture. The outcome was both a strengthening of internal culture and relationships, and a more favorable outside perception of the brand as one that foregrounds human relationships. It showed what can happen when we consider people and interactions as part of the design.

In a very different type of project—the redesign of a hedge fund’s trading floor—we similarly looked at the interaction between human activity and physical environment. The client’s hunch was that more portfolio managers talking with each other and exchanging their expertise and research would produce different, better scenarios to trade on. Their teams had been siloed and hierarchical, with minimal interaction between fiefdoms. We quickly realized that while the brief asked for “the trading floor of the future,” we were undertaking a cultural change project. You can’t get people to exchange ideas if they don’t even address each other in passing.

We designed a space that had teams sharing amenities like conference rooms, call booths, and support service stations, and we also left room for spontaneous interactions and conversations away from the desk. The physical environment was enriched by the design of programmatic experiences like learning and development opportunities that brought diverse employee groups together; as well as intentional consideration of teams’ internal language and communication. At first, those at the top of the hierarchy resisted organic interaction with those lower down the ranks. But in the end, the value of cultural cohesion was clear. And data supports the experiential finding: Teams and organizations that collaborate across different functions on a daily basis are 38% more successful than organizations that do not. The best workspaces function like a sliding puzzle: there has to be a little extra to move into, otherwise everyone gets stuck in place. They consider the container as well as the contained.

The two projects were certainly different, but both were emblematic of doing more with less, by focusing on the people in the space. We helped both organizations and their real estate teams steward a shift from merely managing their workspaces to cultivating the activity that goes on inside them. We studied unique human behaviors and then, through testing and prototyping, moved forward with elements tailored to each organization’s culture and its individuals. That process differs from what environments design typically entails. But we know that the software of a workspace still has a lot to give us all, in a way that’s complementary to the pressures many organizations are feeling.

I recently got back in touch with my client at that international bank. She told me they’re now adding floor managers—renamed “experience managers”—to their sites across the globe. That’s a small thing, but it underscored a more profound change in her role developing the bank’s myriad facilities. If before she was a value saver, now she sees the possibilities in being a value creator. Rather than working behind the scenes, she is an active player in her organization’s success. “It’s not just furniture,” she said. “It’s about how employees feel about the way they are spending time. Are they in an environment that supports their flow, their work style, and their work type? What can we do to make their work easier? How can I make them more successful?”

Those are profound questions for any organization, let alone for the professional field of real estate that is shifting from simply building the walls to enabling the activities that happen inside of them. When I think about the future of facilities, I think about all the potential we can unlock by holding the cultural and emotional components of work alongside legacy approaches to productivity and architecture. Our challenge—and our interest—is weaving those parts into a greater whole.

Unless otherwise specified, all statistics came from Creative Difference, a digital tool to assess, guide, and track the development of creative and innovative teams.

Visuals by Marina Muun.

A few years ago, a major international bank approached IDEO and asked our team to rethink their workspaces. They had a new CEO, a new mission statement, and a hunch that the physical design of their facilities could foster behavior changes in the organization.

Analogous research is a form of exploration that takes a team outside of its industry to find inspiration in the ways others have tackled similar challenges. These immersive experiences allow us to move beyond our expertise to see challenges with fresh eyes. In these moments, we build new levels of understanding and empathy that help us unlock aha! moments and generate ideas that we can ultimately bring to our own design challenges.

A few weeks into a project focused on redesigning the patient surgical experience with Newton-Wellesley Hospital (NWH), we saw an opportunity for analogous inspiration. Our client aimed to disrupt its industry by creating a service that focused not just on clinical outcomes but on the entire patient experience–from check-in to check-out. We assembled a team of surgeons, anesthesiologists, nurses, and hospital executives to help us design a better experience for patients. About halfway through the project, it became clear that they needed inspiration from outside the healthcare industry.

So we headed to the airport. Why? Because, like performing surgery, taking to the skies isn’t a simple process. It involves lots of regulation, moving parts, and coordination. While an airline’s mission is to deliver a passenger from A to B, its purpose is to deliver a seamless, customer-centric travel experience. Airlines have invested in products and services to create that kind of experience, but many surgical departments haven’t considered the entire patient journey–beyond what happens clinically under the bright lights of the OR.

We brought the hospital staff to Boston Logan Airport for a morning with JetBlue—an airline known for great customer service. When the docs on our team first caught wind of the trip, they were a bit skeptical. It’s not easy to convince a bunch of highly-trained surgeons to scrub out of the OR and go on a field trip. But they piled into cars and headed to Logan.

We started at check-in. The hospital team was issued mock boarding passes and asked to check-in for their upcoming flights. They had the option of using a kiosk, their phone, or speaking to a real, live person.

Almost immediately the team began to discover parallels between the patient experience and the traveler experience. The surgeons on the team quickly noted how many different pathways there were for customers—options for families, those with disabilities, and frequent fliers. “We only have one option for our patients, but patients aren’t all the same,” one surgeon said.

The lessons continued as we cleared security. The group stopped by the Just Ask counter, JetBlue’s customer service desk. Staffed with friendly crew members, Just Ask is exactly that—a place where customers can ask JetBlue anything. That includes getting directions to the bathroom, finding out the score of the Red Sox game, or asking to rebook a flight. JetBlue crew members are empowered to help passengers—even beyond their standard job descriptions. A pre-op nurse on our team suggested having something similar in the hospital–a place where patients and their loved ones could get the support they need. “I bet it’d be easy to prototype this type of service, and it would help us learn what patients really want,” she said.

The group ended its day at JetBlue’s operations center and crew lounge. Here, the two teams met to discuss the day’s takeaways. “It starts by building a united team,” said the manager of onboard service and hospitality standards at JetBlue. “Sure, we can launch programs like the Blue Cafe to provide complimentary snacks to delayed customers or hand out pilot wings to young travelers. Of course, we do these little things–but what really matters is working together to create a consistent experience across a customer’s travel journey.”

When the NWH team circled up later that week, it was clear something had changed. The team was buzzing. Catalyzed by the analogous field trip, the doctors and nurses were ready to get to work. They mapped out a handful of prototypes to test at the hospital, including a redesigned lobby experience, and a way to engage with patients with different levels of confidence and familiarity with the hospital system.

At IDEO, we treasure these moments of cross-industry learning. Sometimes all it takes is for leaders and frontline workers to get out from beyond their desks and see things from a new perspective.

So, next time you’re feeling stuck, seek inspiration outside of your comfort zone. Consider how others have solved unique but similar problems. It might just be the change in perspective your team needs to recharge and think differently.

At first glance, surgery and airline travel don’t appear to be very similar. But if you dig deeper, you’ll find overlapping themes in the work experiences of surgeons and airline employees—stress, a high-pressure environment, a lot of team coordination. Actually, these industries have a lot to learn from each other. We at IDEO call this analogous research.

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.