To bring students healthy food at school, San Francisco Unified School District had already hired Revolution Foods, a caterer that serves some of the highest-nutrition meals in the nation. But when the lunch bell rang, 72 percent of those who could afford lunch weren’t showing up; students didn’t want to wait in the long lines or rush to finish, so they headed off-campus to eat.

Working alongside more than 1,300 students, parents, union leaders, nutrition staff, board commissioners, principals, teachers, and community groups, IDEO and SFUSD redesigned school lunch. Together, they developed recommendations for three age-appropriate dining experiences, from communal eating to student-designed spaces to new technology platforms, and worked to develop a robust business model.

In September 2013, the San Francisco Unified School Board expressed unanimous enthusiasm for IDEO’s work, clearing the path for this new vision of student-centered lunch to take root.

You can learn more about the cafeteria, and hear firsthand from the students, in this immersive, interactive story.

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Steelcase and IDEO have been collaborating for more than 25 years. The relationship has influenced furniture design across a range of environments, from work spaces to hospitals to schools, and has resulted in numerous design awards for iconic pieces like the Node Chair for classrooms and the innovative modern office chair Leap WorkLounge.

At the heart of the relationship lie trust and a spirit of collaboration, said IDEO founder David Kelley, allowing the space for innovation. “It has to be the collaboration between our inherent innovation capabilities and their extraordinary internal knowledge about the market and what they do best,” Kelley said. The way IDEO began working with Steelcase decades ago has influenced the way they continue to work today, involved in all areas of the business, from design and engineering to strategy and marketing.

The first collaboration in 1989 was for a new Steelcase division called Details, and featured desktop products to go along with its already successful line of office furniture. From the beginning, IDEO founder David Kelley and a group of designers were involved in helping Steelcase with decision-making on every level of the new division, from product strategy to hiring and everything in between. The particular blend of strategy, design, and engineering used to help Details become successful actually became the prototype project for the future IDEO, and is the blueprint for how IDEO works today.

What followed were a series of projects in which Steelcase and IDEO explored moving away from the traditional office cubicle toward furniture that was more architectural and open. More than 10 years ago, Steelcase noticed that the way people worked was changing from static work in offices to more fluid environments that were technology-enabled with laptops and mobile phones. This insight led to two collaborations, Room Wizard and media:scape, design efforts that captured this changing landscape by extending intelligent work to be supported by digital products, not just physical ones.

Jim Hackett, former CEO of Steelcase, said that an early brainstorming exercise in IDEO’s Palo Alto studio made him realize the power of a human-centered design approach. “They asked me to come to Palo Alto for a brainstorming exercise, so I went through the literal exercise that IDEO was having clients do at the time,” Hackett said. “As I was cutting foam core on the floor of one of the studios, I was thinking: I would never work the same way again after doing this. Not just designers should work like this, but anybody who is a knowledge worker should work like this.”

The collaboration’s many successes had a profound impact on Steelcase, and on Hackett personally: “I’m so humbled, I can’t even express it. I can’t tell you how many waves of joy come over me when I’m at IDEO. It’s just an extraordinary part of my life.”

Over the years, the two companies have been in nearly daily communication, a practice that has informed the work of both. While Hackett brought Steelcase’s perspective of corporate boardrooms and running a global company, Kelley and IDEO were working in the most innovative place in the world, saturated in design. Both companies agree that neither would be the same today without the experience gleaned from the other.

Some of the projects include:

RoomWizard
Aiming to connect the convenience of digital technology to physical spaces, the teams designed RoomWizard, a web-accessible touch-screen display that provides the real-time status of shared meeting rooms, simplifying the process of reserving and managing those spaces.

Leap WorkLounge and Ottoman
Building on their earlier work on the Leap Chair, the teams created a work chair with the comfort and style of a classic club chair, a luxury Leap Chair that takes work away from the desk.

i2i Chair
In researching the needs of a growing number of collaborative settings, Steelcase identified an opportunity to combine task and lounge seating. Named for the collaboration it enables, the i2i chair supports a variety of postures, including sideways, reclining, perching, and leaning. Winner of the Spark Gold Award, 2010, and the IDEA Silver Award, 2009.

Amia Chair
Steelcase and IDEO designed a task chair with modern ergonomic capabilities that accommodated a wide range of body types at a lower price point. Winner of the IDEA Bronze Award from IDSA and BusinessWeek, 2009.

media:scape
Steelcase asked IDEO to help evaluate and design a “walk up and connect” experience that merged furniture and technology to help teams access and share information. Designed to look light, open, and inviting, media:scape used a pedestal table with cleverly embedded hardware and interactive technology to foster group work. Winner of the IDEA Bronze award for Office & Productivity, 2011.

Node Chair
IDEO collaborated with Steelcase to design a platform for improving the classroom experience. The final product, dubbed the Node chair, has received praise for promoting student collaboration, allowing educators to reconfigure classrooms to fit different teaching styles, and enabling institutions to save money by making spaces more flexible and accommodating for varied uses. Winner of five design awards.

Watch: A love letter to Node.

A great healthcare experience shouldn’t be a luxury. It should be available to everyone, regardless of who they are, where they live, or what they need.

Planned Parenthood health centers have opened their doors to every woman and man for 100 years with this core conviction, offering services ranging from pap tests, cancer screenings, and breast exams to contraception, treatment for sexually transmitted infections, counseling, and education.

As the healthcare landscape continues to shift, Planned Parenthood is evolving to lead the progress. For the past year, the organization worked side by side with IDEO to rethink and prototype a patient and employee experience that elevates individuals and their health and well-being.

Together, the teams designed a number of patient and employee interactions and corresponding prototypes that address different patient needs: education, personalization, connection, and support for any decision.

Concepts in Development

These concepts are being rolled out across health centers around the country:

Welcoming Waiting Areas
To help set the right tone for patients from the time they enter the door, the teams designed waiting rooms that offer different types of environments for different needs. The Hub is an area that transforms the passive waiting room experience to a greeting area that’s staffed by knowledgeable guides who help orient patients, and quiet nesting spaces for reflection and privacy. Patients can spend time with friends and family in a social, kid-friendly common area, and those who want to get involved to support Planned Parenthood’s mission can learn about health and advocacy information. This modular design toolkit can adapt to the individual buildings, budgets, and community needs of any existing Planned Parenthood health center.

Restorative Recovery Rooms
For women who are recovering from surgical procedures, small thoughtful details have a magnified positive impact. Redesigned recovery rooms have been separated into semi-private spaces, accommodating loved ones who want to join patients after a procedure. Soothing colors and soft, warm fabrics create a comforting environment, and service gestures including cards with words of support and encouragement from staff reinforce Planned Parenthood’s promise. A take-home kit provides clear information about what to expect during recovery and recommendations for follow-up care.

Unifying Employees
Because the heart of Planned Parenthood is its dedicated employees, we developed and launched an engagement and training program that provides staff with the tools and support they need to do their best work. In This Together, an employee engagement training, prepares staff to work with a vastly diverse community, reduce stigma around health choices, and empower patients to take control of their care. It’s based on a clearly defined set of workplace values and service standards, common goals that help employees across the global organization work together to provide top-notch experiences at every location.

Vision for the Future

These concepts are in varying stages of development, with plans to launch coming soon.

Patient-Physician Tool and Educational App
Visit Companion is a prototype for a suite of digital tools that help patients learn about their reproductive health choices and create personalized plans with their clinicians. While they wait, or anytime before a visit, patients can learn the answers to common questions related to their appointment and see side-by-side comparisons of their care options. The app uses familiar language and symbols to describe symptoms and side effects, and it provides a record of what was discussed during the visit as well as reminders for follow-up appointments.

Simplified Medical Forms
For the 2 million-plus patients who visit Planned Parenthood health centers, there’s an opportunity to make appointments more convenient and straightforward. Currently in prototyping stages, Friendly Forms is an easy-to-understand, interactive digital questionnaire written in simple, conversational language that was designed by replicating how Planned Parenthood clinicians speak to their patients. The forms adapt as patients answer questions, giving only the prompts that are relevant. Patients will be able to complete Friendly Forms any time before their appointment, so it’s easier to complete the forms accurately.

Holistic Women’s Health Care
Women who rely on Planned Parenthood for their sexual and reproductive healthcare can benefit from having trusted clinicians guide their care throughout their lifetime. Through the Well Woman Plus program, Planned Parenthood will connect women to trusted providers for care beyond physical exams and birth control consultation. Clinicians will use interactive digital and physical tools to map out lifelong health care milestones and help patients think proactively about their future, from family planning to preventive screenings.

To learn more, go to PlannedParenthoodExperience.org.

Find out more about Planned Parenthood's approach to creativity in this Q&A with executive vice president and chief brand officer Dawn Laguens.

La Victoria Lab (LVL) is a group of designers, anthropologists, architects, and entrepreneurs working on improving the lives of the Peruvian middle class. Founded in 2014, LVL is the Innovation Lab of Intercorp, an economic group of 35 companies spanning banks, malls, cinemas, schools, health care clinics, and more. Intercorp was founded by Carlos Rodríguez-Pastor, one of Peru’s most successful entrepreneurs, employs more than 90,000 people, and accounts for almost 4 percent of the country’s gross domestic product.

Peru is one of South America’s fastest growing economies, with a healthy 6 percent year-on-year growth from 2007 to 2017, on average. That rising economic tide, along with government policy, has created extraordinary social mobility: Between 2005 and 2017, the share of poverty fell from 55% to 22%, of a population of 32 million.

Know The Customer

As Peruvians’ lives have improved, the new middle class's needs and aspirations have changed: They’re entrepreneurial, expect great services, and want the best for their children. That challenge and opportunity led Rodríguez-Pastor to enlist IDEO to bring our empathic approach to the construction of Innova Schools, a new school system, and to redesign Interbank's customer experience"

Success in these two projects bred ambition. Intercorp, Rodríguez-Pastor realized, needed to build two capabilities: a deep, bedrock understanding of the new middle class, and an innovation capability with which his companies could create new products, services, and experiences. “I want a little IDEO,” Rodriguez-Pastor said, and the germ of LVL took root.

A Lab Takes Shape

In early 2014, as contractors broke ground on the Lab, its founders set about hiring an eclectic team from across the globe and undertook their first project: to deeply understand the needs, desires, hopes, and dreams of the emerging middle class.

Three months of ethnographic research was followed by three months of bringing their insights to life. LVL’s team surrounded themselves with mementos of people’s lives: toys, products, ads, as well as video interviews with families, to help Intercorp’s executives literally step into the lives of their prospective customers.

Solutions and Skills

Powered by those insights, La Victoria Lab has brought human-centered problem-solving to a variety of Intercorp’s companies, including new retail ventures, and improving the cinema-going and banking experience.

In 2015, the Lab began scaling its efforts to build innovation capabilities across all of the portfolio companies by using IDEO’s innovation readiness assessment, Creative Difference. Each company received a report of their strengths and improvement areas, and as a result, LVL facilitated workshops and community groups focused on building essential capabilities.

"Creative Difference is the first tool that has allowed my team and the organization to have a precise picture of where we are in the spectrum of doing truly innovative work. Now, we can identify our strengths and areas of improvement, we can develop work plans and actions based on data, and can start to really dig deep into innovation,” says Aurelia Alvarado, Director of Innovation, Innova Schools.

La Victoria Lab’s experiments are catalyzed by Intercorp’s scale, reach, and national ambition. Innova Schools, for example, is now Peru’s biggest private school network (read more about Innova here). And Interbank’s new retail experience rolled out to more than 180 branches nationally.

As LVL matures, its focus is changing, says Hernan Carranza, Chief Innovation Officer, Intercorp. “There's a transition taking place at La Victoria Lab, from a studio undertaking typical design projects, to a platform for impact-led journeys that start at pipeline discovery, defining key performance indicators, all the way to implementation and stewardship."

Just as important as the projects it delivers is the wider intent of LVL. The aim is for IDEO’s role within La Victoria Lab to wane, as Intercorp’s waxes, and the company’s internal Innovation capability and culture strengthen. LVL’s ventures range from mindset-changing initiatives, such as curating Peru's largest innovation festival, to deeply transformative endeavors targeted at reinventing the core value propositions of Intercorp's insurance, drugstores, and medical services. It envisions massive cross-organizational transformation.

“Innovation,” said Rodríguez-Pastor, “is too important to be outsourced.”

Keep up to date with the latest projects from La Victoria Lab: lavictoria.pe

"For the latest developments on our work with Intercorp, head to "The Possibilities Business: An Oral History of Organization Transformation"

First came the jolt of panic, followed by furious digging through my bag, and slapping my pockets, the whole time chanting, “Please say I didn’t forget my phone!” There I was, standing just past the airport security checkpoint on my way to catch my connecting flight home from Japan, totally empty-handed. Bye, phone.

Once I stopped hyperventilating, I had a few hours strapped to an airplane seat to consider the following: What would it feel like to live without a smartphone?

Since I was already stuck without one, I decided to turn my predicament into a personal experiment: one month, no smart devices of any kind. Here’s what those 30 days taught me—and how the experiment made me rethink the way I approach design.

Less might be more

My first observation was that I was suddenly fully engaged with everything—my surroundings, the people around me, even that TV show that I thought I liked, but really just glanced at between text messages. I was pleased to find that conversations suddenly became much more meaningful. When I had my phone in hand, I was always subconsciously waiting for a buzz, and partially disengaged from the people in front of me. And when the buzz happened, I stopped listening to them completely. Without the added distraction, interactions became much more fulfilling.

As an interaction designer, I spend a lot of time creating user-friendly interfaces, but this experience made me wonder exactly how accessible things should be. Now I ask myself, are there elements that are competing with instead of enhancing an experience? Would a user benefit from something just a little less sticky?

Lose the escape hatch

Some of you may remember a time when you couldn’t just text your friend to say that you’re running late or *cough*cough* aren’t feeling well and can’t make it. We’re all guilty of it. The beauty of not having a phone was that it forced me and my flaky friends and family to pre-plan and be on time*. By removing the option to be late or back out, there’s much less to think about besides showing up and enjoying each other’s company.

When we’re designing technology, do we always need a back or undo button? How does that affect outcome and behavior, and can we use it to our advantage? For instance, with questionnaires, how do answers vary if there’s no way to change them?

*side note: Do look up where you are going ahead of time, because no phone = no maps.

It really, truly can wait

At the beginning of the experiment, I had a few phantom limb moments where I went to grab my phone to check tomorrow’s weather, or look up the definition of apocryphal, or text that random gif to a friend. In most situations, my first instinct was to whip out my phone. Not having access to everything forced me to slow my pace, and made my world feel a whole lot smaller, and, in some ways, less overwhelming.

In an era where you can shop for a pair of pants online and have it delivered to you within the hour, are there moments that can be enhanced by building in pause? What can a little friendly friction do to help slow things down to enhance and experience?

Automation isn't always rewarding

There’s no question that the smartphone affords us many conveniences—I’ve undoubtedly plundered every mobile subscription, delivery, and transaction possible. But streamlining every aspect of my life left me longing for those small moments of accomplishment that I used to get from figuring it out on my own. For instance, without access to ridesharing services, I found myself walking or taking public transit everywhere. Great for my lungs, the environment, and my wallet. The same goes for social sharing: Much of the reason we share online, is for the reactions we get in return. And by moving from an asynchronous share to a synchronous share, you’re rewarded by actually seeing someone laugh instead of an emoji reply posted 34 minutes later. Mic drop.

Just because we can automate, doesn’t always mean we should. The unpredictability of human behaviors is what makes the mundane more interesting, after all. How can we integrate these real life moments into the designs we create?

Since the big experiment, I’ve rejoined the flock and am now wielding a shiny, new phone with a notch in it. But I haven’t forgotten the lessons I learned—or how important it is for designers to get out of their comfort zone. And next time I need a little inspiration, I may just leave it at home.

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As an interaction designer, I have a love-hate relationship with my phone. On one hand, my job requires instant access to apps, prototypes, Slack... the list goes on. On the other, tech addiction is real. Even if I might try to ignore the invisible handcuffs that tie me to my phone, I was always reaching for it.

Until, of course, I lost it.

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Moving trucks aren’t always built for convenience. After all, they’re meant for hauling cargo, not a luxurious drive. But they are chock full of packing tape. When I hopped in the front of our mover’s truck to pick up some furniture at the storage unit, I smiled to see this ingenious workaround. A cup holder for your soda pop using a roll of packing tape, secured with—what else—packing tape.

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

The idea came to me on a Saturday in June, before I had told anyone I was pregnant. I was flopped out on a sandy couch with my niece and nephew after a day at the beach, their level of post-sun exhaustion matching my first trimester fatigue. Their mom, my sister-in-law, recognized an opportunity to steal away for a shower, and put on an early 80s episode of Mr. Rogers’ Neighborhood. Both of these kids have been raised mostly screen-free, and their mom was just starting to let them watch what she called “slow TV”: mostly nature documentaries, the occasional Aquanauts episode, and of course, Mr. Rogers.

This particular episode began with Fred Rogers trying to fix a leaky faucet with a new rubber washer. But he didn’t have the right size washer, so he goes to visit a local handyman. Rogers asks some questions about a shovel the handyman is fixing, and then is shown a wide selection of washers, and takes his time picking out one of the correct size. This takes place over the course of roughly 10 minutes, in real time. It’s a prime example of “slow.”

My niece and nephew were transfixed, mouths open. Seeing Mr. Rogers select a piece of kitchen hardware appeared to be the most incredible thing they had ever witnessed.

I want the same thing for my son.

I’m a software designer with a background in web development and computer science. I grew up loving computers and the internet. We had an Apple IIE for as long as I can remember, and my engineer dad taught me BASIC as soon as I could read. My first introduction to the internet was when our family got a CompuServe subscription in 1994. I couldn’t do a whole lot on it, but I’d jump into chat rooms and talk about the X-Files and Monty Python. Technology was always a part of my life.

But when I look back on all this, I realize how lucky it was that I got to grow up in this particular moment of technological disruption. I wasn’t plopped into a world governed by technology—the internet’s control over the world grew right along with my own.

Now, though, I keep reading articles about the ways the internet is changing our brains. Social networking is making us more isolated and risk-averse. The current generation of teens growing up, digital natives all, are the safest and the most depressed yet. And I worry about what it will mean for my child, born into a world moving at the speed of Twitter. This anxiety has become more real and intense every week of the 39 I’ve been pregnant. I assume it will let up sometime in the next three or four decades.

Lately, I’ve been thinking a lot about calm technology—a term coined by Mark Weiser and John Seely Brown of Xerox PARC in a 1995 white paper, researched further and developed into a book by Amber Case. Here are the Cliffs Notes: Calm technology should require the smallest amount of attention possible from the user; it stays at the periphery rather than being center stage; and it should “amplify the best of technology and the best of humanity.” It’s that last one that stuck with me.

I don’t have to be a luddite to protect my child—I can use my skills as a technologist, including basic hardware hacking, to moderate the world I want my child to live in. By creating this TV, I can give him the calm environment I was lucky to grow up in. While he’s small, his TV will be a 30-pound, wood-paneled monster that I found the on the street, with a dial and 12 channels he can flip between—no more, no less—all programmed by me. So far, none of the content goes above a PG-rating, and one channel is all Mr. Rogers, pleasantly chatting with his handyman neighbor, carefully choosing just the right washer.

Eventually, my son will know about Netflix and binge-watching. He will know about YouTube and those bizarre AI-generated children’s shows. He will know about games that have been designed by the best minds of our generation to be more addictive than the cigarettes I hope he’ll avoid when he’s older. He will know about so much more that I can’t begin to predict. But for a while, he’ll be blissfully unaware, able to grow and think and develop at a child’s pace.

I am making a TV for my future son. It’s nearly finished, though I’m still working out a few kinks in the scheduling API, and I need to solder the hardware channel switcher. It’s a side project that’s been simmering for several months now that I plan to release soon—not unlike my baby.

The Design on Aging booklets give entrepreneurs and organizations tools for designing human-centered products and services for older adults. The two publications, Connected Living and Independent Living, explore how design can help older adults stay socially connected and physically mobile as they age. Presented alongside 4 distinct profiles representing the behaviors and mindsets of people over 50 years old at high risk of isolation, the booklets provide practical frameworks and design exercises to help organizations generate impactful solutions.

IDEO developed the Design on Aging booklets with Project Catalyst—a pioneering research collaboration between AARP, UnitedHealthcare, Pfizer, and MedStar Health.

Download the books on Independent Living and Connected Living.

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.