The IDEO team quickly discovered that the challenge of designing a Digital@FEMSA super app for tens of millions of customers was matched only by the operational complexity of bringing together different teams that had already created various apps with separate value propositions. Not to mention the 22,000 stores specifically tailored to local communities.

To kick off the project, the IDEO team built on FEMSA’s already deep understanding of its customers by meeting them in their homes and communities. The team discovered that users didn't care about long-term rewards; instead, they wanted everyday help to thrive long-term. Connecting omnichannel rewards to regular spending would allow them to save time and money—something they said was particularly important. Along with market research, insights like these directly informed the app's design, ensuring that it was compatible with users' everyday habits and preferences.

Meanwhile, the project team also worked to ensure the app fit the priorities of the various teams inside Digital@FEMSA, designing a comprehensive process for testing joint value propositions. Together, the team created a new design system, iconography, and set of unifying principles. IDEO also worked closely with the Digital@FEMSA teams to ensure that the app's design was in line with their strategic goals and technical capabilities, and built the app's initial information architecture. They incorporated secure transactions, effortless coupon redemption, personalized offers, and a cohesive loyalty program.

From there, the IDEO and Digital@FEMSA teams quickly transitioned into the design and development phase, producing prototypes of the new app, dubbed Spin Premia. With the help of user testing, they were able to continuously iterate to improve the app's features and functionalities, creating a user experience that was both seamless and intuitive. In just 10 months, they went from a small digital team with an ambitious idea, to a 150+ people product organization and an MVP launched in one region. And thanks to a tight partnership, the teams were able to seamlessly integrate Spin Premia into Digital@FEMSA's existing systems, resulting in a scalable implementation nationwide just a few months later.

The introduction of Spin Premia was a milestone in FEMSA's digital transformation path. Following a true ship and iterate model, just a few months into the project, the company released a smaller, focused version of the app in just one city in Mexico to quickly learn from customer experience before expanding to new regions. Since then, the Spin Premia app has quickly gained popularity, offering a safe and user-friendly platform that millions of Mexican consumers have embraced. It has also allowed FEMSA to broaden its digital portfolio and extend its customer base throughout Mexico, elevating customer satisfaction and fueling business expansion.

13 million Mexicans visit FEMSA’s OXXO convenience stores every day. But the company had ambitions to leverage digital experiences to increase customer engagement.

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To get there, Digital@FEMSA needed to deliver exceptional digital products with the agility to serve an entire population.

4.7 stars

Spin Premia’s app store rating

22.8 million

active Spin Premia program users

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Midscale hotel brands are the fastest-growing hotel segment in the US, attractive to both travelers and hotel owners. But often, their messaging feels repetitive, and travelers have a tough time differentiating between them. With a warm, thoughtfully designed midscale brand, IHG had an enormous opportunity to distinguish itself in a crowded market. 

IHG’s goal was to deliver a guest experience that felt genuinely unique and resonant—and quickly. With costs on the rise, many owners were motivated to turn toward conversion brands, which allow them to refurbish hotels under a new brand rather than invest in construction, a way to grow their portfolio in a tight financing market. Meanwhile, IHG’s competitors were set to introduce new conversion brands of their own. The company was looking for a partner that could work swiftly and iteratively to deliver a distinct brand.

For the IDEO team, the answer lay in communicating the brand’s value, starting with a custom logo rendered by hand. Inspired by vintage sign painting and modernist typography, the team sketched different versions of the letterforms, reviewing them with IHG until they had a set that brought to life the generosity and sense of invitation associated with the hotel’s spaces. They also worked to ensure the wordmark was visually balanced and would translate well across a variety range of scales. From there, they built an expansive brand world, including bespoke navigation icons, a full interior and exterior signage system, and a video to support the Garner launch.

The result is a hotel brand that stands apart in its category for both travelers and owners: thoughtful and well-designed yet affordable. As competition in the midscale segment continues to increase, Garner has been central to IHG’s growth strategy. Launched in the fall of 2023, Garner opened 100 hotels worldwide in just 16 months, making it the fastest-ever IHG brand to scale globally. The brand’s increasing popularity among owners and developers is driven by the growing demand for conversion properties, which accounted for 52% of IHG’s room openings in 2025. Garner plans to continue its rapid expansion with nearly 80 additional hotels in 12 key markets, including the US, Mexico, Italy, and Japan.

Conversions account for 12% of the global hotel pipeline, enabling hotels to switch brands and refurbish, boosting revenue without expensive construction.
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The US midscale hotel segment, valued at $14B, is expected to reach $18B by 2030.

100 new Garner Hotels

in less than 3 years—the fastest-scaling brand in IHG's history

500 Garner Hotels

planned in the next 10 years; 1,000 over the next 20

Alzheimer’s and dementia are notoriously difficult to treat—and scientists estimate that some 50 percent of people who have dementia are undiagnosed. Recognition of symptoms and early intervention are key. Together and IDEO set out to conduct user research to inspire new products that would help patients with cognitive decline take charge of their brain health.

The first priority was to expand the reach of the Moving Together program, which combines group movement exercises with mindfulness techniques, led by a trained group instructor. The IDEO team conducted remote and in-person interviews in Florida, where one in five residents is age 65 and older, and rates of Alzheimer’s and dementia are among the highest in the country. One of the key insights the team discovered was that many older adults didn’t understand how behaviors like smoking, exercise, and diet can be risk factors for cognitive decline. Their input inspired a new design principle for the program: “No naked feedback.” Any time participants received health coaching advice about modifying their lifestyle, they would also be given resources on why and how to do it, so they would have a pathway to boosting their brain health. 

The IDEO team folded insights like this one into the design for four new product offerings, including personalized brain health education, new online community engagement tools, partnership programs, and health coaching services, as well as a new user interface to illustrate them. Along with Together they also developed an implementation roadmap of next steps to bring the new digital product offerings to market, such as hiring a brain health coach and creating a new course curriculum. Now, Together has enrolled 165 people in the Boost Your Brain Health Clinical Trial, which is looking at outcomes such as reduced risk of Alzheimer's and maintenance of cognitive function for the Brain Health Together program. With trial completion in Q3 2024 and product launch in early 2025, growing numbers of people with MCI will have access to this exciting program. Together incorporated almost all of the elements from the IDEO roadmap into the final curriculum, and the team often refers back to insights the team gathered as guiding design principles.

Fighting barriers to diagnosis

With its online program growing, Together wanted to take on an even bigger problem: dementia underdiagnosis. Co-founder Dr. Deborah Barnes had recently developed an algorithm that uses patients’ health records to calculate their risk of undiagnosed dementia, called the electronic health record Risk of Alzheimer's and Dementia Assessment Rule (eRADAR). Together was looking to find creative ways to equip and empower providers to use risk scores like eRADAR in primary care settings.

One piece of the puzzle? Many primary care doctors are unaware that better management of Alzheimer’s disease and dementia can have a positive impact on other chronic health issues—like diabetes, hypertension, and depression. So by encouraging providers to prioritize dementia care, they can help support the overall health of older adults with cognitive decline. The IDEO team recommended a curriculum for continuing education courses for doctors that make that link clear—another step toward increasing dementia diagnosis and improving overall health.

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Better help, sooner

To understand the patient experience, Together and IDEO decided to work directly with patients and caregivers to uncover what was stopping them from asking for dementia screening. The IDEO team quickly learned many patients were afraid of facing a diagnosis that signified a loss of agency and control, especially when they didn’t believe there were good treatment options. Often, they were unaware that there were things they could do to improve their brain health. They needed to know what steps to take after a diagnosis, and who could provide actionable advice. In response, the IDEO team designed a digital activity toolkit and physical booklet to guide patient families through the early stages of a dementia diagnosis, including recognizing the signs and symptoms, having better conversations with their doctor, and getting connected to support groups and programs like Moving Together.

Solving the problem of dementia underdiagnosis involves complex systems-level thinking and designing for the entire health ecosystem of patients, providers, and insurance payers, and solutions for Alzheimer’s and dementia care are still in their infancy. But already, this work is empowering patients and doctors to prioritize brain health and get screened sooner, and Together, which has since been acquired by Linus Health, is still working to move dementia care forward.

Approximately 12-18% of people aged 60 or older live with mild cognitive impairment, while memory loss, Alzheimer's and dementia affect more than 50 million people around the world.

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An estimated 50% of people living with dementia are undiagnosed.

165 enrolled

in the Boost Your Brain Health Clinical Trial

Many companies view culture-building initiatives as nice-to-haves. At Moderna, Mindsets are a business imperative, crucial to its plans to develop breakthrough products quickly.

For companies working on solutions as vital as a COVID-19 vaccine, delays and mistakes don’t just mean missing a product launch date—they’re life-or-death, and on a large scale. Moderna had to ensure that its employees knew how to make the right decisions, evaluate risk, and move quickly—even if they came from organizations with more bureaucracy and less risk tolerance. In 2021, IDEO sat down with longtime Moderna veterans to hear stories about moments that exemplify the company's culture, like the day a critical piece of equipment arrived but was too big to fit through the door. Taking it apart would have added days to their timeline. So employees took sledgehammers to a wall instead. Stories like this one fed into the crafting of the list of Mindsets, such as “Act with urgency: Action today compounds the lives saved tomorrow” and “We behave like owners: The solutions we’re building go beyond any job description.”

To gather feedback, the team shared the draft Mindsets with a diverse set of employees—new hires, veterans, folks already closely aligned with the culture, folks for whom it wasn’t the most natural fit, and a plethora of employee resource groups. CEO Stéphane Bancel and the leadership team took crafting and iterating on the Mindsets very seriously, wordsmithing and tweaking them with the team until they were ready to share them officially. Now, new hires learn about the company’s Mindsets in Moderna ONE, an onboarding process that IDEO helped revamp, while existing employees attend a workshop to ensure everyone at the company knows not only what to do but also how to do it effectively. In a matter of weeks, IDEO helped Moderna codify its culture for employees and set the company up for continued success. Moderna continues to embed these Mindsets across the entire employee lifecycle to systematically scale its culture.

For employees new and old, the clarity of the Mindsets has made it easier to understand expectations and to understand the company itself. Long-term veterans responded with comments like, "These really help explain why we're working this way,” while one newbie said, "It feels like a homecoming to hear the culture that we’re trying to bring through.” But more than just solving a cultural issue, the new Mindsets have fulfilled a business imperative: Holding on to the secret sauce that made Moderna successful to begin with, setting the stage for its next five years of breakthroughs.

When the World Health Organization (WHO) declared the COVID-19 health crisis a pandemic in March of 2020, Moderna had fewer than 1,000 employees. Four years later, it’s more than five times the size.

Ranked #1

BioSpace Best Place to Work, large company in 2024

Ranked #6

Boston Consulting Group’s 50 Most Innovative Report in 2023

Ranked #4

Deloitte’s Technology Fast 500 List in 2023

I took this picture in the San Francisco airport. Airport lounges are shared places where you're invited to make yourself at home temporarily. I love watching how individuals and groups position themselves to take personal ownership of space and make it work for them by creating boundaries and surfaces with whatever is on hand. This heads-up newspaper display system was a clever repurposing of roll-aboard luggage that I hadn't seen before. In one elegant move, this traveler has provided himself with an information screen (the bottom half of a page anyway), hands-free support to read in comfort while eating his cereal, and a clear delineation of personal space and visual privacy.

Thoughtless acts reveal just how natural it is for everyone to design, modify, and rearrange the world to make it work better for them. We draw on that capacity everyday in our quest to create useful products and services for others.

1. Sketch Your Neighbor

Most people default to verbal/analytical mode, so getting people to use their hands and get involved with pen and paper can prove to be a very refreshing gear shift. As the name suggests, Sketch Your Neighbor requires everyone to draw the person next to them. Set a timer for a minute or two and let loose. For the majority of people who claim that they can't draw, this exercise involves a certain amount of vulnerability—and that's the point. If everyone is used to failing in front of each other, the group dynamic is going to be more open, generous, and positive.

2. The Name Game

When you're dealing with strangers, learning everyone's name can be a significant challenge. The improv legends at Second City use a game to get past this. Everyone stands in a circle and takes turns saying their name while making a gesture. Everyone else repeats the name, while copying the gesture. They go around the circle doing the same thing one more time, and then everyone has to do the whole thing from memory. The association of movement with the name is a shortcut to embedding it in long-term memory. That, plus that fact that everyone has made themselves look ridiculous, leads to an open and fun meeting.

3. The Stretch

Sitting hunched in a chair while someone drones on and on feels like going through a slow death. Getting people out of their chairs is a quick way to perk up energy levels and set the stage for collaboration. The Stretch is a very simple exercise: A facilitator asks everyone to stretch their arms up to the ceiling, tilt them to the left and the right, and then shake them out. It takes less than a minute, and allows the meeting leader to take control of the room and wakes people up.

4. Last Word, First Word

One problem with meetings is that we aren't great at listening to each other. This is even more of a problem if people are glued to their phones and laptops. We cribbed this game from Second City, too. Everyone pairs up and has a conversation. The rule is that the first word of your sentence must be the same as the last word of the sentence your partner just said. This requires listening to their entire sentence before beginning to frame your reply. Sadly, for most of us, this is an unusual behavior.

5. The Story Opener

One of the keys to a good creative meeting is to have everyone show up as their whole, human self, rather than their"work self." A quick way to get there to have everyone tell a quick personal story. For example, ask your colleagues to talk about a youthful hobby. If possible, connect the story topic to the purpose of the meeting. Talking about ways to motivate a team? Ask them to tell a story about the moment in their life when they felt most excited. The main benefit comes from having each person tell a story from the heart, which will bond everyone for the rest of the meeting.

6. Dance Lesson

If you're ready for an added level of risk, get people to do rhythmic movement in unison. This requires a charismatic (i.e. shameless) facilitator or a very willing group of participants—or, ideally, both. The facilitator takes the group through a set of dance moves, and then everyone performs them together to music. If you start a meeting like this, nothing that happens afterwards will faze anybody.

Illustrations by Steve Har.

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In the age of Slack, Asana, and other tools for collaboration, in-person meetings are losing ground. It’s true that having a great meeting isn't easy, and too often we fall into dull routines. But it’s also true that real magic can happen when people are face-to-face in a room together. To get people to be fully present and spark creative ideas, try these meeting warmups.

The boozy makeover started with the lid. We wanted opening the bar to be one-handed and easy, and have some dramatic flair, so we added a gas-spring hinge to connect the lid and kettle. Figuring out where and how to attach the hinge, then drilling out a slot, ended up being the hardest and most time-consuming part of the build. Go figure.

Once the gas spring was in, we designed a cooking grate—laser cut out of acrylic and spray painted silver—to accommodate six hand-lettered liquor bottles.

Next, we added a Bluetooth speaker to the inside of the lid for what we called the “Complete Party Effect,” and a push-push latch to make opening and shutting the grill seamless. A few holes in the leg of the grill and—boom!—we had cord management.

We thought we were finished when Chris Gold, mechanical engineer extraordinaire, walked into the Shop. “How can you have a grill wet-bar thingy without glowing embers?” Good point. Ten minutes, a strip of LEDs, and some quick coding later, Chris had made a modern fire. We crinkled some paper to diffuse the lights and give it some texture and we put it under the bottom grate. Embers: check.

But a grill isn’t real grill until it is loved. So this year, we’ll be throwing one hell of a St. Paddy’s Day Happy Hour by queuing up a good Irish jig and giving Webby a proper welcome to the IDEO Chicago family.

Video by Sophie Feng

Special thanks to Annette Ferrara, Party Designer in Chief, for the idea!

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Even though our Midwestern hearts haven’t quite thawed yet, springtime is right around the corner. For too many long, cold months, IDEO Chicago’s Weber Original Kettle grill—that icon of carefree springtime afternoons and a beloved local brand—has been collecting cobwebs in the corner. We thought: What better way to welcome spring than to bust out our beloved grill and transform it into a tricked-out studio wet bar? And just in time. With the start of spring comes everyone's favorite excuse to drink with coworkers: St. Patrick’s Day. (Chicagoans are particularly notorious for celebrating the holiday in style, from our rowdy St. Paddy's Parade to literally dyeing the Chicago River green.)

Name: Tony Browne
Location: London
Role at IDEO: I’m an organizational design director. I help people build modern, purposeful organizations through design, and a more human use of technology.
Joined IDEO: January 2017
Twitter: @misterbrowne
Titillating Fact: I was crowned UK Computer Gaming champion in 1994 and haven’t really given up the joystick in the 20 years since. Approximately 60 percent of our household arguments are over who is allowed on our Playstation—me, or my 5 year old son, Spencer.

1. Corporate Rebels

I mean, just look at them. With their long hair, nonchalant stance, and leather/denim apparel, Joost and Pim have corporate rebellion chic down. But they didn’t start out like that. In fact, they came from a fairly standard finance and consultancy background—until they quit their jobs, and committed to traveling the world in search of “rebellious” organizations.

Their blog has some great case studies about companies that are experimenting with radically different ways of working. Check out their insights into Zappos, Gutmann, and my personal favorite, West Coast tomato processing company Morning Star.

2. The Meaning Conference

Established in 2012, the Meaning conference is an annual UK event for those of us who believe there is more—so much more—to business than making money. It started off as a fairly small, low-key affair, but by 2016 it had grown enormously, attracting leading UK economists, global business leaders, and politicians. I always come away from the event buoyed by conversations with passionate and like-minded people, and excited that meaning and purpose are really starting to be taken seriously in the business world.

Look out for news of the 2017 event (where I’ll be a volunteer).

3. A16Z Podcast

I’m a tiny bit obsessed by all things digital. I love technology, and I love thinking about how it is blowing up business models, transforming organizations, and creating entirely new sectors. The A16Z podcast from venture capitalists Andreessen Horowitz (16 refers to the number of letters between the A and the Z in their names) is the best I’ve found to help keep my thinking current and fresh. There are other podcasts that may be closer to the cutting edge of technology trends, but none that are able to translate it all into usable business insight as well as A16Z does.

In this series, we ask IDEO designers to share the stuff they're digging right now—tools, books, music, sites, people, places—so you, too, can drink from the fount of inspiration bubbling up here. This week's guest star: Tony Browne.

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.