Looking to understand the role of instant noodles in middle-class Chinese life, the IDEO team conducted in-home research with consumers across a range of life stages and levels of attachment to noodle culture and convenience foods. The first finding was reassuring: Everyone kept instant noodles at home. The category still had a place in middle-class kitchens. But beneath that was a more complicated, emotional story—and an unmet need for convenience and quality to coexist in a single product.

The team discovered that instant noodles are more than just a quick, on-the-go meal; they are a nostalgic comfort food that evokes fond memories. But since their heyday, their role in daily life has evolved. Once a complete meal in itself, instant noodles now often function as a versatile flavor base or culinary accent in other dishes. Because they don’t align with the healthier, higher-quality, and more novel food choices that middle-class consumers aspire to, noodle shops, delivery noodles, or fresh-cooked instant options often win out. Yet, even these alternatives come with trade-offs. Delivered noodles lose texture during transport. Sit-down noodle shops preserve quality but offer limited flavors.  Cooking from scratch meets the bar for both texture and flavor, but requires a significant time investment. As one young mother said, “If I could get the texture of fresh-cooked noodles without turning on the stove, I’d buy that instant noodle for sure.”

The research inspired the creation of a new category, which the team termed “fresh-brewed noodles.” More than just a noodle or broth upgrade, Master Kong’s fresh-brewed noodles would offer the speed of instant noodles with the quality of freshly cooked options, plus flavors not found in traditional noodle shops. The strategic positioning was clear. Executing it by making fresh-brewed noodles mass-producible, affordable, and eventually profitable presented a category-innovation challenge. To get there, IDEO designed a series of dual-track co-creation workshops with the Master Kong team and consumers.

One track focused on prototyping the core product experience: noodles, broth, and toppings. IDEO and Master Kong’s R&D team began by studying the traditional craft of Chinese noodle-making, starting in Shanxi, a region renowned for its noodles. Through successive rounds of prototyping and consumer tasting, the team identified a critical insight: for “fresh-brewed noodles” to be convincing, the innovation had to be centered on the noodles themselves.

Texture alone was not enough. Consumers needed to see a meaningful difference before they tasted the product. IDEO translated this insight into a distinctive noodle profile: irregular, dimensional shapes designed to remain springy, hold sauce and broth, and mimic the resilience of freshly cooked noodles using only hot water. Because this visible shape represented the product’s core value proposition, it became a hero feature on the packaging. The graphic design made a bold visual statement about the noodle form, turning a technical R&D breakthrough into an immediately legible consumer promise: these are not ordinary instant noodles.

A parallel track explored the broader commercial experience: trend-forward and reimagined classic flavor profiles, light yet deeply satisfying broths, carefully selected toppings, and packaging that signals a new level of quality on store shelves. One key insight was that utensils carry meaning. Conventional instant noodles are often associated with disposable plastic forks, while higher-quality noodles are eaten with chopsticks. IDEO translated this cultural cue into the design of the bowl’s lid.

Instead of treating utensils as an afterthought, the team designed a solid, rounded, heat-retaining lid that embeds a pair of small wooden chopsticks. The gesture creates a small ritual of anticipation and reframes the product—not just a convenient instant meal, but a more considered noodle experience. Once opened, the product fulfills that promise with satisfyingly bouncy noodles, a rich liquid broth pouch that replaces the traditional oil-and-powder packet, and a vegetable packet reformulated with more premium whole ingredients.

The first batch of “Te Bie Te” Fresh-Brewed Noodles—Chinese wordplay that emphasizes “special”—launched in August 2025 with three trendy and tried-and-true flavors. Within just three days, sales exceeded 100,000 bowls. Within a week, “Te Bie Te” topped the instant noodle category sales ranking on Douyin, China’s domestic counterpart to TikTok. The outcome was bigger than a product launch—it served as proof that a mature, declining category could be fundamentally reinvented to meet consumers’ real needs. For Master Kong, the project became a North Star and a model for internal category innovation in beverages, ready-to-eat foods, and beyond.

Once a popular, affordable staple, the instant noodle category in China has been declining rapidly due to shifting demographics, rising food delivery options, and increasing customer demand for healthier, more nutritious meals.

‍

According to the World Instant Noodles Association, between 2020 and 2023, China’s instant noodle consumption fell by 4 billion packs.

100,000+

“Te Bie Te” bowls sold in the first 3 days on the market

#1

on Douyin’s instant noodle category ranking within one week of launch

Taylor’s legacy began in 1969 with the founding of Taylor’s College and soon expanded to include Taylor’s University, one of Southeast Asia’s top private universities, as well as many other institutions that serve 35,000 students per year. The family-owned group also operates Taylor’s International Schools, Garden International School, and Nexus International School for students ages 4 to 18. In Kuala Lumpur, Malaysia’s capital city, annual tuition at premium private schools like these ranges from about $10,000 to $25,000 USD. Taylor’s wanted to do something different: provide the same level of academic rigor and immersive learning experiences at one-third the cost.

IDEO began by speaking with over three dozen students, parents, teachers, and experts across the capital to understand what was working, what wasn’t, and what was missing from such moderately priced international schools.

A few themes quickly emerged. Families, students, and teachers were worried about the stability of these new private schools, which tended to have higher-than-normal teacher turnover rates and were plagued by financial instability, negatively impacting talent attraction and retention, as well as student learning. Parents appreciated that the schools offered holistic learning experiences, such as field trips to rural areas, including jungles, but wished they were more consistently part of the curriculum. And now, the looming challenge of AI—how to use it, how to teach it, and how to teach with it—was in the background, a persistent cause for concern. The big unmet need? Reassurance that Taylor’s was thinking long-term and systematically about developing the skills, knowledge, and mindsets that would prepare students for an ever-changing world. Parents wanted a school that measured growth in academic, social, and character terms over generations, not just school semesters.

With these insights in hand, IDEO began developing a design Playbook for Taylor’s new brand—Lexel International Schools. A combination of “lexicon” and “excellence,” Lexel’s mission is “building what lasts, learning for life.”

The schools are centered around three key differentiators: 

• Always Ahead: Lexel schools commit to staying current with the topics and subject matter they teach, as well as the tools they provide to students, parents, and teachers.s.  
  ‍
• Learning That Builds for Life: The schools ensure programmatic, systemic, and consistent learning experiences from Pre-K to Year 11. Interested students can even continue their post-secondary journey in partnership with Taylor’s University and other higher education institutions within the Taylor’s ecosystem.
  
  
• Educators for the Long Run: These schools commit to ongoing investments in professional growth opportunities for teachers and stable learning environments for students.

Four Lexel Literacies—AI, Digital, Financial, and Nutrition—integrated into the Cambridge Curriculum bring the school’s vision and mission to life.

By systematically integrating AI literacy into its spiral education framework, in particular, an approach where major topics are revisited multiple times through a curriculum to build fluency over time, Lexel ensures parents that the school is thinking a decade ahead from Day One, setting the school apart. In addition to enhancing AI fluency, Lexel offers unique end-of-term experiences called Jungles & Junctions.

Combining three important strands of learning—community engagement, nature-based personal and interpersonal development, and career and university exploration—Jungles & Junctions leverages Taylor’s extended educational network and Lexel’s strategic founding campus within the Gamuda Gardens development in Selangor. Surrounded by tropical rainforests, the township’s residential neighborhoods, theme park, and various sports facilities, including an Olympic-length swimming pool, are transformed into an extended Lexel campus, with a GenAI-driven planner to help teachers streamline the organization of class outings. “The Township is Your Campus” became the tagline for this approach.

In September 2025, just months after IDEO’s collaboration ended, Taylor’s began classes at its first Lexel International School. By mid-year, the new school had achieved 115% of its year-one student enrollment target, with significant inbound demand for Year 2 already demonstrating the school’s market resonance.

The modern campus features spacious classrooms, science and technology labs, a library, a multipurpose hall, and a canteen. Annual tuition ranges from about $2,800 USD for pre-K students to about $6,100 USD for secondary students.

Most importantly, by combining Taylor’s deep academic expertise, Gamuda Land’s development prowess, and IDEO’s innovative design Playbook, Lexel brings quality, affordable international education closer to home for Malaysian families. According to one parent, “My daughter looks forward to going to school every day … and has a lot of opportunities to express herself. On a scale of 1 to 10, I give [Lexel] an 11.” Based on the IDEO Playbook, a second flagship campus in the Southern Klang Valley, which is scheduled to open in September 2026, has already exceeded its year-one target enrollment expectations, with plans to continue extending the Lexel network to other parts of Malaysia and the wider Southeast Asian region in the near future.

Malaysia’s private international school sector has grown significantly as parents seek quality English-language education. However, high tuition fees and limited access to reputable schools are continual challenges for those in the emerging middle class.

115%

of Lexel’s student enrollment target reached during the launch year of its first campus
‍

Year 1 enrollment target exceeded

at Lexel's second campus several months ahead of classes commencing

‍

The American news industry has long been a competitive and saturated market. This has only intensified with the emergence of social media outlets and AI-generated news. Even so, SAN’s rigorously unbiased, fact-based reporting style and rich video storytelling had enabled the ambitious startup to rise above the media fray in just three short years.

With a strong foundation to build on, IDEO sought to further differentiate SAN’s cutting-edge news product and build deeper engagement with a wider audience through a new user experience.

‍Collaborating closely, IDEO and SAN began by delving deeply into media consumption habits. They met with early SAN superfans, news consumers who spent hours a day absorbing content from traditional outlets like Fox and USA Today, and those who looked to their Ring doorbell app or Reddit for news. The takeaways? People were tired of clickbait and clunky interfaces. They sought clear, factual news that was easily accessible, with additional context to help them interpret events and understand their significance. They craved more than one perspective on important topics, so stories felt balanced rather than polarized. They also valued having control over how they consumed news, so making it easy to switch between text, video, and audio formats was crucial.

Together, IDEO and SAN created features across SAN’s website and app that put facts, trust, and transparency at the core of the product experience. Fact Cards distill key data points into clear, shareable units, while the Sources feature allows readers to trace information directly back to its original source. To make complex stories easier to grasp, Big Picture insights drill down into why events matter, surfacing underlying themes, historical parallels, differences in reporting, and common ground. The Why This Story Matters section provides readers with clear framing and sets the story within a broader context, while the Timeline illustrates how events unfold over days, months, or even years. An antidote to news polarization, See All Sides presents left, right, and center narratives for key topics side-by-side, and Media Landscape visualizations reveal how coverage varies across outlets. Finally, to ensure SAN fits seamlessly into readers’ daily lives, the redesigned Today Page is organized into three highly scannable sections: Latest News, Top Stories, and SAN Originals. The combined features create a balanced, clear, and non-polarizing news experience, making it easy for readers to delve deeper into the sources of their news.

SAN now delivers a news experience as modern, dynamic, and trustworthy as its journalism. A month after its debut, the SAN app’s page views increased 1,170 percent year over year compared to June 2024, while active users rose 700 percent. Readers also give the updated mobile experience a 4.8 rating on the Apple App Store. “Our team is delivering reporting that’s both deeply factual and accessible,” said Derek Mead, SAN’s Chief Content Officer. “This redesign is pivotal to the direction journalism needs to take and the leadership role Straight Arrow News is taking on as we help guide the news industry into a brighter future.”

SAN built a loyal readership and gained recognition for its unbiased reporting. To expand and stand out from legacy media, SAN  wanted a redesigned user experience that reflected its commitment to fact-based journalism.

1,170%

increase in app page views YoY 

700%

increase in active users

4.8 rating

on the Apple App Store

Sanofi was the first company to supply the polio vaccine worldwide. Because of the global fight against the disease, endemic wild poliovirus transmission is now limited to just two countries. However, attitudes toward vaccines and immunizations have shifted significantly. To ensure a smooth launch of Beyfortus in a time of increased vaccine hesitancy, Sanofi asked IDEO to conduct research across four important and very different healthcare markets: Germany, Spain, China, and the US.

IDEO worked with parents, caregivers, healthcare professionals, and healthcare administrators to identify potential barriers to vaccine adoption and understand the emotional needs of all stakeholders involved in the immunization process. Navigating cultural differences and diverse healthcare environments, the team uncovered a set of insights.

For healthcare professionals, the team discovered there was no one-size-fits-all approach to immunization training across Sanofi’s 20-plus global markets. While consistency of key information was important, trainings needed to be flexible and customizable. This way, regardless of whether the vaccine was administered by midwives, OB-GYNs, nurses, or doctors, they could  confidently discuss the pros and cons across cultural contexts and administer the drug correctly.
‍
For new parents, receiving information about a new immunization immediately after giving birth could be too stressful. But simply leaving pamphlets about Beyfortus in waiting rooms didn't address their real concerns, either. Caregivers needed to engage in conversations earlier in their pregnancies and continue them after leaving the hospital, when they might have additional questions.

IDEO translated these research insights into a highly accessible global communication toolkit that uses simple, straightforward language, metaphors, and illustrations to support informed conversations between healthcare providers and parents before, during, and after a child is born. IDEO then conducted a series of market-fit co-design workshops with representatives of Sanofi’s global immunization business to iterate on the print and digital tools, make them more resonant with regional customers, and ensure compliance with local regulations. IDEO handed the toolkits over for development to support the launch of Beyfortus in January 2024, just in time for RSV season.

Beyfortus saw enormous demand in its first year, demonstrating strong efficacy in real-world applications and achieving blockbuster status as a $1.8 billion therapy. Sanofi’s global launch team credits the patient-centric toolkit with increased requests for communication materials from its regional markets as well as from healthcare and government organizations that have typically been hard to reach, key goals of its global-local launch strategy.

Since its development, Beyfortus has received swift regulatory approval from the US, EU, China, and Japan, with patient demand causing Sanofi to triple its worldwide manufacturing capacity to meet the needs of the 2024-25 RSV season. Ahead of the larger global distribution of Beyfortus, IDEO and Sanofi partnered with equity expert consultants, Fearless Futures, to conduct a DEI review and worked with doctors and nurses who participated in the initial drug launch to make the materials even more accessible, relevant, and successful for 2025 and beyond. To date, six million babies—and counting—have been immunized with Beyfortus.

Worldwide, childhood vaccination hesitancy among parents fluctuates between 25-45%, according to the World Health Organization (WHO), a trend it considers one of the biggest global threats to public health.

85.9%

‍reduction in hospitalizations for infants who received Beyfortus compared to those who did not (2023–24 RSV season)

$1.8B

in first-year sales of Beyfortus

‍

Now let’s say some massive global event comes along and disrupts everything, everywhere, all at once. (Not hard to imagine, is it?)

That’s what leaders at Imaginable Futures faced in 2020. The actions it took in that moment put it ahead of the curve as a new world emerged. The impact was concrete and meaningful, with Imaginable Future’s work inspiring others to fund more than a million dollars’ worth of related initiatives and educational moonshots.

For 40 years, IDEO has helped the world’s leading organizations make the future, sometimes with startling prescience. Our work in strategic futuring has been informed and inspired by our client partnerships, but also by generations of futuring practitioners, to whom we’re indebted.

Now imagine that you're the CEO of a company navigating an uncertain future. Perhaps you already are. You might know your customers today, but you can’t see who they'll be in a decade, or what they’ll need by then. Current industry norms might no longer apply. Today’s buzzy trends will be long forgotten.

How do you make your future?

‍1. Your vision should be an inspiring anchor, not an empty gesture‍

Strategy is action: it’s not about what you say; it’s entirely about what you choose and then do. The future presents seemingly limitless choices for a leader—more the further out you look. Possible futures must be narrowed to probable futures, and from there to preferred futures. And that’s what effective visions of the future bring to life.

A great vision is inspiring and suffused with imagination. But it also enables leaders to focus on the right choices, in service of where they want to go, and to make such choices with confidence.

Not long ago, the CEO of one of the world’s leading consumer electronics companies asked, “If we could do anything in the next five years, what would it be?” Partnering closely with their team, IDEO developed seven visions of the future they could touch today, each of them optimistic, and each of them grounded in rigorous research.

Each of these future worlds provoked ways the company might respond to it: hundreds of ideas and concepts it could potentially bring to its future customers. The CEO chose three to take forward, and you might have even seen a Superbowl ad about one of them.

In another project, we also helped a global athletics brand take a jog in the future by creating a series of immersive "day in the life” stories, complete with billboards for fictional versions of major sporting events.

Creating tangible objects, stories, and experiences that invite you directly into the future is one of the ways we blend imagination and rigor in our work: It makes real the effect of intangible forces, and helps people grasp and distill what's most critical for their own work.

All of that helps move organizations to action.

‍2. Leap beyond the distraction of today's disputes‍

Infinite futures are possible, but not all are likely. Even fewer are desirable. And more often than not, the best futures—the ways we want things to turn out—can only happen as a result of deep collaboration: People need to agree on what matters, and then work toward it.

But getting aligned is hard work. In many organizations, team members are distributed across the world or engaged in work that defies simple distillation or storytelling, so getting on the same page can feel like an insurmountable obstacle. People have different goals and are accountable for different things. Over time, conversations can surface stark differences of opinion. Before long, you’re stuck.

Strategic futuring is helpful here, too. Creating future visions together before deeper strategy work begins is a way to discover what’s desirable and magnetic for everyone.

For example, to unlock a new scale of impact, the global environmental non-profit Conservation International (CI) needed a strategy that could unite its country offices on the African continent. Each had its own priorities, norms, goals, and personalities—a huge source of strength for the organization, but a barrier to scale. To create space for a new approach, CI jumped decades years into the future. Partnering with IDEO, CI experts and teams developed a set of short stories set in the year 2050, exploring future possibilities in sequestration research, satellite monitoring technologies, and more.

That futuring work created a shared language, goal, and frame of reference for the country offices. And the work accelerated the subsequent strategic decision-making and investment. The resulting goal? To expand the protection of grasslands, savannah, and scrublands in a transboundary area across six African countries. It's an effort that's now scaling Conservation International's successful Herding for Health model as a mechanism for partner-driven community climate resilience, targeting the protection of at least 10 million hectares by 2030 in partnership with a continent-wide NGO.

3. Remember: No business or organization is an island‍

To thrive in the future, organizations must also think about all the forces beyond their control—from climate events or cultural changes (both seen and unseen) to the deployment of emerging technologies. And they must even consider the potential effects of forces seemingly unrelated to their line of business. Because they might just matter.

That’s a lot to take in; making sense of it all can feel impossible. And a giant research document might just make it feel worse. Here again, strategic futuring offers a way forward. Rigorous speculation, informed by signals and data, picks out what’s most relevant from the noise—even if it’s unexpected. Distilling that informed speculation into imagined scenarios, and then into concrete experiences, can move leaders to reflect with urgency and clarity, and make choices with confidence.

At IDEO, we sustain an ongoing signal scanning practice, taking notice of what’s shifting across industries and cultures. We blend that informed sense of what’s coming with our client partners’  insights and data to build a rich tapestry of foresight. And then we employ all the crafts of design—from engineering and environments to software development and storytelling—to give life to the visions of the future that result.

When people step into a wide-angle view of what might be coming, they see what’s possible and discover new motivations to act. We used an AI-enabled process we developed to create a pocket viewfinder for D.C. residents to help them visualize the future of their city while standing in their own neighborhood.

Games can take that kind of immersion a level deeper. Recently IDEO helped global enterprise software company Sage investigate how the company might support businesses working to achieve net zero emissions. We designed a choose-your-own adventure story that asked people to play characters navigating business demands in a climate-impacted 2030; it generated empathy for future users, which led to support for the launch of the pioneering Sage Earth platform.

Sometimes, the outputs of strategic futuring work are entirely physical and can take over whole spaces. At the Ellen MacArthur Foundation’s 2023 circular economy summit, we staged a home from the year 2050 populated with the personal items and detritus that might shape our daily lives if access to natural resources were to change, and if environmental regulations were to evolve as a result.

And at COP28 in Dubai, we built three distinct worlds from our collective climate future, traversing continents and culture, economic realities, and societal roles. We invited people to step directly into these futures—into spaces suspended deliberately between reality and possibility.

Do you want to make your future?‍

Strategic futuring is a powerful tool for solving significant, far-reaching business challenges.

You may be a leader striving to distill many levers of change affecting your organization. You may be part of a team that needs to find positive, energized alignment around what to do to set up your next era of growth.

Or you might be a leader determined to understand how your business may be transformed by forces far beyond your influence.

Wherever you are today, strategic futuring can help you make your own tomorrow.

Let’s say your job is to transform the entire landscape of learning and education. For the world.

In that room, we built an "Idea Catcher" wall, where employees could use Post-its to share ideas, questions, and answers with each other and with management.

We knew from previous studies that tough calls have a negative impact on employees for hours afterwards, and that constant monitoring can make call centers tricky places to work. But still, this Post-it showed up on the wall: “There’s positives in each call we take!” The energy that this space created showed us how involving agents in designing their jobs was a meaningful way to learn and grow.

Many of us spend much of our lives at work. We want it to be good and meaningful. But too often, workers don’t have the agency or satisfaction for that to be true. As work is increasingly monitored and automated, it’s critical that we design technology and tools to support workers' well being and sense of purpose. Over the years, we’ve pulled what we’ve learned from various projects into a set of four principles for designing good jobs.

1. Use new tools to encourage a sense of purpose 

Involving employees in creating the tools for their own work provides an opening for them to act on their own values, and reflect on what they like (or don’t like) about their jobs. During the mortgage project, our design team worked with call center agents and homeowners to understand both the “front stage” and the “back stage” of service delivery. For the agents, being able to make a personal connection with the caller was important to their sense of agency—their perception of their own capacity for making change and being creative at work. With that in mind, we prototyped a customer dashboard with a scripted conversation, along with customized cards that prompted agents to infuse their own words and experience into the interaction. Inspired by Brian Eno’s Oblique Strategies, the cards included questions like: “What’s the best advice you’ve ever gotten from someone else on your team?” and “Who is your role model? How would they handle the next call?” The prototypes addressed the tension between scripting and creativity, without burdening agents with additional oversight. Agents appreciated that the prompts recognized and supported their expertise and passion to engage with customers in a professional but personal way.

2. Design for values and emotions

Autonomy and creativity are foundational to high job satisfaction. Technologies like customer dashboards, time and task tracking, and software systems shape how we spend our time at work, what tasks we get to do and how, and fundamentally alter how we feel about and experience work. By designing for people’s values and emotions, new tools and systems have the potential to make work better. But that wasn’t the case when we first started working with a cruise line.

Employees (and also potential customers) thought that booking a vacation felt difficult, and compared the repetitive experience to the movie Groundhog Day. They constantly took their own notes, because the system didn't always log their entries, and had to search online to answer questions about their own services. To fix their frustration, the design team created a new dashboard that aggregated the information they were missing or currently keeping track of with pen and paper. By eliminating redundancy and cognitive load, the dashboard also made agents feel confident and informed—in their own eyes, as well as customers’. This marked a stark contrast to the earlier phase of work, in which agents had to look up the latest products and offerings on the company’s website, which gave them no more specialized knowledge than the customers calling in, deflating their image of themselves as confident service professionals.

The agents’ managers had a different problem: They hated using this tool on a desktop. They preferred to walk around and coach agents face-to-face. It was actually one of their favorite parts of the job. So, the designers moved the tool to a tablet, in order to preserve it.

3. Keep the work ecosystem in mind

Work is a true ecosystem; no worker or technology functions in isolation. Bonnie Nardi and Vicki O'Day, social scientists formerly at AT&T Labs and Xerox PARC, define an information ecology as “a system of people, practices, values, and technologies in a particular local environment.” It’s extremely effective for thinking through how technology can’t be implemented in a vacuum. Instead, technology should be deployed in service of individual and group goals. In the mortgage project, we were also responsible for creating a brand new role that combined service and sales. Since sales roles were mainly based on commission, and service roles on efficiency-based metrics, there was not a lot to incentivize collaboration and a new approach to homeowner relationships. Because agents had a sense of fulfillment that came from growth and financial success based on their personal skills and charisma, which was baked into the compensation structure, it was important that they be comfortable with new metrics and incentives. So, the team designed the new role to encourage long-term customer relationships by increasing base pay and the weight of customer experience metrics, along with more typical efficiency measures like length and volume of calls.

4. Co-create with employees to build trust

Trust is foundational to ethical research and successful design. By working side-by-side with employees to co-create their roles and the impact of technology on their day-to-day work, companies can model openness during times of change. In a project to redesign the patient experience for a new hospital building, the design team identified a key technology in need of innovation: appointment and medication scheduling software. Making custom medications accurately and on time in a hospital environment is crucial, because a small mistake can be fatal, and delays can be painful.

At the time, medications could only be processed in the order in which they were received—not by the level of urgency. For pharmacists, being able to process medications to fit patients’ schedules would improve workflow and ease stress. For patients, it would mean more visibility into upcoming care, and less pressure on families to keep track of medications. The lack of information between departments forced family members to play the role of mediator, communicating vital information in terms they weren’t familiar with. Pharmacists were motivated to provide the best care, but the siloed operating systems that governed appointment and medication schedules created a disconnect. So, the designers created a software refresh that would provide visibility into patients’ schedules, making the pharmacists’ relationship to the software more mutual and rewarding. They no longer felt they were missing the information they needed to do their jobs well. The ability to have a more holistic view into a treatment and current state of health also allowed them to better connect with the patients, one of the most meaningful parts of their job.

Designing for job satisfaction isn’t just a nice to have; not only is it the right thing to do, it leads to increased performance and lower attrition, and employees that are better able to deliver high-quality services to customers.

Rethinking roles, or how new technologies might affect jobs at your company? Get in touch to hear how IDEO can help.

A few years ago, when I was working on a project to help a mortgage company improve the work experience at its call centers, we created a living-room-like space we called "The Oasis," a live prototype of a space to take a break and reflect between calls.

These are also the kinds of spaces where AI is appearing in the form of new tools and personal assistants. But having AI show up on platforms Gen Z considers safe spaces can be problematic.

In the first phase of our research testing the edges of AI products with a group of Gen Zs, they laid out three principles to help guide us in our designs: Skip the engineered reality; elevate human intuition and empathy; and build in transparency. This time around, we made those principles tangible, by prototyping various expressions of AI personal assistants, and asking our Gen Z partners to test them out in the context of their own lives. 

We were also testing a hypothesis of our own, based on our work with this cohort: For users to feel they have the freedom to play and engage with AI, we first need to design a strong foundation of psychological safety. We believe that’s key to unlocking social AI experiences that Gen Z will truly want to use.

‍

Prototyping Road Trips

Because we’re working with Gen Zs, we created a prototype to help with a real part of their lives—planning a weekend trip with their friends in a group chat. In one version, an AI personality acted as a concierge, pulling together activities and itineraries in a way that was transparent and obvious to everyone in the group. In the other, the AI personality acted as an agent, operating in the background on the user’s behalf, hidden from the group’s view. The agent still pulled travel details together, but only one user could see them. It could also provide advice beyond logistical support—like how to tactfully respond to a friend if there’s a disagreement about which activities to prioritize.

When our Gen Z participants interacted with the Concierge and Agent, they were excited by the idea that AI can unlock more joyful social experiences, but they also voiced deep concerns about privacy, safety, and consent. Our participants reported that AI feels much more invasive than other technologies—more powerful, and with a greater ability to cause harm. 

“Having your whole schedule, characteristics, how you live your life—that being stored and potentially sold is a lot more damaging and scary than simply what you’re searching or sites you’re visiting, which is what we experience today,” one high school student said.

‍

Taking a bigger leap

We took these insights back to our team, and worked together to weave them into prototypes of new tools for Gen Z group chats. But we wanted to move past incremental change. AI enables new possibilities that haven’t existed before, so it’s important that we take bigger leaps. Instead of creating a souped-up version of the prototype we’d already made with our Concierge and Agent, we brought together perspectives from across IDEO—game designers, toy inventors, play experts, Gen Zs, researchers, and a magician—to imagine and build visions for totally new experiences.

Together, we came up with a concept called AI Playground, a discrete space contained within the group chat that helps make clear what information the AI can see and what its capabilities are. We also made AI Playground opt-in only; no one would see it by default. 

What does that look like? Imagine, you’re planning a weekend trip with your friends, and you can conjure your AI assistant into the group chat for a specific task— like generating a curated playlist or building a dynamic itinerary, unique to your friends and to this particular outing. Because there is a clear boundary between the Playground and the group chat, users don’t have to worry that their AI assistant can access everything that they say—it’s up to them what they choose to share. And because all users had to opt-in to join the space, they can feel more comfortable playing around and being themselves—generating GIFs to share an inside joke, creating music to match their mood, and more. Our goal was to enhance their play and increase their agency without intruding on their personal conversations.

A Safe Space to Play 

AI Playground is an example of an alternative way we could integrate AI personal assistants in group use cases, one that sets the conditions for trust and play.  As we learned in our research with Gen Zs, their friendship and relationship development is a key part of who they are, and they are highly sensitive to technologies that interfere with these bonds. By building safer AI experiences across all spaces and domains, we can unlock a better AI-enabled future for everyone. For more windows into AI prototyping focused on mental health, and how AI might revolutionize the ways Gen Z is preparing for their careers, subscribe to the IDEO newsletter.

Parts of the images in this article were created/altered using generative AI.

Many of Gen Z’s friendships and much of their relationship development happens online—on social media, online gaming platforms, and in community spaces and group chats.

If you missed the first installment of our Gen Z + Gen AI prototyping series, you can catch up here.

“I could see myself starting up a business someday,” one high-school senior told us. “So say I wanted to make visuals, or ads for that—I'll want to have an AI guide me through the creative process.”

To find out what that really means in practice, we prototyped a set of creative AI tools and asked a cohort of young people between 13 and 24 to test them in their own work and lives. 

AI Creator vs. AI Collaborator

We built two contrasting prototype experiences to test the breadth of roles, capabilities, and personalities that a creative AI might have. On one end of this spectrum, we have an AI that is designed around speed and efficiency. Its interface is meant to feel highly-optimized to get you the best, most suitable output possible in minimal time.

On the other end, we created a hyper-collaborative creative partner more focused on helping you express your own unique style. This AI can not only create content, but share inspiration—helping Gen Zs discover new styles, see what’s trending, narrow down likes and dislikes, and gain insight into their own personal tastes.

We then customized our prototypes to fit each participant’s life context.

Exploring the values behind our designs 

In testing our range of prototypes, we found that no AI creative tool will work for everyone in every moment. Gen Zs have a wide spectrum of values when it comes to what they want from creative tools—some value speed and efficiency, while others value deeper collaboration and personal expression, and their values may fluctuate as they go from one context to another.

For quick, everyday creative needs—efficiency is key.

We heard from Gen Zs whose lives are extremely busy—from managing social media for multiple school groups to starting and running their own businesses, and keeping up with school, family, and social circles. There isn’t always a lot of time or energy left over for lengthy creative processes. "Social media doesn't feel meaningful to me, only the end goal,” a college freshman told us. “So I love that this AI can help me reach that end goal faster.”

To design for users like this one, the challenge lies in getting to a satisfying creative output faster, in minimum time. The distance between prompt and output should be short, and UX should offer visual templates and clear parameters that help people to create quickly in a well-defined style.

For creators, aspiring professionals, and artists, AI should show up as a more nuanced collaborator—offering tools for inspiration, personal expression, and a greater depth of creative control.

On the flip side, we heard from Gen Zs who aspire to create original and expressive work. "I think the ability to re-edit to make it have a more human touch and connection makes it a good tool. I want a good combination of AI and human—in graphic design at least,” Cole, one of our Gen Z collaborators, told us.

For Gen Zs who value craft and personal expression, the distance between prompt and output needs to be longer. Future collaborative AI interfaces will need to allow for more rounds of feedback, create more opportunities for humans to give direction, and be capable of working with multi-modal inputs—such as reference images, sketches, font files, CAD files, and more. These more collaborative AI experiences should still offer tools for humans to create and customize by hand. The challenge here is not to replace human craft and creativity, but to design interfaces that help AI augment our creativity to deliver output nuanced enough to match the richness of personal expression that Gen Zs want, alongside tools for them to add their unique vibe by hand, too. 

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An AI-enabled creative future 

So what does all this mean for the future of AI? AI experiences themselves should continuously work to establish user intent, and to understand what good means in different moments—does a user need a quick solution, or a creative partner? As a rule, designers should offer multiple options for how their AI shows up in terms of tone, role, capabilities, and suggestions to users, and put in the work to continually listen, discover, and elevate the most relevant options for their audience. 

Creativity is just one of the many spaces where we are listening, discovering, and experimenting with how to prototype future AI experiences; we are also exploring how AI should show up in education, mental health, work, social media, and more. Stay tuned for our next piece, which dives into how Gen Z feels about AI personal assistants entering the group chat.

Parts of the images in this article were created/altered using generative AI.

When we first started exploring the possibilities of creative AI products with a group of Gen Zs, they were clear about what they want: tools that scaffold the creative process, lower the barriers to entry, and connect creative communities.

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.

What skills can help us get the most out of AI? When we approach AI in a human way, with people at the center, it can be a powerful tool that augments how we work. As AI becomes more and more widespread across industries, it’s critical to learn the skills to harness and collaborate with AI in a way that is humanistic, ethical, and impactful.

Great products and services are driven by great product strategy. But too often we get stuck in the strategy part of product strategy, failing to get tangible enough to make insight-driven decisions about our roadmaps. In this episode of the Creative Confidence Podcast, we speak with YC Sun, Design Director at IDEO. He shares common challenges for leaders when it comes to product strategy, the keys to building great product strategy, tips and tools for getting tangible with your product strategy, and how to navigate decision trade offs.

We all want to be great managers. But when it comes to actually working with and leading young people, there’s no clear strategy or playbook for success. Too often it feels like we’re having to decide between two extremes: enforce high standards and risk pushing our mentees away, or take a more gentle approach and withhold criticism, therefore missing out on critical learning moments. Often the end result can be intergenerational misunderstanding.

Most of us recognize why curiosity is important. Few of us know how to practice and unleash its full potential. But when leaders embrace curiosity, it becomes a catalyst for transformation, helping leaders challenge their assumptions, connect with people, and build cultures where everyone feels like they matter.