Globally, the European Commission reports, a truckload of textiles heads to landfills or is incinerated every single second.

The fashion industry accounts for some 10 percent of greenhouse gas emissions worldwide.

Less than 1 percent of the materials used to make clothing is recycled, according to a report by the Ellen MacArthur Foundation.

The best way to keep clothes out of a landfill? Don’t make them.

Picture this: Not long ago, it wasn’t unusual for a customer to walk into an H&M store and not be able to find a basic white t-shirt in their size. Why? Like most long-established retail operations, H&M was operating with a push model—placing seasonal bets on what the demand for a given item of clothing might be, locking orders far in advance, and hoping that they were able to sell out. Make a mistake in that kind of model, though, and you can end up with customers unable to find the basics they rely on, or excess inventory you can’t sell. That’s a problem for the business, but for the environment as well—and one that doesn’t fit H&M’s aggressive sustainability goals.

Though H&M had tried to tackle the problem before, the launch of the H&M Group Design Studio, co-created with IDEO, gave the retailer the confidence to go after it again. The team started out by mapping out the complex network of people that make up its supply chain across the globe, meeting with everyone from designers to garment suppliers, logistics managers, and even folks selling the final product in H&M stores. 

They then created an algorithm for more precise ordering, as well as a tool that provides a shared view of information. Instead of placing orders, the new automated flow—dubbed “Cruise Control"—allows staff to work with a demand forecast that gives them more time to focus on customer-centric operations, like providing guidance and inspiration. It also makes it easier for H&M to follow the demands of the market, and place much more accurate bets on what consumers will want, when. Already, H&M has significantly increased sales while cutting excess inventory—a result that improves its bottom line, as well as its environmental impact.

Estimates project that by 2030, global apparel consumption will hit 102 million tons.

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22%

reduction in stock during a pilot program

34%

increase in sales during a pilot program

To foster creative projects that spoke to the needs of local communities and environments, the BSA began to engage its members in collaborative, user-led design. The organization launched its first-ever innovation challenge, putting out a call for all members to pitch their ideas for projects in the built environment.

The BSA expected those pitches to have dollar signs attached. To the organizer’s surprise, only one asked for funding. The rest requested less tangible, but equally meaningful support: advice, connections, specific expertise. Those are resources that the BSA has aplenty, but hadn’t learned how to leverage well.

From that first go at an innovation challenge, the BSA learned how to better support its members. It also learned that to lead with purpose and make strategic choices, one must develop the confidence to say no. Instead of spreading itself thin across many projects, the organization decided to take small steps, focusing on one initiative at a time, so that it can deliver focused impact and stay true to its evolving mission.

With 36% of global energy going to buildings and 8% of global emissions caused by cement alone, the architectural community is inextricably intertwined with both the causes and solutions related to climate change.

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According to a survey conducted by the AIA, the architecture profession in the US is less diverse than the population as a whole. This lack of diversity can contribute to a disconnect between architects and the communities they serve.

31

submissions received from innovators in the Boston region working on equity and sustainability challenges

5

innovation teams invited to pitch ideas

The resources that NYU students needed were organized by administrative department, and buried on disparate websites and calendars. But students don’t think in terms of departments—they just need to know where their classes are.

All of this became patently clear as IDEO shadowed students. Team members visited classrooms, walked with them through their days, and hosted pop-ups in highly trafficked areas to get ideas from passersby. That helped the team develop a common understanding of the overall student journey and grounded employees in the key moments that can either make or break a student’s experience. Visualizing their journey helped departments gain a shared understanding of the fractured communications challenge and develop possible solutions.

To synthesize those insights, we formed cross-functional action learning groups, challenging existing practices at the university and coming up with new ways of working. Participants came from a diverse set of departments, including enrollment management, student affairs, marketing and communications, IT, global inclusion, student services, the provost’s office, digital communications, and more. The cohorts sketched early hypotheses and got feedback from faculty, administrators, and students from all of NYU's undergraduate schools to refine initial concepts.

Collaborating with students gave staff a first-hand look at what students were struggling with and a way to engage students directly in addressing those challenges. Just as importantly, there was an overall culture shift at NYU: Administrators started with questions instead of agendas, came together around a table, and reached beyond their job descriptions to meet the needs of students.

First-year students reported receiving hundreds of paper forms, and email from more than 70 unique senders.

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NYU needed to offer students the right resources at the right time—and collaborate to serve them as a unified administration.

New services

in-production include centralized calendars, dynamic campus mapping, and customized notifications

Design-thinking cohorts

now support the student experience

Diversity alone isn’t enough—in marketing or any other facet of business. Today’s brands must authentically engage with and create the conditions for co-design with existing communities.

That sort of deep, meaningful engagement with customers doesn’t happen over Instagram. It requires a playbook, a prototype, and a healthy amount of trust. So, IDEO worked with Athleta and Gap to tap into the wisdom of a council of women who represent intersectional identities and lived experiences. The council surfaced powerful insights for the brand, like the fact that active women don’t need a brand to empower them—they already feel powerful.

After only a few weeks, Athleta experienced the difference between research and a truly reciprocal relationship. The way their brand engages with communities is adding depth, understanding, and authenticity to Athleta’s content, products, and experiences. And women can feel the difference.

76% of US adults say that the media promotes an unattainable body image for women.

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Fewer than 1 in 10 businesses review for inclusion as part of product design and marketing campaigns.

>2X

user growth in 2022

13,000+

Athleta WellPro well-being providers active on the platform

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In the hacking world, capture the flag (CTF) describes a competition that requires participants to complete challenges that vary in topic (hardware, software, social engineering, cryptography, etc.) and complexity to—you guessed it—capture digital flags. Not only does winning these competitions mean bragging rights and great prizes, it’s also a great way to learn and teach new skills while working with others in the community.

To prepare for the competition, we doubled down on the design thinking process we rely on in our work: We built a multidisciplinary team so we had a wealth of resources on our side, and we relied on rapid prototyping to create tools that helped us solve puzzles. Here are our best tips for getting through a challenge like this one, borrowed and modified from the best practices and processes of design thinking.

Assemble a dream team

CTF challenges are usually designed to push the bounds of competitors’ knowledge and abilities, and this one was no different. When we were preparing, we knew we’d need a team that could handle embedded systems and hardware as well as web and networking. Luckily, between the two of us, we have those covered, but we also teamed up with friends at the conference with specialties in cryptography, wireless hacking, and other skills to round out our abilities.

As we thought about the types of challenges we might face, we broke down the kinds of skills we'd need and assigned them among the team. Once the challenge kicked off, we huddled to share ideas and make sure that none of the teammates got stumped on their pieces of the challenge. Even though assigning roles to work efficiently is really important, you can’t get through a challenge without leaning on one another.

Adopt a beginner’s mindset

When you go into a challenge like this, you often face things you’ve never seen before, like long strings of garbled text that make absolutely no sense at first glance; hardware that is completely new to you; antiquated and obscure software that you need to exploit somehow.

It’s daunting, but it’s not so different from taking on a design challenge. When you rely on the methods and processes of design thinking to find an unknown solution to a complex problem, you don’t know what you’re trying to build until you figure it out. CTFs work much the same way. And to succeed at them, we rely on the same methods we use to create a new product or service, or solve an engineering problem: we adopt a beginner’s mindset. When we start a project, we take significant time researching the client, the industry, and of course, the users. When we sign up for a challenge, we start working to learn as much as we can in advance, thinking about the creators and what kind of challenge they might be looking to hand us. Having little to no idea about what we’ll encounter once the challenge starts, we do our best to prepare.

Build, test, fail… repeat!

Seldom do we participate in a CTF without having to develop custom tools on the fly, like software scripts for cracking cryptography or custom hardware for probing and manipulating physical challenges. Given our time constraints, we have to slap these tools together, focusing on scrappy versions that will last just long enough to help us solve the challenge and find the flag. CTFs tend to last only a couple of days, so time is a valuable resource. It usually doesn’t matter how well a tool is designed, as long as it can be made quickly and help get us closer to the flag.

It’s a strategy straight out of the design thinking playbook. When designers are coming up with a new solution to a problem, we don’t always have time to take one idea from concept to completion. We work on many solutions in tandem, figure out which ideas are going to fail fast, then advance the others forward (or come up with totally new concepts). The tools we develop during hacking CTFs are no different. It’s a cycle of quick development, testing, and processing the feedback in order to inch closer to a solution.

Get out of your head

These challenges are called challenges for a reason. At this point, the two of us have been around the CTF block before—and yet we still get stuck and fail spectacularly.

This time, for example, we ran into an issue with listening to an audio clip that played from our ID badges. We couldn’t make out what was coming out of the tiny speaker, so we started thinking about ways to rip the firmware off the badge and download the file it was playing. That was going to take hours (if not longer), but Rob suggested we just needed a better speaker. We were thinking way too technically—we didn’t need to rip the file, we just needed to hear it better.

By articulating the simplest problem and searching for the simplest solution, we were able to move forward much faster than if we had tried to solve the problem in a much more “correct” way. It’s about knowing when to take a step back and allowing yourself to be curious about other possibilities.

Just like with our other work, failure is part of the process. Sometimes your seemingly perfect solution fails in testing, or your prototype isn’t what a client wanted. You get sent back to sketch out new ideas and start again. After our momentary fiasco with the ID badge speaker, we got the message from the audio file, moved forward to the next challenge, on and on, until we won!

Enjoy sweet, sweet victory

By pulling from our IDEO skills, and with support from some new friends, we ended up winning our first hacking CTF at this competition. We’ve since gone on to compete in other hacking competitions around the country, including winning DarkNet at the notorious DEFCON, thanks to our experience in things like breaking out of handcuffs and having a basic proficiency in Vulcan. (Yes, knowing the fictional language from Stark Trek was an actual part of the competition). Part of the challenge even involved cracking codes to gain access to a secret party—super cool.

If you can’t tell, we’re huge fans of the way CTFs push us to think quickly, pivot fast, and challenge our expectations. And Rob is such a fan that he’ll be heading back to Thotcon this year as an organizer. That's handy for the rest of us, because even though he won’t be sharing any hints as to what’s coming, we already know the way he thinks. We're ready to hit step number two, thinking about the kinds of challenges he might be all too excited to throw at us.

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You’ve infiltrated the other team’s base, found the hidden flag, and are anxiously navigating back to safety in order to score. For many people, this might bring back adolescent memories of playing capture the flag with their neighbors; for the two of us, this was what it felt like to compete in Thotcon, a two-day hacking conference. Instead of running around in someone's backyard, we were gunning for flags over wireless connections, hacking into devices, and deciphering puzzles.

His winding path evolved from leading teams at Facebook, Pinterest, and serving on the American Institute of Graphic Arts (AIGA)'s board to interrogating the systems that shape our reality through fine art and design. I first connected with Brian while creating a public art installation inspired by his work. Sitting down for a chat with him reminded me why art at the edges is key to activating social change and reimagining our future.

In one sentence, who are you?

I’m the guy you root for in the movie who doesn’t actually win in the end, but also doesn’t get eaten by zombies. I’m also an artist and designer who gravitates towards thought-provoking work.

What do you do? How did you learn it?

At the core of my work is deconstructing and reconstructing words, symbols, and objects in order to shift their meaning. I wish I could say how I learned it. I can trace some of it to my roots in the design and communications profession. And by being curious. Well, that and just trying and failing and trying again.

What are your three favorite possessions?

My guillotine cutter, not just because of how useful it is, but also because I got it off Craigslist for a great deal. My studio (technically not a possession because I rent it), but it allows me not just the physical space, but also the mental space to create. And a giant crocheted crab pillow that my mom made when I was a kid, because it’s a crab pillow.

What does a typical work session look like?

It truly depends on what I’m making (or if I’m still in ideation phase). For many of my projects, there’s a significant planning phase where I’m just figuring out what approach to take. Once that’s ready, I start production which can consist of tying thousands of knots, or counting and sorting paper. Sometimes I wish I just did one thing, so my routines were more regular, but the truth is each session is entirely dependent on the project (and lately, the projects have been pretty diverse).

How do you get over creative block?

I shift gears. If I’m struggling with a concept, it doesn’t help to keep focusing on it. Instead, I dig into a different project, take a walk, read a book, get high, anything to get my mind off of the initial project. Once that’s done, the ideas seem to come more easily (though sometimes they come at 4am).

What was the last item on your to do list?

This? My to-do list is never ending in that there’s always too many things to do and never enough time, so items get moved to the next day, and the next. Today, I’ve prepped for and conducted a recording session for one of my projects and followed up on a proposal. After this, I’m sending a list of available pieces to a gallery, setting up tax payments, planning my week, getting groceries, and going to my nephew’s birthday dinner. My life is pretty exciting.

How do you see the world in 2078?

I’m not very optimistic about the future of humanity. Not because I don’t think we’ll survive, we probably will. Us, and cockroaches. I just think that humans have a tendency towards power and wealth at the expense of other humans and the planet. Maybe we’ll have flying cars and nanobots and we’ll live to be 200 years old, but society will still be a pyramid, with the masses supporting the very rich at the top. Sorry, that’s so dismal.

What’s your number one bucket list item?

Right now, number one is to leverage the very tactics that the advertising industry uses, but to help parents raise their children. This isn’t packaging carrots like junk food, but more like Brave New World for good. Yeah, wrap your mind around that.

Who are you creative crushin’ on lately?

So many crushes. Miranda July? Rigo 23? Matt Bonner (creator of the baby Trump balloon)? There are so many, but one who continually inspires me is Ivan Cash. He’s a brilliant creative with the right twist to his ideas around the effects of technology on society. One of his recent projects was to create sunglasses that block out digital displays.

From putting photos of texting drivers on billboards to calling out mass surveillance with tech company t-shirts to sending 1000 journals around the world to connect strangers, Brian Singer (also known as Someguy) lives and breathes provocation.

As a designer at IDEO’s CoLab, I’m always working on the kinds of systemic challenges that no single company—or even industry—can solve alone. And every time we start exploring a new problem, I get really excited. So excited that I’ve challenged myself to do things like go 100 days without sugar, 100 days without meat, and 100 days in heels (to varying degrees of success). So when we decided to explore and prototype goods for the circular economy—which focuses on manufacturing goods with a use beyond their lifecycle—I decided to dive straight in, and cut plastic out of my life for 100 days.

I kicked off my new journey with a shopping spree at T.J. Maxx, picking up all of the cute little glass jars that I could find to replace Tupperware, drug store cosmetic packaging, and other hygiene-related items. But when I hit the checkout counter, I realized that I was snaring myself in an expensive catch-22. The second all of my existing plastics hit the trash, I would be creating more waste. Instead, I enacted a grandfather clause: I used everything in my life that I already had—plastic or not—and barred myself from consuming or buying anything that brought additional plastic into my life.

The first of January 2019 was day one. Everyone was super accommodating about New Year’s resolutions. But the rest of the 99 days put me in some situations that were downright weird. Around March, I started to run out of toiletries and hit a low point where I used a Sharpie as eyeliner for a good week (do NOT recommend). I once had to drink bubble tea out of a bowl, and ransacked my bag until I found a random piece of pipe to use as a straw. It wasn’t all bad, though. Here are six surprising advantages to going without plastic.

1. I went on an accidental diet

Cutting out plastic meant no more junk food, snacks, sugar, to-go drinks, or sodas. I ended up eating more things that come in their own packaging, like avocados, yams, and eggs, and buying whole fish instead of pre-prepped fillets that came in shrink-wrapped plastic.

About five weeks after I started this challenge, I noticed that my skin was clearer, my joints were less inflamed, and the number on the scale had dropped—I felt great. But more importantly, it made me realize how much of the real estate in the modern American supermarket is dedicated to things packaged in plastic, from bagged snacks to most of the cold refrigeration aisles.

2. I needed way fewer products than I thought

After rinsing out my shampoo and soap bottles for their final suds, I turned to the beauty gurus and slapped some coconut oil and baking soda together and called it shampoo. It was totally... just okay. But after a rough couple of weeks, my body adapted and my hair and skin were doing great because all the chemicals had worked their way out of my system. It was surprisingly effective.

3. I saved money

My life was a lot more inconvenient, but also much improved. You know when you justify retail therapy as self care, and you go into Target just to grab some toilet paper only to come out with everything you need to redecorate your living room? Most retail was off limits for me, either because of packaging or material choice. Instead, that money and time went toward things I could experience. Shopping used to be entertainment; buying brought the rush of reward. Even now, post-challenge, it feels strange walking into stores.

4. My trash was compostable

With my new rules, I didn’t make that much garbage—mostly just compost that I stored in the freezer, and my experiment brought me closer to the way that I lived when I was at home. My parents grew up in rural China, growing all their own vegetables, so when Mama and Papa Gong bought a house in the middle of urban Chicago, they put a farm in the backyard. When I go home, I’m reminded just how differently they think about waste. Any organic trash goes right back to the chickens and the soil, and they don’t have any food- or shipping-related packaging to deal with. After a season, all their waste has decayed back into the soil, while plastic in our landfills will sit around for 1,000 years.

5. My social life improved

Small talk makes me uncomfortable, but I had to start talking to strangers to ask them to, say, leave the straw out of my drink (flashback to day two of this challenge when I asked for no straw, and somehow ended up with two). These small interactions always turned into real conversations about plastic and climate change. As a bonus, people also started giving me free stuff, like the brewer who was handing out samples of Bohemian Raspberry in plastic cups, but gave me a half-pint of beer in a commemorative pint glass instead. Conversations get a lot more interesting when your opener is, “Have you considered that you consume a credit card’s worth of microplastics a week?”

6. Every day was a challenge

This experiment threw constant small design challenges my way. Getting groceries and forgetting a tote bag meant cradling too many vegetables while chasing a bell pepper that rolled away in the parking lot, until I stopped and made a quick a sack out of a hoodie. It was a fun daily design exercise, finding little hacks to my plastic puzzle.

Though there were a lot of upsides to this challenge, over the course of the 100 days one thing began to frustrate me. A lot of sustainability design aims to shift consumer behavior. But cutting down on plastic isn’t just an individual responsibility. We may have the choice to buy a glass bottle over a plastic one, but by the time we exercise our buying power, it’s too late. We need smart options for what to do with the products we buy after we’re done with them. That starts with design. And until the corporations that provide us with our purchasing choices and set the tone for how we live our lives get onboard with the circular economy, it’s tough to take it on ourselves. Still, I recommend you try. Unsubscribing from plastic is a pretty big wake up call, and it’s changed the way I live.

If you've already blown your original 2020 New Year's resolution, maybe give this challenge a shot? At the very least it might help you lose weight, clear up your skin, and strengthen your social relationships. Let me know what adventures it takes you on and where creativity strikes because of it. Let your favorite brands know, too, so at the very best, they’re motivated to start making changes upstream and join the circular economy. We’ve definitely left our mark with this material—it’s time to figure out what to do about it.

Illustrations by Jenice Kim

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When you go plastic-free for 100 days, you can expect small life improvements, like more aesthetically-pleasing toiletries, and minor inconveniences, like remembering to carry reusable water bottles everywhere. But there were other things that went way beyond my expectations. For example, an incident in Panama in February where I almost landed in “mall jail” after I tried to refuse a plastic bag with my purchase. (The store used bags to determine who had paid for their goods, and they thought I was trying to steal a pair of shoes.) The challenge took me on weird and wonderful tangents like this one, and really made me consider how ingrained plastic is in our purchasing decisions and daily systems.

To address this disconnect, IDEO worked with the Drucker Institute to design a system that would instill a culture of lifelong learning in cities across America. It’s being piloted in South Bend, Indiana and will launch in June.

Part digital and part place-based, Bendable connects people with opportunities to learn for free from a range of leading online content providers, as well as local educational and training institutions. It serves up “Community Collections”—learning playlists curated by residents on topics of wide interest. And it offers sets of courses that help people build skills that match employers’ needs. Local businesses vet these “Career Collections” and even put their name and brand on them. Learners who complete the courses in a Career Collection can earn digital badges, which they can then share with an employer during the application or hiring process.

In South Bend, months of on-the-ground research and rapid prototyping helped to get the experience right. The public library in South Bend played a pivotal role in supporting the system’s development, and it will be in charge of Bendable locally going forward. Meanwhile, participation from local businesses signaled awareness of the mutual benefit of a new approach to learning: it’s in every leader’s best interest to help their community build the skills needed to be resilient in the face of change.

To learn more about how this lifelong learning platform came to be, The IDEO Journal spoke with two people very close to Bendable’s origin story: Sarah Zaner, a Senior Director who led the IDEO project team; and Rick Wartzman, Head of the KH Moon Center for a Functioning Society at the Drucker Institute.

First, what exactly does ‘lifelong learning’ mean?

Sarah Zaner: The model of going to school in your youth and then being sustainably employable for the rest of your life is outdated. It hasn’t worked for a lot of people for a long time and we’ve entered an era where it’s not going to work for anyone soon. In order to be resilient in the face of today’s rapid change, you’ve got to be able to turn to learning again and again throughout your life. And it’s not enough to simply want to learn, you also need access to valuable opportunities to learn. You’ve got to have the belief in yourself, and the support you need. Lifelong learning requires an understanding of how to make learning a lever for personal change that ultimately forges resilience.

SZ: Whereas our formal education system has clear structures, roles and responsibilities, it’s not as clear who the responsible parties are for making lifelong learning accessible to those who need it the most. We’re hoping that Bendable can shine a light on what it looks like to start filling that gap.

Rick Wartzman: To build on what Sarah said, one reason that we’re excited about the prospects for Bendable is that people in South Bend—and, we suspect, across the country—have told us over and over again that they’re hungry to learn new things. Many people recoil from the word “education” because they may have had a bad experience in public schools. But most people see themselves as learners. That’s partly because they recognize the need to keep refreshing their skills for work. But in many cases, it’s simply because they’re curious. Learning new things is fundamental to being human.

In fact, there’s a theory baked into the Bendable platform: Nobody is one-dimensional, and different types of learning will reinforce each other—learning for work, learning things to help you and your family thrive (like personal finance or cooking healthy meals), or just learning something because you’re passionate about it. By making sure we cover all of these areas, we hope to instill in people the habit of lifelong learning.

It seems there’s a struggle to shift the current educational system from within, and it might be necessary to build entirely new ecosystems. What’s it like to create and activate a new model that emphasizes lifelong learning?

SZ: We’re seeing a new sector emerging at the intersection of education and the future of work. Some call it lifelong learning or “Pre-K to grey,” but just like with any education reform, disruptor, or intervention that’s aiming to improve the current system, we’ve got to approach change with a “both/and” and not an “either/or” mindset. City services, industries, libraries, existing educational organizations, and others need to come together to innovate. Whole new ecosystems need to be designed, which is what we tried to accomplish with Bendable.

RW: For sure. You won’t make a community more resilient through a lifelong learning system alone. It’s not a silver bullet. There are many other necessary ingredients that must work in parallel—from a city generating enough good-quality jobs, affordable and accessible childcare and transportation options, safe neighborhoods, and much more. Lifelong learning is essential. But it’s just one piece of the puzzle.

In terms of fitting into the educational ecosystem in South Bend, Bendable was never intended to challenge or replace the city’s existing institutions. Rather, it was designed to complement and serve them. To that end, we’ve heard from public high school teachers who plan to use courses on Bendable to augment what’s happening in their classrooms. The local community college, Ivy Tech; and Indiana University South Bend have worked with us to feature some of their courses on the Bendable platform. They see Bendable not as competition but as an avenue to expose more people to what’s happening on their campuses. We likewise have collaborated with local job-training organizations, like Goodwill. They all see Bendable as a tool they can leverage to help them meet their own objectives.

How did South Bend leaders and employers realize Bendable represented a strong investment opportunity? What economic returns will come to stakeholders as a result of their investment?

RW: The world is changing because of automation, artificial intelligence, and so on. People need to keep upskilling and reskilling. And so learning for work is the center of the bullseye for Bendable.

For their part, employers want a well-trained workforce, and Bendable is a way to ensure that they’ll have one. In South Bend, many of the biggest employers in town are putting a lot of effort into helping us create career-oriented collections of courses—learning pathways that show someone exactly what they should study if they want to become the operator of a computer numerically controlled machine at a factory, say, or a medical coder at the hospital. Bendable then gives them the opportunity to take those classes, either online or at a local college or training facility.

RW: Bendable can serve as a mini learning and development platform for employers. The manager of a big distribution plant in South Bend, for example, is planning to rejigger the schedule for his 300 workers so they can go on Bendable for an hour per week and obtain new skills. He’s already told us that it would be beneficial for some of his workers to take courses on logistics. And he has his eye on one employee who might be a strong candidate for a managerial position if he gets some computer training on Bendable. We think that over time, a good number of employers will hack the system this way.

SZ: In terms of the city’s investment, former mayor Pete Buttigieg, Mayor James Mueller and his office of innovation are looking for multiple levers to ensure that they have a healthy, economically vibrant community. Bendable’s funders, like Walmart.org and Google.org, are very interested in the connection between learning and work. They’re asking themselves, “How do we ensure that we have diverse, well-equipped pipelines,“ “How do we make promising career paths accessible? “How do we help people forge their own resilience?” Bendable is helping to reveal answers.

How can cities set the right conditions to leverage lifelong learning as a strategy for weathering automation’s impact?

RW: Having a mid-sized city like South Bend is a great place to start. A population of 100,000 means it’s big enough to have a decent amount of social and economic infrastructure, but small enough to get things done, to really engage a huge part of the community in a deep way. In South Bend, for example, there are 15 to 20 employers who do a significant chunk of the hiring across the city. That’s a small enough number that we’ve been able to involve many of them in building out Bendable. Community is both the unit and agent of change for a platform like Bendable. It’s our secret sauce.

How do you customize a platform for a local community while allowing it to be applicable in other contexts?

RW: We built Bendable to be a system that runs on trust and belonging—and that means that we need to listen closely and carefully to every city that adopts the system. The content curation and customization must happen all over again in each location. If a local learner wants to move from earning $8/hour to $18/hour, they need to know what skills are most meaningful and valuable to local businesses. And that means we have to be present on the ground, digging in and figuring that out.

Another important thing to keep in mind, in terms of localizing Bendable, is that a lot of the classes and other activities provided by the system happen in the physical world in a specific city—not online. As magical as the digital platform may seem to some, Bendable users have made clear that they don’t just want to learn through a phone, tablet or computer. Learning is highly social; people want to learn with each other, and from each other. And so designated brick-and-mortar spaces—in the form of Bendable learning centers—offer face-to-face onboarding to the system, study sessions, learning meetups and other in-person educational opportunities.

SZ: Bendable intentionally leverages technology to foster real-life connection. Of course a digital app provides convenience, access, flexibility, and scale. But the place-based component of Bendable supports the person-to-person connection that learners crave. The app also provides a way of organizing and connecting people to the resources that already exist in South Bend. It’s a community-powered system that’s co-designed with the people we’re trying to serve. This is why it can both scale and be relevant to a local community.

Every prototype and pilot has a moment when its creators know they've proved feasibility. What was that moment in South Bend? What indicators signaled it might scale?

RW: We've actually thought about scale from the beginning. We've always viewed South Bend as our pilot city—the place from which, if things worked out well enough, we'd take the model and then replicate it elsewhere. The question we didn't know, of course, was whether things would "work out well enough." And, in many respects, we still don't. We won't have real results, in terms of whether we're bettering people's lives, until we launch the system and it's up and running for a while. But we are very confident that we're on the right track. By co-creating Bendable with a wide variety of stakeholders from across South Bend, we know that the community is excited about what we're building and ready for it to be unveiled in June.

SZ: In addition to thinking about scale from the beginning of the initiative, we’ve also been aware that Bendable will only be effective in a community if we are able to scale in a hyper-local way. We’ll learn a ton from South Bend, not just about the ways it will (hopefully) help build resilience in the community, but also about the ways that South Bend—the learners, the library, the employers, the city—make it their own. We’re developing a proof of concept platform to pilot in South Bend, and we’re also working on creating a scalable model through building tools, processes, and relationships that will allow every instantiation of Bendable to be truly community bred, led, and fed.

This initiative got a lot of institutional support, mainly from organizations based on the coasts. What types of sensitivities must outsiders develop before they attempt to tackle problems in communities of which they’re not necessarily a part

SZ: No learning product of any kind works if it’s airdropped in. Ultimately, local adoption and implementation are key to success. In Bendable’s case, each new city will need to take ownership and evolve it for their communities. One of our core strategies is to support the creation of a local Bendable team in each location. Like Rick said, Bendable runs on trust. During the design phase of the project, we turned to and empowered South Bend residents to conduct user research with their community. They would show our early prototypes to their friends and family and provided us with valuable feedback. They improved our designs and in the process became advocates for the product within the community.

RW: This also speaks to why having the library steward the system—in South Bend and hopefully in future cities—is so incredibly valuable. These are very trusted and welcoming places. Librarians increasingly see their role as not just shushing people and checking out books, but also providing social services and employment resources. It’s natural for the library to be the backbone of Bendable. Its mission is lifelong learning.

What have you learned about serving under-resourced communities from this project?

SZ: I love this question because communities like South Bend are not actually under-resourced; they’re under-organized and under-connected. This was one of the biggest insights for us. There are tons of opportunities and resources in places like South Bend to support and help people in the greatest need or furthest from opportunity. Through Bendable, we’ve learned how technology can play a role not just in scaling lifelong learning systems, but actually connecting people to the resources that already exist in their community, to the people in their community, and to their own agency.

RW: To echo that, there’s no shortage of great learning content out there. It’s not a supply problem, it’s an organizational and distribution problem. A regular person doesn’t know where to start. This project has taught us how to be good curators.

What’s the process like for selecting the cities you’ll expand to next?

SZ: A certain level of social capital needs to be leveraged within the community. There needs to be an interested group of employers and buy-in from informal community leaders. But honestly, a huge one is patience. We will not come into the next city and say, “Here’s the software, here are your guidebooks, and here are some posters. Good luck.”

RW: Yes, they have to be patient. Bendable isn't an off-the-shelf, plug-and-play product. It may well take a full year of research and preparation—perhaps even longer—before Bendable is up and going in a new city. We need to be on the ground and really listening. We have to replicate the process of building trust and belonging each and every time. I can’t foresee any shortcut around this, ever. This is what makes it all work.

What will nationwide expansion and rollout look like in the coming years?

RW: Our plan is to expand Bendable to 15 or so cities over the next five years. We’ll aim for places that are of a similar size to South Bend (with 100,000 to 250,000 residents) and that stand alone geographically. We know that we can wrap our heads and arms around a place of this size, truly understand the local labor market and bring together key stakeholders to help us grasp, at a deep level, what residents want to learn and need to learn.

RW: With the Drucker Institute serving as the hub of a network of cities of lifelong learning, we can then make technical improvements to the digital platform that we'll share widely, convene leaders from all Bendable cities to exchange best practices, and assess from a broad standpoint what's working well and where we need to improve.

The amazing thing is that, even though we haven't launched yet in South Bend, we've been contacted by more than a dozen other places eager to be "Bendable City No. 2." Word is out.

Illustrations by Thanawat Sakdawisarak

The ever-changing nature of work has redefined what it means to be hireable and to build a career. The need to acquire new knowledge and skills is constant. Yet in many communities, opportunities for continuous learning are scarce.

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.