For more than 40 years, Sage has helped businesses of all sizes navigate complex business environments. While many of its larger customers have the means and the structure to support climate initiatives, many of its smaller customers do not.

Sage wanted to help its SMB customers get ahead of future climate regulations and meet consumer expectations. And building carbon-footprint evaluation and mitigation tools would also dovetail nicely with Sage’s own climate aspirations: cutting its own emissions in half by 2030. Together, Sage and IDEO investigated how the company could leverage the data in its platform to calculate its customers’ emissions, both direct and indirect, and how that information could spur action as they aim to hit net zero.

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To get started, the design team went deep with customers running all kinds of businesses—from a taxi company to a champagne bar to a falconry center. Business owners shared that their focus often has to be on the day-to-day, a series of small decisions that, when added together, lead to business success. For many, tackling a problem as complex as climate change felt overwhelming. IDEO and Sage synthesized those insights and began working across verticals and products, bringing together experts from marketing, technology, sustainability, and operations to build out new concepts. With the help of two carbon accountants, the team worked to figure out how existing data could inform customers about both their direct and indirect emissions, which can be harder to track. Given how tight SMBs’ margins are, they focused on how that knowledge could fuel emissions-cutting changes that also save money, giving businesses extra incentive to take action. Together, the team created a roadmap of customer outcomes and experience guidelines to help shape future products.

Sage has taken that work forward, launching Sage Earth, a platform that aims to help businesses measure, manage, and mitigate emissions—even across supply chains. With carbon accounting now built directly into all Sage Accounting and Sage for Accountants products in the UK, Sage has made climate action practical and accessible for millions of SMBs. By automating emissions measurement and reporting, Sage Earth removes barriers of cost and complexity, empowering business owners and their accountants to stay competitive in supply chains where up to 95 percent of emissions occur. 

From co-developing the UK Voluntary SME Carbon Reporting Standard to launching a Carbon Accounting API, which gives banks, fintechs, and other platforms access to Sage’s Carbon Engine, Sage is embedding sustainability into the systems people already trust—helping hundreds of thousands (and rapidly increasing) small businesses turn climate ambition into everyday action.

Small- and medium-sized businesses—companies with fewer than 500 employees—make up about 90% of the world’s businesses, according to U.N.-backed SME Climate Hub.

Two thirds of small businesses don’t know how they’re going to reach net zero, and lack the resources to do so, according to a recent survey by SME Climate Hub. Still, the majority reported they want to act on climate, recognizing it can help them become a more resilient business.

Large companies may be the biggest emitters of greenhouse gasses, but an estimated 80% of those emissions come from supply chains—often made up of smaller enterprises.

Scaling rapidly

in the three years since the launch of Sage Earth, which is now being used by hundreds of thousands of businesses

World's 1st

open-source hybrid emissions factors dataset, Carbon Commons, led by Sage, helps SMBs calculate carbon footprints using existing data

Menopause is much more than a biological transition—it is a profound shift that often arrives just when people experiencing it start to feel invisible. Because it has long been shrouded in darkness as an unmentionable female affliction, those going through menopause often feel unprepared and alone.

Recognizing that its customer demographic makes QVC uniquely positioned to surface conversations and provide support to those dealing with menopause, the video commerce retailer partnered with IDEO to figure out how it could not only meet customer needs, but also flip the conversation on midlife. To learn more, a team of female design researchers held in-depth interviews with folks experiencing it firsthand. The people they spoke to had limited information about what was going on with their bodies, and in some cases, it took years before they understood that symptoms they were experiencing were related to menopause. Respondents also reported that midlife brought a change in social status and the feeling of being boxed in by stereotypes.

QVC and IDEO worked together to design an integrated suite of offerings that could give customers a safe space to discover and share more about menopause. That included an on-air programming series called “Menopause Your Way,” where QVC could support those going through menopause in the privacy of their own homes, a digital landing page with useful solutions, and social media campaigns to help women share and learn more about each others’ experiences. Because people experience menopause and choose to manage it in many different ways, the team wanted to create an integrated ecosystem of content that women could access according to their unique journeys. The new offering helped QVC  reach its core audience with solutions and relevant products, and created a space where menopause is out in the open and part of an ongoing conversation. And in the process, QVC evolved to become a more customer-centric company, putting its audience and their needs at the heart of its offerings.

9/10 of British menopausal women say society and brands overlook them.

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1 in 2 women in the UK admitted they didn’t know what was happening to them during perimenopause.

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Nearly 40% of menopausal women are being prescribed antidepressants to help manage their symptoms, despite 4 out of 5 describing the treatment as “inappropriate.”

Season 2

a series focused on menopause is now in its second season

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Healthcare is a complex web of institutions, interaction, relationships, and services. In England, the National Health Service consists of thousands of separate organizations spread across the country. This fragmented structure means that rolling out digital tools and using them to their full potential can be difficult.

NHSX approached IDEO and Public Digital, IDEO’s sister company, for help designing user-centered resources that would empower Children and Young People’s Mental Health (CYPMH) practitioners to use digital tools more effectively, shifting service design from a reactive to a proactive process, and allowing each regional organization to create the best digital services for their children and young people.

The team took a human-centered approach, tapping into the perspectives, challenges and needs of NHS practitioners and leaders across the system over months of research. They then designed a set of accessible, straightforward online resources, courses, and templates that would enable a practitioner to start their own local service transformations. These included everything from practical advice on improving users’ experiences of CYPMH, to teaching methods for service design, to content focused on achieving digital transformation at scale.

The resources were easy to implement and replicate, allowing mental health practitioners across the country to seamlessly integrate physical and digital, create firebreaks in the system, and better bridge the gap between seeking care and receiving it. They were designed to evolve over time, and the work is replicable across the NHS, with the potential to touch millions of lives.

By empowering practitioners to utilize these digital tools to ease the burden of care, NHSX plans to create a positive ripple effect across the entire NHS, its partner organizations, and the country at large.

In a study undertaken in July 2020, the first summer of the COVID pandemic, the NHS found that clinically significant mental health conditions amongst children had risen by 50% compared to three years earlier.

More options, more access

digital resources are helping children and young people access more options for their mental health care

It’s not easy to shift the paradigm for an entire industry. But when a company comes along that promises to reinvent air travel, it opens up a blue sky of opportunities. That’s the flight path for Boom Supersonic, which is thinking big about how passengers arrive at their destination not only faster, but also with a greater sense of wellbeing.

To really comprehend the experience of flying in the unique contoured profile of this ultrafast jet, and to help Boom make key decisions about the design of the plane, the IDEO team believed that you had to go beyond algorithms and schematics—you needed to actually board it.

Using a “build-first” approach, the team quickly constructed a full-scale mockup of the fuselage from plywood and foam core. That became a prototyping platform to test multiple seating configurations, galley and lavatory size and placement, luggage storage solutions, and other concepts that would differentiate and add value to the passenger experience. For the first time, the Boom team was able to set foot in its own aircraft and truly understand the experience from the perspective of its clientele. The exercise allowed the Boom team to confidently make decisions by comparing multiple cabin configurations and options in full-scale.

Throughout the project, Boom and IDEO invited future travelers aboard to interact with the prototype and offer feedback. That input culminated in a more refined model, with augmented windows, moonroof, in-flight entertainment screens, and sound design—all further augmented by a Virtual Reality component to allow our future travelers to fully immerse in this new experience.

Together, Boom and IDEO brought a sneak peak to the Farnborough International Airshow, a biannual exhibition for the aerospace, aviation, and defense industries. The event was an opportunity to give the industry and potential customers a preview of Boom’s innovative new jet. In collaboration with the client, an exhibition architect, and a digital production agency, the team created an immersive environment designed to make the Overture experience feel tangible, eliciting the wonder of this revolutionary plane.

Boom’s presence at Farnborough not only underscored the Overture’s progress but provided an inspiring glimpse into the future of air travel. During the air show the company announced the production Overture design, a market-expanding alliance with Northrop Grumman, and agreements with tier one suppliers Collins Aerospace, Safran, and Eaton. Not long after, Boom received its largest order to date, this one from American Airlines. 

The prospect of getting to London in time for dinner just got a little closer.

Boom plans for Overture to get from New York to Frankfurt in just over four hours instead of the eight hours spent on a commercial jet today.

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The Overture supersonic jet has a cruising speed of Mach 1.7, about twice as fast as today’s commercial planes. Overture is built to fly on 100% sustainable aviation fuels (SAF).

20 Overture deposits

made by American Airlines, joining current customers United Airlines and Japan Airlines

As my team and I prepared for Typeforce, an annual Chicago typography gallery show, we started to think about how we could leverage AI and our own creative skills to build an intelligent system that could work with us—a communication designer, a production designer, and a data scientist—to create a visually distinct submission.

While you might think of typography as designing or selecting just the right font and arranging it immaculately, submissions to Typeforce range far outside that, including everything from carved sculptural elements and needlepoint to hand-drawn tableaus and digital installations. It was our first time submitting to the show, and our goal was to take advantage of this wide-open opportunity and use our individual crafts to make something out of the ordinary.

We imagined a creative process where Kristen, our communication designer, would give an algorithm examples of posters with interesting type compositions, and it would try to learn from them and spit back lots and lots of attempts to create something similar. Kristen could use the algorithm’s generated posters as starting points for creating new posters to feed back into it, as well as clues for what it still needed to learn. Trying to train the algorithm could itself become a great set of constraints for creativity, and when it was over, we could show off the visual artifacts of that back-and-forth process at the show.

We landed on Dadaist and Futurist compositions as an interesting place to begin. The Dadaists made things that didn’t make sense, reacting to a world (at the time, in the midst of World War I) that also didn’t make sense. That felt relevant to today as well, and had the added bonus of being something a computer might be better at producing than more immaculate, grid-based layouts.

So we got to work collecting historical examples we liked, and Kristen traced them so I could feed them into our algorithm as digital files. I got to work on the algorithm itself, which we named Kurt, after the Dadaist artist and designer Kurt Schwitters.

For Kristen, teaching Kurt initially felt weirdly similar to teaching a human design student. He made compositions and she looked at them, identified his strongest concepts, and "suggested" ways that they could be improved through the next round of examples. Then he responded to her feedback.

After this first exchange, though, the differences between an algorithm and a human design student became more apparent. Kurt's learning was reactive, limited to the examples he's seen and the only way he knows to think—in numerical variables like font sizes, rotations, and X-Y coordinates. Human designers often start out this way too—just absorbing examples of design and then mimicking them—but they usually grow past it. Instead of just copying a poster they see, the poster might inspire them to push aspects of it further, or combine them with other styles that work well together. AIs like Kurt can’t do this the way a person can—certainly not yet, and probably not anytime soon.

Kurt also doesn’t understand English, much less design terminology or ideas about why he’s doing anything. He can’t understand feedback about tone or context that Kristen might give her real students, like "your typography feels a little uninviting and impersonal. Is that tone appropriate to your audience/content/message?" And being able to respond to those sorts of questions in a sensitive, nuanced way is pretty central to being a good communication designer.

Ultimately we filled the wall with 90 prints, which made for a nice display of Kurt’s strengths—his ability to learn, and how prolific he can be—as well as Kristen’s—her skill as a designer and how she used those skills to teach.

Designers like Kristen can lean on Kurt to do things humans can't, like create dozens of compositions in a minute, or provide modifications or jumping off points that are really off the wall and decidedly not what an experienced designer would do. Some creative thinkers are already experimenting with these kinds of techniques; Robin Sloan, for example, a writer who hacked a text editor to complete his sentences using a deep learning model trained on a bunch of old sci-fi stories.

We imagine a future with more tools that creators can “teach"—unique products of an individual’s sensibilities that serve to amplify their intent and challenge them creatively, like a synthesizer that learns to play along and accompany in a style complementary to a musician’s vision. We hope Kurt inspires other designers, engineers, and data scientists to explore this future by building “collaborators” together.

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As a data scientist, I know computers are great at trying lots of things quickly. But when it comes to learning artful nuance, they can fall flat. At the same time, human graphic designers are great at tweaking and critiquing, but they can only move their hands so fast in Illustrator. It's a juxtaposition that begs the question, can AI and humans collaborate to leverage their unique strengths?

Battle terminology sneaks in (kill, crush, destroy, capture, acquire); and as in war, it becomes necessary to take the humanity out of those “targets” in order to execute on the plan.

But it’s not impossible to imagine a world where business success goes hand-in-hand with seeing and respecting the humanity of our competitors, or customers, or colleagues. Even at IDEO, where we champion a human-centered approach, the words we use in meetings and briefs can fall into the tried and true trope of conquest.

As a thought exercise, we made a list of the common terms that can dehumanize customers and competitors, and a list of alternatives that might infuse our conversations about individual and organizational performance with more humanity, agency, and reciprocity.

No one needs more business jargon, but we have a hunch that changing the way we speak can change the way we think, and in turn can change the way business feels and what it delivers. We’re trying it out and invite you to do the same.

Business is competitive by design. To succeed, as an individual or an organization, requires assertiveness, power, and strength. As a result, much of the language we use while doing business implies a desire to overpower—or even disempower—our competitors.

While we designed a new family of acoustic amps for Fender, we squeezed into an Airstream for two months to better understand the touring musician lifestyle. And when we wanted to better understand the environmental impact of the things we design, we visited a sewage treatment plant to see what happens when a product can't be recycled.

We go after big problems that have never been solved. And by going all in on the unfamiliar and uncomfortable, we’ve come up with creative solutions that we might not have imagined before.

As an industrial designer, I’m a builder. I experience the world with all my senses and apply my tangible building skills to make experiences and systems. Technology inspires me because it's always been an important vehicle to advance our current state. With technology racing forward at an ever increasing pace, some advancements can impact us on an unprecedented scale. As shapers of the future, we must strive to understand the consequences and implications of emerging technology. We do this by asking ourselves uncomfortable questions about possible outcomes during the design process in areas like healthcare, the future of work, and the circular economy.

In order to better understand how emerging technologies could affect our day-to-day life, my colleagues from multiple design disciplines—industrial design, data science, communications, interaction design—and I embarked on an internal IDEO project that could give us some clues. We got curious and asked ourselves, How might the way we’re communicating with each other change with new technology? How might we collaborate together in the future when we can show up in different realities? What could be possible if the digital and physical world blend seamlessly into each other? How will we protect our privacy if we can teach devices our most personal preferences, and what will happen to our data?

We named our project The Discomfort Zone.

In order to explore these uncomfortable, out-there questions, we had to experience them ourselves, and to experience the future we had to build it. Here are the tools that we built:

Personalized Intelligence: by building a camera that can be taught to take the best self portraits based on individualized feedback, we experienced the idea of actively teaching machines our preferences. The user trains it on their ideal lighting, placement, composition, head tilt, and facial expressions. While it may seem like a trivial thing to create, teaching machines to see us how we see ourselves can show us the path to building other devices—like health devices—that the user can teach to adapt to user preferences and feedback.

Complementary Media: a device that can be taught to recognize facial expressions and emotions, then generates an appropriate, customized emotional expression for each user—like a personalized emoji—helped us imagine more depth and expressiveness online using artificial intelligence. This tool can communicate real human emotion, which could lead to improved communication among children, for example.

Shared Realities: a tool, bridging the physical and virtual, that allows workers operating in VR to sense the presence and movements of colleagues around them as if they are on the same plane. An exploration of how virtual and augmented technology might improve collaboration, it allows people to respond to virtual coworkers’ cues without fully disrupting work in the virtual environment.

Network Empathy: code that enables a user to anticipate how large social or interconnected user networks will react to messages before they are posted, bringing deeper understanding and empathy to online communication. With cues from large online networks, smart technology becomes even smarter and empathetic interaction online becomes easier—especially when it is applied to high-profile communications, or at mass scale among networks that might be discussing politics, health, or education.

Meta Identity: code that is invisible to naked eye can be embedded in an object to make it readable by a machine—not unlike a barcode—and give it meaning online. Branding and production methods might evolve toward this physical tagging method, so that users easily learn about physical objects they see, and find them online. Making the physical as searchable as the Internet could further empower consumers to align their purchase decisions with their beliefs and values.

As designers, it is our responsibility to explore the discomfort zone, design holistically, and consider the full range of possibilities of what we create. For example, as much as Network Empathy was intended to be an inclusive tool, it could also be used to manipulate public opinion by predicting the reaction of large audiences. If we use Personalized Intelligence to teach our devices our most personal preferences, what becomes of this new personal data? And who is the owner of this information: the device, the platform, or the individual?

Because technology will serve us on an even more personal level, the stakes are high. Designers are uniquely stationed to be the connectors in an ever more complex ecosystem of stakeholders, and we must ensure the tool leaves the lab and enters an ecosystem with safeguards in place to have a positive impact.

We’re at the dawn of something big and unknown. New technologies are shaping the future in ways we haven’t even thought of yet. Some of them will have extraordinary benefits, while others, through unforeseen capabilities or even sinister intentions, may have unwanted consequences. But as designers, it’s up to us to explore them early, dive into the unfamiliar, and do what we can to shape the future for the better. We’d love for you to join us here in The Discomfort Zone.

The Discomfort Zone was a collaboration among many designers at IDEO. Special thanks to all involved, including the core design team: Leo Marzolf, Jochen Weber, Brooke Thyng, Christian Ramsey, and Nan Tsai.

So much of being a designer is being willing to embrace the uncomfortable. We create new products, experiences and systems for people whose needs are different than ours—sometimes really different.

In one sentence, who are you?

I am an illustrator who enjoys bringing any amount of joy to people through my creations.

What do you do? How did you learn how to do it?

I create different drawings using pencil and ink. The illustrations range from patterns to caricatures, unique creatures, and other one-off ideas. I grew up sketching and doodling and it has continued. When I moved to LA, I was suddenly surrounded by an amazing cadre of artists and creators who constantly inspire me, as well as push me to keep improving myself. That is how I learned my craft and continue to learn, because I believe you never truly finish learning.

What are your 3 favorite possessions?

Miniature Back to the Future 2 hover board; Magnum P.I. Tiki Mug; a drawing of my fiancé and me, which she drew. Not in that order.

What does a typical work session look like?

I have a running list of ideas and sketches that I pull from if I don't have an art show with a specific topic that I am working towards. Usually, I'll do some Google searches on the topic at hand and pull a bunch of reference photos for perusal during the pencil drawing stage. I sketch out the drawing inside a pre-drawn area, such as 4x6 or 5x7. Art that is easy to frame is always a goal of mine, because I love framed art and it drives me mad when I see things tacked onto a wall or cork board. After finalizing the pencil drawing, I'll usually step away for a moment or two to play a video game or watch a show. I like to do something that differentiates the time between stages. Once I come back to the drawing, I pull out all the different micron pens that I think I will use for the piece. I check the nibs, and then I begin inking. I put on dramas in the background to listen to, or things I've seen a ridiculous number of times. West Wing and Parks and Recreation are two such shows.

I don't like to start inking unless I am going to finish a drawing that night. Sometimes, a piece is too large, and I have to break it up over two nights. If that happens, I make sure the pens I've used on the previous night are away from all my other pens. I do this to achieve a consistency within the lines. Once finished, I scan the piece, put it within a predetermined frame, and pack it up for a craft fair or deliver it if it's for an art show. Rinse and repeat as necessary.

How do you get over creative block?

I used to stop drawing and just stew for a bit until it finally passed, which could take a bit of time. As I've gotten older, and ever so slightly more confident in my abilities, I push through it. I just keep drawing. Yes, sometimes the drawings are awful, but as Lauren (my future wife) always says, "sometimes you just have to pass a rat."

How do you see the world in 2078?

A lazy utopia, filled with autonomous everything. Humanity will have moved past Earth and outward into the stars while robots cater to our every whim and we become fat and happy. I could be confusing my vision of the world in 2078 with the timeline in Wall-E—who doesn't yearn for the saccharine dreams of Pixar in 2017. It is tough to image the future right now because at this moment it feels as though we are hanging by a loose wire, and any minute now someone with a spray tan is going to cut the wire and tell us all how huge his ratings are, as we all fall to our collective doom. I hope we make it to 2078, if only so that I can enjoy my hover chair and 128-ounce Slurpee.

What’s number one on your bucket list?

I should say something epic like bungee jumping off of Thomas Jefferson's nose on Mount Rushmore, but honestly, I'd like to have my own artist's studio. Some place I could retreat to and tune out the world and draw silly pictures. That to me is something I want to do before I fade out of this existence.

Who are you creative crushin’ on lately?

I've had a one-sided love affair with Dustin Harbin for a long time. I own two of his original pieces and his diary comics book. The man can use an ink nib like Aaron Sorkin can turn a phrase.

I’ve been creative crushing on Austin Salmi since I saw his doodles, patterns, and adorable characters on Instagram almost two years ago. Austin’s work, learned through practice and osmosis in his job surrounded by artists, has a giggly character about it that fits his intention to hide the ugliness of the world for a moment, and make lovely order out of chaos. I got to learn a bit more about him and his process in this installment of Creative Crushes.

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.