Over more than a century of leadership in the food and beverage industry, The J.M Smucker Company has expanded its range of products to maintain its relevance and address market demand. Today, the company leads numerous categories, with beloved products like Jif, Milk-Bone, and Folgers, which are the top choices of millions of Americans. By growing and diversifying their brands over the decades, Smucker has successfully weathered major shifts in consumer habits and technology. Today, though, CPG companies are experiencing unprecedented disruption, and leaders at Smucker understand that the escalating pace of change will require more than just new products.

Geoff Tanner, Senior Vice President, Growth & Consumer Engagement at The J.M. Smucker Company recognized the need to identify new market opportunities and establish practices that put innovation and growth at the heart of their business. And he saw the potential to bring those goals to life through his relationship with IDEO.

WATCH: Balancing innovation and efficiency through design has helped Geoff Tanner, Senior Vice President, Growth & Consumer Engagement at The J.M. Smucker Company, brave the unfamiliar, transform organizations, and ultimately bring game-changing ideas to market faster.

Geoff has stewarded a close partnership with IDEO for over a decade and throughout roles at numerous organizations. Together, Geoff and IDEO have worked on 25 projects, beginning while Geoff was VP of Marketing at Big Heart Pet Brands, and continuing on throughout his career at The J.M. Smucker Company. By working with IDEO to adopt a design thinking approach, Geoff has enabled collaboration across teams and empowered his organizations to find new ways of working that result in measurable business impact. For The J.M. Smucker Company, the partnership has brought creativity and human-centered design to the forefront of its operations, strengthening its ability to bring new products and brands to market and create a pipeline of growth.

WATCH: The J.M. Smucker Company has shifted to embrace growth and innovation as a mindset throughout the organization to bring more consistency to the innovation process.

Looking to the past to creatively connect with the future

As an example of this, Geoff and The J.M. Smucker Company suggested to IDEO that they explore how Folgers, America’s leading at-home coffee brand, might resonate more deeply with a millennial audience. Design research revealed that the mindset of today’s millennial coffee drinkers aligned with Folgers entrepreneurial brand roots. The teams collaborated to create a new concept: a brand called 1850 and an end-to-end, go-to-market product experience, including packaging, retail, and merchandise. 1850 hit shelves in 2018 and has since been reported by IRI Advantage as the top launch in the Coffee Category for 2019.

Frankly, I don’t think innovation gets any easier. You just get a little more comfortable with the discomfort, and that’s when the work starts to get consistently better.

Geoff Tanner, Senior Vice President, Growth & Consumer Engagement, The J.M. Smucker Company

Creating an innovation pipeline that’s inspired by consumers’ needs

With 1850 underway, Geoff and The J.M. Smucker Company continued to invest in human-centered design to drive new offerings. The next collaboration with IDEO explored how Jif, the iconic peanut butter brand, could extend beyond the jar and become more readily accessible and appealing to busy parents who want to feel confident about the snacks they give their kids.

The design team was moved by the challenges that parents face: They want the best for their kids, but struggle to choose between what’s wholesome and what’s convenient on a daily basis. The ideal foods are filling, nutritious, and energizing, but often take more time to prepare and aren’t backpack or carpool-friendly. On the other hand, more convenient options tend to be full of empty carbs. Based on this insight, IDEO and Jif decided to tackle the snack-time parenting struggle. The IDEO and Jif teams worked side-by-side to prototype multiple product ideas and formats and tested them with on-the-go families to ultimately create Power Ups.

Available at over 200 retailers worldwide and online at Amazon, Jif Power Ups make wholesome, delicious grab-and-go snacking possible for kids and parents alike, across products ranging from Soft Baked Bars to Creamy Clusters, which are filled with peanut butter and rolled in whole grain oats. All are made with peanuts as the first ingredient and contain no high fructose corn syrup. Since going to market in 2018, Jif Power Ups has been named the top innovation launch in the Snack Bars category by IRI Market Advantage.

Design thinking underpins everything we do.

Geoff Tanner, Senior Vice President & Corporate Officer, Growth & Consumer Engagement, The J.M. Smucker Company

WATCH: The J.M. Smucker Company is on a transformational journey, committed to three pillars of growth: Lead in the best categories, build brands consumers love, and be everywhere.

The J.M. Smucker Company has experienced accelerated growth and speed to market by testing bold new ideas and evolving the role of innovation at the company. Design thinking and consumer empathy have permeated the organization’s new product development process, making it easier to uncover sharp, human-centered insights that lead to thoughtful and uniquely differentiated brands in a competitive, ever-shifting, and overcrowded industry. The work has fueled Geoff’s vision to inspire a culture of innovation at the company so that it can move at the speed of consumers and remain a best-in-class family of brands for future generations.

It’s a Thursday afternoon in Oakland, California. A line of lunchtime diners snakes out the door of dosa by DOSA. Upon entering, eaters are greeted by the smell of tangy dosa—a large paper-thin crepe made from a fermented batter of rice and lentils—and sweet, spicy chai. Turquoise chairs pop against a floor-to-ceiling mural by Oakland artist Namita Kapoor that transports diners to Chandni Chowk, one of the busiest markets in Old Delhi, as if enjoying their food at a local vendor.

In 2003, Emily and Anjan Mitra spent their honeymoon in India, savoring the street food of Anjan’s childhood in Mumbai (often still called Bombay). After returning to San Francisco, they found themselves longing for those distinctive flavors and dishes. Realizing that most Bay Area diners had never seen nor tasted these foods, Emily and Anjan founded DOSA, an upscale, full-service restaurant that introduced the Bay Area to Southern Indian cuisine. Locals came to try the unique, plant-forward dishes, and left with satisfied bellies and a broader understanding of Indian culture.

The entrepreneurs envisioned a brand extension of DOSA: a counter-service restaurant that could scale nationally. The hospitality venture, called dosa by DOSA, would offer healthful Indian street food made from local and seasonal ingredients. Emily and Anjan also set out to expand their existing product line-up—including cold lassi beverages, simmering sauces, and grab-and-go-meals—to national grocers and retailers and needed launch-ready packaging that was convenient, eye-catching, and environmentally-friendly. The new expression would enable consumers to experience dosa by DOSA and Southern India in a variety of forms and places. Emily and Anjan partnered with IDEO to establish a cohesive and consistent brand experience, from the restaurant and to-go meals to retail stores and mobile delivery.

In close partnership with the founders, their staff, Feldman Architecture and MPADA, IDEO set out to bring dosa by DOSA to life and help it scale through brand, environment, and experience design. This included creating everything from the logo and packaging to the menu and operations strategy, with each element tying back to the founders’ vision of sharing Indian heritage and traditions through cuisine.

The group began by seeking cultural inspiration for dosa by DOSA’s brand identity system—the logo, colors, values, fonts, and messaging—to guide future designs. They were inspired by Indian truck drivers who decorate their trucks with garlands, signs, or flags that engage other drivers or bring luck. The dosa by DOSA logo design and its wood-cut typeface are inspired by the dimensionality of this homespun art form, while the vibrant, eclectic colors reflect the streets and textures of urban Mumbai.

The goal of opening people’s minds to Indian cooking and culture extends to the packaging, which meets customers’ needs and playfully educates them. The food containers—made from recycled and compostable material—feature brightly patterned labels reminiscent of the trucks. Some have built-in compartments suited to multiple dipping chutneys, making it convenient to sample a variety of Indian flavors. Paper tray covers resembling Mumbai newspapers offer eating tips like “Be civilized. Eat with your hands,” encouraging diners to experience an Indian custom.

The vibrant brand comes to life across an array of packaging, including cold cups printed with the phrase “thanda thanda pani”—meaning “cold cold water”—which comes from a popular Indian parody of the Vanilla Ice song "Ice Ice Baby."

To design the diner experience and restaurant environment in a way that invites curiosity about the culture and cuisine, the team started with diners: They identified key moments in their experience like entering, waiting in line, and paying. The floor plan, furniture, lighting, signage, and menu were designed around these touchpoints. For example, while customers wait in line, they can watch dosa being prepared, as if they’re eager and hungry travelers awaiting street food.

The dosa by DOSA menu includes distinctive items like coconut kale mung bean salad and hot masala chai made with caramelized milk—the way Anjan’s mother prepared it. To help the restaurant scale, the team created a preliminary furniture, fixtures, and equipment (FF&E) budget, 3D renderings of the space, and an operations strategy for the founders and their employees.

The dosa by DOSA flagship launched in January 2018 in Oakland, California. The IDEO brand guidelines have enabled the dosa by DOSA team to independently and easily shepherd new product lines to market, including salads, wraps, curry bowls, samosas, and simmer sauces. The brand’s packaged food launched in over 200 natural food stores in 24 months—including over 100 Whole Foods locations—as well as online retailers and delivery services like Good Eggs and Caviar. These items and the restaurant have helped Emily and Anjan realize their vision of bringing the flavor and spirit of Southern Indian cuisine to new communities around the world.

In recent years, due to shifts in Japan’s demographics, the food industry has faced challenges such as a decrease in market size and a shrinking number of producers. As a result, social impact opportunities abound in this field.

When Japanese software company NJC (Nippon Jimuki Co. Ltd.) approached IDEO seeking to identify new business opportunities that would build on the company’s core strengths, the food and agriculture industry rose up as a promising area of focus.

NJC is a well-established software company that has spent over 50 years helping to build backend business systems for small to medium enterprises. NJC works across healthcare, retail, and food and beverage, computerizing core processes to support and improve operations.

In partnership with IDEO, NJC explored its strengths and potential as an organization, as well as the ideas and visions of the employees, and emerged with the goal of using their capabilities to address large-scale issues facing regional farmers.

During research across Japan, local growers described challenges with multi-layered supply chains and analog systems, which led to “overwork for minimal profit,” as well as a gap between supply and demand. Because agricultural wholesalers lacked clear information in advance on the status of crops or the volume to be harvested, they struggled to negotiate with buyers, which led to wasted food On the other hand, the farmers who grow the crops are engaged in manual labor, and do not always have the energy to focus on business aspects such as efficiency or the pursuit of increased profitability, which leads to a diminished interest in farming among young people.

One question that emerged through research was why agricultural producers weren’t utilizing IT. This evolved into “How can profitability be improved for all stakeholders?” and, “How might we create a system that will provide useful data without creating a burden for either farmers or agricultural wholesalers?”

The result was fudoloop.

fudoloop is an app that enables farmers and wholesalers to conduct business more profitably by bringing transparency to the fluctuating produce market. Through fudoloop, wholesalers receive information from farmers a day in advance, and can coordinate the various requests of buyers, such as order size, production location and other special requests. As a result, wholesalers can function as “community managers,” doing business with both producers and buyers at a more appropriate price point.

NJC aims for fudoloop to be the first step in a cycle that brings value to all stakeholders, from farmers to wholesalers, retailers and even customers, by redefining the “middleman” role of produce wholesalers.

The population of Tokyo’s metropolitan area is twice as big as New York, and the daily influx of workers from the suburbs increases that number sixfold. Congestion on trains traveling through the center of Tokyo during commuting hours is said to reach somewhere close to 200 percent of the trains’ capacity.

East Japan Railway Company (known as JR East) is the world’s largest railway company by revenue, operating 12,000 trains daily and serving 6.4 billion passengers per year.

In March 2014, JR East leveraged their extensive operations and passenger data to publish a consumer app that provided train location information, congestion status, air conditioning temperature, and wayfinding tools.

The app was downloaded more than 3.8 million times; however, its features and usability proved unsatisfactory to users. In an attempt to be comprehensive in addressing passenger needs, the app was weighed down with data and worked sluggishly. Competitors’ apps were named above JR East in customer satisfaction surveys, highlighting the company’s need to address the tool’s usability.

JR East’s Technical Division approached IDEO to help design an attractive and consistent user-centered experience through its digital ecosystem. With a team of interaction designers, they launched a project to create a new version of their app.

During the research phase, the IDEO team observed passengers’ behaviors and decision-making processes and noticed that people were using several apps at once to get more personalized and complete information.

The team created a set of paper-based prototypes to test how users would react to various functionalities. Surprisingly, users ranked versions with limited functionalities higher than those with a broad range of features.

This insight informed a new prototype that enabled a customized user experience based on traveler needs. Wayfinding proved to be the most frequently selected feature, so the new app was designed around helping passenger navigate during their trips.

Although JR East had traditionally outsourced their app development, IDEO encouraged them to organize their own internal team. In cooperation with Pivotal—a frequent IDEO partner familiar with human-centered approaches—the internal team was trained in agile development and built the new app themselves. A prototype was released in November 2017 as “Go! by Train.” It was so successful in the market that the earlier JR East app was replaced entirely with the content of the new design.

JR East's internal development team was recognized by the company for their exceptional output, and will be integral to the company's human-centered digital transformation going forward.

For decades, women’s health has been underfunded, overlooked, and too often reduced to reproductive care. Medical research has been built around male bodies, while the complexity of women’s biology and lived experiences has been treated as a problem to simplify rather than an opportunity to understand.

Now, AI could change that. Designed intentionally, AI could unlock new kinds of evidence that close historical data gaps and inform better care. But if we aren’t careful, we could be scaling systems that were never designed for women and build the next generation of healthcare on the same broken foundations as the past.

The stakes are high. The opportunity is massive. This is where design matters most.

Introducing the Women’s Health × AI Exchange

We believe design can help us embrace AI’s healthcare possibilities while recognizing and mitigating its risks. And we believe the most promising futures are shaped collaboratively, by bringing different perspectives into conversation and making those possibilities tangible.

That’s why we’ve launched the Women’s Health * AI Exchange, an open, design-led exploration of one important question: How might AI meaningfully transform women’s health, and what would it take to ensure that it does?

To frame this exploration, we crafted six provocations about possible futures at the intersection of women’s health and AI. Futures where AI could:

• Reframe women’s biological complexity from a healthcare liability to a scientific asset and create new pathways for better care.
• Transform the relationship between healthcare professionals and patients, translating qualitative data into clinically actionable evidence.
• Connect the dots across a woman’s health journey to enable more proactive, preventive, and life-stage-specific care.
• Drive innovation in women’s longevity, helping researchers understand what most influences how women age.
• Flip the economics of clinical research, incentivizing exploration at the deprioritized edges and intersections.
• Put data back in women’s hands to help them find their own insights around issues where institutional research has not been prioritized.

Imagining what AI could do is only half the work. We also need to consider the shifts required to make these futures possible. And so, each of these provocations ends with the same challenge: What would it take to make them real? 

We’re inviting you into this conversation to help us collectively sharpen a point of view and co-design a landscape of opportunities. Here’s how to join.

Go to the Women’s Health x AI Exchange and choose a provocation that resonates with you. An AI facilitator will ask thoughtful follow-up questions to help you frame your point of view and articulate what you believe needs to change. Your thoughts will be posted anonymously. As more people participate, their contributions will help reveal where perspectives align, where tensions remain, and what new opportunities are emerging.

Turning tension into possibility

This conversation is just the beginning. We’ll synthesize themes and share emergent opportunities. We’ll bring together people across healthcare, research, technology, investment, and design to help us prioritize opportunities for further exploration. And we’ll translate the most compelling ideas into tangible prototypes that help people see, experience, and shape what desirable, viable, feasible, and responsible AI-enabled healthcare could look like.

We’re approaching this as an investigation in motion, not a finished thesis. Our intention is to work openly so the perspectives, provocations, and possibilities we generate can inspire and inform the people already working to move women’s health forward.

And while women’s health is at the center of this exploration, the conversation we want to have is even bigger. It is a conversation about the future of healthcare data and power. A conversation about how AI might help close the gaps that decades of underfunding have left behind, and what we can all do to ensure it does.

Whether you’re a clinician, researcher, technologist, entrepreneur, investor, designer, or simply someone who cares about the future of healthcare, we invite you to help us reimagine what healthcare could be, for everyone.

Explore the Women’s Health * AI Exchange and add your perspective.

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AI is transforming healthcare at a remarkable pace. But our understanding of women’s health has a lot of catching up to do.

During a recent meeting with a pharma client, we played a YouTube video of GLP-1 users that left the team slack-jawed. Sitting around a conference table, they watched people crack open an auto-injector and pour the contents into a vial so they could titrate out a more precise dose of the drug themselves. They heard several patients admit to using a family member’s prescription because they didn’t have their own. Others lamented that they weren’t in range for their preferred direct-to-consumer delivery platform. The realization was stark: patients knew what they wanted from their GLP-1s, and if the manufacturer didn’t provide it, they would find a way to make it themselves. In that moment, this particular pharma company understood it was not at all prepared for a future where patient expectations would remake the drug market. 

The introduction of Ozempic and new access models for GLP-1s like Lilly Direct and Hims & Hers have fundamentally shifted the pharmaceutical industry in the last five years, unleashing more self-directed therapy journeys and a new kind of healthcare consumer. Patient expectations about what pharma companies can do—and the experiences available to them in a healthcare setting—have been completely rewritten. This revolution is making traditional pharma commercialization processes that push patients and providers through a few preferred channels a thing of the past. Especially as consumer-facing startups come for their market share—and create an even larger pie.  

If pharma companies are going to meet this new wave of consumer expectations for everything from GLP-1s to hair loss and erectile dysfunction medicines, supplements to fertility drugs, they need to prioritize designing exceptional experiences that come along with their therapies. That requires building an entirely new set of skills and behaviors that can support product pipelines. Here are four crucial steps to get there.

1. Uncover the needs patients want pharmaceuticals to meet

Pharma companies need to do research with real patients to get a clear view of the full therapy journey—from diagnosis to long-term use. In that process, they can identify the highest-risk moments, like confusion over instructions, frustration over delivery methods, and potential misuse, and prioritize opportunities to improve real-world adoption and adherence. 

Lilly understood this early on. In the 1990s and early 2000s, the pharma company had several new, life-changing medications and two big challenges: Its primary drug—insulin—had to be self-injected, which patients were hesitant to do. And its drug-delivery device platform lagged behind the needs of insulin users.

Lilly approached us to design the next-generation auto-injector platform. Early in the partnership, a team of IDEO designers and Lilly leaders met with diabetes patients around the globe to better understand how they lived with the disease. They quickly realized there was a need for a device that met the needs of a broad range of dexterity-challenged and injection site-specific patient populations (including rheumatoid arthritis and psoriasis patients). As the development of multiple candidate molecules was still underway, the team focused on creating an injection experience that would work for these more challenging patient populations, knowing that a design that worked for them would also deliver a better experience for a broader swath of future users. 

While we carefully considered every feature of the autoinjector itself (from grippy labels and a stable, twist-off base to large, clear unlock tabs and injection buttons), we also designed packaging that fit in a standard-sized refrigerator, created a set of highly visual instructions, and took into account the involvement and support of family members and caregivers. 

Fast forward to 2026, and Lilly is still leveraging the design we made together to not only support pre-diabetes treatments like Trulicity, but also psoriasis therapies like Taltz, migraine therapies like Emgaility, and GLP-1 molecules like Mounjaro and Zepbound. The latter accounted for the majority of the company’s annual revenue in 2025. Taking the time to create a comprehensive drug delivery experience has yielded an invaluable delivery toolkit that Lilly and the patients they serve still benefit from today.

2. Design the experience around the therapy

As more and more pharma companies create consumer-style experiences, it’s crucial they build services and tools that support onboarding, adherence, and ongoing use. Standing out is no longer just about drug efficacy. It’s about how well patients with all kinds of needs and circumstances can access and adhere to the therapy—and how well pharma companies can deliver against their competitors. 

When Sanofi launched Beyfortus, the first-ever RSV immunization for newborns, in 2024, it was a milestone in the fight against the virus, which had resulted in the death of 445,000 babies worldwide in 2019 alone. But the company knew that growing anti-vaccine sentiment might prevent parents from giving their children the potentially life-saving immunization. 

Together, we conducted research with parents, caregivers, healthcare professionals, and healthcare administrators in Germany, Spain, China, and the US to identify barriers to adoption across cultures. The team quickly discovered that no single approach would work across Sanofi’s 20-plus international markets. Training for medical professionals needed to be flexible and customizable. They also discovered that discussing immunizations right after a baby was born was too stressful for new parents.  

Ultimately, the team created an accessible global communication toolkit with straightforward language, metaphors, and illustrations to support informed conversations between providers and parents before and after a child is born. Then they held a series of market-fit co-design workshops to make the tools more resonant with regional customers and ensure compliance with local regulations.

In its first year on the market, Beyfortus became a $1.8 billion therapy, and more than six million babies have been immunized. 

With a growing funnel of information about drugs, therapies, and even supplements, pharma companies must cut through the noise to support patient understanding and adherence. 

3. Define how you show up beyond the drug

To have an even greater impact on patient outcomes, pharmaceutical companies should explore new roles, partnerships, and models. That could mean creating new offerings that combine a given therapy with support and services, building partnerships with payers, employers, or platforms to extend reach, or creating models that tie therapies to long-term outcomes and value.

Japanese pharmaceutical company Otsuka is perhaps one of the most diversified pharma organizations in the industry, focusing on above-molecule interventions including companion diagnostics, digital technologies, and other tools that enhance the effectiveness of chemical or biological treatments. With a business that spans traditional drug development and manufacturing, digital solutions, and even consumer products such as Pocari Sweat, an electrolyte drink, Otsuka has bet that diversity and go-to-market pathways will lead to better experiences for patients. Not to mention these touchpoints also provide deep insights into the needs of the people Otsuka serves. 

In 2018, Otsuka joined forces with Click Therapeutics to develop digital health services to accompany one of its leading medications, aripiprazole. The antipsychotic is used to treat schizophrenia, bipolar disorder, and major depressive disorder (MDD). By 2024, the company had developed an app featuring activities aimed at treating MDD. The partners chose a challenging but potentially impactful area for their pilot program: four primary care sites within the National Health Service (NHS) in the UK with a high caseload of MDD patients, where a digital solution combined with antidepressants could significantly reduce the burden on these sites.

Depression is widespread across the UK, and the treatment demands on the NHS are considerable. However, the system lacks the resources to provide every patient with the necessary services to treat their conditions. This digital companion to antidepressant medication aims to improve treatment effectiveness, and if the pilot is successful, it could significantly ease strain on the NHS while helping patients achieve better outcomes. 

4. Create a human-centered R&D pipeline

Creating more human-centered packaging or instructions to help people better understand a drug is an effective step forward, but exploring new internal capabilities that make your innovation pipeline more future-fit and human-centered can be transformative. 

That work can take many forms: building a beacon project that upskills product and team leadership on methods to better understand the decisions consumers are making today and in the future, introducing futures-thinking to help your team look beyond the next five years, or reinforcing purpose and culture to empower employees to make patient-centered decisions. 

In 2020, as Moderna raced to deliver a COVID-19 vaccine during the pandemic, the company needed to grow exponentially—and rapidly. However, by hiring employees from traditional pharma giants, it risked losing the unique entrepreneurial culture that made it successful in the first place—one that embraced speed and accepted risk. This shift could have limited its future ambitions of developing breakthrough products to combat other viruses and diseases, and even cancer. 

Together, we worked to codify the company’s culture and values into a set of Mindsets that would empower employees to move quickly, evaluate risk, and make the right decisions. The team met with Moderna veterans to gather stories about key cultural moments, like when a crucial piece of equipment didn’t fit in the door, and employees knocked down the wall to keep vaccine production moving. Insights from these stories became Mindsets, like “Act with urgency: Action today compounds the lives saved tomorrow” and “We behave like owners: The solutions we’re building go beyond any job description,” that were then tested with new hires, employee resource groups, and others across the company.

The Mindsets were more than a tagline: they set the stage for continued progress and future breakthroughs. Today, Moderna is working with Merck on a cancer vaccine that just completed a successful Phase 3 clinical trial.  

This sea change in consumer expectations for medicines and therapies can feel disorienting for traditional pharma companies—but it also offers enormous opportunities for those that think outside tried-and-true drug delivery channels and embrace human-centered design. By truly understanding patient needs, finding new and inventive ways to support them, and building the capabilities to empower your people to create a human-centered R&D pipeline, organizations can distinguish themselves in the market. These behaviors can not only drive the market, but more importantly, radically improve patient outcomes. 

“This sea change in consumer expectations for medicines and therapies can feel disorienting for traditional pharma companies—but it also offers enormous opportunities for those that think outside tried-and-true drug delivery channels and embrace human-centered design."

A pioneer of human-centered design at IDEO, Jane Fulton Suri joined one of IDEO's predecessor firms, ID Two, in 1987. With a background in psychology and architecture, she gained early experience as a researcher at the renowned former Institute for Consumer Ergonomics at Loughborough University of Technology. At ID Two, and later at IDEO, Suri introduced social science principles to the design industry, which had not yet fully embraced them. Her contributions would go on to reshape the field.

Suri’s influential 2005 book, Thoughtless Acts?: Observations on Intuitive Design, features a collection of snapshots that highlight the subtle, instinctual ways people interact with the everyday world. It’s a love letter to observation as a design discipline with real-world impact. Her work in human factors at IDEO has influenced products people use every day, from rubber grips on Oral-B toothbrushes to redesigned Evenflo strollers. In recent years, she’s expanded her focus beyond human-centered design to explore how patterns found in nature and living systems can inspire more sustainable solutions—what she calls life-centered design.

Now a Partner Emerita, we were so glad to welcome Jane back to IDEO earlier this year for a conversation with our design community. 

Mike Peng (MP): If you don’t mind, Jane, tell us about your origin story and how you came to IDEO. 

Jane Fulton Suri (JFS): I started out in psychology because I was really interested in people. And then I got really interested in people in the everyday world. I brought that mindset into design: Let’s get out there and see what people really do. 

I found myself working with manufacturers to help them understand why people didn’t do what they expected them to with power tools, motorcycles, and other dangerous things. A lot of my work was mitigating disaster. And I thought, this is crazy. Why aren’t these conversations happening while things are being designed? Problems are easier to remedy at the design stage than when they’re on the market.

Then I met Bill Moggridge, one of IDEO’s three cofounders, because a friend of mine was his client. He was a myth and a legend. After our conversation, he asked me, “What do you want to do now?” And I said, “I’d like you to offer me a job!”—which was very, very uncharacteristic of me. I had no clue what I was getting into.

I quickly realized I needed to understand what my teammates were doing and value that, then add ideas about going out, meeting people, and watching what they do.

So instead of having the answer, I realized the point was about discovering together how to make the design brief better. That became the practice—getting away from the desk. And now that means teams getting away from their screens and going into the world together.

MP: Now user research and ethnography are common practice in design. What were the early days like?

JFS: When we started out, we had no budget for anything I wanted to do. I had to convince my colleagues it would be exciting and interesting, and that we’d have good stories to tell our clients. Then it became a bit of a sales story about why it might take an extra week or two, or even a month, to do the project.

What we were doing was more like exploration; we didn’t know what we'd find, and afterward, we would probably want to do something different from what we’d promised when we wrote our proposal. 

MP: If you had to sum up a few of your most memorable projects while you were at IDEO, what are some of the ones that really stood out to you?

JFS: Early on, Supercuts invited us to bid on an innovation-focused job. At the time, we were essentially a product design company. David Kelley, Tom Kelley, and others weren’t sure what we might do for a company like Supercuts.

So with one of the other early human factors researchers, we went out and got haircuts. Then we went around the city just looking at different hair stylists’ establishments. We started putting together a story of how customers make decisions from the moment they think about wanting a haircut to deciding where to go, making their first appointment, then all the behaviors that follow, like primping a bit before you leave the shop. 

We had a lot of fun engineering this great crazy clipper. But I always believed our best ideas were these little moments throughout the experience, like getting a cape that made you look good, or a mirror that said “Supercuts” so you’d remember where you were. That was our first customer journey map.

MP: Are there other memorable moments that really stick out to you?

JFS: One of the most moving ones for me was at IDEO Chicago, years and years and years ago, when colleagues of mine were working on the LifePort Kidney Transporter. The project was all about how precious a kidney is. The team described their experience in the operating theater, seeing the surgeon take this living element and cup it so gently, like a baby bird, as he transferred it to where he needed to place it. That recalibrated the team’s thinking about designing the carrying system, because we’d just been thinking about it functionally and mechanically. But it also let them tap into what it really means to design for a living passenger. 

MP: Let’s dive into the craft of design research. How do you know when a research insight is truly great?

JFS: Insight, for me, is a change of state in our understanding. There's an epiphany of sorts, a new recognition. You get an insight by being a sensory human being, observant and absorbent through all your senses…and then discovering you are excited about something new. Design and innovation take a lot of personal energy. That human emotion has to come from you.

And that’s what happens when clients get really drawn into ideas, too—they feel you’re changing the way they see things. 

MP: What fundamentals do we need to continue to embrace to do research well?

JFS: Nothing beats being an aware, sensory human being who is curious about other people, places, and things. Research doesn’t have to be expensive. Even a conversation with one interesting person, or exposure to an unfamiliar place, will do.

Sometimes we're reluctant to put something in front of the client that we think is a really cool idea, but nobody has said they wanted it. Perhaps the research didn’t show that it was a really good idea yet. But sometimes we have to have conviction about our own perspectives and the confidence to share innovative ideas, even without hard evidence. I’ve always felt that. 

MP: One of the most important phases of IDEO’s design-thinking process is synthesis—taking the messy materials we’ve gathered during research and making sense of them. How do you approach synthesis?

JFS: I once wrote a piece about how what happens in the design process isn't the same as how we formally describe it. One story stands out. I call it “the black shoes.”
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‍Annette Diefenthaler, now Professor and Executive Director of the Munich Design Institute, was an IDEO researcher working with a global bank trying to set up a presence in Russia. The team had done loads and loads of interviews with people about banks. Late one night, on the way back to their hotel, Annette saw a big shopping center. She asked the driver to stop, because she realized they'd had no time, other than doing their interviews, to absorb much about the culture.

So she went into this big mall, and Annette was stunned by how simply the department store had arranged its products. One wall was just black shoes all lined up, all the different kinds of black shoes you could have. It was all really obvious and not very exciting because there were only black shoes—no glitz at all.

What she took from that was: this is a culture where trust is built by showing what there is. It was so honest and direct. And here we were, talking to all these people about banks and trying to understand how to build trust in an alien brand. She had a flash of insight that suddenly made sense of what the team had been hearing. The bank needed to be so much more straightforward and transparent about its services. “Black shoes” became a mantra for that project and shaped how they designed the bank’s interior and described its offer.

This insight came from a moment that was completely off script. I love that. You can’t always get to an insight by staring at your interview notes. You get it because it’s somehow gotten into your viscera.

MP: Are there any moments where you found creative ways to present research to clients to help them make decisions?

JFS: Instead of personas and customer descriptions, a team once created a series of packed suitcases that represented the different types of travelers they interviewed. The client loved that one.

MP: How do you find the courage to decide to deliver an installation of suitcases instead of a more traditional research deliverable, like a presentation?

JFS: You need to tune in to what your client needs to absorb and what you want to communicate, and be ready to experiment with how you do that. You need to get good at failing. You try things, fail, and learn how to gauge what might work better the next time. 

MP: You’re an incredible artist—I’ve seen your woodblock prints. You’re also an amazing rock climber and swimmer. I’m curious how these activities helped you develop your craft as a researcher and a designer.

JFS: There’s something very elemental about all of them—they’re direct experiences of the world. You give your weight over to the rock. You trust the water. Even with woodblock printing, what I love is how material it is. I use sharp knives and gouges to carve the wood, then I learn how much water and ink to use and how the brushes work. 

That’s the thing I find really exciting. The fact that human beings have evolved to make beautiful things, that connection of making and place is a crucial motivator.

MP: You are one of the authors of the first edition of The Little Book of Design Research Ethics. I’d love to hear your perspective on the ethics of the discipline, and what we should keep in mind as we increasingly rely on technology. 

JFS:  I have a problem with the term research, partly because I think it connotes things like clipboards and taking notes—that we’re documenting other people’s lives. I’m happier when it all feels more like co-discovery, exploring together. We are together, engaged in this space, noticing things about your behavior as well as what I’m thinking about your behavior. And it's more collaborative.

 Co-discovering with other humans is a much nicer place to be.

MP: Looking back, knowing what you know, what advice would you give young Jane? 

JFS: I think I had imposter syndrome for about five years or so. I could have moved along a lot faster if I’d had a little bit more confidence and maybe a few more people telling me that it was okay. 

MP: Are there any insights from your human factors work that you apply to the broader scope of life-centered design, and how we can learn from that?

JFS: A human being is a living thing in a living system of other living things. Observation and curiosity are key—we should keep asking the same kinds of questions about the inherent behavior of those systems, as we would ask about people: what they really do, what motivates them, and how we can gain insights from them. This goes back to your question about how rock climbing, swimming, and art come into it, in the sense that we can think more broadly about the elements that matter to people. There’s a whole living world out there with great examples of elegant systems we can learn from.

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This Q&A has been edited for length and clarity. 

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“Insight, for me, is a change of state in our understanding. There's an epiphany of sorts, a new recognition. You get an insight by being a sensory human being, observant and absorbent through all your senses."

When category-defining challenges like disruption, the accelerating pace of change, and the need to rethink how organizations work are on the table, looking back on the current year and fighting for the same budget won't work. That's why many of the leaders we partner with are massively rethinking their priorities and where to best focus their resources. 

It’s a lot to balance, but the process doesn’t have to feel like guesswork. For several years, we’ve been using a tool we call the Planning Canvas, which provides a clear, strategic, and uncomplicated way to reflect on what has changed, what you’ve learned, and what matters now before planning for the coming year. It’s a simple way to help you evaluate where you are, and what levers you might pull to get your organization where you want it to be.

Download the Canvas

Our 2027 Planning Canvas walks you through three effective steps: 

1. Reflect on what’s changed
2. Imagine the impact you want to have in the near future
3. Decide what to double down on, reform, let go of or pursue as a new bet

We recommend using it for individual reflection ahead of annual planning, before team sessions and leadership decision meetings begin. It will help you arrive with a clear point of view on what has changed, what matters now, and the choices worth putting on the table. At the same time, don’t hesitate to adapt it to your needs. If facilitating a collaborative conversation across your team aligns better with your organization's culture, this tool can help with that, too.

The goal isn’t to predict the year ahead perfectly. It’s to enter planning conversations with a sharper point of view and the confidence to make impactful choices together. We hope you find it useful. 

Looking for more help with strategic challenges? Get in touch. We’d love to connect.

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At a time when uncertainty feels like a constant, leaders across categories can find it tough to make confident planning decisions for the year ahead.

I lead IDEO’s long-term strategy and emerging growth initiatives.

My career spans entrepreneurship, financial services, and technology, anchored in designing sustainable businesses that make systems and products work better for people. I have led multi-partner innovation portfolios with organizations including Citibank, Fidelity, Nasdaq, and the Gates Foundation, focused on building more human-centered futures. 

I began my career as an entrepreneur, creating new ventures in healthcare and real estate. I hold an MBA from Harvard Business School and a BA with distinction from Bates College.

I lead IDEO’s business globally.

A longtime IDEOer and a champion of creative collaboration, I bring a strong belief in the power of design and creativity to solve the world's most complex challenges.

Before taking on the role of CEO, I helped grow IDEO’s global presence, co-founded the Tokyo studio, and launched D4V, Japan’s first early-stage design-focused venture fund. I became a Partner in 2017 and was appointed to the board of IDEO.org in 2020, a role I continue to hold.

While I was away from IDEO, I served as Chief Creative Officer at Moon Creative Lab, a venture studio that powers the creation of new businesses for Mitsui & Co. There, I guided the development of new ventures and led Moon Media, a storytelling initiative exploring creativity and entrepreneurship through film.

As a committed educator, I have taught at esteemed institutions including Copenhagen Institute of Interaction Design (CIID), New York University’s Robert F. Wagner Graduate School of Public Service, and The University of Tokyo. I hold a degree in cognitive neuroscience from the University of California, Berkeley.

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Over the course of my 45-year IDEO career, which originally started by meeting David Kelley at Stanford in the mid-1970s,I have worked as a design engineer, a project leader, a business relationship leader, a studio leader, and a practice leader. I have helped us build and nurture many key long-term client relationships, including Silicon Valley tech firms, Fortune 100 consumer businesses, and health-care companies of all sizes. I have been leading or guiding the “Design for Health” side of IDEO’s business for more than 20 years. I have also been named on 55 granted patents.

I am an Adjunct Assistant Professor at Stanford University’s Hasso Plattner Institute of Design, known as the d.school, where I have taught at least one course each year for the past 45 years. I have led courses on product design, engineering design, and human factors design, as well as design for sustainability, and creativity and innovation. I currently teach the “Design for Healthy Behaviors” course with Dr. Nancy Cuan, M.D. and IDEOer YC Sun

I have a BS in Mechanical Engineering with an emphasis on Industrial Design from the University of Notre Dame and an MS in Product Design from Stanford.

I founded IDEO because I wanted to work in a creative environment surrounded by people I admire. These days, that’s still the case. I get to work with inspired people who have a commitment to making great things happen in the world.

I also founded Stanford University’s Hasso Plattner Institute of Design, informally known as the d.school. As Stanford’s Donald W. Whittier Professor in Mechanical Engineering, I am the Academic Director of both of the degree-granting undergraduate and graduate programs in Design within the School of Engineering, where I have been a student or a teacher for nearly 50 years.

I am most passionate about using design to help unlock creative confidence in everyone from students to business executives.

Together, my brother and I co-authored the New York Times best-selling book Creative Confidence: Unleashing the Creative Potential Within Us All.