More than 7 million people each year came to the Boston.gov site to tap into all sorts of city services: reporting a pothole, learning the assessed value of their property, paying a parking ticket, checking recycling schedules.

Boston wanted to create a beautiful platform that would make the process of finding and navigating information easy and intuitive, one that prioritized the needs of its people.

The Boston.gov site had outgrown its existing structure and needed an overhaul. The user experience was mired by the fact that Boston City Hall has nearly 50 different departments, each with its own microsite, navigation and content standards that feed into a centralized site.

So the City of Boston hired IDEO to design its new digital home, Boston.gov. IDEO designers worked with the major stakeholders—department heads, employees, and Boston residents, with a focus on those in underserved communities and those with varying levels of technical proficiency—to gather insights into what users needed.

The objective was to design something that would simplify how people navigate the site, to make it easier for residents to find answers to common questions, and, in the process, serve as a community facilitator—an up-to-date, reliable resource that makes life in the city more manageable.

Rather than organize the site by the city’s departments, the design solution was rooted in illuminating relevant content by topics—people’s life moments—many of which overlapped through different branches of government. Owning a car in the city, for example, is closely related to preparing for winter, so bridging those common threads allowed for a more intuitive organizing principle.

In the process of the site redesign, IDEO also helped to create a visual identity system that underscores Boston’s strengths: the city’s confidence, humility, personality, and optimism.

In addition to the web architecture and redesign, IDEO also produced a comprehensive style guide to help maintain design consistency, so departments can add content without compromising the overall integrity of the site, as well as a brand look that the city has decided to adopt across nearly all of its consumer-facing media. Now you’ll see the famous underlined B on T-shirts, banners, and even snow shovels.

Holding true to its mission to include Boston residents and all site users in its design process, the new Boston.gov site was piloted for six months, and the process document on the city’s blog (including the IDEO designed brand guide), before a full launch was rolled out in July 2016.

“The website should act like a helpful human. This is one of the big differences between the old site and the new site,” said Jascha Franklin-Hodge, the city’s chief of information technology in a Boston Globe article. “Oftentimes, when you looked at something on the old site, it would feel like you were interacting with some sort of lawyer-robot that was speaking to you in government-speak, using very formal language. We are trying to move away from that so your experience is akin to a person.”

The City of Boston was in need of a new digital home—one that emphasized a shift to a more welcoming tone and commitment to its citizens.

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In the Western Hemisphere, The North Face brand has long represented an active, sporty lifestyle that’s filled with challenges and adventures. But appreciating “the great outdoors” in China is less about extreme sports and more about connecting with nature in a communal, spiritual way. This research-based insight led the team to identify new opportunities for The North Face to better target its messaging.

Designers found a key opportunity: Encourage Chinese consumers to escape the pressures of hectic city life by enjoying the freedom and renewal that comes with spending time outdoors.

Today, as people find less time to enjoy the benefits that lie just beyond China’s large cities, there’s a tangible desire to return to the outdoors to refresh, reassess, and renew oneself. The North Face aims to help consumers do exactly that.

To create a compelling new brand vision for The North Face in China, the team’s design research tapped into Chinese ways of spending time outdoors. IDEO’s insights and creative brief provided the essential brand story for The North Face in China and informed the tagline of the company’s current marketing campaign, “Go Wild” (去野). The North Face brand’s new messaging links “old nature” and “new outdoors” through a combination of digital, retail, and interactive community channels.

IDEO also collaborated with the company on designs and prototypes for a new digital platform and an updated store-within-a-store merchandising display. The digital community aims to attract newcomers and connect them with more experienced outdoors enthusiasts and clubs. As the platform evolves, it will help aspiring adventurers plan trips, learn skills, and share their experiences through photos.

The retail community space aims to integrate this digital community with in-store shoppers and an effort to turn the “buy-a-product moment” into a “join-the-outdoors moment.” Both will be integrated to provide a holistic brand experience in China centered on nature and community.

In the West, The North Face, with its decades-long history, has long symbolized an adventurous, active lifestyle. In China, however, the outdoor market only began accelerating in the early 21st century.

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Success in this growing market depends on building strong and deep connections with Chinese consumers.

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20% sales growth in China

from 2012 to 2013—the year the project was completed—propelling the brand from sixth place to a market-leading position

Over the last 36 years, IDEO and Lilly, along with the pharmaceutical giant’s other design, development, and manufacturing partners, have collaborated on more than 250 projects. During this time, Lilly has not only honed its engineering-focused internal device-development team but also transformed into a human-centered organization with extensive, robust in-house innovation capabilities.

Early in the relationship, a team of IDEO designers and Eli Lilly leaders traveled the world to understand how people with diabetes live with the disease. Their findings led to the design of a series of award-winning insulin injection pens like SAVVIO. Portable, aesthetically pleasing, and discreet, the pens are suitable for use in both medical and personal settings. Combined with Lilly’s technical design prowess, this human-centered focus allows the devices to seamlessly integrate into patients’ lives and routines, making a challenging disease like diabetes feel more manageable.

Fast forward to today, Lilly’s innovative, easy-to-use auto-injectors are not only continuing to provide life-saving treatments to people with diabetes but also enabling the adoption of the popular GLP-1 weight-loss drugs Mounjaro and Zepbound, which together accounted for the majority of the company’s annual revenue in 2025. Perhaps most importantly, patients consistently rate the experience of using Lilly’s auto-injectors as relatively pain-free, easy to use, and preferable to competitors’ brands, improving adherence, satisfaction, and health outcomes.

This unwavering focus on driving innovation through a patient-first mindset is evident in some of the most impactful projects Lilly and IDEO collaborated on over the years:

GLP Auto-injectors
Convenient and cutting-edge, the first Trulicity injection device was originally designed to deliver the GLP-1 drug to treat type 2 diabetes. Today, it has been adapted for use with other GLP-1s, Mounjaro and Zepbound, which are increasingly popular weight-loss drugs and are also administered once weekly via fixed-dose injections. A wide base enables the pen to be held securely against the injection site, and the device automatically regulates the dose and needle depth.

Taltz Injectors
For most patients, living with severe plaque psoriasis means being your own medical technician—metering your drug dosage each time, and attaching and removing needles by hand. Taltz provides patients with clear visual and auditory feedback throughout the injection process through simple icons, bright colors, a translucent material, and clicking sounds. The devices are available in both autoinjector and prefilled-syringe formats and are adapted for Emgality, a preventive monthly migraine treatment, and Ebglyss, which helps treat eczema or atopic dermatitis.

HumaPen SAVVIO Injection Pen
Key insights informed the design of SAVVIO, including patients’ preference for insulin pens that look less like medical devices and more like everyday objects you’d find in a backpack or purse. The sleek, colorful device was created to help patients feel comfortable and confident about fitting mealtime injections into their everyday lives.

Refillable Human Growth Hormone (HGH) Injector and Reconstitution Device
Designed to be kid-friendly, the Refillable HGH Injector leverages insights into pediatric treatment adherence to create a more integrated, systematic approach to treatment, while the Reconstitution Device makes mixing Lilly’s powder-and-liquid drug easier and less intimidating for parents and healthcare professionals alike.

KwikPen Insulin Pen
KwikPen is a next-generation, prefilled insulin injection pen that builds on the success of two previous designs, reducing its size to 5.7 inches and enhancing ease of use for patients.

HumaPen(R) Luxura™ Insulin Pen
HumaPen Luxura combines several innovations into a robust yet elegant pen that can be carried and used anywhere—an insulin pen solution that improves dosing accuracy, dose setting, and injection force.

In addition to designing products to meet the needs of people with diabetes, IDEO and Lilly have developed innovations in areas of oncology, autoimmunity, and men’s health. The results of this collaboration and expansion have won numerous design awards and produced one of the longest and most fruitful innovation relationships in IDEO’s history.

In the 1990s and early 2000s, Eli Lilly had a number of new, life-changing medications and two big challenges: Most of its drugs were self-injectables, not pills, so patients were hesitant to take them. And its drug-delivery device platform lagged behind its drug pipeline.

99%

of Trulicity users reported the auto-injector was “easy” to “very easy” to use in a JDST study

$36.5B

of Lilly’s $65.2B 2025 revenue came from sales of its auto-injectable GLP-1s, Mounjaro and Zepbound, a 45% increase from 2024

‍“…the Advisory Council will recommend transformational programmatic, cultural, and physical change to San Quentin that can serve as a practical model that can be replicated and scaled to other institutions.”

Source: Office of Governor Gavin Newsom: Governor Newsom Names Leading Criminal Justice and Public Safety Experts to San Quentin Transformation Advisory Council, May 05, 2023  https://www.gov.ca.gov/2023/05/05/san-quentin-transformation-advisory-council/

The Advisory Council included the expertise of established criminal justice, public safety, healthcare, academic, reentry, and rehabilitation professionals, along with system-impacted/formerly incarcerated community leaders, and representatives of crime victims/survivors. The premise of IDEO’s involvement is to augment the Advisory Council Co-Chairs’ and members’ expertise in evidence-based best practices and lived experience living and working in prisons, with expertise in collaborative design, synthesis, visualization, storytelling and bringing visions to life.

Specifically, IDEO was brought in to facilitate input-gathering, and assist with incorporating the many viewpoints into a single, cohesive report of recommendations to the Governor. This included meeting the challenge of bringing together the viewpoints of 21 people on the Council (17 members, three Co-Chairs and an advisor to the Governor); incorporating the views of people who are most impacted (those incarcerated at San Quentin, San Quentin staff, community-based organizations, victim/survivor groups, among others); and formatting and designing the final report.

IDEO’s facilitation included workshops with the full Advisory Council, individual interviews and check-ins with Council members to gather their input to inform the recommendations. Each Advisory Council member was asked to speak with, and record feedback from, no fewer than five people at San Quentin or in affected communities and to share this feedback with IDEO. IDEO integrated this information and feedback into this report.

Research activities included visits to San Quentin to speak with and facilitate conversations with:

• San Quentin residents (100+) including the Citizens/Inmate Advisory Council, focus groups with Spanish-speaking residents, former gang members, ACT (LGBTQIA+), Voices Heal, People in Blue, San Quentin Citizens Advisory Council.
• San Quentin staff (100+) including interviews with numerous officers.
• San Quentin staff and residents together.
• Current participants and staff at Amistad (MCRP) and Beacon (former lifer) campuses (many who were previously incarcerated at San Quentin).
  
  

IDEO also organized listening, information sharing and feedback sessions, both at San Quentin and in the community, between Co-Chair representatives and various stakeholder groups, including victim/survivor groups, labor unions, and advocacy organizations. These perspectives were also brought into the report.  

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This initiative, aimed at exploring what the next 10-15 years might bring, allowed me to leverage the full spectrum of a futurist's tools as well as those of an organizational designer—simultaneously exploring their design question while teaching and integrating foresight capabilities.

Being a futurist means spotting signals that may only be whispers today, but could become profound shifts tomorrow—shifts that companies will have to be prepared to navigate. When playing this role we use a mix of facilitative, creative, and analytical tools that not only identify emerging patterns, but also embed foresight into the organization itself, helping shape the culture to be more forward-facing. Our techniques range from examining historical patterns to scanning for signals of change to telling stories of multiple plausible futures—each designed to bring clarity to a complex environment and make emerging opportunities actionable for an organization as a whole.

What do those tools include?

Hunting for signals in the noise

Identifying and tracking signals of change is the primary activity of any foresight work. It’s focused on spotting glimpses of the future that exist in the world today. A signal might be a new idea, behavior, technology, social context, or business model that may seem insignificant now, but could redefine industries or the world at large if it scales. Recent examples I uncovered for clients include everything from the resurgence of “dumb” phones to the emergence of four-day work weeks to big tech’s greenhouse gas emissions surges fueled by the expansion of AI. Grasping these subtle shifts enables teams to broaden their perspectives and think beyond what’s currently happening.

Mapping drivers of change

Tracking and mapping broader trends and underlying drivers of change — like the climate crisis or the rapid rise of LLMs —gives further context to signals and reveals potential structural shifts influencing social, technical, environmental, economic and political systems—ultimately shaping how organizations adapt, innovate, and respond to emerging opportunities and risks in the future. Understanding the why behind these changes allows teams to build flexible strategies grounded in deep awareness of external forces.

Considering different futures

Imagining a range of possible futures challenges teams to consider different potential outcomes and to design tangible steps the company can take to either grab opportunity or avoid risk. Although it's important to imagine ideal or preferred future scenarios to create a transformative vision for the future, it's just as critical to explore potential futures with extreme uncertainty or disruption to stress-test ideas. Imagining “what if” scenarios like, “What if AI became the standard for all customer service?” or, “What if customers demand ownership of their data?”stretches a team's thinking to identify resilience strategies and become more nimble.

Preparing for disruption

Identifying and interpreting emerging paradigms helps organizations to anticipate market or strategic shifts before they disrupt, making it possible to proactively invest in nascent opportunities or manage the decline of legacy approaches or systems. It minimizes risks associated with abrupt change and encourages continuous innovation, ensuring the organization remains competitive and able to seize new growth opportunities as they arise. It’s all about building confidence in making strategic choices.

Creating artifacts from the future

A future news headline, a mock product, or an immersive experience can make abstract concepts concrete, spark discussion and inspire strategic actions that could be aligned with longer-term goals. Sometimes the most powerful stories or artifacts of the future are those that are the most mundane, like a job description or a transportation ticket set 15-20 years into the future. These  visions bring the future to life, and enable teams to embed future-thinking into strategic choice making.

Given the scale of the organization I was working with, we expanded the traditional signals exploration, mapping everything from the future of work and retirement, to the rise of a digitally-native generation, to shifts in human decision-making related to a broad and rapid integration of AI. A collaborative team of consultants and internal staff updated this tool weekly, regularly identifying and tracking trends, drivers, and future scenarios across the tech industry. And we mapped paradigm shifts in critical areas of the company’s operations, spotlighting strategic opportunities to lead change in the space.

Additionally, we developed and deployed a futures-focused curriculum and a program to engage leadership and key cross-functional stakeholders, ensuring lasting impact and sustained capabilities across the organization. Not only did we prepare the organization to anticipate and navigate future shifts, we also embedded a lasting culture of foresight, empowering the organization to lead its industry with confidence and agility.

For companies like this one, having a futurist-in-residence is no longer a nice-to-have—it’s a strategic imperative. This role is critical for two reasons: preparation and opportunity. With so many variables at play—from technological advances to societal shifts—it’s critical to have someone who can filter through the signal noise, identify potential game-changing opportunities, and help those who guide the organization to adopt a more forward-thinking approach. The role can also foster a culture that challenges assumptions, encourages innovative and creative thinking, and equips teams to identify and interpret the forces that are shaping tomorrow.

In today’s volatile and complex world, companies need futurists not just as advisors, but as strategic enablers who build futures literacy across an organization. Investing in the future means investing in the people who can help organizations see a wide array of futures clearly and act on uncertainty with confidence, helping turn that uncertainty into strategic possibility.

As part of a client engagement, I recently stepped into a futurist-in-residence-style role for a major tech company that was eager to infuse futures thinking throughout an already innovative organization.

One of the ways they deliver this value is by being more approachable and responsive to a wide range of user behaviors. Or, seen another way, by being social and emotional by default. Designers of these tools can lean into the power of emotional engagement, or pretend it isn’t actually there at all. Count us on the side of emotional engagement: We believe that designers should understand and intentionally integrate emotion into data analysis tools.

Why does emotional engagement with data matter?

Data is at the heart of decision-making, driving everything from product development to customer service. Every presentation of data is ultimately telling a story, from a dry spreadsheet to Florence Nightingale’s famous casualty diagram. But how effective, impactful and, perhaps most importantly, intentional is that story? Emotional engagement is vital because it not only makes data more relatable, but also invites curiosity and deeper reflection. By intentionally crafting the personality of conversational AI systems, we can create experiences that enhance functionality through emotional connection.

Personality-driven AI interfaces help transform the process of making sense of data into an experience that can spark empathy, understanding, and even enjoyment. This approach offers a way to help AI systems humanize data, making the interaction with that data feel less transactional and more like a conversation.

The role of personality in AI systems

Integrating personality into data presentation systems is more than a party trick to add life to your pie charts. It’s about designing tools that can communicate with users in ways that reflect their mood, tone, and even sense of humor. Large Language Models (LLMs) make this not just possible, but accessible to everyone who needs to present data. By generating natural-sounding dialogue and infusing it with personality, LLMs allow for conversations that resonate emotionally—and at times playfully—rather than just delivering dry data. We believe all data tells a story, and LLMs can help you tell a better one.

What can that look like in practice?

During a recent workshop we hosted at HCI International 2024, we asked participants to design AI-enabled systems using an evolved version of the "Talking to Docs" framework. Our goal was to strip back the LLM interface as much as possible, until it contained just the elements we wanted to explore: a base prompt and a searchable vectorized document set. This simplification let our participants experience how setting intentions around personality and emotional framing through prompt engineering can recontextualize their unstructured data (held in the vectorized document set). Each participant took a unique approach to how their unstructured data could be presented in a more intentionally humanized way, blending functionality with personality. Here are some of our favorites.

1. Exploring Newton’s Principia Mathematica with an enthusiastic fitness coach

One participant created a conversational system to explain Newton’s Principia Mathematica in the style of an overly-enthusiastic fitness instructor. This personality is rooted in humor and contrast. Principia contains some of the most revolutionary ideas in physics, not to mention that it’s written in Latin–not an inviting combination. By choosing the framing of a fitness coach, the system immediately added a whole different set of cultural signifiers. But, the benefits went beyond style. The system actually framed its explanations of the ideas in the text as fitness metaphors, making them more relatable to a common human experience—like when it explained the concept of gravity.
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"Just like your muscles build momentum during a run, gravity pulls that ball down the hill! Keep up the energy,—you’ve got this!"‍

This example shows how AI can make even the most challenging material feel dynamic and engaging and, perhaps most importantly, welcoming to audiences who might not be seen as the core one for a particular subject​.

What could this mean in real-world applications? Imagine large multinational corporations creating engaging experiences for AI adoption and upskilling their workers; hospitals could explain complex medical treatments to patients in digestible ways, and schools and education companies could make tough subjects more fun and accessible to learners.

2. Demystifying Picasso’s Guernica for the curious

Another participant used a friendly, approachable art teacher personality to explain Picasso’s Guernica to younger audiences. By using relatable language and a conversational tone, the system helped break down the complex themes and techniques of the painting, making art more accessible as a patient teacher might:
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"Picasso broke things apart and put them back together in strange ways to show the confusion and chaos of war. It’s like a giant puzzle, and you’re the detective figuring it out!"‍

LLMs can be prompted to use existing pedagogy techniques (for example, Socratic dialogue or reciprocal teaching) to deepen understanding of topics a user might normally just skim over. This approach could be used by art and fashion players like museums and brands to explain the backstories of their artifacts, or by travel companies to add greater context to a visitor’s experience of a new place. Or, even more provocatively, this technique could be used to create understanding, consent and trust when agreeing to data usage, especially in highly-sensitive but complex areas like genetic data and other personal information.

3. Adapting the approach to user behavior

A third participant introduced a humorous twist to the bureaucratic process of filling out tax forms by creating an interface that changes its entire persona based on the attitude of its user. If the system detects the user’s tone as positive  and polite, it responds with the personality of a bubbly, cheerful government worker right at the start of their career. But if the system sees that the user is grumpy or rude, it replies with a sarcastic and grudging attitude, and adopts the persona of a government worker on their very last day on the job.
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"Ugh, all right. You do not put your ITIN here. Grab a coffee and take a deep dive into section 4 of Pub. 15 if you really want to know more."‍

What happens when you no longer have to design your interface with an assumed user intent, but instead can dynamically adjust it based not just on explicitly gathered user preferences, but on their tone and attitude?

There are many applications where creating some intentional friction when users don’t behave as intended is desirable, from financial planning to medical treatment plan adherence. Instead of building these frictions on a one-size-fits all design, we can use LLMs to estimate user attitudes and create the right behavioral nudges at the right time. And maybe they can even manage to be funny while doing it.

The future of emotionally-engaged AI design

Designing AI-enabled systems isn’t just about efficiency and ease. It’s about creating meaningful interactions that leverage how humans think and feel to make data more accessible, relatable, and even enjoyable. With their ability to understand and transform human language, AI systems naturally evoke emotional responses that differ from those triggered by traditional software or hardware. Even the absence of a defined personality becomes a personality in itself. As designers of these systems, it’s our responsibility to think deeply about how they’ll relate to users, not just how technically accurate their responses will be. The applications of personality-driven, emotionally-infused AI interfaces can span sectors from technology to healthcare, culture, media, education, government, consumer products, and beyond, potentially making data more vital, relatable, and actionable in all of our everyday lives. It all depends on design.

As AI technology advances, so does the potential to reimagine how we experience data—where even the most abstract information can evoke curiosity, empathy, and engagement.

Try it for yourself

We created this process to make engaging with the fundamentals of AI tools more accessible to designers–and that means you too! If you’d like to try your hand at our personality crafting exercise you can find instructions here. We’d love to hear about what you make! And if you’d like to partner with us to help solve an AI problem of your own, get in touch.

AI data analysis tools are promising a lot: efficiency, adaptability—even enhanced comprehension.

That was a key message we took from our time at the second annual TED AI conference, hosted in our own backyard of San Francisco. Two days full of panel sessions, robot demos, and classic TED Talks had us considering the nature of time, the power of language, and transcending human cognitive limitations. The biggest theme: The urgency for bringing human centered-design to AI is only getting stronger.

Here are five key takeaways from our time on the ground.

1. Beware the black box

The black box approach to AI’s foundational models are the root cause of issues around ownership, copyright, credit—and in the case of certain industries like healthcare—exclusion of entire userbases.

Not knowing what the training data was, where it came from, or who it originally belonged to, means that:

1. We’re not able to give credit or reimbursement to the original creators of that data.
2. There are unknowable but impending legal ramifications from a copyright perspective.
3. Healthcare professionals are unable to use models such as ChatGPT, because without being able to verify or validate the training data, they’re unable to confidently (or even legally) use the answers the models provide.

Already, though, some companies are pioneering more transparent and more widely-usable data sets and model developers. HOPPR, for example, is building the first multimodal AI foundation model for medical imaging and radiology, while the non-profit Fairly Trained is based on the belief that that many consumers and companies “would prefer to work with generative AI companies who train on data provided with the consent of its creators.”

The concept of designing for transparency is reflective of a lot of research we have done in the past with users and data. Our 2019 work with Mozilla exploring more ethical and user-centered solutions to the Surveillance Economy highlighted the pitfalls of data collection, and the opportunities for tech companies to build value by handling user data in more human-centered ways. Combine that with our blockchain work at IDEO CoLab, and there are lots of interesting spaces to explore and draw inspiration from—including individual and collective control, consent, and value generation.

2. Consider the human consequences

A lot of industry specialists are focused on the near-future of the technology, as opposed to the mid-term opportunities and AI’s long-term effects on humanity. Some speakers were concerned that we're spending too much time worrying about what the technology will do for us, while others think we're too concerned about what it will do to us. There was a lot of focus (for better or worse) on the productivity benefits, but relatively few people were thinking about the consequences for humans.

Eugenia Kuyda, founder and CEO of Replika, noted that we should “stop designing for productivity, and start designing for joy,” which is a lovely provocation. We don’t need to forsake one for the other, but designing for joyous experiences can make productivity far more desirable. Our work with Ethiqly around integrating AI and writing exercises in schools focused not on the power of the technology or how many more essays kids could write, but on making the process of getting your creativity on to paper more joyful and rewarding, and focusing on the relationship between teacher and student.

There were also several conversations around the idea that technology will free up time for us to spend with our families instead of working. As romantic as this sounds, it’s not realistic. Organizations will simply reduce headcount, and then increase the other workloads for employees. Articles like this one from the BBC hint at a workforce feeling more burnt out due to AI implementation, showing a glimpse of the human consequences we should be designing for at the application layer.

3. Embrace quality over quantity

Several people spoke about the exponential growth of investment in computing power for large language models (LLMs). Currently, 70 cents of every dollar invested in AI models goes into crunching the data.

As an alternative to this massive use of resources, several speakers brought up the concept of small language models. SLMs are literally smaller models, trained on just 1 billion tokens. (LLMs can require upwards of 1 trillion tokens.) These SLMs can be created with a fraction of the time and energy, and offer great specific utility. Consider the example of the telecom call center. Its model doesn’t need to be exposed to the nuances of Shakespearean sonnets; it just needs to know the words and phrases needed to operate a call center, so you can spend less time, money, and energy on creating your model.

With the tens and hundreds of millions of dollars we’re spending to train LLMs, how much are we willing—or is financially feasible—to spend on models? If we continue down this path, the financial / physical / electrical requirements are going to become unsustainable. One panelist mentioned that “we should be feeding the machine the right information vs. all the information.”

The potential futures for more intentional and nimble SLMs seems much more approachable and both financially and ethically feasible.

4. Spoken language is irreplaceable

One of our favorite speakers was Jessica Coon, the linguist who consulted on the movie Arrival. She argued that human language is rich, nuanced, and endowed with the histories of our cultures. An input text box attached to a keyboard populated with Roman characters is never going to be able to express a fraction of it.

Rikin Gandhi, the co-founder of Digital Green, a company using AI to provide agricultural information and guidance, spoke about the company’s work with farmers in rural India, where illiteracy and nuanced local dialects and translations make-text based offers unviable. But AI models’ abilities to understand spoken language, locational context, and nuances of a given agroecology and a given time of the year means those farmers can interact through images, video, and spoken word.

This perspective shines a spotlight on the potential for more diverse and inclusive design principles, and our spoken language is a key part of that future.

5. Discover a new impetus for responsible design

We also heard from Pratyusha Sharma, a leading researcher and member of Project Ceti, who shed light on how we might be able to leverage generative AI to understand the unsolved mysteries of the ecological world.
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Sperm whales communicate through clicks, or codas. While researchers for decades have understood that this is the primary communication pattern by which this social species coordinated, it had been impossible to untangle the spoken language and what it meant. Sharma spoke about a novel use of generative AI—using a generative adversarial network, or GAN, to surface both the alphabetic principle and deeper understanding of coda meanings. With this technology, not only could we hear the sperm whales’ communication—we can understand what it means and predict from their communications what they might do next, whether that’s diving for food or coordinating childcare.

As AI tools become more and more powerful in helping us understand the language of the world around us, the impetus for responsible design will become clearer and clearer. If we can start to interpret the language plants, animals and earth use to communicate, how can they not be a stakeholder in everything we design?

Curious how human-centered design could help you make more desirable AI products? We’d love to chat.

We need to start pulling the human signals from the technological noise, and weaving them together.

A good purpose statement articulates a passion to boldly make an impact. It can differentiate you from competitors, grounding your work in deeper meaning. It can serve as a beacon to draw like-minded individuals to your company—as consumers or employees. And it can align and motivate leaders, guiding strategic choices.

To do all that, a good purpose has to make you FEEL something.

But too often in crafting a purpose statement, marketing and business jargon sneaks in, adding extra bloat. Or conversely, the language gets watered down to the point where it doesn’t mean anything anymore. The emotional gets sacrificed for the intellectual.

If you feel yourself or your team starting to slip into the weeds—or floating too high above the clouds—here are three ways to re-inspire and re-calibrate your thinking around purpose.

1. Get out of your own head: Collect love letters.

‍If you’re feeling lost at where to even begin, start with some on-the-ground research. Approach employees, end users, stakeholders—whoever interacts with your brand or company—and ask them to write a love letter to your organization, talking about what they’re most proud of, or what they appreciate most.

How we’ve used it: Last year, we were working with the team at Dartmouth Library to develop its strategy, starting with a clear articulation of its purpose. As part of a series of co-design workshops with faculty, staff, and students, we asked participants to write a letter to their library: What did they treasure most? How did it make them feel? While the stories we gathered covered a broad range—encompassing everything from intellectual exploration to belonging—they revealed the deep connections people had with their library, an attachment that was central to both its purpose and strategy.

2. Push past “what” and “how” to uncover your “why.”

‍If you’re feeling like your purpose is stuck in details and logistics, try the classic Golden Circle from Simon Sinek. Draw three concentric circles: the biggest should be WHAT you do; the next, HOW you do it; and the center WHY you do it. Brainstorm your answers to each and put them in the appropriate sphere. Focus on what landed in your center circle—your whys start to articulate your purpose.

How we’ve used it: The Boston Society for Architecture reached out to us to help the organization shift from being program-driven to being impact-driven. In a series of collaborative workshops, we had stakeholders list all the practical and emotional benefits for member architects, partners, community leaders, and students. Together, the team mapped these examples on the Golden Circle, setting aside functional positioning statements to focus on elevating the why—the emotional purpose that the organization could rally around.

3. Fast forward to the future to ground purpose in greater context.

‍If you’re struggling to make your purpose feel more aspirational and evergreen, consider taking an imaginative journey five, 10, or 15 years into the future. Spend a few minutes generating as many future signals as possible: What are things you observe in your industry, your customers, or your organization today that might indicate bigger trends over time? How might you evolve your purpose to stay relevant amid these changes?

How we’ve used it: In the earliest days of the pandemic, we were working with a large consumer electronics company to design a bold new strategy for the organization. To kick off the work, we spent a couple of hours with the core team generating signals. Even though we had no idea what the impacts of the pandemic would ultimately be, we were looking to uncover and better understand trends that were already starting to emerge in the world around us. These explorations into themes like hybrid work, climate resilience, equity (and more!) helped us paint a picture of the future that gave us a context for defining a purpose that could fit the company for years to come.

Articulating a bold and inspirational purpose is hard. It requires creativity, empathy, and constant iteration. And in the swirl of “are we there yet?” it can be easy to sacrifice the emotion, chopping the “feeling” in favor of generic language that—if said with enough oomph—sounds smart enough. But it’s not worth it.

Finding the right “why” can help give your purpose the power it needs to inspire leaders and employees to work in service of something greater. And when you bring it to life, a great purpose can signal your company’s core ethos to consumers, acting like a beacon to those who seek what you have to offer.

For organizations and brands, discovering purpose always starts with a question: “Why do you exist, beyond profit?”

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.