Obesity exists at the complex intersection of a clinical condition and a cultural force. Clinically, it comes with a diagnosis and treatment plan. Culturally, it is influenced by beliefs, identity, and self-worth, making it deeply personal and often taboo. Families, healthcare providers, and experts tend to avoid the fraught “o-word,” opting for euphemisms instead. For families on Medicaid, these challenges are even more pronounced. Award-winning health-tech startup Clarity Pediatrics, together with designers from IDEO, IDEO.org, and with support from Rise Together Ventures, sought to uncover the obstacles to healthier lifestyles and create a free report for US pediatricians who want to bend the curve on the childhood obesity epidemic.

Research with kids and parents on Medicaid in Dallas, Texas, and California’s Bay Area, along with interviews with healthcare providers and experts across the country, uncovered stories of stigma and frustration. Parents spoke of the daily challenges of balancing multiple jobs, sourcing affordable healthy food, and finding time to make necessary lifestyle changes. They described rushed pediatric visits that left them with unclear next steps and feelings of blame. Provider conversations echoed these struggles, noting time constraints and limited follow-up options.  

Ultimately, food had become a daily torment for these families. Eating was unavoidable and also one of the few affordable indulgences low-income parents were able to provide. Once kids left their own homes, they were surrounded by unhealthy temptations, making it feel impossible for parents to maintain control. The popularity of costly new weight-loss medications and surgical procedures added another layer of complexity for families who had been underserved by—and therefore distrustful of—America’s healthcare system. With so much of the responsibility placed on parents to self-direct care, inequities deepened, adding to the burden of families already at a breaking point.

To design a path forward, IDEO and IDEO.org mapped a family’s needs before, during, and after pediatric visits. This work revealed critical parts of the journey where families needed more support: recognizing early signs of obesity, navigating provider conversations, and sustaining healthier habits at home.

These insights informed a theory of change framework that provides actionable guidance for stakeholders involved in obesity care. Grounded in three opportunity areas along the patient journey—building awareness, confidence, and capacity—the framework highlights how trust, dignity, and systemic support can lead to lasting outcomes.

IDEO and IDEO.org also developed 10 user-centered concepts spanning digital, physical, and service offerings to reduce stigma and empower families to sustain healthier lives. These ideas address dignified diagnoses and structural inequities, among other pressing issues. Complementing these concepts, IDEO created a short documentary of a mother discussing her family’s experience navigating childhood obesity to help pediatric providers—many of whom have had very different lived experiences from the families and patients they serve—better understand the realities of the daily struggles of many families on Medicaid.

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Designed for the public good, the interactive website and free downloadable report, Reimagining Childhood Obesity, contain research findings, design recommendations, and a theory of change framework. The goal: provide practical, actionable guidelines for pediatricians, educators, healthcare organizations, and innovators to meet families and kids where they are and support them as they move toward a healthier future.

21% of US children are obese. 40% of Latino youth are either overweight or obese.

26% of kids on Medicaid experience childhood obesity, compared with 11% on private insurance.

525,600 minutes: Total time per year parents spend caring for their children. 17 minutes: Average time a pediatrician spends with a child during their annual exam, a small window to address a complex chronic condition such as obesity.

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user-centered ideas to help pediatricians reduce the stigma of childhood obesity in an accessible report

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opportunity areas for building trust with young patients and providing family support

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With its reach, Acer saw an opportunity to power positive choices in the billions. ‍

But new products and services won’t succeed if consumers don’t want them, no matter how sustainable they are. A few years go, the Harvard Business Review’s report, "The Elusive Green Consumer," found that about two-thirds of those surveyed said they wanted to buy brands that advocated sustainability. But only a quarter actually did.

Meanwhile, the market for climate era products is only growing: In 2022, Forbes found that nearly 90 percent of the Gen X consumers they surveyed said they’d be willing to spend more on sustainable products, compared to just over a third two years before. The desire was only higher among Millennials and Gen Z; they just didn’t like what was on offer.

To drive sales and growth, and meet its sustainability commitments, Acer needed to capitalize on desirability, deepening the connection between Acer’s sustainable options and consumer needs, lowering the barrier to purchase. To that end, Acer and IDEO created the Acer Climate Lab, a cross-organizational team and initiative, to launch the company on a transformative journey to deepen the connection between Acer's conscious technology and the realities of people's lives and needs across four strategic areas.

Together, the combined team conducted extensive research to better understand consumer attitudes and behaviors toward sustainable products, and identified everyday areas where Acer’s conscious technology might be able to have the most significant impact: living, working, moving, and learning.

• Living: Envisions homes as hubs of energy efficiency and climate resilience, leveraging technology to optimize energy use, enhance air quality, and enable proactive climate management. These concepts include technologies like smart energy systems, adaptive air solutions, and integrated home management platforms explore how technology can support sustainable daily living.
  
  
• Working: Reimagines the workplace with flexible, sustainable technology solutions that prioritize resource optimization and circular practices. Concepts such as Acer Loop could provide a subscription-based model that ensures access to the latest technology, supports remote work, and reduces electronic waste through effective recycling and rehoming practices.
  
  
• Moving: Focuses on the transformation of urban mobility by integrating technology into systems that promote sustainable transportation. Concepts could include e-mobility hubs that highlight how urban spaces could offer seamless access to shared, low-emission travel options, reducing reliance on traditional carbon-heavy methods.
  
  
• Learning: Explores pathways to sustainable education by imagining environments where technology supports circularity and accessibility. This includes ideas like refurbished devices for students, repair and reuse programs, and educational spaces designed with climate-positive principles, nurturing eco-conscious habits in future generations.

Together with Red Peak and Sid Lee, the team launched the culmination of the work at COP28, the United Nations Climate Change Conference in Dubai, positioning Acer as a pioneer in climate positive technology. The exhibit included immersive experiences and interactive displays demonstrating how Acer's sustainable solutions seamlessly integrate into everyday life. Visitors could engage with scenarios depicting sustainable living, working, moving, and learning, emphasizing the practical benefits of Acer’s innovations.

Acer's journey through the Climate Lab project underscores a commitment to sustainability that goes beyond mere compliance. With this new cross-business team tackling the real-world barriers faced by consumers, Acer is paving the way for a more inclusive, sustainable future. This initiative not only aligns with global climate goals, but also sets a precedent for the tech industry, demonstrating that with the right approach, sustainability and innovation can go hand in hand.

In a survey, 65% of respondents said they want to buy brands that advocate sustainability, yet only about 26% actually do. 

Nearly one in two consumers say they either don’t know what information to trust, or that nothing can influence how much they trust a business’s commitment to sustainability.

1 cohesive strategy

for climate era products across 6 different fields

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With the introduction of generative AI, Ethiqly and IDEO saw a unique opportunity to help teachers, by cutting down the time it takes to provide each student with feedback on their writing assignments. But to get there, they had to learn from the experts themselves. To kick off the project, the team headed into the classroom to co-design with students and teachers.

One of the first problems they discovered? Traditional methods of grading essays are laborious and inefficient for high school teachers, who are already notoriously busy and overworked. What teachers really wanted was to spend time giving each student the personalized feedback that helps them grow. Meanwhile, students really struggled to get started on their writing assignments, overwhelmed by looking at a blank page.

Together, the team started to think about how it could harness AI to make personalized instruction more accessible for all students, helping teachers provide better feedback at scale, and giving students the support they need to not only get started on their writing assignments, but improve their work. 

With insights directly from students and teachers, the IDEO team built working prototypes, allowing them to beta test the product in schools, and demonstrate value to investors. They also developed a brand identity and style guide for launch, which came to life in a pitch deck, landing page, and other brand expressions.

The resulting product is a sophisticated blend of AI technology and user-friendly interfaces that empower teachers and inspire students. The goal isn’t just to get to a finished essay, but to assist students in developing critical thinking skills. Ethiqly's tools help students organize their thoughts and get writing by providing contextual prompts and suggestions—without doing the work for them. And the AI assistant supports teachers by suggesting comments based on evaluation criteria they have set, and teachers choose which feedback is relevant for their individual students. Students never see it without teacher approval.

As one teacher told the team, “With leveraging AI more in education, there’s this fear that it’s deprofessionalizing the field or it’s a direct replacement of a teacher in a classroom. I think it gives us meaningful data, so that we can actually teach the way that we want to in order to support our students.” Now, Ethiqly is in use in classrooms in 25 countries, positively impacting students across the globe.

Teachers know 1:1 interaction is key to student success, but an EdWeek survey found only 46% of teachers’ time is spent teaching, while 25 hours/week goes to other tasks like grading and making lesson plans.

25 countries…and growing

Ethiqly’s reach in classrooms around the world

Designing a piece of a city, like a park, doesn’t start with a blank slate. There are always traces of the past and the present, and the lived history of its residents.

To create a full picture of that story, the IDEO team built workshops for the community centered around questions about the unique experiences of living in Frisco. They invited them to reflect on the communities they grew up in, the city of today, and the public spaces that have played formative roles for them. 

From their answers, a common value emerged: heritage. Frisco is a rapidly growing city, with residents whose families have lived there for centuries living side-by-side with more recent neighbors from diverse cultures and ethnic groups. Participants shared a vision of Grand Park as a unifying, shared space, a backdrop where many families can form foundational memories in Frisco.

Next, IDEO brought in multisensory design prompts to help participants further conceptualize the park. How did they want it to feel, sound, and smell? In the built-up, suburban city of Frisco, residents imagined a space that was less planned, enabling guided wandering and exploration. They also hoped that the park would inspire loved ones and descendants to feel a sense of curiosity and wonder.

At the end of workshops and sessions with community groups, the IDEO team took Polaroids of participants, asking, “What’s one word you want to describe Grand Park in the future?” Those words informed the collective vision that IDEO delivered to the city of Frisco, which included spatial concepts, user journeys, and branding for the park, all designed to showcase its unique landscapes. In January 2024, Frisco City Council approved the vision statement, and officials expect to break ground in the second half of 2025.

The population of Frisco is growing rapidly; its population is up 516% since the year 2000.

At more than 1,000 acres, Grand Park in Frisco is even larger than Central Park in New York City.

Less than 1% of Blackland Prairie soil remains in the region, and some of it is in Grand Park.

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Frisco residents were engaged in the process, from City Council members to high school students

200+

respondents shared anonymous feedback on what they imagined the park should be

That was the question that we woke up to from our colleague, EJ Baker, on IDEO’s #climate Slack channel in mid-September. For months, Anna Varnai, Jenny Gottstein, Mike Sakowski, and I had been evaluating potential providers and projects to offset IDEO’s carbon footprint in our journey to becoming Net Zero.

EJ’s inquiry brought us back to a question we had been debating for months: Is it better to invest in voluntary offsets or invest more deeply in reducing emissions? While there are legitimate arguments to be made for each path, we felt that emissions reductions weren’t enough. We urgently need to remove greenhouse gasses from the atmosphere. And since we are driven to design the world we want to live in, we chose to meet in the middle—both reduce our emissions and offset what we are unable to reduce. Despite its limitations, offsetting offers a way to strengthen our climate commitments as we ramp up our emissions reduction efforts.

In principle, voluntary carbon offsets appear simple; in reality, they become complicated very quickly. We reached out to offset providers and offset purchasers to learn about their approach and experiences, but instead of walking away with clarity, we realized that no one had really figured it out yet. Even the experts were still grappling with questions like what types of offsets should be used and when, or whether offsetting is even a credible means of achieving Net Zero.

In search of answers, we set out on a quest—diving into academic literature, researching industry best practices, and following countless startups in the space. We learned about the permanence, additionality, and vintage of an offset and how each relates to the quality of an offset project. We learned about the potential social benefits—from community employment to energy access—that come from different projects. We learned about the entities that verify and certify offset efforts. And, we learned that the more we uncovered, the more questions we had.

Should IDEO invest in high-quality and expensive carbon sequestration solutions aligned with our ambitions for the future? Or should we invest in readily available and affordable nature-based solutions? How much geographical representation should we have? How do we know that our investments won’t go up in smoke? How should we think about the intersection between our offsets, climate justice, and IDEO’s DE&I commitments?

The considerations for what to invest in went on, and the dilemma was paralyzing. On the one hand, we wanted to do it all. On the other hand, we had a finite budget and the clock was ticking. What was the right way to get started?

We contemplated having employees vote and help us pick offset projects. While this approach empowered employees to directly shape our company investments, in an area as complex and opaque as the voluntary carbon market, it would be hard for all participants to have an informed perspective in voting.

We contemplated creating a committee that would select projects based on a set of established needs and values. While simple in practice, we weren’t confident an internal team could navigate the magnitude of the task in a manner that fully represented IDEO, and the inevitable scrutiny that comes from decisions like this.

We contemplated seeking advice from third-party experts, but found that many of them sold offsets themselves, raising all kinds of questions about their motives and whether there was a conflict of interest (even though they were extremely generous with their perspective—thank you!).

We needed to get reasonably smart about this space to make informed decisions.

Enter the Oxford Offsetting Principles, a series of guidelines put together by Eli Mitchell-Larson et al., that outline how offsetting should be approached to achieve Net Zero. Informed by these principles, we were drawn to two start-up offset providers, Lune and Patch. These providers stood apart for several reasons. First, they allowed us to select a broad portfolio of high-quality carbon offset projects. Second, their projects had an international reach. From the get go, we knew we wanted our carbon offsetting efforts to reflect IDEO’s global presence, impact, and responsibility. Both Lune and Patch offered a way for us to do so.

From there, having estimated our carbon footprint at around 4,950 t CO2e for 2021, we intentionally over-offset our emissions by purchasing 5,500 t CO2e.

Based on the Oxford Offsetting Principles, we spread those offsets across:

• Global renewable energy projects for Type I (22.5%)
• Forestry protection projects in Asia and Latin America for Type II (22.5%)
• Methane capture at landfills in the United States for Type III (5%)
• Reforestation projects in Africa and North America and regenerative agriculture projects in the US for Type IV (45%)
• Enhanced weathering projects in Europe for Type V (5%)

Overall, we spent a little over $20 per tonne of CO2e with about 92% of those fees going toward the projects themselves. (You can see a visual breakdown of our project bundles with Lune, here.)

Are we confident that our offset strategy is the gold standard? Not quite. But we do feel confident in our approach, and as the voluntary carbon market matures, we will continue to iterate alongside it. We’ve learned that climate action, like design, requires us to get started with curiosity and humility. It demands a learning mindset that seeks progress over perfection.

To those who have purchased or are considering purchasing offsets of your own, we’d love to hear about your approach and what you’re learning.

This article is part of a series detailing IDEO’s journey to becoming Net Zero, the lessons we’ve learned, and our continued commitments to addressing climate change.

“Genuine question: are offsets a useful thing?”

When it comes to sustainability and the food system, looking ahead five or ten years and making eventual environmental commitments are not enough. There is a limited time to act if we want to head off the worst of what’s to come, from major supply chain disruptions to even higher levels of agriculture-related carbon emissions. That’s a challenging reality in the face of a climate crisis that can feel overwhelmingly abstract and a business environment that has long prioritized what is happening in the next quarter, not the next decade.

IDEO is a future-oriented firm, and over the last decade, we have been working with people, companies, governments, and organizations across the food industry who share our exploratory mindset and growing sense of urgency around addressing climate change. We have partnered with global nonprofits seeking to reduce food loss on farms, helped food brands launch products with better and healthier ingredients, are examining corporate procurement’s role in mainstreaming regenerative agriculture, and are working with food companies to help them achieve their environmental, social, and governance (ESG) commitments. It has left us sure of the food future we’re aiming for: one in which the extractive, linear model is replaced by a circular economy that regenerates the environment, builds thriving communities, and develops more nourishing food and beverage products that everyone can access. Design is a vital tool in getting us there.

Circular design recognizes that each individual, from farmers to food workers to consumers, factors into an interconnected and constantly changing system. It allows us to position the human perspective alongside technological and economic constraints and arrive at ways to make food truly equitable, regenerative, and nourishing for both people and the planet.

As we work toward that climate-positive future using the tools of design, here are three things that are on our mind and directing our actions:

The system has made headway in reducing food waste, but there’s more to be done

Globally, about one-third of food is lost or wasted each year. The loss and waste account for 8% of global greenhouse gas emissions and are occurring at the same time that 1 in 9 people are undernourished. “Preventing food waste is ... the food sector’s single most important direct climate action,” is how Sodexo CEO Denis Machuel put it.

Within the US, some 40% of food waste is tied to businesses that serve consumers, like hotels and restaurants. That point was driven home when we partnered with The Rockefeller Foundation and Hyatt Hotels to develop novel ways to tackle food waste at the hotel buffet. We found nearly half of the food put out for guests wasn’t eaten, and at most only 15% of that could be donated or repurposed.

The fear of shortage was a driver, with the hotel kitchen overproducing to ensure they would have ample food for guests, and guests overloading plates so as not to miss out. Knowing that allowed us to introduce simple but effective solutions like displaying small sample plates of meat and cheeses that guests can order, rather than laying out extensive platters.

But a third of global food waste occurs upstream, at the agricultural harvest and production stage. Our work with Japanese growers while developing the fudoloop app highlighted one reason why: a disconnect between supply and demand. Agricultural wholesalers were generally in the dark about coming crop volumes and details, which made it harder to negotiate with buyers—resulting in food waste—while the labor-intensive nature of the harvest left farmers without the time and energy to pursue a solution. The app gets crop information from farmers to wholesalers one day in advance to allow for much more effective coordination.

Similarly, when the World Wildlife Foundation asked us to help minimize food loss on farms in the United States, labor availability emerged as one of the main reasons crops are not fully harvested and packed. Together we prototyped a model that connects farms and local people in need of part-time paid work to harvest surplus produce otherwise left in the fields, and tested the concept on a California tomato farm. Under this model, the harvested fruits and vegetables would then be made accessible to those who need them through a virtual platform that matches a grower’s surplus with a food bank’s demand.

Downstream, food banks and pantries serve as a way to mitigate both food waste and hunger, but challenges abound there too. According to the USDA's Household Food Insecurity in the United States in 2020 report, 61% of food insecure Americans do not use them.

In some cases, schedules and transportation are deterrents, which inspired our work with the Northern Illinois Food Bank. We helped them launch a first-of-its-kind digital pantry that allows individuals to order groceries and select a pick-up time and location in advance. The approach gives food bank users agency and choice, eliminating food waste that can occur when individuals are given foods they dislike or that don’t align with their dietary restrictions. It also allows the food bank to track data—a key element to understanding waste—in order to have better supply and demand signaling.

Food companies need to reimagine their product portfolios with biodiversity in mind

For more than a decade IDEO has worked with CPG clients to create food that is healthier. Biodiversity is the next step in the journey, and it’s a particularly exciting one because of the dual impacts to the planet and human health. In a little more than a century the planet has lost 75% of the genetic plant diversity in agriculture, and per a 2020 report, some 20% of countries risk seeing their ecosystems collapse due to the decline in biodiversity.

The linear economy got us here. Prioritizing efficiency and profit brought us to a place where 75% of the global food supply is sourced from just 12 plant and five animal species. Rice, maize, and wheat account for almost 60% of calories all of humanity gets from plants, curtailing consumption of vital nutrients. The monoculture farming responsible for that shortlist of crops makes the food supply more vulnerable. Monocultures are less able to withstand climate extremes and pests. Diversifying these farms is a way of building resilience.

Transforming dietary diversity at scale requires efforts on production, procurement, manufacturing, product design, and consumption levels. In a recent WBCSD & One Planet Business for Biodiversity report, product design is the most commonly cited area of opportunity when it comes to “staple crop diversification along the value chain.” As designers we believe that individual product design decisions about formulation, sourcing, packaging, and branding collectively shape the food system—and have the ability to send positive ripple effects across it.

We have helped CPG clients advance on their path towards using more biodiverse ingredients through product launches that emphasize healthier and alternative ingredients. That has included working with Betterer Foods to design their RightRice brand, based on an ingredient they developed that tastes and looks like rice but is made from rice and vegetables and has more than twice the protein of regular rice; partnering with Green Onyx, an Israeli company that developed an in-home growing method to produce a tiny aquatic vegetable called khai nam; and working with Bitty Foods to find new product innovation for products made with their high-protein cricket flour.

Through our work, we’ve learned that sustainability is often not the driver when it comes to food choices—yet flavor often is. Biodiversity expands the palate for a food R&D team to think about flavors, textures, and ingredients. It also has the potential to make us healthier. The 2020 WHO report on biodiversity noted one risk factor associated with the loss of biodiversity is “increased consumption of ultra-processed foods high in energy, saturated and trans fats, sugars and salts.” Biodiversity won’t inherently make us healthier if we diversify ingredients but continue to put them into highly processed foods. It's important that R&D teams still consider nutrition as they explore a wider variety of ingredients for their products.

Product design alone isn’t enough. Companies must transform their supply chains

A 2019 study of the 50 largest food and beverage companies in the US found that, of those who disclose the data, scope 3 emissions constituted on average 89% of total reported company emissions. Failure to monitor, disclose, and transform operations to lessen these emissions poses “substantial material risk” for the industry—risk that will only increase. The IPCC Report on Climate Change and Land found that without intervention, emissions from agriculture are likely to increase 30% to 40% by 2050.

We understand the heaviness of this challenge for food companies: How do they design an entirely new system while still operating their businesses in the current system? How can they encourage regenerative farming among different stakeholders along the supply chain to reduce their carbon footprint overall?

With the Circular Economy of Food CoLab, we have been able to use collaboration and rapid prototyping to make those questions less daunting and quickly surface potential solutions. The Food CoLab is anchored by member companies Danone, Kroger, and Electrolux and builds on a network of farmers, food companies, startups, NGOs, and experts.

Since 2018, the Food CoLab has built over 30 prototypes that promote a circular food system: where waste becomes a resource, natural systems and farming communities are uplifted, and all materials realize their highest value. A major focus is reimagining how retailers and food and beverage companies source ingredients and products. Today’s commodity-centric model leads to overproduction on farms, reinforces intensive farming approaches, and shifts the risk of diversifying operations to growers. Yet supporting regenerative production and choosing lower impact, upcycled, and biodiverse ingredients has the potential to realize significant emissions reduction and greater profitability for farmers.

Together we are prototyping new procurement models that support regenerative agriculture, with input from farmers and experts in soil health, ecosystem services measurement, and agriculture innovation. We’re exploring ways that design can help food and beverage companies partner with growers to build soil health and biodiversity, equitably collect and share data, and collaborate across industries and supply chains.

While there are new business models and technologies that might help achieve goals around nature-positive food production, it’s important to acknowledge that regenerative farming is not new. The quest for efficiency and the consolidation of power in global supply chains undermines resilient farming models in the United States and many other places around the world. Many people and communities who hold this agricultural expertise have been denied access to land, capital, research, and other support—and now they face the brunt of food insecurity and climate change impacts. It's imperative to help right these wrongs as we seek to design a more climate-positive food system.

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Addressing these food- and climate-related challenges requires we consider and involve all the players. The cost of reducing food waste, restoring biodiversity, and transforming the supply chain may impact one segment of the food value chain while another segment reaps the benefit. Indeed, one of the biggest challenges to overcome is to realign who makes decisions and who bears the cost. Figuring out how to share both the risk and the reward requires collaboration. Design is a powerful and effective tool to leverage. Human-centered design surfaces the role each player has individually, how they relate to each other, and the amount of influence and power that each has.

The design process enables us to zoom in and out between a potential solution to the challenge at hand and the larger system. It highlights the leverage points, the places where a successful intervention could touch several aspects of the problem, and allows us to quickly start prototyping. We iterate, we learn, we refine the question.

Design is relentlessly optimistic, but it’s also grounded in reality. The climate crisis has gotten where it is because we’ve taken from the earth with little concern for any consequence beyond profit. That’s by design, which means we can also fix it. The redesign can’t wait.

In 2015, we helped IKEA envision the kitchen of 2025. Thinking that far into the future was a visionary move on IKEA’s part. Now, that kind of perspective and action are a requisite.

We quickly realized the complexity of the challenge. There are hundreds of people across IDEO, and each of them make purchases on behalf of the firm in the running of our business—from video conference subscriptions to user research project expenses. With at least 80-90% of any organization’s carbon footprint coming from Scope 3 emissions (including upstream suppliers), calculating one’s carbon footprint is a significantly distributed issue.

But we knew we had to get started. We began by exploring a wide variety of emissions accounting solutions, from countless start-ups in the space to corporations like Salesforce repurposing their internal tools for emissions accounting. In our view, the ideal carbon accounting solution possessed several qualities. It would be accessible and intuitive enough for IDEOers to understand the tradeoffs they are making during everyday purchases. It would be shareable with our clients who are increasingly invested in our sustainability efforts. It would be reasonably priced for a small-to-medium sized business that intends to spend in the low six figures on carbon offsets and hopes to reduce its emissions by 7-8% per year. Most importantly, it would track emissions down to the company level to make it possible for us to vote with our dollars when considering prospective suppliers.

Unfortunately, most of the existing carbon accounting solutions haven’t met our particular set of needs. They often involve cumbersome, manual data entry. The carbon footprint is often estimated at an industry, not company, level. And when you’re hoping to use such a tool to save 7-8% of low six figures per year off your carbon offset budget, emissions accounting solutions can be disproportionately expensive. These are early days for the greenhouse gas accounting industry and, as momentum builds, so will the quality of accounting options available.

After exploring the many solutions in the market, we ultimately embraced a carbon accounting technique shared by Jane Yang, former Head of Data & Senior Policy Analyst at Basecamp, who used academic literature to convert dollars spent in a particular category into the equivalent greenhouse gas emissions. This method gave us a framework to pull data from our Enterprise Resource Planning (ERP) systems and estimate the carbon footprint of emissions-intensive categories like energy consumption, travel, and food. While this technique is not perfect, it was a critical step in better understanding which areas of our business contribute most to our global carbon footprint.

Of these areas, airline travel was having the most detrimental environmental impact. As a consulting firm with offices, clients, and research across the world, we will need to be very thoughtful in how we balance the benefits, and environmental costs, of travel. More on this in a subsequent post.

Estimating IDEO’s carbon footprint also revealed another dilemma: our ERP systems had no data on the downstream impact of our work with our clients. In speaking with experts, we received mixed messages on how to properly account for emissions outcomes from consulting firms like IDEO. On the one hand, our deliverables are often digital assets that have a negligible carbon footprint. But on the other hand, these deliverables represent strategic recommendations or new products and services that could have significant environmental implications. It’s complicated. While we have a clear ethical responsibility to set our clients and the planet up for success, we have chosen not to include the downstream impact of our client work at this time. This is a decision that we will continue to assess going forward.

With that, we turned our attention to the data on hand. Our team’s background in scientific research gave us enough familiarity with the academic literature to find relevant conversion factors for the emissions per dollar spent on different categories of expenses like travel, for example. Using this methodology, we estimated IDEO’s carbon footprint at around ~14,500 t CO2e in 2019, ~6,400 t CO2e in 2020, and ~4,950 t CO2e in 2021. The good news is that these numbers are trending in the right direction, although these improvements were largely side effects of the pandemic (as with many companies). As we plan ahead, we intend to take another look at third-party products to see if any have started to gain an edge, and we’d enjoy the opportunity to learn alongside others that are going through a similar process. Any takers?

This article is part of a series detailing IDEO’s journey to becoming Net Zero, the lessons we’ve learned, and our continued commitments to addressing climate change.

For IDEO to commit to Net Zero or to prioritize emissions reductions initiatives, we first needed to understand the magnitude of our global carbon footprint and which factors were the greatest contributors.

We were at a conference that IDEO was hosting in the Bay Area. We’d just been jamming on the approach Allbirds was taking to carbon labeling its products and he was chastising me for IDEO’s lack of visible progress in addressing the climate crisis.

His feedback stung. But isn’t that what friends are for—to call you on your BS?

I went home and dug into IDEO’s growing portfolio of work in the climate space. We had written a guide to circular design with the Ellen MacArthur Foundation, hosted open innovation challenges to redesign single-use cups and plastic bags with Closed Loop Partners, explored potential scenarios around the future of regenerative food systems, and had begun coaching many of our clients towards work that directly tackled climate change and sustainability. But in poring over our work, I realized that what we were doing so well for our clients, we were failing to do for ourselves. How could we expect our clients to partner with us on such important challenges when our own house wasn’t in order?

Luckily, I wasn’t alone in my desire to catalyze IDEO’s efforts around addressing climate change. Many of my colleagues were grappling with the same questions, including IDEO Partner, Dean Malmgren. As we dug into where we could and should take action, we began to grapple with the impact of Scope 3 emissions.

What are Scope 3 emissions? Greenhouse gas (GHG) emissions are categorized into three “scopes” according to the world’s most widely used accounting standard, the GHG Corporate Protocol. Scope 1 emissions cover direct emissions from sources an organization owns or controls. Scope 2 emissions include indirect emissions associated with the purchase of electricity, heat, steam, or cooling. Scope 3 emissions, or “value chain emissions,” are the result of activities from assets not owned or controlled by an organization. These indirect emissions occur outside of an organization’s operations—think business travel, commuting, or purchased goods.

Interestingly, 80-90% of an organization's carbon footprint comes from Scope 3 emissions—or from their upstream and downstream suppliers. So in order to reduce IDEO’s carbon footprint, we would need to carefully consider the suppliers with which we work and the impact of the work IDEO delivers.

At the same time, we’ve seen many of our clients wrestling with this challenge. While comforting to see, it also gave us a second, much needed, wake up call.

If our clients—many of whom have made public Net Zero commitments—were working on the same problem, they’d quickly arrive at a similar conclusion and start considering the climate impact of their business partners to manage-down their own footprint. We immediately saw the future: IDEO was going to increasingly be put under the microscope to understand whether we were the right partner for their business.

As we socialized this realization, we quickly learned that we’d already seen a steady uptick in clients and procurement partners requesting details about IDEO’s sustainability programs (and rightly so!). Not only are climate initiatives a moral imperative, but there was also a clear case for business risk associated with languishing. We were staring that business risk straight in the face.

And so Dean, I, and many others across IDEO made the decision to “just get started.” Because it’s the right thing to do for the planet. And because it’s the necessary thing to do for our business and for our clients’ businesses.

We made a commitment for IDEO to reduce our emissions in line with the Paris Agreement and to be Net Zero effective Jan 1, 2021. We estimated our carbon footprint. We purchased voluntary carbon offsets for our 2021 emissions. We switched to renewable energy across all of our locations globally. We experimented with addressing emissions offsets in our project plans and contracts. We offered more responsible investments in our 401(k). We have been regularly meeting with our sibling firms across kyu and the broader design consulting industry to share learnings and best practices for evolving our business model for the climate era. And many of IDEO’s locations have taken on a smorgasbord of initiatives to make their operations more climate-friendly as well, from switching to LED lighting, to serving local food and composting whatever we can.

We have made progress, but we are far from perfect. There’s much more work to do. And unfortunately, we are unlikely to be perfect any time soon. That’s where you, dear readers, come into play. Over the next few weeks, we’ll share some of the work we have done and the dilemmas that we have run into along the way. We’re hoping that this is the start of many conversations, ones that not only help us consider different perspectives and approaches, but also help others get started too.

To progress, together!

This article is part of a series detailing IDEO’s journey to becoming Net Zero, the lessons we’ve learned, and our continued commitments to addressing climate change.

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Those were the words that Tim Brown, co-founder and co-CEO of Allbirds, uttered to me just before the pandemic began.

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.