How can Design Thinking evolve to be more effective and inclusive? I believe the original DT framework is still compelling and can continue to provide value, but I do think it’s missing something: Systems Thinking.

Orgs trying to shift to customer-centricity (or product mindsets or Agile) always run into the same non-starter issue: a lack of “time” to actually understand customers and their problems. But what’s really lacking is a tolerance for curiosity.

The debate of learning vs fixed mindsets entered the digital transformation zeitgeist a few years ago, and I’ve often considered how you address this necessary shift when mindsets are some of the hardest things to change.

I had the pleasure of leading a program that gave a crash course in Design Thinking to every person in a mid-sized company, a program that later became integrated with new hire onboarding. Here are three takeaways for anyone wanting to roll out or leverage Design Thinking in their organization.

An IoT product presents onboarding challenges but also exciting opportunities to give customers a great first impression through an installation that feels easy and considered. Here are four considerations to get people up and running quickly.

Google Nest, which used to have a great onboarding experience, doesn’t follow the adage “get people up and running and gaining value from the product as soon as possible”. In forcing users into the app for all instructions, they created a poor experience that doesn’t take into account the different modalities of a complex installation.

There are plenty of books on UX design and UX research I often cite, but the first book on my list isn’t about research or design. It’s about how to talk to people, especially about sensitive topics where emotions run high.

When your people know what to expect every time, 1-1s become a reliable foundation that builds trust, reinforces support, and facilitates the hard conversations you need to have and hard truths you need to hear. I stick to three standing agenda items and three core principles in all of my 1-1s.

This has been the foundation for all of my teams. It’s the first thing I cover with new hires. It’s the first thing I ask about at performance reviews and 1-1s (and I ask in the proper order). Self. Family. Work. 

I schedule a minimum of one half-hour with each of my direct reports every week. Yes: I schedule them, they are at least a half hour, and they happen with every direct report, every week. Somehow, this is a rare approach.