Design-Led Innovation Approach

💡Design Process in the AI Era: Stingray Model The traditional Double Diamond framework has long guided innovation teams in problem-solving and solution development. However, in today's fast-paced, AI-driven landscape, this framework should be updated to address the needs of the product design landscape. Geoff Gibbins proposed Stingray model (https://lnkd.in/d9Fzaz5D). Stingray model embraces AI and helps enhance innovation by integrating Generative AI throughout the process. Here's how this model transforms the product design journey: 1️⃣ Train: Designer sets deliberate goals and trains AI to accommodate consumer needs. This enables teams to focus on developing concepts that are desirable, feasible, and viable. 2️⃣ Develop: Simultaneously explore problems and solutions with AI-assisted ideation. This allows exponential and exhaustive analysis of problem spaces. 3️⃣ Iterate: Validate tangible solutions through iterative processes, incorporating synthetic testing and AI-enabled tools to assess concepts against various factors (including sustainability and market trends). This speeds up iteration cycles, which is especially critical in the era of AI. By leveraging AI, the Stingray Model helps product creators accelerate concept validation and reduce biases. Note that despite a significant shift from the conventional approach, this model still puts the human designer front and center—design starts with the human (designer trains model) and ends with the human (designer validates the output generated by AI). 📺 Video tutorials ✔ UI design with ChatGPT https://lnkd.in/dqgXuu-z ✔ Build iOS app in minutes using Cursor AI https://lnkd.in/dTMm6SZt #UI #uidesign #productdesign #uxdesign #ux

Collaboration & co-creation are not the same thing.  Collaboration means working with others - who often have their own goals & agendas. These goals have to be matched & if they're not, one person’s gain can be another person’s loss.  Co-creation is about jointly creating something new with input from everyone involved. If we want to do things differently in future, collaboration isn't enough. People need to be near the creation process (co-creation) to work in creative ways. Research from Google shows that to co-create we need to: - have a shared vision - think in questions instead of problems & solutions, - work in ways that level the playing field so the loudest voices don’t get the most attention, - create psychological safety for people to open up - offer good guidance/coaching to facilitate the process in a way that manifests the values of co-creation - make stuff & not just talk: https://lnkd.in/gA2sB4Z9. By Dennis Hambeukers

🧭 The Complex Orders Of Design. How to think of design work with increasing complexity and scope of influence ↓ Complex products don’t have to be complicated. We can’t really remove complexity from a product, but we can make it easier for users to actually make sense of that complexity, boost their efficiency and prevent severe mistakes. But to deal with complexity, we first need to understand its intricacies. So we need enough time to study it, speak with domain experts, map how they understand and navigate it. And we need to have a good plan of action to tackle it — without disrupting flows and processes. After all, nothing harms a complex product more than oversimplification. And so as we are exploring solutions in a complex space, we do so across at least 4 strategic levels, coined by Dick Buchanan as “Four Orders of Design” — and refined for digital products by Bryan Zmijewski and fine folks at Helio: 🧭 1. Signs and Symbols (Order of Communication) We shape the message and the language to communicate intended meaning through symbols and content. Effectively, consistently and clearly, by mapping how users think, behave and experience the symbols of the world. 🧱 2. Objects and Artifacts (Order of Construction) We architect the understanding. We design objects made out of symbols and signs, and we organize them into pages, views and flows to deliver information and services. We map user’s expectations and their mental models as they experience the world as a whole. 🧵 3. Interactions (Order of Actions) That’s the crux of interaction design. We study activities, services and processes that help users complete their actions successfully. The goal is great UX that enables and empower them to do what they need to do, better. 🌋 4. Systems and Environment (Order of Integration) We produce designs for orchestrating services and their implementation via technology and information design. We integrate a product into user’s daily flow as they interact with other systems, people, organizations and environments. Digital products in a complex space must match the complex realities of life. Surely we can’t map our activities against the model above at all times, but it’s a good — simple and memorable — way of thinking about complexity to get started and build upon. ✤ Useful resources: Completing The Four Orders of Design, by Andrea Mignolo, MBA, PCC https://lnkd.in/eGKxA8qf Seven Layers of Product Design, via Jamie Mill https://lnkd.in/em5qgkBz The 4 Orders Of Design, by Uday Gajendar https://lnkd.in/eFtuCHvu The Fifth Order of Design, by Thomas Lockwood, PhD https://lnkd.in/ec2rRWsN Four Levels Of Customer Understanding, via Hannah Shamji https://lnkd.in/eTthM5nD #ux #design

𝐒𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫 𝐄𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭: 𝐌𝐞𝐞𝐭 𝐓𝐡𝐞𝐦 𝐖𝐡𝐞𝐫𝐞 𝐓𝐡𝐞𝐲 𝐀𝐫𝐞 Enterprise Architecture abhors a vacuum—it thrives on stakeholder engagement. Often, architects jump into collaboration without first assessing one critical factor: • 𝐖𝐡𝐚𝐭 𝐝𝐨 𝐬𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫𝐬 𝐤𝐧𝐨𝐰, 𝐚𝐧𝐝 𝐛𝐞𝐥𝐢𝐞𝐯𝐞, 𝐚𝐛𝐨𝐮𝐭 𝐄𝐀? Before strategy, frameworks, or roadmaps, 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝 𝐭𝐡𝐞𝐢𝐫 𝐚𝐰𝐚𝐫𝐞𝐧𝐞𝐬𝐬, 𝐩𝐞𝐫𝐜𝐞𝐩𝐭𝐢𝐨𝐧𝐬 and 𝐞𝐱𝐩𝐞𝐜𝐭𝐚𝐭𝐢𝐨𝐧𝐬. This will shape how you approach, gain buy-in, and drive outcomes. Here are 𝐭𝐡𝐫𝐞𝐞 𝐞𝐬𝐬𝐞𝐧𝐭𝐢𝐚𝐥 𝐦𝐨𝐯𝐞𝐬 for aligning EA with stakeholders: 𝟏 | 𝐆𝐚𝐮𝐠𝐞 𝐄𝐀 𝐀𝐰𝐚𝐫𝐞𝐧𝐞𝐬𝐬 𝐁𝐞𝐟𝐨𝐫𝐞 𝐄𝐧𝐠𝐚𝐠𝐢𝐧𝐠 EA means different things to people, how can you align? Approach: * 𝐀𝐬𝐬𝐞𝐬𝐬 𝐞𝐱𝐢𝐬𝐭𝐢𝐧𝐠 𝐤𝐧𝐨𝐰𝐥𝐞𝐝𝐠𝐞. What do leaders think EA does? What experiences shape their view? * 𝐏𝐨𝐬𝐢𝐭𝐢𝐨𝐧 𝐄𝐀 𝐢𝐧 𝐭𝐡𝐞𝐢𝐫 𝐥𝐚𝐧𝐠𝐮𝐚𝐠𝐞. If a product saw EA as 'overhead,’ shift the conversation to ‘rapid decision-making.’ * 𝐓𝐚𝐢𝐥𝐨𝐫 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐛𝐲 𝐚𝐮𝐝𝐢𝐞𝐧𝐜𝐞. Finance, operations, and IT leaders have different concerns. Meet them on their terms. 👉 𝐎𝐮𝐭𝐜𝐨𝐦𝐞: When you shape EA’s role based on their reality, it becomes relevant, not theoretical. 𝟐 | 𝐀𝐥𝐢𝐠𝐧 𝐄𝐀 𝐭𝐨 𝐒𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫 𝐏𝐫𝐢𝐨𝐫𝐢𝐭𝐢𝐞𝐬 EA isn’t all architecture, it’s solving business problems. Approach: * 𝐒𝐭𝐚𝐫𝐭 𝐰𝐢𝐭𝐡 𝐊𝐏𝐈𝐬. Growth? Efficiency? Risk? Align EA contributions to what leadership interests. * 𝐂𝐨𝐧𝐧𝐞𝐜𝐭 𝐭𝐞𝐜𝐡𝐧𝐨𝐥𝐨𝐠𝐲 𝐭𝐨 𝐢𝐦𝐩𝐚𝐜𝐭. Show architecture driving go-to-market, savings, or agility—over compliance. * 𝐀𝐧𝐭𝐢𝐜𝐢𝐩𝐚𝐭𝐞/𝐫𝐞𝐦𝐨𝐯𝐞 𝐫𝐨𝐚𝐝𝐛𝐥𝐨𝐜𝐤𝐬. If EA was a bottleneck, demonstrate accelerated decision-making instead. 👉 𝐎𝐮𝐭𝐜𝐨𝐦𝐞: EA is a strategic enabler, not afterthought. 𝟑 | 𝐁𝐮𝐢𝐥𝐝 𝐄𝐀 𝐢𝐧𝐭𝐨 𝐭𝐡𝐞 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐂𝐨𝐧𝐯𝐞𝐫𝐬𝐚𝐭𝐢𝐨𝐧 EA works best in collaboration, not isolation. Approach: * 𝐄𝐦𝐛𝐞𝐝 𝐚𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭𝐬 𝐢𝐧𝐭𝐨 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐝𝐢𝐬𝐜𝐮𝐬𝐬𝐢𝐨𝐧𝐬. Decision-making improves when EA is a proactive presence. * 𝐒𝐡𝐢𝐟𝐭 𝐟𝐫𝐨𝐦 ‘𝐩𝐫𝐞𝐬𝐞𝐧𝐭𝐢𝐧𝐠 𝐄𝐀’ 𝐭𝐨 ‘𝐜𝐨-𝐜𝐫𝐞𝐚𝐭𝐢𝐧𝐠 𝐬𝐨𝐥𝐮𝐭𝐢𝐨𝐧𝐬.’ Stakeholders engage when architecture is a tool for their success. * 𝐂𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭, 𝐧𝐨𝐭 𝐨𝐧𝐞-𝐨𝐟𝐟. EA isn’t a pitch—it’s a dialog evolving with business. 👉 𝐎𝐮𝐭𝐜𝐨𝐦𝐞: EA shaping decisions early rather than reacting later. 𝐓𝐚𝐤𝐞𝐚𝐰𝐚𝐲 𝐒𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐬𝐭𝐚𝐫𝐭𝐬 𝐰𝐢𝐭𝐡 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝𝐢𝐧𝐠. Before pushing frameworks or models, assess 𝐰𝐡𝐚𝐭 𝐄𝐀 𝐦𝐞𝐚𝐧𝐬 𝐭𝐨𝐝𝐚𝐲—and how to reshape that narrative to unlock its full potential. How do align EA stakeholders? Let’s discuss.👇 --- ➕ 𝐅𝐨𝐥𝐥𝐨𝐰 Kevin Donovan 🔔    👍 Like | ♻️ Repost | 💬 Comment    🚀 𝐉𝐨𝐢𝐧 𝐀𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭𝐬’ 𝐇𝐮𝐛 👉 https://lnkd.in/dgmQqfu2

😤𝐘𝐨𝐮𝐫 𝐒𝐞𝐫𝐯𝐢𝐜𝐞 𝐈𝐬𝐧’𝐭 𝐁𝐫𝐨𝐤𝐞𝐧. 𝐘𝐨𝐮𝐫 𝐎𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧 𝐈𝐬. Ever wonder why some services feel smooth and seamless, while others leave you frustrated and stuck? It’s not just about technology, it’s about how the organization behind the service is designed. Here’s the kicker: 𝐘𝐨𝐮𝐫 𝐨𝐫𝐠 𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞 𝐬𝐡𝐚𝐩𝐞𝐬 𝐲𝐨𝐮𝐫 𝐬𝐞𝐫𝐯𝐢𝐜𝐞 𝐫𝐞𝐥𝐢𝐚𝐛𝐢𝐥𝐢𝐭𝐲. Most leaders focus on headcount, budgets, or shiny new tools. But the truth is, the 𝐬𝐡𝐚𝐩𝐞 of your organization, the 𝐫𝐞𝐩𝐨𝐫𝐭𝐢𝐧𝐠 𝐥𝐢𝐧𝐞𝐬, 𝐭𝐞𝐚𝐦 𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞𝐬, and 𝐜𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐢𝐨𝐧 paths, has the biggest 𝐢𝐦𝐩𝐚𝐜𝐭 on how your 𝐬𝐲𝐬𝐭𝐞𝐦𝐬 𝐩𝐞𝐫𝐟𝐨𝐫𝐦. Why? 𝐁𝐞𝐜𝐚𝐮𝐬𝐞 𝐜𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐢𝐨𝐧 𝐛𝐞𝐭𝐰𝐞𝐞𝐧 𝐭𝐞𝐚𝐦𝐬 𝐫𝐞𝐟𝐥𝐞𝐜𝐭𝐬 𝐢𝐧 𝐭𝐡𝐞 𝐢𝐧𝐭𝐞𝐫𝐚𝐜𝐭𝐢𝐨𝐧𝐬 𝐛𝐞𝐭𝐰𝐞𝐞𝐧 𝐬𝐲𝐬𝐭𝐞𝐦 𝐜𝐨𝐦𝐩𝐨𝐧𝐞𝐧𝐭𝐬. 𝐒𝐲𝐦𝐩𝐭𝐨𝐦𝐬 𝐨𝐟 𝐏𝐨𝐨𝐫 𝐎𝐫𝐠 𝐃𝐞𝐬𝐢𝐠𝐧: 🚶♂️ 𝐋𝐨𝐰𝐞𝐫 𝐯𝐞𝐥𝐨𝐜𝐢𝐭𝐲: Simple changes take forever. 💥 𝐇𝐢𝐠𝐡 𝐟𝐚𝐢𝐥𝐮𝐫𝐞 𝐫𝐚𝐭𝐞𝐬: Miscommunications and unclear ownership wreak havoc. 💸 𝐑𝐢𝐬𝐢𝐧𝐠 𝐜𝐨𝐬𝐭𝐬: Incidents escalate, damaging your reputation and bottom line. 🍝 𝐅𝐫𝐚𝐠𝐦𝐞𝐧𝐭𝐞𝐝 𝐬𝐲𝐬𝐭𝐞𝐦𝐬: Your architecture ends up as tangled spaghetti. 𝐒𝐨, 𝐰𝐡𝐚𝐭’𝐬 𝐭𝐡𝐞 𝐬𝐨𝐥𝐮𝐭𝐢𝐨𝐧? 𝐒𝐭𝐚𝐫𝐭 𝐰𝐢𝐭𝐡 𝐭𝐡𝐞 𝐜𝐨𝐧𝐬𝐮𝐦𝐞𝐫 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. By focusing on how users (internal or external) interact with your services, you can: 🔗 Identify pain points in team handoffs. ✂️ Simplify dependencies and ownership. 🤝 Design a structure that supports collaboration, not chaos. 💡 Remember: 𝐀 𝐬𝐲𝐬𝐭𝐞𝐦 𝐢𝐬 𝐧𝐨𝐭 𝐣𝐮𝐬𝐭 𝐭𝐡𝐞 𝐬𝐮𝐦 𝐨𝐟 𝐢𝐭𝐬 𝐩𝐚𝐫𝐭𝐬, 𝐢𝐭’𝐬 𝐭𝐡𝐞 𝐩𝐫𝐨𝐝𝐮𝐜𝐭 𝐨𝐟 𝐭𝐡𝐞𝐢𝐫 𝐢𝐧𝐭𝐞𝐫𝐚𝐜𝐭𝐢𝐨𝐧𝐬. To build reliable services, we need to think bigger than micro-optimizations like CI/CD or TDD. The key lies in designing organizations that enable seamless collaboration and robust system reliability. #Organization #Systemreliability #ConsumerJourney #Leadership #DigitalTransformation

"'How can you involve people in a way that actually improves a design?'" Co-creation, especially with children, can result in creative and playful ideas to inspire more active travel while finding solutions that actually work for their needs. Working collaboratively with students and caregivers at a school in Zwolle, my Royal HaskoningDHV colleagues Jeska de Ruiter and Hylke Broekema worked with Gemeente Zwolle to test out options for a new and safer organisation of a school street. Combining the principles of tactical urbanism with the imaginations of the children, they realised two different and locally-driven projects. This light, quick, and temporary method not only showed how the street could inspire safer behaviour for drivers, but also that play is an important element to inspiring active travel for children. Read more about the project in an article I wrote for Verkeerskunde (in Dutch). https://lnkd.in/eukdGzXk #empatheticmobility #mobiliteitstransitie #empathischemobiliteit #duurzaammobiliteit #tacticalurbanism

The conference room buzzed with excitement. A Big 4 consulting firm had just unveiled their masterpiece: a flawless transformation strategy. Fast forward six months. Crickets. The brilliant plan was gathering dust. That's when it hit me: We'd crafted the perfect solution to the wrong problem. Here's what I learnt: 💡 Companies are not machines. They are living, breathing ecosystems of human emotion. 💡 And humans don't run on strategy and KPIs alone. We operate on a complex interplay of thoughts and feelings. And the dominant feeling during change? Fear. It's primal. And it's paralyzing our best-laid plans. Every employee facing change is grappling with an ancient part of their brain. One that keeps asking questions like: 😨 "Can I adapt fast enough?" 😨 "Will my skills become obsolete?" 😨 "What if I'm not good enough for this big, bad, new world?" No wonder action stalls. Fear turns the most brilliant plans into expensive paperweights. Why? Because we're asking people to sprint while they're emotionally frozen in place. When I guide transformation projects, I focus on two parallel tracks: 🧠 The intellectual blueprint ➕ The emotional odyssey 💙 Here's what this looks like in practice: 𝐄𝐦𝐨𝐭𝐢𝐨𝐧𝐚𝐥 𝐌𝐚𝐩𝐩𝐢𝐧𝐠: We identify the core fears and aspirations driving key players. 𝐒𝐚𝐟𝐞 𝐒𝐩𝐚𝐜𝐞𝐬: We create environments where vulnerabilities can be voiced without judgment. 𝐂𝐨-𝐂𝐫𝐞𝐚𝐭𝐢𝐨𝐧: We involve employees in designing their own transformation paths. 𝐂𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬 𝐂𝐚𝐥𝐢𝐛𝐫𝐚𝐭𝐢𝐨𝐧: We regularly check the emotional temperature and adjust our approach. Real transformation occurs when people feel safe enough to leap into the unknown. When anxiety shifts to agency, you turn bystanders into architects of change. That's when you see change materialize—not just on paper, but in the very DNA of your organization. To the leaders reading this: As you plan your next big change, pause and reflect. Are you accounting for the full spectrum of human experience in your strategy? Your people—with all their hopes and fears—are the true engines of change. Engage their emotions, not just their minds, and you'll unlock potential you never knew existed. Ever seen emotions derail a "perfect" strategy? Or fuel an unlikely success? Share your war story. Let's build our collective playbook. --------------------------------------------------------------------------------- Struggling with the human side of transformation? Let's connect. Together, we can turn messy realities into thriving change.

How often do we design with people, instead of for them? It’s easy to fall into the trap of thinking that creativity is something only designers hold the key to. But when we pause and engage with communities, we realize something powerful: Creativity thrives within the community itself—it just needs the right conditions to flourish. Take, for example, the Collective Action Toolkit (CAT) by Frog. It’s not just a tool; it’s a framework that empowers communities to solve problems by tapping into their collective strength. Through a series of activities—like clarifying goals and imagining new ideas—small groups around the world have used this toolkit to not only share their thoughts but to take decisive action that addresses their concerns. The beauty of this approach is in its adaptability. It’s not a one-size-fits-all model. Each group can mould it to fit their unique needs, ensuring that everyone’s voice is heard and valued. But collaboration, as we know, isn’t always easy. There’s often discomfort, sometimes even conflict, when differing ideas meet. Yet, as designers, navigating these challenges is where true progress happens. As Otto Scharmer and Peter Senge, leaders in organizational development, have shown, it's in this space of tension that new solutions are born. A recent contribution from @Design Impact offers a set of guiding principles for designers to keep in mind when working with communities. One of these, “Value me for who I am, not who I’m told to be,” resonates deeply. It’s a reminder that behind every design is a real person, with history, emotions, and passions. When we acknowledge that, we move beyond simply gathering feedback—we tap into real leadership within the community. At the end of the day, Social innovation isn’t just about creating a product or service. It’s about co-creating, about building alongside communities rather than handing down solutions. It’s about fostering a space where everyone’s creativity can shine, and where long-term, sustainable change is possible. Have you been part of a design process that values community leadership? What challenges—and opportunities—did you encounter along the way?

When your designing new people experiences & products, building advocacy starts way earlier than you think. That brilliant idea or initiative you’re trying to get off the ground? You can’t wait until the launch deck, the town hall, or the pilot. Because by then, often it’s too late. Advocacy doesn’t come from a polished pitch. It comes from early interventions and intentional invitations. One tool we’ve been using more often in our design-led change work is the Pre-Mortem Card (check it out below), a deceptively simple tool that really gets to rich insight & unexpected advocacy. So let me tell you a bit more about it and how we use it. Now whilst the title might sound a bit bleak and morbid, this exercise can be a lot of fun (I promise), and is all about flipping the script from “What would make this work?” to asking “What would make this fail?”. Still sounds pretty negative,? Maybe, but diving into this space early on invites people to critique the idea before they get defensive and protective over it. And, even more importantly, it makes people (the people who will use it, fund it and build it) feel seen, like their concerns, experience, and instincts matter. And this is where the advocacy part comes in. Because instead of just pitching, you’re co-creating. When people see their input on the design, even through a critical lens, they become invested in its success and progress. And you’ll find that they follow up and ask how things are going. And this cute little card can turn sceptics into supporters (and we all need a bit of that, right?) So here's how to get started with your PX Pre-mortem: Walk through it with a small, but intentionally invited, group of stakeholders or collaborators: 1️⃣ Start with clarity. Use the top row of the card to define: + Your Idea description + What success looks like + Your confidence level (get a sense check from the group) 2️⃣ Explore what could go wrong. Don’t stop at just “failure forecast.” Prompt reflection with: + What are we assuming that might not hold true? + What behaviours might work against this idea? + What’s missing in terms of skills, capacity or resources? 3️⃣ Assess the evidence. Ask: What would give us confidence to proceed? Where would we get that evidence from? 4️⃣ Surface what's strong. Look at: + What do we already have that supports this idea? + What practical next step could strengthen it further? 5️⃣ Document and discuss. Capture all the insights and use them to progress, park or pivot the idea with more clarity and more buy-in. 👀 Leading change? Designing something new? Try out the Pre-Mortem card with your team. Need a Miro template or something higher qual than this little pic? Let me know 😊 #PeopleExperience #DesignThinking #Framework __________ Hi 👋 I'm Alicia, co-founder of The Future Kind. We build innovation cultures and company operating systems that scale with you. Want to know more? Follow along or DM me, I love to hear form you. 💌

As designers, we have always wanted a seat at the table. And, eventually, most of us got it. But, most failed. Because when you get a seat at the table, you need to speak the language of business. As a designer, you can make all the beautiful, functional designs you want. But, if you can't tie your work to business impact, you won't be taken seriously. The truth is, business leaders and stakeholders don't care about your pixel-perfect designs. They care about metrics like growth, retention, conversion, etc. And, if you want to make a place for yourself, you need to understand how your designs affect: 👉🏻 Retention Rate 👉🏻 Engagement Rate 👉🏻 Conversion Rate 👉🏻 Task Success Rate 👉🏻 Time on Task 👉🏻 Customer Satisfaction (NPS or CSAT) And, if you can justify it with your research, decision-making, iteration, and data- nothing like it. Because the stakeholders understand design is not just about aesthetics. Most users won't even notice them. But, they will notice if they were able to complete the task and if it was easy for them. And, it's high time you did, too. If you can speak to these metrics, business leaders will listen. If you can prove design’s ROI, you’ll become a key player in decision-making. So, don't just design. Design with Impact.