AI-era design strategy.
An independent view of what your design capability should look like as AI takes on more of the production, and a practical plan for getting there.
What's changing
For a long time, many organisations have measured design by its output - screens, flows and prototypes. That output is getting cheaper by the month. What isn't getting cheaper is the judgement about what to make and why.
I think the design functions that do well over the next few years will be the ones that move their weight from making to deciding. That means framing problems, shaping strategy, setting the bar for quality and making the trade-offs AI can't.
The questions I help with
- What is our design team actually for, if AI can do much of what they do today?
- Which roles and skills do we need more of, and which less?
- Where should design sit in the organisation, and who should it answer to?
- How do we bring the team with us, rather than leaving them to find out?
- How do we make the case to leadership in terms they care about?
How it works
Start with a capability review
A focused look at your design function: how it's set up, where it adds value today, where AI is already changing the picture and what to do next. You come away with a clear view and recommendations you can act on.
Then, if it helps
Ongoing advice as you put the changes in place. I can be a senior outside voice for the decisions that follow, from reshaping roles to making the case at executive level.
Longer term
Sometimes the right answer is having someone in the seat for a while. I occasionally take on fractional head of design roles, usually through introductions. If that's what you're weighing up, it's worth a conversation.
Why me
I've set up design functions as well as led them. I ran Thirst Studios for a decade, built the Experience Design practice at Origin Energy from scratch, and now lead a large design chapter at one of Australia's largest telecommunications companies. I also build my own products with AI, alone, so I know first-hand how much of the making has already shifted.
A good place to start
Most organisations I talk to aren't short of opinions about AI. What they tend to lack is a clear view of what it means for their own team. If you'd like to work that out together, a conversation is a good place to start.