Mindful Design: Rethinking Corporate Cultures

Summary:

In my journey, I’ve come to realize the irreplaceable value of engaging with people firsthand. Despite the vast information available online and the capabilities of artificial intelligence, nothing compares to the insights gained from real-world interactions and understanding the emotions of others. Two recent encounters shed light on the state of innovation in American corporations and the evolving opportunities for design researchers within them. Attending a dinner with senior design researchers revealed a shared drive for change in corporate environments, yet a sense of scarcity in meaningful project opportunities. Reading an article contrasting corporate cultures further prompted reflection on the alignment between principles and practice in today’s corporate landscape. This introspection led me to ponder the emerging deficit in mindfulness within corporate America, particularly within the tech industry. As someone deeply invested in the intersection of design, technology, and social impact, I see a pressing need to realign corporate cultures with social responsibility, advocating for a return to mindful design practices that prioritize meaningful societal contributions.

I have learned that there is no substitute for stepping out into the world and mingling with people. No matter how much information is accessible through searching on the internet and how much analysis is possible using artificial intelligence, serendipitous encounters in the real world and sensing the emotions of real people affect our consciousness in many ways.

Two encounters from last night expanded my understanding of the state of innovation in American corporations and the changing landscape of opportunities for design researchers within it.

Last night, I was at a dinner attended by 25 senior design researchers. I noticed that the majority of the conversations in the room were driven by curiosity, anxiety, and a sense of urgency to affect change in the corporate work environment. Each conversation I had at this networking event revealed to me that design researchers with several decades of experience are feeling a paucity of opportunities to work on meaningful projects that are both purposeful and financially and emotionally rewarding.

A few hours later, I woke up at 4:30 am and read an article on LinkedIn by Albert Shum, titled ‘Air Blackberry Culture’.

In this article, Albert contrasts the competitive culture of Blackberry with Nike’s teamwork principles, questioning if modern tech companies can maintain successful cultures while adapting to new challenges.

In the background of the sentiments I felt in the room full of design researchers last night, I wondered if the principles outlined in Albert’s article are at cross-purposes with corporate America’s current crisis of creating a nurturing, caring, and creative work environment. My specific comments on the principles outlined in the article are as follows: My version of these values is in parentheses.

1. Our business is Change. (Our business is being in alignment with and thriving with change)
2. We’re on offense. All the time. (We seek purposeful participation in designing with change)
3. Perfect results count – not a perfect process. Break the rules: fight the law. (Thrive for continuous improvement and to look beyond the obvious)
4. This is as much about battle as about business. (This is much about being purposeful and mindful, and relentless)
5. Assume nothing. Make sure people keep their promises. Push yourselves, push others. Stretch the possible. (Assume nothing, challenge assumptions, examine beliefs, be persistent in dialogues that open minds and prepare for change)
6. Live off the land. (Conserve your purpose and resources, build relationships that help survive in challenging times)
7. Your job isn’t done until the job is done. (Aim high and shoot far. Your job is never done. The future is always under construction- simplify, improve, and leapfrog).
8. Dangers: Bureaucracy. Personal ambition. Energy takers vs. energy givers. Knowing our weaknesses. Don’t get too many things on the platter. (I like this)
9. It won’t be pretty. (Build a future based on caring and sharing at the heart)
10. If we do the right things, we’ll make money damn near automatic. (Money will follow purposeful value addition to people’s lives)

As I started thinking about my reaction to the Nike principles outlined in Albert’s article and the voices I heard at the dinner event with design researchers, I started worrying about an emerging mindfulness deficit in corporate America, especially in the tech industry. Let me explain where I am coming from.

For the past thirty years, I have been part of a community of designers and researchers who have been engaged in creating consciousness in the industry about the impact of design, technology, and business decisions on everyday people, communities, and society at large. The partnership of professionals trained in design and social sciences created new curiosity and consciousness about the social impact of business decisions in corporate America. Social scientists were emerging as the conscience keepers of corporate America in the midst of disruptive changes brought about by technological advancements.

Something began to change within the last ten years. While I cannot put my finger on what caused the change, alongside a growing focus on speed to market, productivity, and ROI for the Wall Street investments, the front end exploration in making mindful decisions through rigorous research and synthesis of the human side of things began to deplete. Recent layoffs in the tech industry have also affected investments in moonshot visions, product inclusion projects, research about organizational culture, and assessment of social impact. Fierce competition to gain a competitive advantage in integrating AI with products and services is leading to compromise in mindfulness. The recent fiasco with Google Gemini is an example of the consequences of not adequately incorporating human and societal considerations in product development.

I would like to ring an alarm bell for the emerging corporate culture, especially in tech companies. If you compromise mindfulness at the front end of design and throughout the entire process of introducing disruptive technologies to the market, you will cause more harm to society.

It’s time to bring designers with social commitment back into positions of influence.