Design Thinking In Leadership

I am constantly thinking about how to foster innovation in my product organization. Building teams that are experts at execution is the easy part—when there’s a clear problem, product orgs are great at coming up with smart solutions. But it’s impossible to optimize your way into innovation. You can’t only rely on incremental improvement to keep growing. You need to come up with new problem spaces, rather than just finding better solutions to the same old problems. So, how do we come up with those new spaces? Here are a few things I’m trying at Duolingo: 1. Innovation needs a high-energy environment, and a slow process will kill a great idea. So I always ask myself: Can we remove some of the organizational barriers here? Do managers from seven different teams really need to say yes on every project? Seeking consensus across the company—rather than just keeping everyone informed—can be a major deterrent to innovation. 2. Similarly, beware of defaulting to “following up.” If product meetings are on a weekly cadence, every time you do this, you are allocating seven days to a task that might only need two. We try to avoid this and promote a sense of urgency, which is essential for innovative ideas to turn into successes. 3. Figure out the right incentive. Most product orgs reward team members whose ideas have measurable business impact, which works in most contexts. But once you’ve found product-market fit, it is often easiest to generate impact through smaller wins. So, naturally, if your org tends to only reward impact, you have effectively incentivized constant optimization of existing features instead of innovation. In the short term things will look great, but over time your product becomes stale. I try to show my teams that we value and reward bigger ideas. If someone sticks their neck out on a new concept, we should highlight that—even if it didn’t pan out. Big swings should be celebrated, even if we didn’t win, because there are valuable learnings there. 4. Look for innovative thinkers with a history of zero-to-one feature work. There are lots of amazing product managers out there, but not many focus on new problem domains. If a PM has created something new from scratch and done it well, that’s a good sign. An even better sign: if they show excitement about and gravitate toward that kind of work. If that sounds like you—if you’re a product manager who wants to think big picture and try out big ideas in a fast-paced environment with a stellar mission—we want you on our team. We’re hiring a Director of Product Management: https://lnkd.in/dQnWqmDZ #productthoughts #innovation #productmanagement #zerotoone

I've been thinking a lot about talent and AI. The recent headlines have been dominated by conversations on 'unicorn technical hiring' — $100 million+ pay packages for the world’s top AI thinkers. It's fun to watch, but let’s be honest: it’s not the practical reality for most companies. What most organizations actually need is far harder — building bilingual teams. Teams that combine deep technology capabilities with sharp business acumen. Because AI tools, on their own, don’t create value. They only do so when they’re applied to fundamentally change a business. We're approaching a reality most leaders aren't prepared for: managing companies where humans, AI agents, and automated systems work as integrated teams. The universities training today’s analysts aren’t teaching them how to collaborate with AI. The executive development programs aren’t covering how to lead hybrid human-AI operations. Industry is being forced to build these capabilities from scratch. This goes beyond retraining employees on new tools. It requires rethinking talent strategy for a world where value creation happens through human-AI collaboration. The most progressive CEOs I’m working with are asking the right questions: How do we recruit for AI-augmented roles that don’t exist yet? How do we develop managers who can optimize both human and artificial intelligence? How do we create career paths in a world where many traditional roles are being redefined? And these questions can’t be delegated to HR. They require the same level of C-suite attention as any major business transformation. This is the new leadership challenge: assembling organizations where technologists and business leaders work side by side, not in silos. The magic is in how you get them to collaborate — fluently. It's what we are doing every day inside of Bain. It’s also the premise behind our recent partnership with Andrew Ng and AI Aspire. He brings world-class technical expertise. We bring business transformation at scale. That’s the kind of thinking companies need to build into their own talent models. https://lnkd.in/ggadFYEx

What better time than vacation to reflect on leadership—especially after an inspiring Leadership Immersion with McKinsey & Company and the World Economic Forum (WEF) in New York. One of the most impactful resources from the experience was the book "The Journey of Leadership", written by McKinsey partners Dana Maor, Hans-Werner Kaas, Kurt Strovink, and Ramesh Srinivasan. Based on their work with over 500 of the world’s top CEOs and business leaders, the book explores what it means to lead from the inside out. Here are some powerful insights: 1. Humility – You’re not the smartest person in the room. The best leaders know they don’t have all the answers. Listening—truly listening—is one of the most challenging skills at senior levels. Real value comes from the ability to connect the dots and integrate diverse perspectives. 2. Confidence – You belong here. Belonging is a birthright. Leaders with a strong sense of identity are more likely to take risks, admit mistakes, ask for help, and make bold decisions. A healthy sense of self creates the foundation for courageous leadership. 3. Selflessness – Stop trying to prove yourself. Effective leaders make decisions for the good of the organization—not to serve their own ego. Putting purpose above personal ambition allows them to act in the best interest of the team, the company, and the broader ecosystem. 4. Vulnerability – It’s okay to be yourself. Vulnerable leaders are aware of what triggers their emotions and know how to channel those feelings into constructive action. Emotional awareness strengthens authenticity and trust. 5. Resilience – So you failed. Now what? Those who manage failure well are honest about their own shortcomings, learn from mistakes, and bounce forward. Resilience isn't about avoiding failure—it's about using it as fuel for growth. 6. Versatility – Learn to be agile. In a world of rapid and unpredictable change, adaptability is essential. Strong leaders focus on what matters most and develop the depth and flexibility to shift direction without losing sight of purpose. Taking time to pause and reflect has been a gift—a reminder that the journey of leadership never ends, and of the kind of leadership the world needs more than ever. BH Compliance #Leadership #YGL #Purpose

In my role as CEO, I've come to understand that the essence of achievement lies in a relentless drive to align what is with what could be. The future we dream about isn't just a distant possibility; it's a destination we can actively move towards. This doesn't happen by chance or overnight. It's the result of deliberate actions and strategic shifts that bridge the divide between our current state and our goals. Here's my take on how to make this happen: Visionary Clarity: Start with a crystal-clear picture of your desired outcome. Know your goals inside out, both immediate and distant. Lifelong Learning: The journey to your aspirations is paved with knowledge and skills yet to be acquired. Embrace a culture of continuous learning for yourself and your team. Unwavering Resilience: Roadblocks are inevitable. View each challenge as a stepping stone rather than a stumbling block. Collective Effort: Achievements are rarely the work of a lone genius. Cultivate a team that shares your passion and vision. Flexibility in Strategy: The ability to adapt is invaluable. Your envisioned path may need adjustments as circumstances change. Be open to altering your course to stay aligned with your ultimate objectives. Let's motivate one another to transform the path to our dreams into a tangible reality! #CEOInsights #LeadershipJourney #GrowthMindset #TeamworkMakesTheDreamWork

I’ve been getting the same DMs from junior and mid-level designers lately: “I’m scared AI will replace me.” “I get lost without a clear task.” “It’s easier to just execute than reframe.” They’re not just insecurities — they reflect what’s actually happening in the industry. Design teams are being split. Centralized UX leadership? Gone. Designers are embedded into cross-functional streams — alone, with no UX north star. Business is moving faster. Budgets are tighter. Research time? Rare. AI is writing the copy, generating wireframes, and running tests. Suddenly, your job is not about making things pretty. It’s about making them logical, coherent, and adaptable in chaos. ⸻ Here’s why most designers are stuck:  • You’re still optimizing your speed — while the market values those who build structure.  • You wait for clarity — instead of setting the frame.  • You think knowing Figma is enough — but tools are replaceable.  • You expect someone to give you the lead role — but in 2025, leadership is taken, not assigned.  • You react — instead of steering. ⸻ Here’s what the market really needs now: A new kind of designer. A UX systems architect with AI fluency and psychological resilience. ✔ Structure-first thinking. You stop reacting to tickets and start designing frameworks — logic, flows, dependencies. You see the product as a system. ✔ AI as an amplifier — not a threat. You know how to co-create with AI, synthesize its outputs into usable flows, and use it to scale logic, not just visuals. ✔ Cognitive clarity as your core skill. You stabilize teams. You give direction when the product pivots. You become the person others rely on when everything feels like it’s falling apart. ⸻ What changes when you shift your role?  🎯 You stop “doing the work” and start owning the logic.  🎯 You don’t wait for vision — you set it.  🎯 You integrate AI — and lead through it, not fear it.  🎯 You become the anchor in chaos — the one who keeps things coherent. ⸻ I’m Tanya — UX systems strategist at the edge of AI, architecture, and cognitive clarity. I don’t decorate interfaces. I stabilize decision-making. If your flow broke, if your role feels blurry, if AI made you question your value — I’ll help you reframe it all. 📌 I teach this in my bootcamp. I take you from point A — “I’m stuck executing other people’s thinking” — to point B — “I design the systems teams rely on.” You’ll walk away with architecture skills, AI integration tactics, and the clarity to lead through uncertainty. Ready to shift? DM me to apply for the next cohort — or book a 1:1 through the featured section on my profile.

Imagine this: You, the visionary founder, see the big picture— Because it comes from you. It probably originated from a deep personal conviction. To you, it’s clear as day. But there’s just one problem: This vision, as vibrant as it is in your mind, isn’t understood by everyone in your organization. Not yet, anyway— It feels like you’re pointing at a giant cloud saying, “Do you see it? It’s there.” And your people don’t. Why? Because the vision can’t only live in you. Your challenge and opportunity is to embed the vision into the very fabric of the company. From the C-suite to the front lines. And that’s way harder than it sounds. I call it “vision adoption.” It's a big part of what we do for organizations. We lead the inception of your vision to its fullest understanding, acceptance, and integration into your operations, culture, and brand. It’s necessary for turning aspirations into reality. So what do you do? 1️⃣ Consistently Vision-Cast Clear, consistent messaging from you ensures that the vision is not only understood at all levels, but embraced too. Articulate the vision's relevance to each department and role. Make it part of your daily conversations. 2️⃣ Cultural Integration Work your vision into company culture through intention — it has to echo daily through your core values, behaviors, and rituals. The vision must be more than a dream. Employees have to experience it through your SOPs, decisions, and strategies down to the tiniest detail. It guides everything you do. 3️⃣ Leadership Engagement The only acceptable leadership style for a visionary company is leading by example — nothing else will ensure buy-in from your workforce. Every vision decision a CEO or executive team makes that isn't aligned with the vision will reflect 10x more intensely in the diminishing commitment of the regular employee. 4️⃣ Empowerment and Ownership Every team member — regardless of title — must see themselves as indispensable to the success of the vision. This is empowerment. That empowerment leads to innovation. And that innovation translates to proactive, self-initiated problem-solving aligned with the vision. And that’s pure vision adoption in action. It’s the difference between a vision only you can see... …and a vision that your whole company actively participates in realizing. Motto® 🏴

Leadership is not always about control. Currently, with the rise of generative and agentic AI automating human processes, leadership is about enticing possibility, encouraging experimentation, and embracing failure with curiosity. Inviting the entire organization to experiment with AI is the best way to harness the crowd and explore the possibilities of AI. Here’s how to structure the collaboration as a leader: 1. Invite a movement – encourage everyone to experiment with AI and meet regularly. 2. Present progress – include what you’ve learned, metrics of progress, areas of struggle, and future plans. 3. Give feedback to those who just presented – this allows for company-wide shared learning. 4. Repeat the process quarterly or months – this is how fast the technology is changing. AI will touch every aspect of the organization. The entire c-suite will need to collaborate and come together to navigate the implications of AI.  If this is a focus for you as a leader, send me a direct message and I'm happy to talk with you about how we're helping organizations with this!

Earlier this year, the Executive Orders hit our business. We had to make painful decisions, including letting go of valued team members. Suddenly, our growth was at risk, our momentum threatened, and burnout knocking at my door. But here's the leadership truth I leaned into immediately: Crisis creates clarity. To avoid losing momentum, I adopted a strategic approach, replacing manual, repetitive tasks with automation and intentionally integrating AI tools into our daily workflows. Over the last six months, here's EXACTLY what this meant for us: ✅ Time reclaimed to genuinely lead—not just manage tasks. ✅ Freedom to recharge doing things I love -like vacationing in Portugal ✅Business momentum not only restored but rapidly expanded into powerful new verticals. Here's exactly how I did it (so you can too): 💡 Identified repetitive tasks draining my energy and limiting impact. 💡Matched each draining task to an effective, strategic AI solution. 💡Integrated AI immediately into daily systems, processes, and workflows. 💡Redirected reclaimed energy & clarity toward visionary, strategic leadership. Burnout is a leadership red flag, not a badge of honor. Visionary leaders don't work harder; they leverage technology. Which step resonates most deeply for your leadership journey right now? #AI #AIforLeaders #AIConsultant #Leadershipdevelopment #Leaders

I recently heard from someone who faced a very tough situation. They hired a UX designer to "think big and plan ahead" (what we call "strategic design"). But their leadership? The leadership just wanted a designer for the "here and now" ("tactical design"). Sadly, standing up for that strategic approach led to some tension, and the person was shown the door. It got me thinking, how can we help our leaders see the big picture while also giving them what they want now? Here's how I would recommend bridging the two ↴ 1. Educate & advocate:    Highlight the impact strategic design can produce.    Use real-life examples leaders can relate to.     2. Workshops:    Mix "now" and "future" thinkers in a brainstorm.    They might just rub off on each other.     3. Feedback loops:    Make a habit of checking in and sharing ideas.    It'll help everyone to stay on the same page.     4. Speak their language:    Talk to the leaders in terms they care about.    Translate the benefits of strategic design into profits.    Or, other tangible business outcomes. Final Thought: It's great to champion what you believe in, but we need to pick our battles wisely. It's crucial to understand the org culture and the communication style of our leaders. In the end of the day, advocacy is about finding the common ground. 🚨 I'd love to hear your insights and experiences on this. How have you managed to find a balance between tactical and strategic perspectives in your organization?

For the last two years, the conversation about AI's impact has been dominated by the visible, the tactical, and the immediate. We are focused on new tools, evolving job descriptions, and the race to upskill our teams to use them. This is the "Surface Wave." It is real, it is important, and it is consuming all of our attention. But the real story, the one that will determine the winners and losers of the next decade, is happening beneath the surface. The "Undercurrent" is the deeper, strategic, and often invisible re-architecting of the organization itself. It's the shift in power structures, the creation of new data ecosystems, and the fundamental change in how decisions are made. This integration of human and machine intelligence is creating a new organizational physics, and most leaders are still using an old map. Think about it: A company builds a strategic intelligence unit designed to be "AI-native". The "Surface Wave" is giving the human analysts a suite of powerful AI tools for market research and data synthesis. But the "Undercurrent" emerges when the AI is integrated not as a tool, but as a de facto member of the team. Suddenly, the org chart is no longer a simple 2D hierarchy. You have a hybrid entity where the AI directly feeds insights to every team member, bypassing the traditional top-down flow of information from a human manager. The AI might even be given a "voice" in strategic meetings, presenting conclusions that directly contradict the team leader's intuition. The challenge is no longer about adopting a tool. It becomes a profound question of organizational design and leadership. What is the role of a human leader when the AI can provide more comprehensive data-driven direction? How do you manage a "team" that is a fluid network of human and machine cognition? And how do you measure performance when the most valuable output is a collaborative insight that is impossible to attribute to any single human or algorithm? This is the real transformation, and it requires leaders to move from being managers of people to being conductors of a complex, hybrid intelligence. I strongly feel that leaders who cannot distinguish between the two waves will be pulled under. But will organizations invest in the foresight this requires? #FutureOfWork #AIStrategy #TwoWaveTransformation