Summary
The speaker from IBM outlines how the company's design culture is deeply rooted in shared values, rituals, heroes, symbols, and practices, emphasizing that culture cannot be faked or bought but must be lived over time. Drawing from their experience at IBM and SteelCase, they highlight the importance of behaviors over time as the foundation of culture. Key contributors like Paul Rand and Doug Powell are cited as heroes shaping this legacy. IBM’s design talent acquisition is highly selective, reviewing over 10,000 candidates to hire 1,500 designers, all entering with a unified 'designer' title fostering multidisciplinary growth. The IBM Studios Network offers adaptable workspace designed for collaboration across disciplines, dissolving 'us vs them' mentalities between design and engineering. Their IBM design thinking framework centers on user outcomes, multidisciplinary teams, and continuous iteration via 'the loop' of observe, reflect, and make. Tools like Hills, Playbacks, and Sponsor Users keep teams aligned and rooted in user needs. The IBM design language provides a system of unity rather than uniformity across 3,000 products, enabling cohesive yet expressive design. Announcement of forthcoming IBM design research underscores user-inclusive, practical inquiry beyond traditional methodologies. The speaker candidly admits ongoing challenges in scaling design at IBM but remains optimistic about refining practices and sustaining culture, always with outcomes and user impact at the center.
Key Insights
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Culture is defined by behaviors over time, not slogans or statements.
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IBM hires design talent extremely selectively, taking less than 1% of applicants.
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Every designer at IBM is hired under the generic title 'designer' to encourage multidisciplinary growth.
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Flexible, mobile workspaces in IBM Studios empower designers and cross-functional teams to reconfigure their environment daily.
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IBM design thinking emphasizes user outcomes, multidisciplinary teams, and relentless reinvention through continuous iteration.
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The 'loop' model combats common pitfalls where designers avoid building and developers avoid reflection.
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IBM’s Hills, Playbacks, and Sponsor Users ensure focus on user-centered intent, safe critique, and direct user collaboration.
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The IBM design language aims for system unity, not uniformity, balancing cohesion with designer expression across thousands of products.
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Accessibility is embedded from the start, not bolted on afterwards, supported by training and onboarding.
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Sustainable design culture requires enduring elements: people, places, and practices that outlast current leadership.
Notable Quotes
"Behavior over time is your culture."
"You can’t fake culture and you definitely can’t buy it."
"One out of every 40 portfolios are selected; hiring here is super choosy."
"We call everybody a designer to encourage branching out across disciplines."
"If people say 'the design team', it sets up an us and them between design and engineering."
"The loop is an infinity loop where we observe, reflect, and make."
"An intern once challenged a senior VP in a playback about whether an idea was smart enough."
"The design language is a system of unity instead of uniformity."
"Accessibility is baked in from the very beginning and threaded through the entire effort."
"None of this matters without outcomes. We have to design with an outcome in mind."
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