We asked 22 leaders of the design and creative teams at Nvidia, frog, Ecco, Wavemaker Global (part of WPP), who are graduates of our Design Leaders programme, to share their perspectives on leading through design in today’s world and why they believe design is essential for driving business growth.
We're excited to share their vision of how creativity can transform business and shape the future of leadership, to get you inspired to bring design into the boardroom of your company.
'Design leaders are not separate beings from other leaders. I believe that everyone in a boardroom should be a designer as well as their other role. Being “creative” is not a skill only artists can hold, rather it is a skill that can be cultivated by all people. If we practise our creativity, we will find more inclusive and, thus, more profitable solutions to our hard problems, making creativity a critical part of business thinking.
Where professional designers and creatives can influence is anywhere that decisions are being made. Design leaders can facilitate hard conversations, highlight new perspectives, and introduce new languages for communication, both in and outside the boardroom.'
'Design is not just about aesthetics; it’s a holistic approach to solving complex problems and creating meaningful value and solutions for the world. I believe that design leaders bring a unique, human-centred perspective to any room, advocating for empathetic approaches that drive innovation and lead to extraordinary success.'
'I think strong strategists should be in the boardroom / C-level and some of the strongest strategists I’ve worked with are built from design and research domains. When we begin chasing explicit and illicit competencies at the board level instead of filling seats of titles, organisations will benefit.'
'The successful C-suite needs a diversity of thought. And the world needs more radical, imaginative thinking to overcome some of the most pressing issues of our time. I believe both of these subjects can be supported by having more сreative leaders in the boardroom. Creatives hold the audience in their heart, they often have a making mindset, they can see new ways to solve client problems. They are okay with trial and error and they nurture creativity and diverse voices.'
'The answer is a resounding YES, YES & YES!!! Design leaders bring a unique perspective and skill set to the boardroom, which can drive customer-centricity, innovation, brand value, and problem-solving. Their presence can help companies stay competitive and create compelling brand experiences for their customers. Creativity is truly becoming the number one metric in the business world today.'
'Design leaders need to be in the boardroom because design is a foundational aspect of everything that makes a business successful. Whether we are discussing a leave policy, a product, or a graphic, the way it is designed can make all the difference. We’re in such an interesting and complex moment in time that doesn’t quite look like the landscape we’re accustomed to. Old solutions are not likely to be today’s solutions. So, we need design leaders and thinkers now more than ever.'
'Design leaders must be in the boardroom and at the C-level, especially in non-tech companies, to defend a human impact and fight for an ethical approach. However, many designers are unprepared for this level of commitment. Like everyone, we make mistakes, but as newcomers, we’re in the spotlight, so we must run twice as fast to stay in the room.'
'I think that design leaders always add a new layer of experience and new perspectives on things.'
'Design leaders do need to be in the boardrooms to advocate for the value of design and for those who do the hard creative work and deserve far more credit than they often receive.'
'My approach to leadership has become more intentional as I’ve progressed in my career. It’s become something less passive, and I use my intuition for something I plan and roadmap out. It’s something I think about and work on every day. However, when I’ve been faced with obstacles like sexism, mediocrity or toxic behaviour, I’ve relied on my intuition to know when to walk away.'
'In the early stages of my career in professional sport, my leadership was centred around teamwork, discipline, and physical performance, with clear roles and collective goals. Since moving into the creative industry, my approach to leadership continues to be about the team, however the focus is now on adapting and fostering creativity, encouraging diverse perspectives, and nurturing individual talents within a collaborative framework.'
'At the time when I started the agency, branding and advertising were relatively new and considered risky because people were not familiar with them. However, I believed in the potential of these industries, even though there was some resistance and scepticism from my family. I was determined to pursue my passion and prove that it could be a successful career path. And ultimately it paid off.'
'I was told many years ago that I needed to “bang my hand on the table” to be heard. I don’t really think that any more. Leaders should be visible, definitely, but they don’t need to be the loudest people in the room.'
'As a young, inexperienced female founder navigating the design industry in a conservative Saudi context, I faced significant early challenges that required resilience and authenticity. Rather than project authority, I led with empathy, approachability and a commitment to creating a safe, collaborative environment that empowered our team to take risks, learn and contribute diverse perspectives.'
'The main challenge I faced was convincing the team to work harder and longer hours with high commitment, as the market now demands that level of effort. I was able to solve it by implementing new hiring criteria. I began looking for selected people who were deeply aware of the market demands and demonstrated a high level of commitment and responsibility. By bringing on team members who were well-aligned with the company’s needs, I was able to improve the overall work ethic and output of the organisation.'
'When you’re fresh and hop into a role, you’d think it is about taking things on small or big and doing it all on your own because you worry nobody would do it as well as you. But over the years and after endless breakdowns, I realised that the right style of leadership is delegation. When you delegate, you show others that, as a leader, you trust them, and when you give them a chance to do what they’re good at, you’ll be surprised.'
'I have transitioned from being self-employed to employing a small team and running large groups of teams; each has its challenges. I find that being flexible and open to working well in teams is important as well, as always keeping track of the big picture.'
'At the beginning, I thought it was my job as the leader to define the vision and our plan to get there, but our business has become extremely volatile and uncertain, so I’ve adjusted. Now, I paint a picture and work together with my team to enhance that picture and bring it to life. And I have become much more “sense and respond” when making adjustments. In other words, I think an organisation should be agile, responding to changed conditions; however, the future state of what they want to become should hold steady. Creating as much stability for a team is imperative for them to focus and thrive.'
'I want my two boys to grow up seeing their parents as equals in the workplace. I hope the work I do makes them proud.'
'I want to see more people enjoying the taste of prosperity by helping them break cycles of inherited beliefs, behaviours, and practices that keep them in poverty traps.'
'I would love to know that I’ve helped improve the lives of 1 or thousands of people, no matter the number. And that only a few people may remember that I was one who made a change.'
'I aim to create a positive impact in the world through two important credos I adopted this past year: ‘Change for Good’ and ‘Lead with Love.’ I can influence my surroundings by fostering a respectful and supportive team environment. I hope to inspire those around me to adopt the same approach, ultimately creating a ripple effect of positive change and mutual respect in the workplace.'
Unfortunately, the browser you use is outdated and does not allow you to display the site correctly. Please install any of the modern browsers, for example:
Google Chrome Firefox Safari