A design team is hidden in a corner of the company. Cross-functional partners are unsure who to talk to. Confidence is low, and influence is slipping. When Joann Wu stepped into Uber as Vice President and Global Head of Design, she found immense talent without a seat at the table.
The room says yes, the slide says value, the pilot says proof. Then Monday arrives, and nothing moves. In Everyone’s Onboard. So, Why Isn’t Change Happening? Rory Madden slices through the polite theatre of transformation to reveal the two levers that actually shift behaviour inside organisations: KPIs and
When products slow, meetings multiply, and decisions dissolve into “task forces to decide how to decide,” the problem isn’t your interface. It’s your organisation.
A teenage death-metal fan who swore he’d never work at a bank walks on stage and opens with a promise: “This talk is guaranteed AI-free.” Steven smiles, then gets serious. The real superpower in complex organizations isn’t another framework or a shinier dashboard. It’s empathy. And once
From Operations to Experience: How Grammarly Rebuilt Its Engineering Culture What makes 500 engineers move in sync without slowing each other down? At Grammarly, the answer wasn’t a new framework or another automation layer; it was a change in philosophy. “We stopped thinking about DevOps as maintenance,” said Serhii