Shaping Strategy with Design: Are We Still Siloed?

It feels like we’ve been here before. For the past 30 years, we’ve been emphasizing the importance of integrating designers early into projects, ever since David Kelley and Tim Brown of IDEO introduced the concept of “design thinking” in the 1990s. They championed multidisciplinary teams, advocating for a simple yet groundbreaking idea: involve designers early to shape solutions, rather than just having them execute later. The belief is that by including designers in strategic discussions, we could achieve more holistic, user-centered outcomes that would drive innovation and business success. It felt as though the revolution was marching forward. Yet here we are in 2025, uncertain whether beyond the surface-level agreement of “yes we should all collaborate," if this is truly happening.

Designers have long been viewed as creators of aesthetics, the visual architects who make things look good. But our role is far beyond that. Throughout my career, I’ve wrestled with what it truly means to be a designer. Starting with product, then transitioning to luxury furniture, and later into strategy and branding, each phase has broadened my view of what design can achieve. Today, I see my profession as something bigger. A designer is someone who has learned the design process through a specific craft—whether it’s fashion, architecture, web, graphic, or something else—and can apply that process to solve any problem. All designers approach projects similarly: we start with inspiration and research, define directions, create, test, iterate based on feedback, and then deliver the result. Applying that design process not just to a physical output but to solving any challenge, can help shape the purpose of a company.

Over the years, I’ve adopted a process-driven approach instead of focusing on mastering a single craft. When I moved to New York nearly 10 years ago, my resume raised some eyebrows. How could I be a skilled designer without specializing in just one area? By prioritizing process over craft, I’ve developed the ability to shift my perspective throughout all stages of the design process. Experimenting with my career has allowed me to understand my strengths and limitations. While many designers may get pigeonholed into specific roles or tasks, they have the capacity to adapt and take on a wider array of challenges if they choose.

Yet in many organizations, even within renowned design consultancies, design is still being treated as a component of the project rather than the transversal thread. I’ve been involved in numerous projects where the creative effort was in vain simply because the designers were brought in too late and not part of the strategy to make a true impact. I’ve worked both in-house and on the agency side, and the pattern is consistent. While leadership has good intentions, design is often still siloed, with projects handed off to designers after the strategy has been defined. In the interest of saving time and resources, leaders dominate early conversations excluding designers from a seat at the table. The lack of early collaboration limits design’s ability to influence and shape solutions from the very start, resulting in missed opportunities for more cohesive impactful outcomes. When designers are less informed they tend to be less experimental and repeat a formula that works well: a solution that will satisfy clients, but isn’t groundbreaking. Isn’t our job to constantly push the frontier of creativity? To deliver solutions that challenge norms and make a real impact?

I understand the financial argument— it’s not feasible for everyone to be involved at every stage of a project, nor should we be. It's equally important to step back once the vision is established and allow each discipline to focus within their own team on how to move forward with their specific tasks. The challenge is creating a collaborative environment where everyone feels heard and invested, regardless of their role. This isn’t just about getting input; it’s about building a shared understanding of the vision, the goals, and how each discipline contributes to the bigger picture. I am not sure what the solution is but if we can do this, we’ll foster an atmosphere where creative thinking redefines possibilities. The final product will be stronger and truly reflect the diverse expertise that’s been brought to the table. It’s about finding that balance between collaboration and specialization.

I truly believe designers are extraordinary storytellers, and the creativity we bring to the table can propel businesses forward. We are not just skilled executors of a vision, but integral players in shaping strategy, business models, and organizational culture. As the design industry faces uncertainty with the rise of AI, waves of layoffs, and post-COVID creative burnout, designers at every level must take on a more prominent role in crucial conversations. This kind of deep collaboration could be the spark for the lasting change the design industry and the world needs today.