Adam Zeiner

What I've come to recognise as core to my practice is the challenge of taking an extraordinarily complex, integrated, incomplete problem and wrapping my arms around it conceptually in a way that helps and empowers practitioners to actually do things about it.

"Design" means one thing to a graphic designer, another thing to an engineer, and something else to a business consultant. Even within the design discipline, a Silicon Valley manager and a Danish joiner are unlikely to be imagining the same thing as they both talk about design.

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Historically, men predominantly led and populated armies, lending not only an overtly military language to business but also a masculine one, impacting not only the words of business but also its culture. The structure favored men...

...we’ve been trained to think of organizations as homogenous and mechanistic, with a clear set of rules, a command-and-control structure, and the ability to leverage hierarchy to get things done quickly by issuing top-down directives to reallocate resources to meet objectives.

This explains a good deal of what works and doesn't work for teams, especially when it comes to their mission. For highly capable knowledge-work teams (marketing teams, software teams, research team, etc.), low-leverage missions tend to be uninspiring.

The Systemic Design Framework is an evolution of Design Council’s design frameworks, starting with the globally renowned Double Diamond, and more recently the Framework for Innovation. It is our way of synthesising how we see people on our own programmes, and through research with other designers using design to address complex challenges. These... See more