 I was happy to see this month's fast company featuring the CEOs with their alongside their chief design officers looking at Murrow. It was really terrific. It's a milestone moment where design is in that primary level of importance. But I'd love to hear more about where it is lost in translation and where are those challenges and why. Is it still a misunderstanding about design? What is it that's keeping design from being truly up there? Sometimes it works, but other times it doesn't. You've got to have a leader who's going to put their neck on the line for design. If you don't have a leader that's going to put your neck on the line for design, it's like having a pet. Design is in, I'm going to bring design in-house, but it's my pet. I'm going to feed it and care for it, but I'm still going to run my business in the six sigma way. Because I've got a spreadsheet that I've got to keep and I've got shareholder value and that's all I care about. That to me is where the rubber hits the road. That is where the differentiates. Do you have a leader that's running your business that says, you know what, I believe you Murrow, I'm going to go with your gut. Even though all of the research is showing me it's different, I'm going to go with your gut because I believe you. That's the difference. And that's why we don't have a few up at the top that we can sit here and say, they are design leaders in a big industrial place. When you put a design person in a high enough position, they ended up kind of having their tentacles out there. And the higher level position a designer can have, whether he's designing or not, is a designer. That infuses design to all the other areas. In our company, which is much smaller than you guys, like we're like a fingertip, my job is to work with design all the time. And so from the very top position, design is infused throughout the different jobs. That's not going to accounting, I review the financials. I hope it looks nice, but it's not really designed. But you have your tentacles everywhere. And I think if you don't have design at the top levels of management, you're always going to hit a wall because you're always going to be a second tier concept. You need the support, ideally of the CEO, without that you go nowhere. Now, the other problem is, are we ready as a design community to have a seat at the table? Because what I've been witnessing is that there are tons of design leaders that are not ready. They are not good. I saw people, both in the consultancy world, very high level, working with us in many companies. And then people in our teams, they're not ready. They're not ready. And so, actually, they do so many damages. Because then you get a seat at the table and then you are not ready to play it all there. And then you screw up the reputation of design. And this is a big risk, especially for corporations. When a CEO wants to build a design inside a company, design is designed for them. In reality, you have graphic design, product design, design thinkers, strategic design. You have so many areas of design. And the reality is that the real design thinkers able to play their role is probably 5% of our community. And there is no training for it. With the exclusion of the D-School, University of Milan that does design thinking and design management, there is something in Toronto. But there are really few institutions that prepare people to have that kind of role. And so this is, I think, we need to be really, really honest as a design community. Are we trained for that? Are we ready for that? Are we able to inter-train this kind of conversation? Are we able to get all the pressure that you have when you arrive up there? Because I saw so many leaders, design leaders. They cannot stand the pressure that our marketing leaders or other functions have. We go into a lot of organizations. We've got COOs, we've got guys like you, who are strong advocates for design. And yet the organizations that are buying our services and taking products to market, they're looking for us, the outsider, to tell them why it's valuable. And you know what the sad truth is? Most cases we don't have the stories because when we're clients, they're not going to share them with us. You guys have the stories. You guys are the ones that can start to show in very diffuse and broad ways and in very specific ways on specific product choices and business choices where and how design has helped to create value. And we're not doing a good job of it. I know it because every day it's on my shoulders when I go into these organizations. The CEO may say, great, we're a design innovation focused company. Now that's our strategy. We've got innovation design people. We're good. I'm going to go get lunch. And a bunch of other people aren't changing their behavior yet. And that's where cultural things can have a difference because one of the things we're working with a lot of our private sector clients on are working outside their core business in less competitive spaces, doing partnerships in education in other areas because you can exercise the same muscles. You can bring people into a space where there's a lot of enthusiasm for common goals and they can learn about a design process without necessarily having to tear up their spreadsheet yet without having to rip up their product requirements without having to disrupt their engineering process. And we're doing with GE, working in East Africa. We're doing it a lot of places. And I think, A, we have to find those missions that allow us to take people, particularly middle management, offline and into spaces where they can collaborate safely. And B, we need your help in at this moment when design may have a seat at the table. How is it making a difference? How's that meaningful? We know that Nike and Apple are sort of self-evident for that but that's not going to, you can't walk into GE with a story about Nike and win business. I think one of the main problems these days is also that design as a word is sort of, I call it like a chewing gum. You can stretch it in all directions but it's not really defined. So, I mean, do I call a designer a creator, an innovator, a catalyst? So there are so many definitions and words. I think most important is also that a company identifies themselves. I mean, we, for example, have values like ethics, aesthetics, ecology, economy and that's what we talk about. We talk about the philosophy and that's in our DNA. Design is just, from my point of view, it's almost blurred these days and really hard to point down. And that's where misunderstandings happen. So it's more of finding a direction, not just the word for it, that whether you employ a designer, you want to create something. What do you create? Do you create a marketing strategy? Do you create a product that's all covered under design and many more aspects? I think that's one of the problematics we have. I think actually real innovation actually not only comes on finding the new but looking at what people are doing now and just trying to figure out how to do it better, right? Because the phone's been around for a long time. Communication's been around for a long time. But how can you improve upon that remarkably is something that I like to think about. And I'm a designer by trade and I run a company within Samsung and I think it's the stakes in emerging technologies right now for what design is are very, very high, right? And I think it all goes back to the speed at which things are changing, right? Typical business and I would say a lot of marketing folks, they can't keep up with what's happening right now. So they eventually have to look to someone like me or you or can you make this and can you make it really quickly? What was it? The iPad was even around three years ago, right? And so now it looks like it's distant. Everyone has one in their home and they're comfortable with it and so at the pace of which things are so accelerated moving so quickly, I use design, it sounds like some of you guys embrace it or some are sort of maybe backing off of it a little bit but I use it in every term in any way possible when I talk to the developers on my team. The way that I go into a meeting and I'm going to try and raise money or the way that I'm talking to an executive, I think of it in a design problem and it's refreshing and I think it's our time, you know, the time has come for designers to really sort of step into it and see if we can kind of steer the ship.