In today's rapidly evolving business landscape, companies that succeed are those that put design at the core of their strategy. But what does it take to build a design-driven culture that truly drives innovation? According to Paul Strike, Senior Vice President and Global Head of Design Research, formerly at Goldman Sachs, the answer lies in leadership.

In a recent Insights Unlocked episode, Paul emphasized that effective leadership in design isn't just about setting a direction—it's about actively shaping a culture of innovation. "Great change at scale is usually seen when the idea starts internally," Paul noted, underscoring the importance of internal leadership in fostering a mature, progressive design culture.

The Architect: building cultures and capabilities

One of the key roles that leaders must embrace is that of the Architect, Paul said. This role is critical in building the foundational cultures and capabilities that allow design to flourish. The Architect focuses on creating environments that support co-creation and experimentation, bringing together diverse expertise to drive innovation.

"The Architect is about building those cultures and capabilities using the resources and environments to co-create and experiment," Paul explained. This role is essential for establishing a strong design culture that can adapt to the changing needs of the business and its customers.

"The Architect is about building those cultures and capabilities using the resources and environments to co-create and experiment." — Paul Strike

The Bridge: leveraging external insights

While internal culture is vital, external perspectives are equally important. This is where the role of the Bridge comes into play, Paul said. The Bridge is responsible for bringing in external insights, tools, and expertise that complement internal efforts.

"This is where you start looking at blended models, where you start to incorporate diversity of perspective, diversity of thought," Paul shared during the interview. By blending internal and external resources, organizations can ensure that their design efforts are not only innovative but also grounded in the broader industry context.

"You start to incorporate diversity of perspective, diversity of thought." — Paul Strike

The Catalyst: accelerating innovation

Perhaps the most dynamic role among the three is that of the Catalyst. This leader acts as a change agent, accelerating innovation across the organization and breaking down silos that often hinder progress. The Catalyst works to ensure that design doesn't just stay in the realm of creativity but becomes a central driver of business strategy.

"The Catalyst is the change agent at scale, working to accelerate autonomous co-creation across the entire ecosystem," Paul noted. This role is crucial for organizations aiming to scale their design efforts and integrate them deeply into their overall business strategy.

"The Catalyst is the change agent at scale, working to accelerate autonomous co-creation across the entire ecosystem." — Paul Strike

Integrating design into business strategy

Paul’s insights highlight that for design to be more than just a support function, it needs to be integrated into the core of business strategy. This requires leaders who can wear multiple hats—those of the Architect, Bridge, and Catalyst—each playing a distinct but complementary role in driving innovation.

As Paul aptly put it, "If you want to lead a very design-centric organization that is forward-thinking, future-thinking, and passionate about superior products and services, these leadership roles are indispensable."

Empowering design teams

For companies looking to stay ahead in today’s competitive environment, embracing these three leadership roles is essential. By building strong cultures and capabilities, leveraging external insights, and acting as catalysts for change, leaders can transform design from a support function into a powerful driver of innovation and business success.

He also pointed out that empowering design teams means giving them the freedom to experiment, fail, and learn quickly. “You need to set the parameters for success early on and manage expectations, but also allow your teams the flexibility to pivot and adapt,” he advised.

“When you empower your design teams to lead, innovate, and iterate, you’re not just creating better products—you’re building a more resilient and forward-thinking organization,” Paul said.

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