As organizations race to adopt AI, I've noticed that we are becoming so enthusiastic about what AI can do that we're starting to assume AI should be part of every solution.

For years, we've talked about knowledge management. I think AI is about to turn that idea on its head.

The goal used to be capturing what an organization knows so people could find it later. But someone still had to know the information existed, find it, and figure out when and how to apply it.

It seems like there is a new AI tool coming out every five minutes. The pace is hard enough to keep up with individually, let alone when you're trying to help an entire design organization learn new tools and new ways of working.

There is a changing of the guard happening in UX. For decades, our discipline has been defined by the artifacts we produced. We created …

Over the past three articles, I've argued that AI is changing how organizations should operate. Teams need to become more flexible, organize around outcomes instead of functions, and ..

Who Owns the Outcome? One of the things I've enjoyed most about writing this series has been the conversations that happen after I hit publish. Every article has challenged my thinking a little more, and the comments have been just as valuable as the writing itself.

Inside the Flexible Studio Model

After I shared my last post, one comment in particular stuck with me because it asked the questions I think many leaders are trying to answer.

Over the last year, I've spent less time thinking about AI tools and more about organizational design. Here's the conclusion …

Recently, a cross-functional community of designers, researchers, UX developers, writers, accessibility specialists, regulatory experts, product managers, and engineers came together to share what they are learning as AI reshapes the way products are designed and built.

For years, technology’s worth was judged by how fast, reliable, and efficient it was. Did it function, did it grow, did it deliver? These benchmarks remain important, but they no longer tell the whole story.

We are living in an age of extraordinary capability. We now possess tools that previous generations could barely imagine.

Most professionals are asking the wrong question about AI. They are focused on how to stay relevant in their current role. The real shift is not about protecting a role, but rather about redefining where value is created as work itself changes.

AI is not just changing how work gets done. It is changing what leadership actually means.

For years, leadership has been tied to output.

AI is now better at all of that.

AI can generate interfaces in minutes that look polished and complete. That speed feels like progress. It feels like clarity, like we are closer to the answer. But we are often not.

The biggest shift in product development right now is not just how teams work, but where the value in the work actually lives.

For many years, product organizations were built around large groups divided by discipline: UX, product management, engineering, and research operated as separate functions with clearly defined responsibilities.

UX teams are entering a period of structural change. As AI accelerates production, the cost of building software falls and organizations increasingly reorganize around customer outcomes rather than product outputs. The result is a new operating model …

Business models are shifting, roles are evolving, and strategies that felt solid just months ago are being rewritten. Transformation at this scale creates extraordinary opportunity, but it also generates noise, ambiguity, and emotional volatility.

As leaders, we stand at the center of that tension.