I would say the biggest challenge is traditional enterprise processes where development teams are turned into a âfeature factoryâ with no proper product discovery. 
There is still this mindset of product and engineering with design on the backfoot or on an island somewhere nowhere near product and engineering.Â
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On top of that, what I always find hilarious, is that these said companies then start to reference Google and other big tech orgs who have big built out design teams who work closely with product and engineering âŠ
I would say the biggest challenge is traditional enterprise processes where development teams are turned into a âfeature factoryâ with no proper product discovery.
Yes, and whatâs the challenge of not having proper discovery? How would you position this to the c-suite or a senior business leader?
What would improve at the company level if this were fixed?
There is still this mindset of product and engineering with design on the backfoot or on an island somewhere nowhere near product and engineering.Â
Â
On top of that, what I always find hilarious, is that these said companies then start to reference Google and other big tech orgs who have big built out design teams who work closely with product and engineering âŠ
It sounds like youâre talking about silos, and in particular design being devalued? Did I get that right?
If so, how is that bad for innovation?
@Jay Melone How are silos and devaluation of design not bad for innovation? 
@Jay Melone How are silos and devaluation of design not bad for innovation?
And yet, they still exist.
People like us working within product innovation, get that. How do we help others outside of product understand why âdesign not having a seat at the tableâ is bad for busienss?
@Jay Melone Hear hear. I think the only way to make people understand that is to continue disrupting big companies. Even contribute to it whenever one have the opportunity to do so.
Because essentially all disruptions happen not only with UX design at the table, but as the main driver. Just look at Uber: it's not like there was a lack of taxi services before they arrived. They simply solved problems (lack of cash, faulty payment terminals, âdine and dashâ attempts, etc) and improved the user experience through innovation.
But yeah, it's quite a daunting task to make people outside of product understand how important collaboration is to feed innovating.
@Anna Savina -
The most common one Iâve encountered is a culture of low psychological safety within teams coupled with a âitâs got to be perfect the first timeâ or âdonât bring me problems, bring me solutionsâ mindset from leaders. Both contribute to a âplay it safeâ, hesitation to experimentation approach which is lethal to innovation and creativity.
Kiron
Yes, and whatâs the challenge of not having proper discovery? How would you position this to the c-suite or a senior business leader?
What would improve at the company level if this were fixed?
The challenge of not having proper discovery is the risk of being disrupted. Disruptions happen all the time and have been happening since forever, putting a lot of companies out of business. What's different now compared to 100 or 200 years ago is that it happens much faster nowadays.
If it was fixed, it would greatly improve the companyâs chances of not only sustaining their position on the market(s), but growing their market share.
@Kiron Bondale love your point! I think psychological safety is EXTREMELY important. What I really value about Miro is being allowed to fail and being encouraged to learn from our mistakes. Pre-pandemic, we even had a ritual where we would have a happy hour on Friday and make short presentations about our fails and what our insights were based on this negative experiences. Itâs so important to be able to be vulnerable with your team!Â
Hey everyone, I will be sending a recording and all the resources to everyone who RSVPed for the event today. Please let me know if you didnât get it and iâll send it to you personally 
