It doesn’t happen too often, but sometimes when you get to the end of a research effort, you look at all the data and think, “Did we talk to the right people,” because there’s very little overlap in the feedback.

I am the one writing this, but, historically, I’m not the one who needs to be saying it in order to shift things toward a better direction. Cornelius either. It needs to be someone who has a direct line to the Business Ear.

It needs to be someone with clout, who writes articles for Forbes or something, who can say, “Something new is coming to the boardroom that will make Design Thinking look like Design Goofing Around.”

And that “something new” is something that fucking matters.

Is there anybody out there?

Democratization is nothing to fear—unless you fear collaboration. I think in an organization that has a decent Resear Chops program, trained researchers on staff, and an understanding that research shouldn't be crammed into an Agile *Development* sprint can benefit a lot from a researcher's usual collaborators contributing to the body of knowledge.

I’d like to bust those silos down, but instead I’ll try yet-another-thing to create space for people to do better. No silos. Maybe a wall or two, but only for working at.

It’s kind of my way of saying I believe in you. I care about your health and well-being. I love you.

Let me help.

If you want to have a greater impact as [insert your Experience-related profession here], your work needs to impact the roadmap (product, service, or other). And not just impact it, but drive it. That means you’re going to have to learn how to Business, how to negotiate, how to elicit & diffuse hidden agendas, and how to persuade.