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type="application/json">{"props":{"pageProps":{"httpStatus":200,"posts":[{"id":82562,"slug":"design-mind-frogcast-ep-57-writing-the-future-of-ai","date":"2026-03-17T08:08:26","acf":{"designmind_building_blocks":[{"acf_fc_layout":"designmind_header_block","designmind_header":{"image":{"ID":86279,"id":86279,"title":"Futurescape_Ep_56_Sheldon_Pacotti_Header","filename":"Futurescape_Ep_56_Sheldon_Pacotti_Header.jpg","filesize":372140,"url":"https://wp.frog.co/wp-content/uploads/2026/03/Futurescape_Ep_56_Sheldon_Pacotti_Header.jpg","link":"https://www.frog.co/designmind/design-mind-frogcast-ep-57-writing-the-future-of-ai/attachment/futurescape_ep_56_sheldon_pacotti_header/","alt":"","author":"30","description":"","caption":"","name":"futurescape_ep_56_sheldon_pacotti_header","status":"inherit","uploaded_to":82562,"date":"2026-03-13 17:42:48","modified":"2026-03-13 17:42:48","menu_order":0,"mime_type":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":1440,"height":552,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2026/03/Futurescape_Ep_56_Sheldon_Pacotti_Header-150x150.jpg","thumbnail-width":150,"thumbnail-height":150,"medium":"https://wp.frog.co/wp-content/uploads/2026/03/Futurescape_Ep_56_Sheldon_Pacotti_Header-300x115.jpg","medium-width":300,"medium-height":115,"medium_large":"https://wp.frog.co/wp-content/uploads/2026/03/Futurescape_Ep_56_Sheldon_Pacotti_Header-768x294.jpg","medium_large-width":640,"medium_large-height":245,"large":"https://wp.frog.co/wp-content/uploads/2026/03/Futurescape_Ep_56_Sheldon_Pacotti_Header-1024x393.jpg","large-width":640,"large-height":246,"1536x1536":"https://wp.frog.co/wp-content/uploads/2026/03/Futurescape_Ep_56_Sheldon_Pacotti_Header.jpg","1536x1536-width":1440,"1536x1536-height":552,"2048x2048":"https://wp.frog.co/wp-content/uploads/2026/03/Futurescape_Ep_56_Sheldon_Pacotti_Header.jpg","2048x2048-width":1440,"2048x2048-height":552}},"video_file":false,"title":"Design Mind frogcast Ep.57 – Writing the Future of AI","description":"Our Guest: Sheldon Pacotti, Technology Director, frog, part of Capgemini Invent","topics_title":"","topics":false,"author":"Podcast","hide_module":false,"hide_post":false,"slug_override":""}},{"acf_fc_layout":"long_form_text_block","text_content":"\u003cp\u003e\u003cstrong\u003eOn this episode of the Design Mind frogcast\u003c/strong\u003e we welcome Sheldon Pacotti, Technology Director at frog North America to talk about on using AI to create meaningful connections and the power of the parasocial.\u003c/p\u003e\n\u003cp\u003eSheldon’s passions for technology, fiction writing and game design have influenced his work and his life. And may inspire you to write your own chapter in the world of design.\u003c/p\u003e\n\u003cp\u003eListen to the podcast episode and watch the full video below. You can also find the \u003cstrong\u003eDesign Mind frogcast\u003c/strong\u003e on \u003ca href=\"https://podcasts.apple.com/us/podcast/design-mind-frogcast/id1541644073\" target=\"_blank\" rel=\"noopener\"\u003eApple Podcasts\u003c/a\u003e, \u003ca href=\"https://open.spotify.com/show/5mxbuRY6KtBwIrNhWhu0sx\" target=\"_blank\" rel=\"noopener\"\u003eSpotify\u003c/a\u003e and anywhere you listen to podcasts.\u003c/p\u003e\n\u003cp\u003eFor more on the co-evolution between humans and AI download our latest frog \u003ca href=\"https://www.frog.co/designmind/futurescape-2026-artificial-realities-human-ai-chemistry\"\u003eFuturescape report ‘Artificial Realities.’\u003c/a\u003e\u003c/p\u003e\n"},{"acf_fc_layout":"long_form_text_block","text_content":"\u003cp\u003e\u003ciframe loading=\"lazy\" height=\"200px\" width=\"100%\" frameborder=\"no\" scrolling=\"no\" seamless src=\"https://player.simplecast.com/d7845226-5abf-4e83-9834-35247700e595?dark=true\"\u003e\u003c/iframe\u003e\u003c/p\u003e\n"},{"acf_fc_layout":"long_form_text_block","text_content":"\u003cp\u003e\u003cstrong\u003eEpisode Transcript:\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDesign Mind frogcast\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eEpisode 57:\u003c/strong\u003e Writing the Future of AI\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eGuest:\u003c/strong\u003e Sheldon Pacotti, Technology Director, frog, part of Capgemini Invent\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:00:03] Elizabeth Wood:\u003c/strong\u003e Welcome to the Design Mind frogcast. Each episode, we go behind the scenes to meet the people designing what’s next in the world of products, services and experiences, both here at frog and far, far outside the pond. I’m Elizabeth Wood.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:00:19] Elizabeth Wood:\u003c/strong\u003e Today on our show, we’re talking about the interplay between worldbuilding in a creative sense, such as within the context of gaming and literature, and in the context of using technology to design the world around us. To do this, we’re joined by Sheldon Pacotti, Technology Director for frog North America. Sheldon talks to us about the evolving role of AI agents, the concept of hyper-personalization and the potential for AI to create more meaningful interactions.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:00:45] Elizabeth Wood:\u003c/strong\u003e Alongside his work as a technologist at frog, Sheldon is also a game designer and an author of fiction, so he has a lot to share about the ways in which his passion for technology and writing influence one another. Here’s Sheldon now.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:00:58] Sheldon Pacotti:\u003c/strong\u003e It is a two-way street. My technology work does spark ideas for my fiction, and vice versa. I\u0026#8217;m actually currently writing a novella where the enterprise is becoming fully autonomous, and so that\u0026#8217;s that\u0026#8217;s the question I\u0026#8217;m asking: how does this feel to the employees, and what is this enterprise accomplishing when it\u0026#8217;s moving faster than humans can even quite understand? So there\u0026#8217;s definitely a two-way cross-pollination going on.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:01:21] Sheldon Pacotti:\u003c/strong\u003e I\u0026#8217;m Sheldon Pacotti. I\u0026#8217;m a Technology Director. I lead the solutions architecture group at frog North America.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:01:27] Sheldon Pacotti:\u003c/strong\u003e Fiction writing actually is very much design, especially, I do write a fair amount of science fiction. It\u0026#8217;s not the only thing I write, but I write near-future stuff where I have to think about augmented reality and virtual reality and AI and different things like that. And so I find myself often asking, really, how is this going to work? If you have a contact lens in your eye that\u0026#8217;s beaming stuff on your retina, and then you\u0026#8217;re in communication virtually with all these other people, what are you really going to want to do? Or how are you going to signal to the system that you want to bring up a data visualization or something? And there end up being a lot of mundane questions that I end up asking just writing a story. And so it kind of fills my head with ideas before we ever get to a project where we\u0026#8217;re trying to design something that\u0026#8217;s somewhat futuristic.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:02:08] Sheldon Pacotti:\u003c/strong\u003e I have the same origin story as most technologists my age. I\u0026#8217;m in the mid-50s, and so I bought them all those department store computers from the 80s. And these were like $100–200 little toys you could pick up that were barely computers from what we would call today. And for me, the reason I wanted it so badly is I was seeing video games in the world kind of showing up in every place you could imagine, like laundromats and restaurants and stuff. Really wanted to make video games, and it was all about just trying to make these experiences that I thought could be possible. They weren\u0026#8217;t really out there in the world yet, but I imagine these scrolling video games with like forests to explore and things like that. And so that was pretty formative I think, because it turned me into a technologist and had tons of fun with it once I learned to code and everything.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:02:49] Elizabeth Wood:\u003c/strong\u003e Sheldon’s passion for coding and gaming led him to studying at MIT and Harvard, but it was during his education that he began exploring other creative paths beyond conventional engineering.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:02:59] Sheldon Pacotti:\u003c/strong\u003e I think throughout my life, each of the key moments, I was striving for some kind of opportunity to create an experience that wowed people. And I think that\u0026#8217;s part of what took me out of MIT. I think the education there was fairly mundane in some ways. I was learning engineering and whatnot, and wanted to write fiction as well. So I ended up taking a course at Harvard, I cross-registered there. I tried really hard, and the professor there wrote a recommendation for me that eventually got me in there as an English major. So I ended up kind of doing both degrees. But again, it was kind of the striving for entertaining people, or just kind of making them experience something. For me, what made gaming so engrossing is that it\u0026#8217;s not just writing a linear story or, you know, imagining a certain fixed experience. It\u0026#8217;s also all the logic and possibility and exploration that a video game brings.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:03:47] Sheldon Pacotti:\u003c/strong\u003e So that where I found my sweet spot in the business as a professional but also just creatively, is where you\u0026#8217;re inventing a fictional universe, but you\u0026#8217;re also thinking about all the things that the player/user is going to want to do, and accommodating that, you know, with code and logic and all the technical pieces that go into that. And I think in terms of, I guess, my professional career as a game developer, the area I focused on was narrative design and writing. So I tend to approach interaction from the notion of, you know, what is this experience that the the end-user is going to inhabit? And so I think that perspective is always there when we when we start a new project.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:04:27] Sheldon Pacotti:\u003c/strong\u003e You know, we have many of these corporate projects where we will be doing gamification or something, that\u0026#8217;s the corporate word for bringing in some of these interactions. And I think what I always have from the game business is there\u0026#8217;s the really strong effort to create meaning. You know, when you\u0026#8217;re creating a fictional game world, you\u0026#8217;re creating interactions where you care about the gold you\u0026#8217;re collecting, or whatever you care about the thing you\u0026#8217;re going to be able to do with the item you found. And so in the corporate world, when we look at gamification, you\u0026#8217;re scoring points and you\u0026#8217;re able to buy things and whatnot. So how do you make that actually meaningful? Not just make our website have this thing in it that everybody else has, but how is actually a meaningful experience for the user?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:04:55] Sheldon Pacotti:\u003c/strong\u003e I think the key to achieving any kind of truly meaningful experience is that model of the user—and in the game business that\u0026#8217;s the player, and you care about how powerful they are, what class they are and things like that. In the corporate world, you care about who they are—and so that\u0026#8217;s a point of view that we bring a lot of times to projects where we look at the data across an organization. What do you know about this user? Have they talked to customer service? Are they having a current problem? Are they a pro-user or a high-wealth-individual? If it\u0026#8217;s a bank, right? You know all the things you know about the person, then how do you tailor an experience to that and respond to them so that they feel like they\u0026#8217;re being seen and understood?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:05:32] Elizabeth Wood:\u003c/strong\u003e At frog, designing and building products and services goes beyond designing interactions to serve user needs–it’s about understanding the influence these novel concepts might have, imagining scenarios where these concepts play out, and being intentional about their impact. Here, Sheldon shares more about the technologist\u0026#8217;s role in this process.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:05:52] Sheldon Pacotti:\u003c/strong\u003e Technology at frog is a little different than at most companies. We tend to be on very small teams, cross-disciplinary teams, where we might have one or two technologists with one or two designers, strategists and so on. So we\u0026#8217;re very tightly integrated. We are doing everything technologists do. We\u0026#8217;ll code proof the concepts. We might do alpha builds of things, hands-on coding architecture and whatnot. But also a lot of strategy, a lot of co-creation. And so what we do as solutions architecture group is bring pretty much that kind of full kitchen sink of capabilities to a project and work with a team to get things built and done, but also to hopefully help them be thoughtful about how they use technology.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:06:30] Sheldon Pacotti:\u003c/strong\u003e One thing we try to accomplish as technologists is to bring an understanding of the underlying technology to a team that\u0026#8217;s kind of very generic, but I think there\u0026#8217;s two parts to it. One is there needs to be a realistic understanding of what the technology is. Then also, you know, what it means to the end-user. What\u0026#8217;s the impact on the user? I was thinking like a sci-fi example I bring up a lot is the way that science fiction writers approached escalators back in the 40s and 50s. They imagine them being built out throughout all of society. So you\u0026#8217;d have escalator, you know, moving sidewalk, highways, where you could get into one lane, it would be 10 miles an hour the next lane, 15 till your fast lane is going 70 miles an hour to take you to the city. I think we have a tendency to take a technology and just extrapolate into the future to the extreme. We\u0026#8217;re doing it with AI right now, with these conversational interfaces. We\u0026#8217;re imagining that there\u0026#8217;ll be no UI, there\u0026#8217;ll be nothing else. We\u0026#8217;ll just be talking to our bots.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:07:18] Sheldon Pacotti:\u003c/strong\u003e I hope that as technologists, we help teams understand what technology really is likely to be used for, what it can become, but then also what that impact is.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:07:26] Sheldon Pacotti:\u003c/strong\u003e Back to social media as an example where technologists could have done a lot, I think, to educate companies when they were building algorithms around social media about what impact it was likely to have. Maybe we couldn\u0026#8217;t have known all the ramifications. But I think that\u0026#8217;s an example where if your KPI at your company is to maximize clicks or whatever, there\u0026#8217;s another side of that, you know, not just the advertising dollars, but what\u0026#8217;s happening to the person on the other end.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:07:48] Elizabeth Wood:\u003c/strong\u003e The continued use of social media and our always-online lifestyle has given rise to parasocial relationships. These are onesided relationships where someone feels a sense of closeness or familiarity with a person who doesn’t know them. This often happens with influencers, streamers, celebrities, and now even AI, where constant digital presence can create the feeling of a real connection without any mutual relationship. During our conversation, Sheldon shared his view on where these parasocial connections might lead us.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:08:19] Sheldon Pacotti:\u003c/strong\u003e I think, to really understand parasocial in today\u0026#8217;s world, we should go back to where that term was first being used, the way we\u0026#8217;re using it today, which was back in the 1950s where psychologists thought that there were essentially pathological, social and or emotional behaviors that were emerging because of mass media, where just sitting in front of a movie they saw as a parasocial relationship. There\u0026#8217;s a great phrase they used, which was \u0026#8220;simulacrum of conversational give-and-take\u0026#8221; or something like that.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:08:45] Sheldon Pacotti:\u003c/strong\u003e So they were looking at just a movie back then, as a simulation of a relationship. And so for me, the reason it came to mind as a trend that\u0026#8217;s happening today, I had a specific client in mind, and it was a regional bank where part of their identity was that they were very friendly and that they cared about their each individual customer and everything. And they had a KPI where they would grade each branch on the amount of time it took for somebody to be greeted, but when you entered the branch. And so as researchers were in the field researching, we of course tried to test this, or we tried to sneak into the bank, or quietly kind of collect somewhere, and we couldn\u0026#8217;t do it without being greeted very quickly. People would come out of side offices to greet us. So it was a very core part of the bank, and our project was to help the bank transition into a digital world. So this was a web and mobile at the time we were doing it, and so we were asking all those questions around, you know, what is this essence of your brand? What do you know about the people you\u0026#8217;re talking to, so that it is a personal relationship? How do we embody this in the platform and the experience? And so today, I see with conversational interfaces and AI, that\u0026#8217;s becoming possible, in a way it wasn\u0026#8217;t possible then, where we really are talking to users, and that\u0026#8217;s a question every organization is now facing, is, well, if we\u0026#8217;re going to have a conversation automatically created for each customer, how do we make that actually express our brand, and how do we actually make it a friendly, personal, meaningful conversation?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:09:59] Elizabeth Wood:\u003c/strong\u003e Thinking further out about the power of the parasocial, Sheldon believes things are evolving in unexpected ways, especially with the rise of AI and hyper-personalization.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:10:10] Sheldon Pacotti:\u003c/strong\u003e Yeah, I think the parasocial phenomenon in modern times is on track, I think, maybe to an unexpected destination. The midpoint was social media, where you have likes and comments and things like that. They\u0026#8217;re sort of, you know, virtual, but yet somewhat real. There\u0026#8217;s still a real person at the other end. So that that\u0026#8217;s all termed parasocial, because, you know, really, especially if it\u0026#8217;s a celebrity, you\u0026#8217;re not, is really a one sided relationship, and that\u0026#8217;s kind of the core parasocial. But the question in my mind is, what happens with AI when it\u0026#8217;s not entirely one-sided, where the AI really does understand you and does respond? And there\u0026#8217;s this phrase I\u0026#8217;m hearing tossed around: hyper-personalization.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:10:42] Sheldon Pacotti:\u003c/strong\u003e Hyper-personalization starts to become possible in this relationship. So is that actually still one-sided, or is it actually even more social than the case where at the bank, someone rushes out and greets you you\u0026#8217;ve never seen before in your life? Now you go to the bank and talk to an AI, but it actually knows everything about you and is friendly, and gets, gets the thing done you want to do. Is that actually more social than than the previous state of affairs?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:11:04] Sheldon Pacotti:\u003c/strong\u003e Yeah, I think with an advanced AI system, the core question is, is it creepy or is it cool? We actually had a demonstration at South by Southwest years ago, where it was a robot that was sort of your companion and watching you, and had a camera and an eye and everything. And we took a poll, is it creepy or is it cool, right? And I think that\u0026#8217;s the case with AI, where it\u0026#8217;s probably a little bit of both. It\u0026#8217;s somewhat dystopian to think that these systems will know everything about us instantly, but then it\u0026#8217;s also probably very helpful and comforting that you actually are understood. You\u0026#8217;re not just a number. You know when you call into a phone system today, and then some of these are semi AI-driven and just doesn\u0026#8217;t understand what you want, and you can\u0026#8217;t get to a real person. That\u0026#8217;s That\u0026#8217;s very frustrating, but if it actually worked, then maybe there would be some comfort there.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:11:48] Elizabeth Wood:\u003c/strong\u003e We\u0026#8217;re going to take a short break. When we return, Sheldon will share more about agentic AI and the principles of building agentic AI systems.\u003c/p\u003e\n"},{"acf_fc_layout":"report_link_out_block","image":{"ID":86210,"id":86210,"title":"design-mind-frogcast-ep-56-futurescape","filename":"design-mind-frogcast-ep-56-futurescape.jpg","filesize":77251,"url":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape.jpg","link":"https://www.frog.co/designmind/design-mind-frogcast-ep-56-the-future-of-customer-experience/attachment/design-mind-frogcast-ep-56-futurescape/","alt":"","author":"30","description":"","caption":"","name":"design-mind-frogcast-ep-56-futurescape","status":"inherit","uploaded_to":85084,"date":"2026-03-04 17:31:32","modified":"2026-03-04 17:31:32","menu_order":0,"mime_type":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":1268,"height":1214,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape-150x150.jpg","thumbnail-width":150,"thumbnail-height":150,"medium":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape-300x287.jpg","medium-width":300,"medium-height":287,"medium_large":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape-768x735.jpg","medium_large-width":640,"medium_large-height":613,"large":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape-1024x980.jpg","large-width":640,"large-height":613,"1536x1536":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape.jpg","1536x1536-width":1268,"1536x1536-height":1214,"2048x2048":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape.jpg","2048x2048-width":1268,"2048x2048-height":1214}},"description":"Featured in this episode is the recent frog report ‘Futurescape: Artificial Realities.’ ","report_link":{"label":"Download the Report","url":"https://www.frog.co/designmind/futurescape-2026-artificial-realities-human-ai-chemistry","type":"internal"}},{"acf_fc_layout":"long_form_text_block","text_content":"\u003cp\u003e\u003cstrong\u003e[00:11:57] Elizabeth Wood:\u003c/strong\u003e Now back to Sheldon Pacotti, Technology Director for frog North America\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:12:32] Sheldon Pacotti:\u003c/strong\u003e The definition of agent is probably a little fuzzy in terms of how it actually shows up in technology, but essentially, it\u0026#8217;s a very sophisticated model that is able to use tools. And tools are essentially any action that the AI can take. And I kind of think the fact that the model is sophisticated and we don\u0026#8217;t quite understand what it does is part of the definition, because that\u0026#8217;s what makes it feels like a really an entity or a, AKA agent.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:12:57] Sheldon Pacotti:\u003c/strong\u003e Today, typical actions are pretty basic. In my coding environment, the agent is just now able to do shell commands for me. So run commands on my computer to install software. I think it\u0026#8217;s wonderful. So it just starts. I ask it to write some code, and if it needs a dependency, it starts to install. It prompts me to see if it\u0026#8217;s okay, and then goes ahead and does the action. So agents can do basic things like buy things for us and whatnot today.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:13:17] Sheldon Pacotti:\u003c/strong\u003e There is the release of Operator from OpenAI that basically will read your web browser and go click and try to do stuff for you. An application that is pretty near-term, perhaps, is that an agent could be helping to buy and sell things for you or negotiate a price, or something like that. We may start ceding a little bit of decision-making power to them, and then if, in the mix of that, it can actually take an action in the world, then we consider that an agent.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:13:39] Sheldon Pacotti:\u003c/strong\u003e Yeah, I\u0026#8217;m not really sure how most people are taking the news that agents are coming into their lives. I do think there are two sides to it, though, there are really two problems to be solved. One is the enterprise representing itself with agents and/or an agent. There\u0026#8217;s that, kind of, that craft that has to go around making sure that that entity is transparent and trustworthy and does the job righT, actually represents the company well. And then there\u0026#8217;s the human side, the individual side, and we\u0026#8217;ll have our own agents. And on that side of the equation is being able to understand what the agent is doing, you know, what boundaries are set around it, making sure it has your interests at heart, that it understands you. So I think there are those two areas. I don\u0026#8217;t think either of them are solved yet from a design or technology standpoint, I expect there is a lot of anxiety right now around this notion of agents and what they will actually bring into our world. As a technologist, I have some anxiety that I don\u0026#8217;t really want to turn over control of any process to an entity that can kind of just decide what pieces of code to run, right so that thought still makes me a little nervous, but it is coming, and we\u0026#8217;ll be needing to build systems that can do it gracefully.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:14:42] Sheldon Pacotti:\u003c/strong\u003e Trust is actually the design principle that\u0026#8217;s most important for AI agents and systems of agents actually wrote a general and futurist essay A while back for the Copenhagen Institute of Future Studies, where it predicted the future of computation like out for many years, and actually put agents as coming in 2026. So \u0026#8217;26 was going to be the year of the agent and for progression of computer design and principles and whatnot, the key to that was going to be a very crisp and honest representation across the Internet of everything that\u0026#8217;s out there. So products you could buy, things you could do, what a company is, who you are, and I imagine it\u0026#8217;s being done with technologies that are not going to be relevant today, I don\u0026#8217;t think like micro formats, ontologies, these things on the web that would tell you what things were. But that\u0026#8217;s still the enabling factor now. And so I think that as companies start to build agents, they\u0026#8217;re actually defining tools and what agent capabilities in natural language. That\u0026#8217;s actually the medium being used to create the capabilities that agents are using, and that\u0026#8217;s how agents will probably communicate with each other. So one company using another company\u0026#8217;s services or products or capabilities will probably be communicating a natural language to some extent. And so then it comes down to just telling the truth and not lying. I kind of wonder whether we\u0026#8217;ll have court cases where AI agents are accused of lying to each other. I\u0026#8217;m not sure, but that really is the starting point.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:15:59] Elizabeth Wood:\u003c/strong\u003e For Sheldon, the challenge and the opportunity is about understanding how a company can differentiate itself in a competitive landscape where many businesses are using similar AI technologies. For consumers, it’s about a shift in mindset to engage in a more interactive and collaborative conversation with AI to provide specific and valuable input, rather than just passively receiving responses.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:16:22] Sheldon Pacotti:\u003c/strong\u003e As a business to differentiate yourself with AI technology, you can\u0026#8217;t necessarily rebuild the entire engine of the AI, how it converses and what it does yourself, but what you do have control over is the data inside of it. And in a more personal way, that\u0026#8217;s what your product is and who your customers are, and so that\u0026#8217;s where you can differentiate and provide not just the technology, but the entity, the agent, the interlocutor, that sets you apart from other companies.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:16:49] Sheldon Pacotti:\u003c/strong\u003e One of the pitfalls right now in AI is that it is perceived as a black box, and I think that\u0026#8217;s where companies get in trouble, is when they think they\u0026#8217;ll just grab this thing off the shelf and it\u0026#8217;s going to do everything they want. It\u0026#8217;s still like every other technology, something that\u0026#8217;s engineered. It is part of a more sophisticated workflow or set of systems. And there are actually multiple ways you can use one model and prompt it in different ways in a sequence of steps to accomplish something. Ways you want to mix models together, ways you want to use more traditional AI technologies like embeddings to just kind of find a semantic neighborhood, or something like that. So whenever you get into wanting to accomplish something specific for a business, you want to be thinking about first, what is you want to do, and then translating that into an actually designed and architected system, which is going to be a lot more complicated than you initially imagine, as a super brilliant conversational black box.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:17:39] Sheldon Pacotti:\u003c/strong\u003e My initial reaction is that the coming of AI agents is the next level of disassociation of humans from each other, right? And on the surface, it seems like a dystopian situation, and there probably is a dystopian element to it, but I do think that they probably open up many opportunities for people to come closer together, in that they will create more ways for us to connect.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:17:57] Sheldon Pacotti:\u003c/strong\u003e I\u0026#8217;m reminded of a friend of mine had a business idea where she wanted to create a system that would help you plan a trip with a bunch of friends together, which is really heinous process of picking hotels and events and timings and all this kind of stuff. So that could be a piece of software. But if you imagine a world where everybody has an agent and you can kind of agree on a few parameters of what you want to do, then agents can actually make it easier to come together and do something together. I do think AI and automation in general is going to free up a lot of time. They\u0026#8217;ll be doing a lot of labor for us. I\u0026#8217;m using AI for my coding, and noticing about a 25x improvement in efficiency, counting all the stuff that I do, like writing a prompt and debugging and whatnot. So I do think that also may be a positive thing, where we are not necessarily needing to work 12 hours a day on a deadline to get something done that we may actually start moving toward a leisure society in some form.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:18:45] Elizabeth Wood:\u003c/strong\u003e For Sheldon, if there’s a lesson that we can take from the past to stay ahead of change and even thrive in the face of some of this uncertainty, it’s about not surrendering full control to technology’s advances—or letting potential negative influences feel inevitable.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:19:00] Sheldon Pacotti:\u003c/strong\u003e In terms of learning from innovations that have gone well in the past. We could look at the early internet days of the 1990s and the rise of Google. Not all of your viewers will have been alive to experience this, but the internet in the 90s was essentially you went to a web page full all kinds of stuff you didn\u0026#8217;t want to see, and then you typed in a query like, you know, presidential election, and then a whole page of pornography links came up, and somewhere in there, it was something about the president of Venezuela or something, right?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:19:24] Sheldon Pacotti:\u003c/strong\u003e And then Google came along, where they had an algorithm that was able to find what was valuable out in the internet, and suddenly the internet worked, and everybody went to this one destination, and that\u0026#8217;s why Google is so powerful today. So I do think we can always look at the past where we think that a technology is actually disruptive or pernicious in some way, and there\u0026#8217;s probably a way to make it valuable.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:19:44] Sheldon Pacotti:\u003c/strong\u003e As a technologist, moving into the world of AI, the one piece of advice I would have is not to take the AI behavior or whatever it is or model that you\u0026#8217;re working with as a given. There\u0026#8217;s always some way to change the model or use it in a different way than might be expected. And you really want to keep in mind what you want to accomplish and what you want the technology or product you\u0026#8217;re building to bring to the world.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:20:07] Sheldon Pacotti:\u003c/strong\u003e I think the key thing is, as a developer of the technology or user of AI, to not feel powerless, to not feel like this is the way it is, this is the way the world is, this is the way the technology is. There are always ways for you to shape it. And even as a user, if technology is built the way it should be, you should be able to build the brain of your companion AI that\u0026#8217;s that\u0026#8217;s helping you pick concert tickets or connect with your friends or whatever it is, find products. You should have control over that algorithm. It\u0026#8217;s basically bringing the algorithm into your own personal control, versus in the control of some entity. So there\u0026#8217;s always some level of control I think we have, and we have to keep that in mind.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:20:42] Elizabeth Wood:\u003c/strong\u003e Of course, Sheldon also shared some specific ways business leaders and creative teams can approach these changes to drive positive outcomes.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:20:50] Sheldon Pacotti:\u003c/strong\u003e From a design and strategy standpoint, the key is always, what is the user value? And this is a pretty trivial thing to say, in a way, user centered design has been the mantra for a long time, but that\u0026#8217;s really the essence of anything we\u0026#8217;re building. We\u0026#8217;re building it for society. We\u0026#8217;re building it for people, and those people are called customers, oftentimes. But from a design and strategy standpoint, that is the perspective that is easy to lose once you\u0026#8217;re in the trenches building something and or selling something and making money. I think the next quarter century is going to be very dramatic. My side project now in technology is a application that uses AI to predict the future. So you go and you ask it questions, and then it generates a prediction, and you can save it to a database to kind of build up a view of the future. So I\u0026#8217;ve been testing it. It\u0026#8217;s still very young, and I\u0026#8217;ve been struck by how many pretty dramatic milestones are popping up in the 2030s and we don\u0026#8217;t necessarily trust that the AI is accurate on all this stuff, but things like the first automated mind in 2030 or the first human brain-computer interface in 2035 medical tech like cancer being cured around that time, longevity tech, and I think a lot of things are going to come together all at once that are going to change the way we have to view society into the social contract. Just all the automation is going to be happening with AI. And I do think it\u0026#8217;s going to be just like the Industrial Revolution, which we shouldn\u0026#8217;t think of in terms of a single moment where suddenly people were turned into factory workers. It\u0026#8217;s really a moment where a lot of people have to leave what they\u0026#8217;re doing a big wave of replacement of workers. And I\u0026#8217;m thinking of coders in particular, since I\u0026#8217;m able to code as 25 developers right now, myself, and then a gradual reassessment of society.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:22:24] Sheldon Pacotti:\u003c/strong\u003e There will be other types of jobs to do, all the things that naysayers of the doom and gloom say, all that will be true that\u0026#8217;ll come. It\u0026#8217;ll take about 20 years, and so I think there will be huge social shifts that\u0026#8217;ll happen, and we\u0026#8217;ll have to be very open minded in terms of what we think about the role of government, the role of people in society and how we get along with each other.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:22:43] Elizabeth Wood:\u003c/strong\u003e That’s our show. The Design Mind frogcast was brought to you by frog, a leading global creative consultancy that is part of Capgemini Invent.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:22:51] Elizabeth Wood:\u003c/strong\u003e We really want to thank Sheldon Pacotti, Technology Director for frog in North America for his insights on AI, meaningful connections and the power of the parasocial. For more on the co-evolution between humans and AI, be sure to check our show notes for a link to download frog’s new \u003ca href=\"https://www.frog.co/designmind/futurescape-2026-artificial-realities-human-ai-chemistry\"\u003eFuturescape report ‘Artificial Realities,’\u003c/a\u003e complete with 12 predictions and provocations about where our relationship with technology may be heading.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:23:15] Elizabeth Wood:\u003c/strong\u003e We also want to thank you, dear listener. If you like what you heard, tell your friends. Rate and review to help others find us on \u003ca href=\"https://podcasts.apple.com/us/podcast/design-mind-frogcast/id1541644073\" target=\"_blank\" rel=\"noopener\"\u003eApple Podcasts\u003c/a\u003e and \u003ca href=\"https://open.spotify.com/show/5mxbuRY6KtBwIrNhWhu0sx\" target=\"_blank\" rel=\"noopener\"\u003e Spotify \u003c/a\u003e. And be sure to follow us wherever you listen to podcasts. Find lots more to think about from our global frog team at \u003ca href=\"https://www.frog.co/designmind\"\u003efrog.co/designmind\u003c/a\u003e. That’s frog.co. Follow frog on X at \u003ca href=\"https://twitter.com/frogdesign\" target=\"_blank\" rel=\"noopener\"\u003e@frogdesign\u003c/a\u003e and \u003ca href=\"https://www.instagram.com/frog_design/\" target=\"_blank\" rel=\"noopener\"\u003e@frog_design\u003c/a\u003e on Instagram. And if you have any thoughts about the show, we’d love to hear from you. Reach out at \u003ca href=\"https://www.frog.co/contact\"\u003efrog.co/contact\u003c/a\u003e. Thanks for listening. Now go \u003ca href=\"https://www.frog.co/make-your-mark\"\u003emake your mark\u003c/a\u003e.\u003c/p\u003e\n"},{"acf_fc_layout":"divider","full_width":true},{"acf_fc_layout":"author_credit_block","title":"Authors","credits":false,"illustration":{"title":"Audio Production by","creators":[{"label":"Steven Strange","url":"https://www.stevenstrange.com/"}]},"authors":[{"ID":13140,"post_author":"30","post_date":"2020-07-08 11:19:05","post_date_gmt":"2020-07-08 11:19:05","post_content":"","post_title":"Sheldon Pacotti","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"sheldon-pacotti","to_ping":"","pinged":"","post_modified":"2025-06-25 18:34:47","post_modified_gmt":"2025-06-25 18:34:47","post_content_filtered":"","post_parent":0,"guid":"https://www.frogdesign.com/?post_type=authors\u0026#038;p=13140","menu_order":0,"post_type":"authors","post_mime_type":"","comment_count":"0","filter":"raw","acf":{"author_header":{"author_name":"Sheldon Pacotti","bio":"\u003cp\u003eSheldon is a Technology Director at frog in Austin. Having studied math and English at MIT and Harvard, Sheldon enjoys cross-disciplinary creative projects. 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And may inspire you to write your own chapter in the world of design.\u003c/p\u003e\n\u003cp\u003eListen to the podcast episode and watch the full video below. You can also find the \u003cstrong\u003eDesign Mind frogcast\u003c/strong\u003e on \u003ca href=\"https://podcasts.apple.com/us/podcast/design-mind-frogcast/id1541644073\" target=\"_blank\" rel=\"noopener\"\u003eApple Podcasts\u003c/a\u003e, \u003ca href=\"https://open.spotify.com/show/5mxbuRY6KtBwIrNhWhu0sx\" target=\"_blank\" rel=\"noopener\"\u003eSpotify\u003c/a\u003e and anywhere you listen to podcasts.\u003c/p\u003e\n\u003cp\u003eFor more on the co-evolution between humans and AI download our latest frog \u003ca href=\"https://www.frog.co/designmind/futurescape-2026-artificial-realities-human-ai-chemistry\"\u003eFuturescape report ‘Artificial Realities.’\u003c/a\u003e\u003c/p\u003e\n"},{"acfFcLayout":"long_form_text_block","textContent":"\u003cp\u003e\u003ciframe loading=\"lazy\" height=\"200px\" width=\"100%\" frameborder=\"no\" scrolling=\"no\" seamless src=\"https://player.simplecast.com/d7845226-5abf-4e83-9834-35247700e595?dark=true\"\u003e\u003c/iframe\u003e\u003c/p\u003e\n"},{"acfFcLayout":"long_form_text_block","textContent":"\u003cp\u003e\u003cstrong\u003eEpisode Transcript:\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDesign Mind frogcast\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eEpisode 57:\u003c/strong\u003e Writing the Future of AI\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eGuest:\u003c/strong\u003e Sheldon Pacotti, Technology Director, frog, part of Capgemini Invent\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:00:03] Elizabeth Wood:\u003c/strong\u003e Welcome to the Design Mind frogcast. Each episode, we go behind the scenes to meet the people designing what’s next in the world of products, services and experiences, both here at frog and far, far outside the pond. I’m Elizabeth Wood.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:00:19] Elizabeth Wood:\u003c/strong\u003e Today on our show, we’re talking about the interplay between worldbuilding in a creative sense, such as within the context of gaming and literature, and in the context of using technology to design the world around us. To do this, we’re joined by Sheldon Pacotti, Technology Director for frog North America. Sheldon talks to us about the evolving role of AI agents, the concept of hyper-personalization and the potential for AI to create more meaningful interactions.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:00:45] Elizabeth Wood:\u003c/strong\u003e Alongside his work as a technologist at frog, Sheldon is also a game designer and an author of fiction, so he has a lot to share about the ways in which his passion for technology and writing influence one another. Here’s Sheldon now.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:00:58] Sheldon Pacotti:\u003c/strong\u003e It is a two-way street. My technology work does spark ideas for my fiction, and vice versa. I\u0026#8217;m actually currently writing a novella where the enterprise is becoming fully autonomous, and so that\u0026#8217;s that\u0026#8217;s the question I\u0026#8217;m asking: how does this feel to the employees, and what is this enterprise accomplishing when it\u0026#8217;s moving faster than humans can even quite understand? So there\u0026#8217;s definitely a two-way cross-pollination going on.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:01:21] Sheldon Pacotti:\u003c/strong\u003e I\u0026#8217;m Sheldon Pacotti. I\u0026#8217;m a Technology Director. I lead the solutions architecture group at frog North America.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:01:27] Sheldon Pacotti:\u003c/strong\u003e Fiction writing actually is very much design, especially, I do write a fair amount of science fiction. It\u0026#8217;s not the only thing I write, but I write near-future stuff where I have to think about augmented reality and virtual reality and AI and different things like that. And so I find myself often asking, really, how is this going to work? If you have a contact lens in your eye that\u0026#8217;s beaming stuff on your retina, and then you\u0026#8217;re in communication virtually with all these other people, what are you really going to want to do? Or how are you going to signal to the system that you want to bring up a data visualization or something? And there end up being a lot of mundane questions that I end up asking just writing a story. And so it kind of fills my head with ideas before we ever get to a project where we\u0026#8217;re trying to design something that\u0026#8217;s somewhat futuristic.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:02:08] Sheldon Pacotti:\u003c/strong\u003e I have the same origin story as most technologists my age. I\u0026#8217;m in the mid-50s, and so I bought them all those department store computers from the 80s. And these were like $100–200 little toys you could pick up that were barely computers from what we would call today. And for me, the reason I wanted it so badly is I was seeing video games in the world kind of showing up in every place you could imagine, like laundromats and restaurants and stuff. Really wanted to make video games, and it was all about just trying to make these experiences that I thought could be possible. They weren\u0026#8217;t really out there in the world yet, but I imagine these scrolling video games with like forests to explore and things like that. And so that was pretty formative I think, because it turned me into a technologist and had tons of fun with it once I learned to code and everything.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:02:49] Elizabeth Wood:\u003c/strong\u003e Sheldon’s passion for coding and gaming led him to studying at MIT and Harvard, but it was during his education that he began exploring other creative paths beyond conventional engineering.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:02:59] Sheldon Pacotti:\u003c/strong\u003e I think throughout my life, each of the key moments, I was striving for some kind of opportunity to create an experience that wowed people. And I think that\u0026#8217;s part of what took me out of MIT. I think the education there was fairly mundane in some ways. I was learning engineering and whatnot, and wanted to write fiction as well. So I ended up taking a course at Harvard, I cross-registered there. I tried really hard, and the professor there wrote a recommendation for me that eventually got me in there as an English major. So I ended up kind of doing both degrees. But again, it was kind of the striving for entertaining people, or just kind of making them experience something. For me, what made gaming so engrossing is that it\u0026#8217;s not just writing a linear story or, you know, imagining a certain fixed experience. It\u0026#8217;s also all the logic and possibility and exploration that a video game brings.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:03:47] Sheldon Pacotti:\u003c/strong\u003e So that where I found my sweet spot in the business as a professional but also just creatively, is where you\u0026#8217;re inventing a fictional universe, but you\u0026#8217;re also thinking about all the things that the player/user is going to want to do, and accommodating that, you know, with code and logic and all the technical pieces that go into that. And I think in terms of, I guess, my professional career as a game developer, the area I focused on was narrative design and writing. So I tend to approach interaction from the notion of, you know, what is this experience that the the end-user is going to inhabit? And so I think that perspective is always there when we when we start a new project.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:04:27] Sheldon Pacotti:\u003c/strong\u003e You know, we have many of these corporate projects where we will be doing gamification or something, that\u0026#8217;s the corporate word for bringing in some of these interactions. And I think what I always have from the game business is there\u0026#8217;s the really strong effort to create meaning. You know, when you\u0026#8217;re creating a fictional game world, you\u0026#8217;re creating interactions where you care about the gold you\u0026#8217;re collecting, or whatever you care about the thing you\u0026#8217;re going to be able to do with the item you found. And so in the corporate world, when we look at gamification, you\u0026#8217;re scoring points and you\u0026#8217;re able to buy things and whatnot. So how do you make that actually meaningful? Not just make our website have this thing in it that everybody else has, but how is actually a meaningful experience for the user?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:04:55] Sheldon Pacotti:\u003c/strong\u003e I think the key to achieving any kind of truly meaningful experience is that model of the user—and in the game business that\u0026#8217;s the player, and you care about how powerful they are, what class they are and things like that. In the corporate world, you care about who they are—and so that\u0026#8217;s a point of view that we bring a lot of times to projects where we look at the data across an organization. What do you know about this user? Have they talked to customer service? Are they having a current problem? Are they a pro-user or a high-wealth-individual? If it\u0026#8217;s a bank, right? You know all the things you know about the person, then how do you tailor an experience to that and respond to them so that they feel like they\u0026#8217;re being seen and understood?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:05:32] Elizabeth Wood:\u003c/strong\u003e At frog, designing and building products and services goes beyond designing interactions to serve user needs–it’s about understanding the influence these novel concepts might have, imagining scenarios where these concepts play out, and being intentional about their impact. Here, Sheldon shares more about the technologist\u0026#8217;s role in this process.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:05:52] Sheldon Pacotti:\u003c/strong\u003e Technology at frog is a little different than at most companies. We tend to be on very small teams, cross-disciplinary teams, where we might have one or two technologists with one or two designers, strategists and so on. So we\u0026#8217;re very tightly integrated. We are doing everything technologists do. We\u0026#8217;ll code proof the concepts. We might do alpha builds of things, hands-on coding architecture and whatnot. But also a lot of strategy, a lot of co-creation. And so what we do as solutions architecture group is bring pretty much that kind of full kitchen sink of capabilities to a project and work with a team to get things built and done, but also to hopefully help them be thoughtful about how they use technology.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:06:30] Sheldon Pacotti:\u003c/strong\u003e One thing we try to accomplish as technologists is to bring an understanding of the underlying technology to a team that\u0026#8217;s kind of very generic, but I think there\u0026#8217;s two parts to it. One is there needs to be a realistic understanding of what the technology is. Then also, you know, what it means to the end-user. What\u0026#8217;s the impact on the user? I was thinking like a sci-fi example I bring up a lot is the way that science fiction writers approached escalators back in the 40s and 50s. They imagine them being built out throughout all of society. So you\u0026#8217;d have escalator, you know, moving sidewalk, highways, where you could get into one lane, it would be 10 miles an hour the next lane, 15 till your fast lane is going 70 miles an hour to take you to the city. I think we have a tendency to take a technology and just extrapolate into the future to the extreme. We\u0026#8217;re doing it with AI right now, with these conversational interfaces. We\u0026#8217;re imagining that there\u0026#8217;ll be no UI, there\u0026#8217;ll be nothing else. We\u0026#8217;ll just be talking to our bots.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:07:18] Sheldon Pacotti:\u003c/strong\u003e I hope that as technologists, we help teams understand what technology really is likely to be used for, what it can become, but then also what that impact is.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:07:26] Sheldon Pacotti:\u003c/strong\u003e Back to social media as an example where technologists could have done a lot, I think, to educate companies when they were building algorithms around social media about what impact it was likely to have. Maybe we couldn\u0026#8217;t have known all the ramifications. But I think that\u0026#8217;s an example where if your KPI at your company is to maximize clicks or whatever, there\u0026#8217;s another side of that, you know, not just the advertising dollars, but what\u0026#8217;s happening to the person on the other end.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:07:48] Elizabeth Wood:\u003c/strong\u003e The continued use of social media and our always-online lifestyle has given rise to parasocial relationships. These are onesided relationships where someone feels a sense of closeness or familiarity with a person who doesn’t know them. This often happens with influencers, streamers, celebrities, and now even AI, where constant digital presence can create the feeling of a real connection without any mutual relationship. During our conversation, Sheldon shared his view on where these parasocial connections might lead us.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:08:19] Sheldon Pacotti:\u003c/strong\u003e I think, to really understand parasocial in today\u0026#8217;s world, we should go back to where that term was first being used, the way we\u0026#8217;re using it today, which was back in the 1950s where psychologists thought that there were essentially pathological, social and or emotional behaviors that were emerging because of mass media, where just sitting in front of a movie they saw as a parasocial relationship. There\u0026#8217;s a great phrase they used, which was \u0026#8220;simulacrum of conversational give-and-take\u0026#8221; or something like that.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:08:45] Sheldon Pacotti:\u003c/strong\u003e So they were looking at just a movie back then, as a simulation of a relationship. And so for me, the reason it came to mind as a trend that\u0026#8217;s happening today, I had a specific client in mind, and it was a regional bank where part of their identity was that they were very friendly and that they cared about their each individual customer and everything. And they had a KPI where they would grade each branch on the amount of time it took for somebody to be greeted, but when you entered the branch. And so as researchers were in the field researching, we of course tried to test this, or we tried to sneak into the bank, or quietly kind of collect somewhere, and we couldn\u0026#8217;t do it without being greeted very quickly. People would come out of side offices to greet us. So it was a very core part of the bank, and our project was to help the bank transition into a digital world. So this was a web and mobile at the time we were doing it, and so we were asking all those questions around, you know, what is this essence of your brand? What do you know about the people you\u0026#8217;re talking to, so that it is a personal relationship? How do we embody this in the platform and the experience? And so today, I see with conversational interfaces and AI, that\u0026#8217;s becoming possible, in a way it wasn\u0026#8217;t possible then, where we really are talking to users, and that\u0026#8217;s a question every organization is now facing, is, well, if we\u0026#8217;re going to have a conversation automatically created for each customer, how do we make that actually express our brand, and how do we actually make it a friendly, personal, meaningful conversation?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:09:59] Elizabeth Wood:\u003c/strong\u003e Thinking further out about the power of the parasocial, Sheldon believes things are evolving in unexpected ways, especially with the rise of AI and hyper-personalization.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:10:10] Sheldon Pacotti:\u003c/strong\u003e Yeah, I think the parasocial phenomenon in modern times is on track, I think, maybe to an unexpected destination. The midpoint was social media, where you have likes and comments and things like that. They\u0026#8217;re sort of, you know, virtual, but yet somewhat real. There\u0026#8217;s still a real person at the other end. So that that\u0026#8217;s all termed parasocial, because, you know, really, especially if it\u0026#8217;s a celebrity, you\u0026#8217;re not, is really a one sided relationship, and that\u0026#8217;s kind of the core parasocial. But the question in my mind is, what happens with AI when it\u0026#8217;s not entirely one-sided, where the AI really does understand you and does respond? And there\u0026#8217;s this phrase I\u0026#8217;m hearing tossed around: hyper-personalization.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:10:42] Sheldon Pacotti:\u003c/strong\u003e Hyper-personalization starts to become possible in this relationship. So is that actually still one-sided, or is it actually even more social than the case where at the bank, someone rushes out and greets you you\u0026#8217;ve never seen before in your life? Now you go to the bank and talk to an AI, but it actually knows everything about you and is friendly, and gets, gets the thing done you want to do. Is that actually more social than than the previous state of affairs?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:11:04] Sheldon Pacotti:\u003c/strong\u003e Yeah, I think with an advanced AI system, the core question is, is it creepy or is it cool? We actually had a demonstration at South by Southwest years ago, where it was a robot that was sort of your companion and watching you, and had a camera and an eye and everything. And we took a poll, is it creepy or is it cool, right? And I think that\u0026#8217;s the case with AI, where it\u0026#8217;s probably a little bit of both. It\u0026#8217;s somewhat dystopian to think that these systems will know everything about us instantly, but then it\u0026#8217;s also probably very helpful and comforting that you actually are understood. You\u0026#8217;re not just a number. You know when you call into a phone system today, and then some of these are semi AI-driven and just doesn\u0026#8217;t understand what you want, and you can\u0026#8217;t get to a real person. That\u0026#8217;s That\u0026#8217;s very frustrating, but if it actually worked, then maybe there would be some comfort there.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:11:48] Elizabeth Wood:\u003c/strong\u003e We\u0026#8217;re going to take a short break. When we return, Sheldon will share more about agentic AI and the principles of building agentic AI systems.\u003c/p\u003e\n"},{"acfFcLayout":"report_link_out_block","image":{"id":86210,"title":"design-mind-frogcast-ep-56-futurescape","filename":"design-mind-frogcast-ep-56-futurescape.jpg","filesize":77251,"url":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape.jpg","link":"https://www.frog.co/designmind/design-mind-frogcast-ep-56-the-future-of-customer-experience/attachment/design-mind-frogcast-ep-56-futurescape/","alt":"","author":"30","description":"","caption":"","name":"design-mind-frogcast-ep-56-futurescape","status":"inherit","uploadedTo":85084,"date":"2026-03-04 17:31:32","modified":"2026-03-04 17:31:32","menuOrder":0,"mimeType":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":1268,"height":1214,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape-150x150.jpg","thumbnailWidth":150,"thumbnailHeight":150,"medium":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape-300x287.jpg","mediumWidth":300,"mediumHeight":287,"mediumLarge":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape-768x735.jpg","mediumLargeWidth":640,"mediumLargeHeight":613,"large":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape-1024x980.jpg","largeWidth":640,"largeHeight":613,"1536X1536":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape.jpg","1536X1536Width":1268,"1536X1536Height":1214,"2048X2048":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape.jpg","2048X2048Width":1268,"2048X2048Height":1214}},"description":"Featured in this episode is the recent frog report ‘Futurescape: Artificial Realities.’ ","reportLink":{"label":"Download the Report","url":"https://www.frog.co/designmind/futurescape-2026-artificial-realities-human-ai-chemistry","type":"internal"}},{"acfFcLayout":"long_form_text_block","textContent":"\u003cp\u003e\u003cstrong\u003e[00:11:57] Elizabeth Wood:\u003c/strong\u003e Now back to Sheldon Pacotti, Technology Director for frog North America\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:12:32] Sheldon Pacotti:\u003c/strong\u003e The definition of agent is probably a little fuzzy in terms of how it actually shows up in technology, but essentially, it\u0026#8217;s a very sophisticated model that is able to use tools. And tools are essentially any action that the AI can take. And I kind of think the fact that the model is sophisticated and we don\u0026#8217;t quite understand what it does is part of the definition, because that\u0026#8217;s what makes it feels like a really an entity or a, AKA agent.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:12:57] Sheldon Pacotti:\u003c/strong\u003e Today, typical actions are pretty basic. In my coding environment, the agent is just now able to do shell commands for me. So run commands on my computer to install software. I think it\u0026#8217;s wonderful. So it just starts. I ask it to write some code, and if it needs a dependency, it starts to install. It prompts me to see if it\u0026#8217;s okay, and then goes ahead and does the action. So agents can do basic things like buy things for us and whatnot today.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:13:17] Sheldon Pacotti:\u003c/strong\u003e There is the release of Operator from OpenAI that basically will read your web browser and go click and try to do stuff for you. An application that is pretty near-term, perhaps, is that an agent could be helping to buy and sell things for you or negotiate a price, or something like that. We may start ceding a little bit of decision-making power to them, and then if, in the mix of that, it can actually take an action in the world, then we consider that an agent.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:13:39] Sheldon Pacotti:\u003c/strong\u003e Yeah, I\u0026#8217;m not really sure how most people are taking the news that agents are coming into their lives. I do think there are two sides to it, though, there are really two problems to be solved. One is the enterprise representing itself with agents and/or an agent. There\u0026#8217;s that, kind of, that craft that has to go around making sure that that entity is transparent and trustworthy and does the job righT, actually represents the company well. And then there\u0026#8217;s the human side, the individual side, and we\u0026#8217;ll have our own agents. And on that side of the equation is being able to understand what the agent is doing, you know, what boundaries are set around it, making sure it has your interests at heart, that it understands you. So I think there are those two areas. I don\u0026#8217;t think either of them are solved yet from a design or technology standpoint, I expect there is a lot of anxiety right now around this notion of agents and what they will actually bring into our world. As a technologist, I have some anxiety that I don\u0026#8217;t really want to turn over control of any process to an entity that can kind of just decide what pieces of code to run, right so that thought still makes me a little nervous, but it is coming, and we\u0026#8217;ll be needing to build systems that can do it gracefully.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:14:42] Sheldon Pacotti:\u003c/strong\u003e Trust is actually the design principle that\u0026#8217;s most important for AI agents and systems of agents actually wrote a general and futurist essay A while back for the Copenhagen Institute of Future Studies, where it predicted the future of computation like out for many years, and actually put agents as coming in 2026. So \u0026#8217;26 was going to be the year of the agent and for progression of computer design and principles and whatnot, the key to that was going to be a very crisp and honest representation across the Internet of everything that\u0026#8217;s out there. So products you could buy, things you could do, what a company is, who you are, and I imagine it\u0026#8217;s being done with technologies that are not going to be relevant today, I don\u0026#8217;t think like micro formats, ontologies, these things on the web that would tell you what things were. But that\u0026#8217;s still the enabling factor now. And so I think that as companies start to build agents, they\u0026#8217;re actually defining tools and what agent capabilities in natural language. That\u0026#8217;s actually the medium being used to create the capabilities that agents are using, and that\u0026#8217;s how agents will probably communicate with each other. So one company using another company\u0026#8217;s services or products or capabilities will probably be communicating a natural language to some extent. And so then it comes down to just telling the truth and not lying. I kind of wonder whether we\u0026#8217;ll have court cases where AI agents are accused of lying to each other. I\u0026#8217;m not sure, but that really is the starting point.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:15:59] Elizabeth Wood:\u003c/strong\u003e For Sheldon, the challenge and the opportunity is about understanding how a company can differentiate itself in a competitive landscape where many businesses are using similar AI technologies. For consumers, it’s about a shift in mindset to engage in a more interactive and collaborative conversation with AI to provide specific and valuable input, rather than just passively receiving responses.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:16:22] Sheldon Pacotti:\u003c/strong\u003e As a business to differentiate yourself with AI technology, you can\u0026#8217;t necessarily rebuild the entire engine of the AI, how it converses and what it does yourself, but what you do have control over is the data inside of it. And in a more personal way, that\u0026#8217;s what your product is and who your customers are, and so that\u0026#8217;s where you can differentiate and provide not just the technology, but the entity, the agent, the interlocutor, that sets you apart from other companies.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:16:49] Sheldon Pacotti:\u003c/strong\u003e One of the pitfalls right now in AI is that it is perceived as a black box, and I think that\u0026#8217;s where companies get in trouble, is when they think they\u0026#8217;ll just grab this thing off the shelf and it\u0026#8217;s going to do everything they want. It\u0026#8217;s still like every other technology, something that\u0026#8217;s engineered. It is part of a more sophisticated workflow or set of systems. And there are actually multiple ways you can use one model and prompt it in different ways in a sequence of steps to accomplish something. Ways you want to mix models together, ways you want to use more traditional AI technologies like embeddings to just kind of find a semantic neighborhood, or something like that. So whenever you get into wanting to accomplish something specific for a business, you want to be thinking about first, what is you want to do, and then translating that into an actually designed and architected system, which is going to be a lot more complicated than you initially imagine, as a super brilliant conversational black box.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:17:39] Sheldon Pacotti:\u003c/strong\u003e My initial reaction is that the coming of AI agents is the next level of disassociation of humans from each other, right? And on the surface, it seems like a dystopian situation, and there probably is a dystopian element to it, but I do think that they probably open up many opportunities for people to come closer together, in that they will create more ways for us to connect.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:17:57] Sheldon Pacotti:\u003c/strong\u003e I\u0026#8217;m reminded of a friend of mine had a business idea where she wanted to create a system that would help you plan a trip with a bunch of friends together, which is really heinous process of picking hotels and events and timings and all this kind of stuff. So that could be a piece of software. But if you imagine a world where everybody has an agent and you can kind of agree on a few parameters of what you want to do, then agents can actually make it easier to come together and do something together. I do think AI and automation in general is going to free up a lot of time. They\u0026#8217;ll be doing a lot of labor for us. I\u0026#8217;m using AI for my coding, and noticing about a 25x improvement in efficiency, counting all the stuff that I do, like writing a prompt and debugging and whatnot. So I do think that also may be a positive thing, where we are not necessarily needing to work 12 hours a day on a deadline to get something done that we may actually start moving toward a leisure society in some form.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:18:45] Elizabeth Wood:\u003c/strong\u003e For Sheldon, if there’s a lesson that we can take from the past to stay ahead of change and even thrive in the face of some of this uncertainty, it’s about not surrendering full control to technology’s advances—or letting potential negative influences feel inevitable.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:19:00] Sheldon Pacotti:\u003c/strong\u003e In terms of learning from innovations that have gone well in the past. We could look at the early internet days of the 1990s and the rise of Google. Not all of your viewers will have been alive to experience this, but the internet in the 90s was essentially you went to a web page full all kinds of stuff you didn\u0026#8217;t want to see, and then you typed in a query like, you know, presidential election, and then a whole page of pornography links came up, and somewhere in there, it was something about the president of Venezuela or something, right?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:19:24] Sheldon Pacotti:\u003c/strong\u003e And then Google came along, where they had an algorithm that was able to find what was valuable out in the internet, and suddenly the internet worked, and everybody went to this one destination, and that\u0026#8217;s why Google is so powerful today. So I do think we can always look at the past where we think that a technology is actually disruptive or pernicious in some way, and there\u0026#8217;s probably a way to make it valuable.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:19:44] Sheldon Pacotti:\u003c/strong\u003e As a technologist, moving into the world of AI, the one piece of advice I would have is not to take the AI behavior or whatever it is or model that you\u0026#8217;re working with as a given. There\u0026#8217;s always some way to change the model or use it in a different way than might be expected. And you really want to keep in mind what you want to accomplish and what you want the technology or product you\u0026#8217;re building to bring to the world.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:20:07] Sheldon Pacotti:\u003c/strong\u003e I think the key thing is, as a developer of the technology or user of AI, to not feel powerless, to not feel like this is the way it is, this is the way the world is, this is the way the technology is. There are always ways for you to shape it. And even as a user, if technology is built the way it should be, you should be able to build the brain of your companion AI that\u0026#8217;s that\u0026#8217;s helping you pick concert tickets or connect with your friends or whatever it is, find products. You should have control over that algorithm. It\u0026#8217;s basically bringing the algorithm into your own personal control, versus in the control of some entity. So there\u0026#8217;s always some level of control I think we have, and we have to keep that in mind.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:20:42] Elizabeth Wood:\u003c/strong\u003e Of course, Sheldon also shared some specific ways business leaders and creative teams can approach these changes to drive positive outcomes.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:20:50] Sheldon Pacotti:\u003c/strong\u003e From a design and strategy standpoint, the key is always, what is the user value? And this is a pretty trivial thing to say, in a way, user centered design has been the mantra for a long time, but that\u0026#8217;s really the essence of anything we\u0026#8217;re building. We\u0026#8217;re building it for society. We\u0026#8217;re building it for people, and those people are called customers, oftentimes. But from a design and strategy standpoint, that is the perspective that is easy to lose once you\u0026#8217;re in the trenches building something and or selling something and making money. I think the next quarter century is going to be very dramatic. My side project now in technology is a application that uses AI to predict the future. So you go and you ask it questions, and then it generates a prediction, and you can save it to a database to kind of build up a view of the future. So I\u0026#8217;ve been testing it. It\u0026#8217;s still very young, and I\u0026#8217;ve been struck by how many pretty dramatic milestones are popping up in the 2030s and we don\u0026#8217;t necessarily trust that the AI is accurate on all this stuff, but things like the first automated mind in 2030 or the first human brain-computer interface in 2035 medical tech like cancer being cured around that time, longevity tech, and I think a lot of things are going to come together all at once that are going to change the way we have to view society into the social contract. Just all the automation is going to be happening with AI. And I do think it\u0026#8217;s going to be just like the Industrial Revolution, which we shouldn\u0026#8217;t think of in terms of a single moment where suddenly people were turned into factory workers. It\u0026#8217;s really a moment where a lot of people have to leave what they\u0026#8217;re doing a big wave of replacement of workers. And I\u0026#8217;m thinking of coders in particular, since I\u0026#8217;m able to code as 25 developers right now, myself, and then a gradual reassessment of society.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:22:24] Sheldon Pacotti:\u003c/strong\u003e There will be other types of jobs to do, all the things that naysayers of the doom and gloom say, all that will be true that\u0026#8217;ll come. It\u0026#8217;ll take about 20 years, and so I think there will be huge social shifts that\u0026#8217;ll happen, and we\u0026#8217;ll have to be very open minded in terms of what we think about the role of government, the role of people in society and how we get along with each other.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:22:43] Elizabeth Wood:\u003c/strong\u003e That’s our show. The Design Mind frogcast was brought to you by frog, a leading global creative consultancy that is part of Capgemini Invent.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:22:51] Elizabeth Wood:\u003c/strong\u003e We really want to thank Sheldon Pacotti, Technology Director for frog in North America for his insights on AI, meaningful connections and the power of the parasocial. For more on the co-evolution between humans and AI, be sure to check our show notes for a link to download frog’s new \u003ca href=\"https://www.frog.co/designmind/futurescape-2026-artificial-realities-human-ai-chemistry\"\u003eFuturescape report ‘Artificial Realities,’\u003c/a\u003e complete with 12 predictions and provocations about where our relationship with technology may be heading.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:23:15] Elizabeth Wood:\u003c/strong\u003e We also want to thank you, dear listener. If you like what you heard, tell your friends. Rate and review to help others find us on \u003ca href=\"https://podcasts.apple.com/us/podcast/design-mind-frogcast/id1541644073\" target=\"_blank\" rel=\"noopener\"\u003eApple Podcasts\u003c/a\u003e and \u003ca href=\"https://open.spotify.com/show/5mxbuRY6KtBwIrNhWhu0sx\" target=\"_blank\" rel=\"noopener\"\u003e Spotify \u003c/a\u003e. And be sure to follow us wherever you listen to podcasts. Find lots more to think about from our global frog team at \u003ca href=\"https://www.frog.co/designmind\"\u003efrog.co/designmind\u003c/a\u003e. That’s frog.co. Follow frog on X at \u003ca href=\"https://twitter.com/frogdesign\" target=\"_blank\" rel=\"noopener\"\u003e@frogdesign\u003c/a\u003e and \u003ca href=\"https://www.instagram.com/frog_design/\" target=\"_blank\" rel=\"noopener\"\u003e@frog_design\u003c/a\u003e on Instagram. And if you have any thoughts about the show, we’d love to hear from you. Reach out at \u003ca href=\"https://www.frog.co/contact\"\u003efrog.co/contact\u003c/a\u003e. Thanks for listening. Now go \u003ca href=\"https://www.frog.co/make-your-mark\"\u003emake your mark\u003c/a\u003e.\u003c/p\u003e\n"},{"acfFcLayout":"divider","fullWidth":true},{"acfFcLayout":"author_credit_block","title":"Authors","credits":false,"illustration":{"title":"Audio Production by","creators":[{"label":"Steven Strange","url":"https://www.stevenstrange.com/"}]},"authors":[{"slug":"sheldon-pacotti","authorName":"Sheldon Pacotti","bio":"\u003cp\u003eSheldon is a Technology Director at frog in Austin. Having studied math and English at MIT and Harvard, Sheldon enjoys cross-disciplinary creative projects. He builds award-winning software, writes futurist fiction, creates software architectures for businesses and writes about technology.\u003c/p\u003e\n","designation":"Technology Director","twitterProfileLink":"https://twitter.com/intent/tweet?url=https%3A%2F%2Fwww.frog.co%2Fdesignmind%2Flaunched-on-tuesday\u0026text=%20\u0026original_referer=https%3A%2F%2Fwww.frog.co%2Fdesignmind%2Flaunched-on-tuesday","mediumProfileLink":"https://medium.com/@frogdesign","authorImage":{"id":82566,"title":"frog-sheldon-pacotti-author","filename":"frog-sheldon-pacotti-author.png","filesize":226299,"url":"https://wp.frog.co/wp-content/uploads/2020/07/frog-sheldon-pacotti-author.png","link":"https://www.frog.co/authors/sheldon-pacotti/attachment/frog-sheldon-pacotti-author/","alt":"","author":"30","description":"","caption":"","name":"frog-sheldon-pacotti-author","status":"inherit","uploadedTo":13140,"date":"2025-06-25 18:34:35","modified":"2025-06-25 18:34:35","menuOrder":0,"mimeType":"image/png","type":"image","subtype":"png","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":800,"height":800,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2020/07/frog-sheldon-pacotti-author-150x150.png","thumbnailWidth":150,"thumbnailHeight":150,"medium":"https://wp.frog.co/wp-content/uploads/2020/07/frog-sheldon-pacotti-author-300x300.png","mediumWidth":300,"mediumHeight":300,"mediumLarge":"https://wp.frog.co/wp-content/uploads/2020/07/frog-sheldon-pacotti-author-768x768.png","mediumLargeWidth":640,"mediumLargeHeight":640,"large":"https://wp.frog.co/wp-content/uploads/2020/07/frog-sheldon-pacotti-author.png","largeWidth":640,"largeHeight":640,"1536X1536":"https://wp.frog.co/wp-content/uploads/2020/07/frog-sheldon-pacotti-author.png","1536X1536Width":800,"1536X1536Height":800,"2048X2048":"https://wp.frog.co/wp-content/uploads/2020/07/frog-sheldon-pacotti-author.png","2048X2048Width":800,"2048X2048Height":800}}},{"slug":"elizabeth-wood","authorName":"Elizabeth Wood","bio":"\u003cp class=\"p1\"\u003eElizabeth tells design stories for frog. She first joined the New York studio in 2011, working on multidisciplinary teams to design award-winning products and services. Today, Elizabeth works out of the London studio on the global frog marketing team, leading editorial content.\u003c/p\u003e\n\u003cp class=\"p1\"\u003eShe has written and edited hundreds of articles about design and technology, and has given talks on the role of content in a weird, digital world. Her work has been published in \u003ci\u003eThe Content Strategist\u003c/i\u003e, \u003ci\u003eUNDO-Ordinary\u003c/i\u003e magazine and the book \u003ci\u003eAlone Together: Tales of Sisterhood and Solitude in Latin America\u003c/i\u003e (Bogotá International Press).\u003c/p\u003e\n\u003cp class=\"p1\"\u003ePreviously, Elizabeth was Communications Manager for UN OCHA’s Centre for Humanitarian Data in The Hague. She is a graduate of the Master’s Programme for Creative Writing at Birkbeck College, University of London.\u003c/p\u003e\n","designation":"Host, Design Mind frogcast \u0026 Editorial Director, frog Global Marketing","twitterProfileLink":"","mediumProfileLink":"","authorImage":{"id":21629,"title":"Elizabeth-Wood_Headshot-s2","filename":"Elizabeth-Wood_Headshot-s2.jpg","filesize":61336,"url":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2021/03/12203718/Elizabeth-Wood_Headshot-s2.jpg","link":"https://www.frog.co/authors/elizabeth-wood/attachment/elizabeth-wood_headshot-s2/","alt":"","author":"22","description":"","caption":"","name":"elizabeth-wood_headshot-s2","status":"inherit","uploadedTo":16815,"date":"2021-03-12 20:37:18","modified":"2021-03-12 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Clinical Healthcare with AI Cover","filename":"Amplifying-Clinical-Healthcare-with-AI-Cover.jpg","filesize":408009,"url":"https://wp.frog.co/wp-content/uploads/2026/03/Amplifying-Clinical-Healthcare-with-AI-Cover.jpg","link":"https://www.frog.co/designmind/amplifying-clinical-care-with-ai/attachment/amplifying-clinical-healthcare-with-ai-cover/","alt":"","author":"30","description":"","caption":"","name":"amplifying-clinical-healthcare-with-ai-cover","status":"inherit","uploaded_to":86168,"date":"2026-03-12 16:13:26","modified":"2026-03-12 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Clinical Care with AI","description":"Examining how service design helps experts understand the healthcare ecosystem—and how AI and intelligent systems are optimizing the process and improving outcomes for all.","topics_title":"","topics":false,"author":"Article","hide_module":false,"hide_post":false,"slug_override":""}},{"acf_fc_layout":"divider","full_width":true},{"acf_fc_layout":"long_form_text_block","text_content":"\u003ch3\u003eTime to change the tune\u003c/h3\u003e\n\u003cp\u003eHealthcare innovation is often described as a solo performance: a \u003ca href=\"https://www.frog.co/work/revolutionizing-testing-at-the-point-of-need\"\u003enew platform\u003c/a\u003e, a digital touchpoint, \u003ca href=\"https://www.frog.co/work/retinal-screening-reimagined\"\u003ea clinical tool\u003c/a\u003e, a redesigned process promising efficiency, or an \u003ca href=\"https://www.frog.co/work/unleashing-crispr-for-the-greater-good\"\u003einnovative product\u003c/a\u003e. Think of a single violinist performing Vivaldi’s “Summer.”\u003c/p\u003e\n\u003cp\u003eYet healthcare does not work that way. Care never comes from a single actor or interface; it consists of interactions with multiple people, departments and systems. The orchestra is more accurate analogy than the soloist. Think of Dudamel and the Vienna Philharmonic performing Dvořák’s Ninth.\u003c/p\u003e\n\u003cp\u003ePatients carry the main melody; their needs and outcomes give healthcare its purpose. Clinicians set the rhythm, translating expertise into action. Processes form the score, determining how and when care unfolds. When these elements are aligned, care feels coherent and humane. When not aligned, even well-intentioned innovations produce friction.\u003c/p\u003e\n\u003cp\u003eDespite this interdependence, organizations still design in silos. Patient experience initiatives overlook clinician workload. Digital pilots ignore workflows. Process improvements focus on efficiency but neglect human impact. The result is innovation that seems promising in isolation but cannot scale or endure.\u003c/p\u003e\n\u003cp\u003eMeaningful innovation begins with designing a single system for both patient and clinician experience as well as operational processes. But if healthcare is an orchestra rather than a soloist, one crucial question emerges: Can AI become the enabler that truly brings all dimensions of the healthcare ecosystem into harmony?\u003c/p\u003e\n"},{"acf_fc_layout":"image_caption_block","image":{"ID":86260,"id":86260,"title":"Amplifying Clinical Healthcare with AI Graphic","filename":"Amplifying-Clinical-Healthcare-with-AI-Graphic.jpg","filesize":212031,"url":"https://wp.frog.co/wp-content/uploads/2026/03/Amplifying-Clinical-Healthcare-with-AI-Graphic.jpg","link":"https://www.frog.co/designmind/amplifying-clinical-care-with-ai/attachment/amplifying-clinical-healthcare-with-ai-graphic/","alt":"","author":"30","description":"","caption":"","name":"amplifying-clinical-healthcare-with-ai-graphic","status":"inherit","uploaded_to":86168,"date":"2026-03-12 17:30:54","modified":"2026-03-12 17:30:54","menu_order":0,"mime_type":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":1206,"height":373,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2026/03/Amplifying-Clinical-Healthcare-with-AI-Graphic-150x150.jpg","thumbnail-width":150,"thumbnail-height":150,"medium":"https://wp.frog.co/wp-content/uploads/2026/03/Amplifying-Clinical-Healthcare-with-AI-Graphic-300x93.jpg","medium-width":300,"medium-height":93,"medium_large":"https://wp.frog.co/wp-content/uploads/2026/03/Amplifying-Clinical-Healthcare-with-AI-Graphic-768x238.jpg","medium_large-width":640,"medium_large-height":198,"large":"https://wp.frog.co/wp-content/uploads/2026/03/Amplifying-Clinical-Healthcare-with-AI-Graphic-1024x317.jpg","large-width":640,"large-height":198,"1536x1536":"https://wp.frog.co/wp-content/uploads/2026/03/Amplifying-Clinical-Healthcare-with-AI-Graphic.jpg","1536x1536-width":1206,"1536x1536-height":373,"2048x2048":"https://wp.frog.co/wp-content/uploads/2026/03/Amplifying-Clinical-Healthcare-with-AI-Graphic.jpg","2048x2048-width":1206,"2048x2048-height":373}},"caption":"","image_alignment":"center"},{"acf_fc_layout":"long_form_text_block","text_content":"\u003ch3\u003eHealthcare innovation: The instrumental pieces\u003c/h3\u003e\n\u003cp\u003eExcellent healthcare can only be delivered when all dimensions are given equal consideration. When processes are poorly designed, clinicians are unable to perform at maximum efficacy. When clinicians fail to operate at full potential, patients experience substandard care. Patients, too, can disrupt the balance when frustrated. Let’s take a closer look at each one, beginning with the reason healthcare exists: the patient.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003ePatient experience: The main melody\u003c/h3\u003e\n\u003cp\u003ePatient experience is rightly recognized as a core dimension of healthcare quality. Safety, access, clear information, emotional support and outcomes shape how people perceive care across their journey.\u003c/p\u003e\n\u003cp\u003eYet patients never experience care in individual fragments. Appointments, handoffs, instructions, waiting times and follow ups blend into one narrative: This is what receiving care feels like. They do not distinguish between clinical decisions, operational constraints or organizational boundaries. Rather, patients experience the system, especially when it breaks down.\u003c/p\u003e\n\u003cp\u003eThis is why many patient-centered initiatives fall short. Organizations refine isolated moments (e.g., portals, surveys and service gestures) while patients continue to face delays, repeated questions and inconsistent information. What may look like separate improvements internally becomes friction, confusion or even abandonment from the patient’s point of view.\u003c/p\u003e\n\u003cp\u003eThese gaps have real consequences. Fragmented experiences erode trust, complicate adherence and lead to disengagement. Missing information, unclear responsibilities and limited continuity do not feel like process issues; they feel like unreliable care. Research from the \u003ca href=\"https://psnet.ahrq.gov/perspective/communication-during-transitions-care?utm\" target=\"_blank\" rel=\"noopener\"\u003eAgency for Healthcare Research and Quality (AHRQ)\u003c/a\u003e shows that failures in communication and coordination during transitions of care are among the leading causes of preventable adverse events, directly undermining patient trust and continuity.\u003c/p\u003e\n"},{"acf_fc_layout":"large_blockquote_block","quote":"Missing information, unclear responsibilities and limited continuity do not feel like process issues; they feel like unreliable care. ","author":""},{"acf_fc_layout":"long_form_text_block","text_content":"\u003cp\u003eCrucially, patients experience not only what clinicians say or do, but rather how the system permits them to act. Time, attention and continuity are system outcomes that are felt personally. When workflows rush professionals or limit their presence, patients interpret it as a lack of support. When information flows smoothly and care feels coordinated, trust grows.\u003c/p\u003e\n\u003cp\u003eSeen this way, patient experience reflects the system’s overall coherence. The melody patients carry depends on how well people, processes and tools harmonize in practice. In the healthcare orchestra, patient experience is the main melody, but what is a melody without a rhythm? The quality of the melody depends on how well the entire system is tuned to support it every day.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eClinician experience: The rhythm that sustains performance\u003c/h3\u003e\n\u003cp\u003eIf patient experience is the melody of healthcare, clinician experience is the rhythm that sustains it. When that rhythm falters \u003cspan class=\"TextRun SCXW72405584 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW72405584 BCX0\"\u003e—\u003c/span\u003e\u003c/span\u003edue to overloaded agendas, fragmented tools, and constant interruptions\u003cspan class=\"TextRun SCXW72405584 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW72405584 BCX0\"\u003e— \u003c/span\u003e\u003c/span\u003ethe entire system loses coherence. Quality of care is suboptimal not because clinicians lack expertise, but because the systems surrounding them make delivering good care difficult.\u003c/p\u003e\n\u003cp\u003eOver the past decade, clinician burnout has shifted from a workforce issue to a systemic risk. As the \u003ca href=\"https://www.ahrq.gov/topics/transitions-care.html?utm\" target=\"_blank\" rel=\"noopener\"\u003eWorld Health Organization (WHO)\u003c/a\u003e has highlighted, burnout is not an individual failure, but an occupational phenomenon driven by chronic workplace stress that has not been successfully managed. Evidence consistently links clinician wellbeing with patient safety and outcomes: Exhausted clinicians are more prone to error, less able to communicate with empathy and more vulnerable to moral distress\u003cspan class=\"TextRun SCXW72405584 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW72405584 BCX0\"\u003e—\u003c/span\u003e\u003c/span\u003e the tension of knowing the right thing to do while being blocked by broken systems and constraints. Therefore, improving clinician experience is not about comfort or efficiency alone; it is a clinical and ethical imperative.\u003c/p\u003e\n"},{"acf_fc_layout":"large_blockquote_block","quote":"Evidence consistently links clinician wellbeing with patient safety and outcomes. ","author":""},{"acf_fc_layout":"long_form_text_block","text_content":"\u003cp\u003eThis is where many AI initiatives stumble. Too often, AI is introduced as an additional layer (e.g., through dashboards, alerts or recommendations) without removing existing burdens. Instead of reducing cognitive load, this new layer only adds to it. Clinicians do not need more intelligence competing for their attention; they need less friction, minimal uncertainty and better support at critical decision moments. When AI disrupts clinical flow rather than reinforcing it, adoption stalls, regardless of model accuracy.\u003c/p\u003e\n\u003cp\u003eThe most effective uses of AI follow a different logic: Augmentation, not automation. Rather than replacing clinical judgment, these systems act as co-pilots, surfacing insights, supporting prioritization and helping clinicians navigate complexity while remaining in control. As \u003ca href=\"https://www.thelancet.com/journals/lancet/article/PIIS0140-6736(24)02606-0/fulltext\" target=\"_blank\" rel=\"noopener\"\u003eThe Lancet\u003c/a\u003e has repeatedly noted, technologies that ignore clinical workflows and human factors risk widening the gap between innovation and real-world impact.\u003c/p\u003e\n\u003cp\u003eUltimately, AI’s value is shaped less by technical performance than by workflow integration and trust. Designing for clinicians is inseparable from designing for patients. In the healthcare orchestra, clinicians do not hand the baton to AI in the search tempo, but they do turn to it for the support needed to lead with confidence.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eProcesses: The score\u003c/h3\u003e\n\u003cp\u003eIf the patient experience is the melody and the clinician experience is the rhythm, processes are the score that makes coordinated care possible. They define how care is delivered: who acts, when information flows, where decisions are made and how exceptions are managed. In complex systems such as healthcare, quality does not arise from isolated excellence, but from well-designed interactions between people, tools, systems and workflows.\u003c/p\u003e\n\u003cp\u003eIn the \u003ca href=\"https://www.sanidad.gob.es/estadEstudios/estadisticas/sisInfSanSNS/tablasEstadisticas/InfSNS2023.htm?utm\" target=\"_blank\" rel=\"noopener\"\u003eSpanish National Health System (SNS)\u003c/a\u003e, universal coverage exists within a highly decentralized governance model. While this allows for local adaptation, it also creates variability in hospital processes, such as referrals, discharge coordination and information flow. These differences are often invisible to patients, but they determine waiting times, continuity and trust. Fragmented processes make care seem confusing or unreliable and overwhelm healthcare professionals, ultimately affecting patients.\u003c/p\u003e\n\u003cp\u003eDigitalization is often presented as the solution, but technology applied to poorly designed processes tends to amplify inefficiencies rather than resolve them. This is especially true in the case of AI, which can only add value when integrated into clear, interoperable workflows aligned with the real needs of patients and professionals. Without clarity in processes, AI becomes just another signal among many.\u003c/p\u003e\n\u003cp\u003eThis is where service design and AI must converge. Service design clarifies end-to-end journeys and identifies where AI is truly needed. AI can then support these processes by anticipating bottlenecks, connecting signals and reducing friction. Well-designed processes create the conditions for AI to facilitate, rather than disrupt, and help healthcare provide consistent, humane care, just as a well-composed score breathes harmony into a orchestra.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eFrom isolated notes to orchestration\u003c/h3\u003e\n\u003cp\u003eHealthcare experience cannot be improved one note at a time. As previously detailed, patient experience, clinician experience and operational processes are not parallel tracks to be optimized independently, but interdependent dimensions of a single system. When one is misaligned, the entire performance suffers. When they are designed in isolation, even well-intentioned innovations struggle to scale or endure.\u003c/p\u003e\n\u003cp\u003ePatient experience reveals the system’s health. Clinician experience defines what care is realistically possible. Processes set the boundaries within which both operate. Treating any of these as secondary inevitably leads to fragmentation. Sustainable innovation requires recognizing interdependence as a design constraint, not an inconvenience. Service design therefore becomes a fundamental capability, not merely as a method, but as a way of understanding healthcare as an interconnected system. Rather than optimizing isolated interactions, it reframes the challenge around the conditions that must exist across people, processes and tools for high quality care to occur consistently and at scale. In doing so, service design establishes coherence and intent, creating the foundation on which technologies such as artificial intelligence can meaningfully contribute without fragmenting care.\u003c/p\u003e\n\u003cp\u003eIn this context, artificial intelligence is not the conductor. It is an enabler. It helps organizations understand complexity, connect signals and reduce operational burdens. This results in the realization of the intended design, put into practice every day.\u003c/p\u003e\n\u003cp\u003eMeaningful healthcare innovation is not about playing louder, but about assembling a harmonious orchestra in which the melody rings out as clear as a bell and the rhythm is a reliable drum that beats throughout the day.\u003c/p\u003e\n"},{"acf_fc_layout":"divider","full_width":true},{"acf_fc_layout":"author_credit_block","title":"Authors","credits":false,"illustration":{"title":"","creators":false},"authors":[{"ID":86170,"post_author":"30","post_date":"2026-03-02 20:08:19","post_date_gmt":"2026-03-02 20:08:19","post_content":"","post_title":"Gema Cánovas","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"gema-canovas","to_ping":"","pinged":"","post_modified":"2026-03-02 23:08:28","post_modified_gmt":"2026-03-02 23:08:28","post_content_filtered":"","post_parent":0,"guid":"https://www.frog.co/?post_type=authors\u0026#038;p=86170","menu_order":0,"post_type":"authors","post_mime_type":"","comment_count":"0","filter":"raw","acf":{"author_header":{"author_name":"Gema Cánovas","bio":"\u003cp\u003eGema is a design leader with over 15 years of experience in innovation, strategy and service design. She specializes in aligning human needs with business transformation, using research and systems thinking to turn complexity into meaningful, scalable change.\u003c/p\u003e\n\u003cp\u003eAs Design Director at frog Spain, she leads multidisciplinary teams and oversees innovation initiatives across industries, guiding organizations through design-led transformation. She combines strategic vision with hands-on execution—mentoring talent, shaping client relationships and embedding design capabilities within complex environments.\u003c/p\u003e\n\u003cp\u003eGema has partnered with leading organizations including BBVA, Orange, Mapfre, Acciona, AstraZeneca, Reale, Verisure, the Red Cross, IKEA and the Basque Culinary Center, helping them drive sustainable impact through the integration of design, technology and business strategy.\u003c/p\u003e\n\u003cp\u003eShe also lectures on Strategic Innovation Management at the Polytechnic University of Madrid.\u003c/p\u003e\n","designation":"Design Director – Research \u0026 Service Design ","twitter_profile_link":"","medium_profile_link":"","author_image":{"ID":86172,"id":86172,"title":"Gema-Canovas-author","filename":"Gema-Canovas-author.png","filesize":213231,"url":"https://wp.frog.co/wp-content/uploads/2026/03/Gema-Canovas-author.png","link":"https://www.frog.co/authors/gema-canovas/attachment/gema-canovas-author/","alt":"","author":"30","description":"","caption":"","name":"gema-canovas-author","status":"inherit","uploaded_to":86170,"date":"2026-03-02 23:07:53","modified":"2026-03-02 23:07:53","menu_order":0,"mime_type":"image/png","type":"image","subtype":"png","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":900,"height":900,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2026/03/Gema-Canovas-author-150x150.png","thumbnail-width":150,"thumbnail-height":150,"medium":"https://wp.frog.co/wp-content/uploads/2026/03/Gema-Canovas-author-300x300.png","medium-width":300,"medium-height":300,"medium_large":"https://wp.frog.co/wp-content/uploads/2026/03/Gema-Canovas-author-768x768.png","medium_large-width":640,"medium_large-height":640,"large":"https://wp.frog.co/wp-content/uploads/2026/03/Gema-Canovas-author.png","large-width":640,"large-height":640,"1536x1536":"https://wp.frog.co/wp-content/uploads/2026/03/Gema-Canovas-author.png","1536x1536-width":900,"1536x1536-height":900,"2048x2048":"https://wp.frog.co/wp-content/uploads/2026/03/Gema-Canovas-author.png","2048x2048-width":900,"2048x2048-height":900}}},"author_featured":""},"post_url_slug":"https://www.frog.co/authors/gema-canovas/"},{"ID":86180,"post_author":"30","post_date":"2026-03-02 23:08:37","post_date_gmt":"2026-03-02 23:08:37","post_content":"","post_title":"Patricia Salcedo","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"patricia-salcedo","to_ping":"","pinged":"","post_modified":"2026-03-02 23:10:02","post_modified_gmt":"2026-03-02 23:10:02","post_content_filtered":"","post_parent":0,"guid":"https://www.frog.co/?post_type=authors\u0026#038;p=86180","menu_order":0,"post_type":"authors","post_mime_type":"","comment_count":"0","filter":"raw","acf":{"author_header":{"author_name":"Patricia Salcedo","bio":"\u003cp\u003ePatricia is a Design Lead with over 12 years of experience shaping design-led transformation at the intersection of strategy, service ecosystems and digital innovation. She partners with organizations navigating systemic change, helping them translate complexity into structured, human-centered initiatives.\u003c/p\u003e\n\u003cp\u003eAcross healthcare, retail and mobility, she leads multi-stakeholder programs that connect research, business ambition and product delivery. Her work spans innovation labs, open innovation platforms, intrapreneurship programs and digital service ecosystems, guiding initiatives from insight to MVP launch.\u003c/p\u003e\n\u003cp\u003eShe has collaborated with organizations including GSK, Roche, Merck, Gilead, Ferrer, Grupo LAR and Unibail-Rodamco, driving strategic programs with measurable impact.\u003c/p\u003e\n\u003cp\u003eOriginally trained as an architect, Patricia approaches transformation structurally designing not only solutions, but the conditions that enable innovation to thrive. Shaped by her experience living and working across different cultural contexts, she brings global perspective, cultural sensitivity and systems thinking to complex transformation efforts.\u003c/p\u003e\n","designation":"Design Lead - Research \u0026 Service Design","twitter_profile_link":"","medium_profile_link":"","author_image":{"ID":86182,"id":86182,"title":"Patricia-Salcedo-author","filename":"Patricia-Salcedo-author.png","filesize":216442,"url":"https://wp.frog.co/wp-content/uploads/2026/03/Patricia-Salcedo-author.png","link":"https://www.frog.co/authors/patricia-salcedo/attachment/patricia-salcedo-author/","alt":"","author":"30","description":"","caption":"","name":"patricia-salcedo-author","status":"inherit","uploaded_to":86180,"date":"2026-03-02 23:09:38","modified":"2026-03-02 23:09:38","menu_order":0,"mime_type":"image/png","type":"image","subtype":"png","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":900,"height":900,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2026/03/Patricia-Salcedo-author-150x150.png","thumbnail-width":150,"thumbnail-height":150,"medium":"https://wp.frog.co/wp-content/uploads/2026/03/Patricia-Salcedo-author-300x300.png","medium-width":300,"medium-height":300,"medium_large":"https://wp.frog.co/wp-content/uploads/2026/03/Patricia-Salcedo-author-768x768.png","medium_large-width":640,"medium_large-height":640,"large":"https://wp.frog.co/wp-content/uploads/2026/03/Patricia-Salcedo-author.png","large-width":640,"large-height":640,"1536x1536":"https://wp.frog.co/wp-content/uploads/2026/03/Patricia-Salcedo-author.png","1536x1536-width":900,"1536x1536-height":900,"2048x2048":"https://wp.frog.co/wp-content/uploads/2026/03/Patricia-Salcedo-author.png","2048x2048-width":900,"2048x2048-height":900}}},"author_featured":""},"post_url_slug":"https://www.frog.co/authors/patricia-salcedo/"},{"ID":86190,"post_author":"30","post_date":"2026-03-02 23:10:16","post_date_gmt":"2026-03-02 23:10:16","post_content":"","post_title":"Fátima Avendaño","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"fatima-avendano","to_ping":"","pinged":"","post_modified":"2026-03-02 23:12:22","post_modified_gmt":"2026-03-02 23:12:22","post_content_filtered":"","post_parent":0,"guid":"https://www.frog.co/?post_type=authors\u0026#038;p=86190","menu_order":0,"post_type":"authors","post_mime_type":"","comment_count":"0","filter":"raw","acf":{"author_header":{"author_name":"Fátima Avendaño","bio":"\u003cp\u003eFátima is a Senior Service Designer and Design Researcher with an Industrial Design background and over 8 years of experience leading complex, high-impact projects across healthcare, technology, and consumer industries in Latin America and Europe.\u003c/p\u003e\n\u003cp\u003eShe specializes in service and product design, strategic consultancy, and patient- and user-centric innovation, with extensive experience collaborating with leading pharmaceutical companies such as Roche, AstraZeneca, Novartis, Bayer, among others. Her healthcare work includes the development of patient journeys, diagnostic and treatment algorithms, service optimization, and healthcare experience transformation within regulated environments.\u003c/p\u003e\n\u003cp\u003eIn addition, Fátima has worked with global organizations including Google, Facebook (Meta), PepsiCo, Coca-Cola, Cupra, Basque Culinary Center, Festina, Acciona, and BBVA, among others, contributing to strategic and innovation-driven initiatives.\u003c/p\u003e\n\u003cp\u003eShe has led multidisciplinary teams and end-to-end projects, excelling in stakeholder management, leadership, and cross-functional coordination. Her experience also includes AI-enabled projects, where she maps and analyses processes to identify high-value opportunities for the effective and responsible use of artificial intelligence.\u003c/p\u003e\n","designation":"Senior Service Designer - Research \u0026 Service Design","twitter_profile_link":"","medium_profile_link":"","author_image":{"ID":86192,"id":86192,"title":"Fatima Avendano-author","filename":"Fatima Avendano-author.png","filesize":299258,"url":"https://wp.frog.co/wp-content/uploads/2026/03/Fatima Avendano-author.png","link":"https://www.frog.co/authors/fatima-avendano/attachment/fatima-avendano-author/","alt":"","author":"30","description":"","caption":"","name":"fatima-avendano-author","status":"inherit","uploaded_to":86190,"date":"2026-03-02 23:11:15","modified":"2026-03-02 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Clinical Healthcare with AI Cover","filename":"Amplifying-Clinical-Healthcare-with-AI-Cover.jpg","filesize":408009,"url":"https://wp.frog.co/wp-content/uploads/2026/03/Amplifying-Clinical-Healthcare-with-AI-Cover.jpg","link":"https://www.frog.co/designmind/amplifying-clinical-care-with-ai/attachment/amplifying-clinical-healthcare-with-ai-cover/","alt":"","author":"30","description":"","caption":"","name":"amplifying-clinical-healthcare-with-ai-cover","status":"inherit","uploadedTo":86168,"date":"2026-03-12 16:13:26","modified":"2026-03-12 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Clinical Care with AI","description":"Examining how service design helps experts understand the healthcare ecosystem—and how AI and intelligent systems are optimizing the process and improving outcomes for all.","topicsTitle":"","topics":false,"author":"Article","hideModule":false,"hidePost":false,"slugOverride":""}},{"acfFcLayout":"divider","fullWidth":true},{"acfFcLayout":"long_form_text_block","textContent":"\u003ch3\u003eTime to change the tune\u003c/h3\u003e\n\u003cp\u003eHealthcare innovation is often described as a solo performance: a \u003ca href=\"https://www.frog.co/work/revolutionizing-testing-at-the-point-of-need\"\u003enew platform\u003c/a\u003e, a digital touchpoint, \u003ca href=\"https://www.frog.co/work/retinal-screening-reimagined\"\u003ea clinical tool\u003c/a\u003e, a redesigned process promising efficiency, or an \u003ca href=\"https://www.frog.co/work/unleashing-crispr-for-the-greater-good\"\u003einnovative product\u003c/a\u003e. Think of a single violinist performing Vivaldi’s “Summer.”\u003c/p\u003e\n\u003cp\u003eYet healthcare does not work that way. Care never comes from a single actor or interface; it consists of interactions with multiple people, departments and systems. The orchestra is more accurate analogy than the soloist. Think of Dudamel and the Vienna Philharmonic performing Dvořák’s Ninth.\u003c/p\u003e\n\u003cp\u003ePatients carry the main melody; their needs and outcomes give healthcare its purpose. Clinicians set the rhythm, translating expertise into action. Processes form the score, determining how and when care unfolds. When these elements are aligned, care feels coherent and humane. When not aligned, even well-intentioned innovations produce friction.\u003c/p\u003e\n\u003cp\u003eDespite this interdependence, organizations still design in silos. Patient experience initiatives overlook clinician workload. Digital pilots ignore workflows. Process improvements focus on efficiency but neglect human impact. The result is innovation that seems promising in isolation but cannot scale or endure.\u003c/p\u003e\n\u003cp\u003eMeaningful innovation begins with designing a single system for both patient and clinician experience as well as operational processes. But if healthcare is an orchestra rather than a soloist, one crucial question emerges: Can AI become the enabler that truly brings all dimensions of the healthcare ecosystem into harmony?\u003c/p\u003e\n"},{"acfFcLayout":"image_caption_block","image":{"id":86260,"title":"Amplifying Clinical Healthcare with AI Graphic","filename":"Amplifying-Clinical-Healthcare-with-AI-Graphic.jpg","filesize":212031,"url":"https://wp.frog.co/wp-content/uploads/2026/03/Amplifying-Clinical-Healthcare-with-AI-Graphic.jpg","link":"https://www.frog.co/designmind/amplifying-clinical-care-with-ai/attachment/amplifying-clinical-healthcare-with-ai-graphic/","alt":"","author":"30","description":"","caption":"","name":"amplifying-clinical-healthcare-with-ai-graphic","status":"inherit","uploadedTo":86168,"date":"2026-03-12 17:30:54","modified":"2026-03-12 17:30:54","menuOrder":0,"mimeType":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":1206,"height":373,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2026/03/Amplifying-Clinical-Healthcare-with-AI-Graphic-150x150.jpg","thumbnailWidth":150,"thumbnailHeight":150,"medium":"https://wp.frog.co/wp-content/uploads/2026/03/Amplifying-Clinical-Healthcare-with-AI-Graphic-300x93.jpg","mediumWidth":300,"mediumHeight":93,"mediumLarge":"https://wp.frog.co/wp-content/uploads/2026/03/Amplifying-Clinical-Healthcare-with-AI-Graphic-768x238.jpg","mediumLargeWidth":640,"mediumLargeHeight":198,"large":"https://wp.frog.co/wp-content/uploads/2026/03/Amplifying-Clinical-Healthcare-with-AI-Graphic-1024x317.jpg","largeWidth":640,"largeHeight":198,"1536X1536":"https://wp.frog.co/wp-content/uploads/2026/03/Amplifying-Clinical-Healthcare-with-AI-Graphic.jpg","1536X1536Width":1206,"1536X1536Height":373,"2048X2048":"https://wp.frog.co/wp-content/uploads/2026/03/Amplifying-Clinical-Healthcare-with-AI-Graphic.jpg","2048X2048Width":1206,"2048X2048Height":373}},"caption":"","imageAlignment":"center"},{"acfFcLayout":"long_form_text_block","textContent":"\u003ch3\u003eHealthcare innovation: The instrumental pieces\u003c/h3\u003e\n\u003cp\u003eExcellent healthcare can only be delivered when all dimensions are given equal consideration. When processes are poorly designed, clinicians are unable to perform at maximum efficacy. When clinicians fail to operate at full potential, patients experience substandard care. Patients, too, can disrupt the balance when frustrated. Let’s take a closer look at each one, beginning with the reason healthcare exists: the patient.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003ePatient experience: The main melody\u003c/h3\u003e\n\u003cp\u003ePatient experience is rightly recognized as a core dimension of healthcare quality. Safety, access, clear information, emotional support and outcomes shape how people perceive care across their journey.\u003c/p\u003e\n\u003cp\u003eYet patients never experience care in individual fragments. Appointments, handoffs, instructions, waiting times and follow ups blend into one narrative: This is what receiving care feels like. They do not distinguish between clinical decisions, operational constraints or organizational boundaries. Rather, patients experience the system, especially when it breaks down.\u003c/p\u003e\n\u003cp\u003eThis is why many patient-centered initiatives fall short. Organizations refine isolated moments (e.g., portals, surveys and service gestures) while patients continue to face delays, repeated questions and inconsistent information. What may look like separate improvements internally becomes friction, confusion or even abandonment from the patient’s point of view.\u003c/p\u003e\n\u003cp\u003eThese gaps have real consequences. Fragmented experiences erode trust, complicate adherence and lead to disengagement. Missing information, unclear responsibilities and limited continuity do not feel like process issues; they feel like unreliable care. Research from the \u003ca href=\"https://psnet.ahrq.gov/perspective/communication-during-transitions-care?utm\" target=\"_blank\" rel=\"noopener\"\u003eAgency for Healthcare Research and Quality (AHRQ)\u003c/a\u003e shows that failures in communication and coordination during transitions of care are among the leading causes of preventable adverse events, directly undermining patient trust and continuity.\u003c/p\u003e\n"},{"acfFcLayout":"large_blockquote_block","quote":"Missing information, unclear responsibilities and limited continuity do not feel like process issues; they feel like unreliable care. ","author":""},{"acfFcLayout":"long_form_text_block","textContent":"\u003cp\u003eCrucially, patients experience not only what clinicians say or do, but rather how the system permits them to act. Time, attention and continuity are system outcomes that are felt personally. When workflows rush professionals or limit their presence, patients interpret it as a lack of support. When information flows smoothly and care feels coordinated, trust grows.\u003c/p\u003e\n\u003cp\u003eSeen this way, patient experience reflects the system’s overall coherence. The melody patients carry depends on how well people, processes and tools harmonize in practice. In the healthcare orchestra, patient experience is the main melody, but what is a melody without a rhythm? The quality of the melody depends on how well the entire system is tuned to support it every day.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eClinician experience: The rhythm that sustains performance\u003c/h3\u003e\n\u003cp\u003eIf patient experience is the melody of healthcare, clinician experience is the rhythm that sustains it. When that rhythm falters \u003cspan class=\"TextRun SCXW72405584 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW72405584 BCX0\"\u003e—\u003c/span\u003e\u003c/span\u003edue to overloaded agendas, fragmented tools, and constant interruptions\u003cspan class=\"TextRun SCXW72405584 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW72405584 BCX0\"\u003e— \u003c/span\u003e\u003c/span\u003ethe entire system loses coherence. Quality of care is suboptimal not because clinicians lack expertise, but because the systems surrounding them make delivering good care difficult.\u003c/p\u003e\n\u003cp\u003eOver the past decade, clinician burnout has shifted from a workforce issue to a systemic risk. As the \u003ca href=\"https://www.ahrq.gov/topics/transitions-care.html?utm\" target=\"_blank\" rel=\"noopener\"\u003eWorld Health Organization (WHO)\u003c/a\u003e has highlighted, burnout is not an individual failure, but an occupational phenomenon driven by chronic workplace stress that has not been successfully managed. Evidence consistently links clinician wellbeing with patient safety and outcomes: Exhausted clinicians are more prone to error, less able to communicate with empathy and more vulnerable to moral distress\u003cspan class=\"TextRun SCXW72405584 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW72405584 BCX0\"\u003e—\u003c/span\u003e\u003c/span\u003e the tension of knowing the right thing to do while being blocked by broken systems and constraints. Therefore, improving clinician experience is not about comfort or efficiency alone; it is a clinical and ethical imperative.\u003c/p\u003e\n"},{"acfFcLayout":"large_blockquote_block","quote":"Evidence consistently links clinician wellbeing with patient safety and outcomes. ","author":""},{"acfFcLayout":"long_form_text_block","textContent":"\u003cp\u003eThis is where many AI initiatives stumble. Too often, AI is introduced as an additional layer (e.g., through dashboards, alerts or recommendations) without removing existing burdens. Instead of reducing cognitive load, this new layer only adds to it. Clinicians do not need more intelligence competing for their attention; they need less friction, minimal uncertainty and better support at critical decision moments. When AI disrupts clinical flow rather than reinforcing it, adoption stalls, regardless of model accuracy.\u003c/p\u003e\n\u003cp\u003eThe most effective uses of AI follow a different logic: Augmentation, not automation. Rather than replacing clinical judgment, these systems act as co-pilots, surfacing insights, supporting prioritization and helping clinicians navigate complexity while remaining in control. As \u003ca href=\"https://www.thelancet.com/journals/lancet/article/PIIS0140-6736(24)02606-0/fulltext\" target=\"_blank\" rel=\"noopener\"\u003eThe Lancet\u003c/a\u003e has repeatedly noted, technologies that ignore clinical workflows and human factors risk widening the gap between innovation and real-world impact.\u003c/p\u003e\n\u003cp\u003eUltimately, AI’s value is shaped less by technical performance than by workflow integration and trust. Designing for clinicians is inseparable from designing for patients. In the healthcare orchestra, clinicians do not hand the baton to AI in the search tempo, but they do turn to it for the support needed to lead with confidence.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eProcesses: The score\u003c/h3\u003e\n\u003cp\u003eIf the patient experience is the melody and the clinician experience is the rhythm, processes are the score that makes coordinated care possible. They define how care is delivered: who acts, when information flows, where decisions are made and how exceptions are managed. In complex systems such as healthcare, quality does not arise from isolated excellence, but from well-designed interactions between people, tools, systems and workflows.\u003c/p\u003e\n\u003cp\u003eIn the \u003ca href=\"https://www.sanidad.gob.es/estadEstudios/estadisticas/sisInfSanSNS/tablasEstadisticas/InfSNS2023.htm?utm\" target=\"_blank\" rel=\"noopener\"\u003eSpanish National Health System (SNS)\u003c/a\u003e, universal coverage exists within a highly decentralized governance model. While this allows for local adaptation, it also creates variability in hospital processes, such as referrals, discharge coordination and information flow. These differences are often invisible to patients, but they determine waiting times, continuity and trust. Fragmented processes make care seem confusing or unreliable and overwhelm healthcare professionals, ultimately affecting patients.\u003c/p\u003e\n\u003cp\u003eDigitalization is often presented as the solution, but technology applied to poorly designed processes tends to amplify inefficiencies rather than resolve them. This is especially true in the case of AI, which can only add value when integrated into clear, interoperable workflows aligned with the real needs of patients and professionals. Without clarity in processes, AI becomes just another signal among many.\u003c/p\u003e\n\u003cp\u003eThis is where service design and AI must converge. Service design clarifies end-to-end journeys and identifies where AI is truly needed. AI can then support these processes by anticipating bottlenecks, connecting signals and reducing friction. Well-designed processes create the conditions for AI to facilitate, rather than disrupt, and help healthcare provide consistent, humane care, just as a well-composed score breathes harmony into a orchestra.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eFrom isolated notes to orchestration\u003c/h3\u003e\n\u003cp\u003eHealthcare experience cannot be improved one note at a time. As previously detailed, patient experience, clinician experience and operational processes are not parallel tracks to be optimized independently, but interdependent dimensions of a single system. When one is misaligned, the entire performance suffers. When they are designed in isolation, even well-intentioned innovations struggle to scale or endure.\u003c/p\u003e\n\u003cp\u003ePatient experience reveals the system’s health. Clinician experience defines what care is realistically possible. Processes set the boundaries within which both operate. Treating any of these as secondary inevitably leads to fragmentation. Sustainable innovation requires recognizing interdependence as a design constraint, not an inconvenience. Service design therefore becomes a fundamental capability, not merely as a method, but as a way of understanding healthcare as an interconnected system. Rather than optimizing isolated interactions, it reframes the challenge around the conditions that must exist across people, processes and tools for high quality care to occur consistently and at scale. In doing so, service design establishes coherence and intent, creating the foundation on which technologies such as artificial intelligence can meaningfully contribute without fragmenting care.\u003c/p\u003e\n\u003cp\u003eIn this context, artificial intelligence is not the conductor. It is an enabler. It helps organizations understand complexity, connect signals and reduce operational burdens. This results in the realization of the intended design, put into practice every day.\u003c/p\u003e\n\u003cp\u003eMeaningful healthcare innovation is not about playing louder, but about assembling a harmonious orchestra in which the melody rings out as clear as a bell and the rhythm is a reliable drum that beats throughout the day.\u003c/p\u003e\n"},{"acfFcLayout":"divider","fullWidth":true},{"acfFcLayout":"author_credit_block","title":"Authors","credits":false,"illustration":{"title":"","creators":false},"authors":[{"slug":"gema-canovas","authorName":"Gema Cánovas","bio":"\u003cp\u003eGema is a design leader with over 15 years of experience in innovation, strategy and service design. She specializes in aligning human needs with business transformation, using research and systems thinking to turn complexity into meaningful, scalable change.\u003c/p\u003e\n\u003cp\u003eAs Design Director at frog Spain, she leads multidisciplinary teams and oversees innovation initiatives across industries, guiding organizations through design-led transformation. She combines strategic vision with hands-on execution—mentoring talent, shaping client relationships and embedding design capabilities within complex environments.\u003c/p\u003e\n\u003cp\u003eGema has partnered with leading organizations including BBVA, Orange, Mapfre, Acciona, AstraZeneca, Reale, Verisure, the Red Cross, IKEA and the Basque Culinary Center, helping them drive sustainable impact through the integration of design, technology and business strategy.\u003c/p\u003e\n\u003cp\u003eShe also lectures on Strategic Innovation Management at the Polytechnic University of Madrid.\u003c/p\u003e\n","designation":"Design Director – Research \u0026 Service Design ","twitterProfileLink":"","mediumProfileLink":"","authorImage":{"id":86172,"title":"Gema-Canovas-author","filename":"Gema-Canovas-author.png","filesize":213231,"url":"https://wp.frog.co/wp-content/uploads/2026/03/Gema-Canovas-author.png","link":"https://www.frog.co/authors/gema-canovas/attachment/gema-canovas-author/","alt":"","author":"30","description":"","caption":"","name":"gema-canovas-author","status":"inherit","uploadedTo":86170,"date":"2026-03-02 23:07:53","modified":"2026-03-02 23:07:53","menuOrder":0,"mimeType":"image/png","type":"image","subtype":"png","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":900,"height":900,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2026/03/Gema-Canovas-author-150x150.png","thumbnailWidth":150,"thumbnailHeight":150,"medium":"https://wp.frog.co/wp-content/uploads/2026/03/Gema-Canovas-author-300x300.png","mediumWidth":300,"mediumHeight":300,"mediumLarge":"https://wp.frog.co/wp-content/uploads/2026/03/Gema-Canovas-author-768x768.png","mediumLargeWidth":640,"mediumLargeHeight":640,"large":"https://wp.frog.co/wp-content/uploads/2026/03/Gema-Canovas-author.png","largeWidth":640,"largeHeight":640,"1536X1536":"https://wp.frog.co/wp-content/uploads/2026/03/Gema-Canovas-author.png","1536X1536Width":900,"1536X1536Height":900,"2048X2048":"https://wp.frog.co/wp-content/uploads/2026/03/Gema-Canovas-author.png","2048X2048Width":900,"2048X2048Height":900}}},{"slug":"patricia-salcedo","authorName":"Patricia Salcedo","bio":"\u003cp\u003ePatricia is a Design Lead with over 12 years of experience shaping design-led transformation at the intersection of strategy, service ecosystems and digital innovation. She partners with organizations navigating systemic change, helping them translate complexity into structured, human-centered initiatives.\u003c/p\u003e\n\u003cp\u003eAcross healthcare, retail and mobility, she leads multi-stakeholder programs that connect research, business ambition and product delivery. Her work spans innovation labs, open innovation platforms, intrapreneurship programs and digital service ecosystems, guiding initiatives from insight to MVP launch.\u003c/p\u003e\n\u003cp\u003eShe has collaborated with organizations including GSK, Roche, Merck, Gilead, Ferrer, Grupo LAR and Unibail-Rodamco, driving strategic programs with measurable impact.\u003c/p\u003e\n\u003cp\u003eOriginally trained as an architect, Patricia approaches transformation structurally designing not only solutions, but the conditions that enable innovation to thrive. Shaped by her experience living and working across different cultural contexts, she brings global perspective, cultural sensitivity and systems thinking to complex transformation efforts.\u003c/p\u003e\n","designation":"Design Lead - Research \u0026 Service Design","twitterProfileLink":"","mediumProfileLink":"","authorImage":{"id":86182,"title":"Patricia-Salcedo-author","filename":"Patricia-Salcedo-author.png","filesize":216442,"url":"https://wp.frog.co/wp-content/uploads/2026/03/Patricia-Salcedo-author.png","link":"https://www.frog.co/authors/patricia-salcedo/attachment/patricia-salcedo-author/","alt":"","author":"30","description":"","caption":"","name":"patricia-salcedo-author","status":"inherit","uploadedTo":86180,"date":"2026-03-02 23:09:38","modified":"2026-03-02 23:09:38","menuOrder":0,"mimeType":"image/png","type":"image","subtype":"png","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":900,"height":900,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2026/03/Patricia-Salcedo-author-150x150.png","thumbnailWidth":150,"thumbnailHeight":150,"medium":"https://wp.frog.co/wp-content/uploads/2026/03/Patricia-Salcedo-author-300x300.png","mediumWidth":300,"mediumHeight":300,"mediumLarge":"https://wp.frog.co/wp-content/uploads/2026/03/Patricia-Salcedo-author-768x768.png","mediumLargeWidth":640,"mediumLargeHeight":640,"large":"https://wp.frog.co/wp-content/uploads/2026/03/Patricia-Salcedo-author.png","largeWidth":640,"largeHeight":640,"1536X1536":"https://wp.frog.co/wp-content/uploads/2026/03/Patricia-Salcedo-author.png","1536X1536Width":900,"1536X1536Height":900,"2048X2048":"https://wp.frog.co/wp-content/uploads/2026/03/Patricia-Salcedo-author.png","2048X2048Width":900,"2048X2048Height":900}}},{"slug":"fatima-avendano","authorName":"Fátima Avendaño","bio":"\u003cp\u003eFátima is a Senior Service Designer and Design Researcher with an Industrial Design background and over 8 years of experience leading complex, high-impact projects across healthcare, technology, and consumer industries in Latin America and Europe.\u003c/p\u003e\n\u003cp\u003eShe specializes in service and product design, strategic consultancy, and patient- and user-centric innovation, with extensive experience collaborating with leading pharmaceutical companies such as Roche, AstraZeneca, Novartis, Bayer, among others. Her healthcare work includes the development of patient journeys, diagnostic and treatment algorithms, service optimization, and healthcare experience transformation within regulated environments.\u003c/p\u003e\n\u003cp\u003eIn addition, Fátima has worked with global organizations including Google, Facebook (Meta), PepsiCo, Coca-Cola, Cupra, Basque Culinary Center, Festina, Acciona, and BBVA, among others, contributing to strategic and innovation-driven initiatives.\u003c/p\u003e\n\u003cp\u003eShe has led multidisciplinary teams and end-to-end projects, excelling in stakeholder management, leadership, and cross-functional coordination. Her experience also includes AI-enabled projects, where she maps and analyses processes to identify high-value opportunities for the effective and responsible use of artificial intelligence.\u003c/p\u003e\n","designation":"Senior Service Designer - Research \u0026 Service Design","twitterProfileLink":"","mediumProfileLink":"","authorImage":{"id":86192,"title":"Fatima Avendano-author","filename":"Fatima Avendano-author.png","filesize":299258,"url":"https://wp.frog.co/wp-content/uploads/2026/03/Fatima Avendano-author.png","link":"https://www.frog.co/authors/fatima-avendano/attachment/fatima-avendano-author/","alt":"","author":"30","description":"","caption":"","name":"fatima-avendano-author","status":"inherit","uploadedTo":86190,"date":"2026-03-02 23:11:15","modified":"2026-03-02 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Mind frogcast Ep.56 – The Future of Customer Experience","description":"Our Guest: Gagandeep Gadri, Managing Director, frog","topics_title":"","topics":false,"author":"Podcast","hide_module":false,"hide_post":false,"slug_override":""}},{"acf_fc_layout":"long_form_text_block","text_content":"\u003cp\u003e\u003cstrong\u003eIn this episode of the Design Mind frogcast\u003c/strong\u003e we’re joined by Gagandeep Gadri, Managing Director of frog to explore the future of customer experience. We examine the gap between what organizations believe they offer and what customers actually feel they’re getting. Plus, we dive into the rise of AI in business and the co-evolution of human-AI chemistry.\u003c/p\u003e\n\u003cp\u003eListen to the podcast episode below. You can also find the \u003cstrong\u003eDesign Mind frogcast\u003c/strong\u003e on \u003ca href=\"https://podcasts.apple.com/us/podcast/design-mind-frogcast/id1541644073\" target=\"_blank\" rel=\"noopener\"\u003eApple Podcasts\u003c/a\u003e, \u003ca href=\"https://open.spotify.com/show/5mxbuRY6KtBwIrNhWhu0sx\" target=\"_blank\" rel=\"noopener\"\u003eSpotify\u003c/a\u003e and anywhere you listen to podcasts.\u003c/p\u003e\n\u003cp\u003eFeatured in this episode\u003c/p\u003e\n\u003cul\u003e\n\u003cli\u003e\u003ca href=\"https://www.frog.co/designmind/futurescape-2026-artificial-realities-human-ai-chemistry\"\u003eFuturescape: Artificial Realities\u003c/a\u003e\u003c/li\u003e\n\u003cli\u003e\u003ca href=\"https://www.capgemini.com/solutions/resonance-ai-framework/\"\u003eResonance AI Framework by Capgemini\u003c/a\u003e\u003c/li\u003e\n\u003cli\u003e\u003ca href=\"https://www.frog.co/work/creating-consumer-insights-at-scale\"\u003eUnilever: Creating Consumer Insights at Scale\u003c/a\u003e\u003c/li\u003e\n\u003cli\u003e\u003ca href=\"https://www.frog.co/designmind/the-new-lines-of-luxury#download\"\u003eThe New Lines of Luxury Report\u003c/a\u003e\u003c/li\u003e\n\u003cli\u003e\u003ca href=\"https://www.frog.co/work/deepening-customer-engagement-with-ikea-retail\"\u003eDeepening Customer Engagement with IKEA Retail\u003c/a\u003e\u003c/li\u003e\n\u003cli\u003e\u003ca href=\"https://www.frog.co/work/decarbonizing-trucking-with-hyliko\"\u003eHyliko: Decarbonizing Trucking with Hydrogen\u003c/a\u003e\u003c/li\u003e\n\u003cli\u003e\u003ca href=\"https://www.frog.co/work/home-kitchen-a-new-recipe-for-change\"\u003eHome Kitchen: A New Recipe for Change\u003c/a\u003e\u003c/li\u003e\n\u003c/ul\u003e\n"},{"acf_fc_layout":"long_form_text_block","text_content":"\u003cp\u003e\u003ciframe loading=\"lazy\" height=\"200px\" width=\"100%\" frameborder=\"no\" scrolling=\"no\" seamless src=\"https://player.simplecast.com/510877c3-f3b0-4cca-b7da-a89ca17183f1?dark=true\"\u003e\u003c/iframe\u003e\u003c/p\u003e\n"},{"acf_fc_layout":"long_form_text_block","text_content":"\u003cp\u003e\u003cstrong\u003eEpisode Transcript:\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDesign Mind frogcast\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eEpisode 56:\u003c/strong\u003e The Future of Customer Experience\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eGuest:\u003c/strong\u003e Gagandeep Gadri, Managing Director, frog\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:00:03] Elizabeth Wood:\u003c/strong\u003e Welcome to the Design Mind frogcast. Each episode, we go behind the scenes to meet the people designing what’s next in the world of products, services and experiences, both here at frog and far, far outside the pond. I’m Elizabeth Wood.\u003c/p\u003e\n\u003cp\u003eToday on our show, we’re exploring the future of \u003ca href=\"https://www.frog.co/services/customer-experience-design\"\u003ecustomer experience\u003c/a\u003e. To do this, we’re joined by Gagandeep Gadri, Managing Director of frog. Gagandeep has spent 25 years driving innovation and unlocking growth for leading global brands. Today, his perspective is further shaped by leading a team of more than 2,000 strategists, creatives, technologists, business and industry experts here at frog. He’ll share why, first and foremost, delivering superior experiences is about way more than individual transactions.\u003c/p\u003e\n\u003cp\u003eWe also examine the gap between what organizations believe they offer and what customers actually feel they’re getting. Plus, we dive into the rise of AI in business and the co-evolution of human-AI chemistry, a topic covered in depth in our new report titled \u003ca href=\"https://www.frog.co/designmind/futurescape-2026-artificial-realities-human-ai-chemistry\"\u003eFuturescape: Artificial Realities\u003c/a\u003e. Check the show notes for a link, trust me, you’re not going to want to miss that.\u003c/p\u003e\n\u003cp\u003eBut first, here’s Gagandeep.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:01:09] Gagandeep Gadri:\u003c/strong\u003e So a typical day for me, you know what? There\u0026#8217;s not a typical day. It\u0026#8217;s always different. But normally, if I\u0026#8217;m at home, I normally get up and I\u0026#8217;m at the gym at seven o\u0026#8217;clock. But because I live in the UK, I already have topics coming through from US from the day before, but from Australia, Asia, India and then Europe and UK is waking up, so it all goes a bit crazy. But most of the time, I always like to talk to clients to see what\u0026#8217;s happening and how we\u0026#8217;re performing and I like to randomly call someone in frog just to get a sense of what\u0026#8217;s going on and what\u0026#8217;s happening.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:01:42] Gagandeep Gadri:\u003c/strong\u003e I really love everything we do at frog, you know, the way we help brands all over the world reinvent themselves. You know, really looking at what could be new products, new services, new experiences, but super importantly, how you deliver those experiences to make a real difference.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:01:57] Gagandeep Gadri:\u003c/strong\u003e And you know, we have such a rich legacy with clients from over 50 years. And given the people that work at frog, they\u0026#8217;re so loyal and fanatical about it. But also we’re recognized in the industry as well, with \u003ca href=\"https://www.frog.co/designmind/forrester-names-capgemini-a-leader-in-customer-experience-strategy-consulting\"\u003eForrester being leaders in CX strategy\u003c/a\u003e and with \u003ca href=\"https://www.forbes.com/lists/worlds-best-management-consulting-firms/\" target=\"_blank\" rel=\"noopener\"\u003eForbes being one of the top consulting firms in the world\u003c/a\u003e.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:02:15] Gagandeep Gadri:\u003c/strong\u003e In my role, I have the pleasure of traveling all over the world and visiting all of our different frog studios and there\u0026#8217;s a lot that I still need to visit. But one of the things that always impresses me is the quality of the people and the quality of the work that is all over the world. It\u0026#8217;s the same creativity, the same passion people have and the quality of the work really impresses me.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:02:40] Elizabeth Wood:\u003c/strong\u003e Collaborating with clients across the globe means that Gagandeep notices some pretty interesting emerging trends. Here he shares the key developments shaping customer experience today.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:02:51] Gagandeep Gadri:\u003c/strong\u003e So, you know, CX, it\u0026#8217;s fundamentally changing. It\u0026#8217;s not about being nice or a nice to have in an organization. It\u0026#8217;s a real differentiator. Look, I ask everyone listening, you know, what are the \u003ca href=\"https://www.frog.co/services\" rel=\"noopener\"\u003eexperiences you remember\u003c/a\u003e? And it\u0026#8217;s the ones that are really personal, have a human touch, meaningful and you remember that aeroplane ride, that hotel experience, that shopping experience. So it\u0026#8217;s shifting experience to beyond transactions. And what we know is that if you get the experience right or really good. You get a higher customer satisfaction, but at the same time, that drives more sales, but also lower cost to serve as well. So that\u0026#8217;s why organizations really need to deliver on experience, but not just ordinary experience. It\u0026#8217;s about \u003ca href=\"https://www.frog.co/designmind/learn-design-thinking-customer-experience-design\" rel=\"noopener\"\u003edelivering a superior customer experience\u003c/a\u003e and I\u0026#8217;m afraid if you don\u0026#8217;t want to do that, then you might as well shut up shop and don\u0026#8217;t do anything at all.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:03:48] Gagandeep Gadri:\u003c/strong\u003e So we did some research, we asked organizations, do you think you\u0026#8217;re delivering a great experience? And 85% of them said yes. But when we asked consumers, only 60% said yes. But of those consumers, we then asked them, do you feel really valued or really special? Only 3% said they did. So there\u0026#8217;s a massive disconnect between what organizations think and then what consumers are thinking. So you need to solve that.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:04:17] Gagandeep Gadri:\u003c/strong\u003e If an organization thinks they\u0026#8217;re meeting the expectation, they\u0026#8217;re not going to invest in it. But if your consumers are saying you\u0026#8217;re not and actually it\u0026#8217;s not very special, you need to listen to that and then understand why and what and start to make investments.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:04:31] Elizabeth Wood:\u003c/strong\u003e Listening closely to customers and making them feel valued is essential. On top of this, organizations need to make sense of complexity to create truly meaningful experiences.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:04:40] Gagandeep Gadri:\u003c/strong\u003e There\u0026#8217;s lots of different types of people who do you target? But how do you do that within a world where there are so many different tensions going on economically and politically and we want to do better on the planet as well. So how do you marry all of that complexity and deliver a superior customer experience?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:04:58] Gagandeep Gadri:\u003c/strong\u003e Our realities are being challenged every single day. So what do I mean by that? Firstly, as a consumer, you have so many choices about what you could do, so being loyal to a brand or thinking on the experience often don\u0026#8217;t happen so much as convenience or what\u0026#8217;s in front of you or some other choices which drive your decision. Now, as an organization, you\u0026#8217;ve got so many people in the world. The globe is so small, but it\u0026#8217;s so big at the same time. So which customers do you target? What do you say to them? How can you be exclusive, but also inclusive of everyone as well? All of that in a dimension of economic turmoil, geopolitical tensions everywhere makes it super hard for an organization to make longer term decisions. And in everyone\u0026#8217;s mind, really importantly, is our planet and how do we do things in a more sustainable way, looking after not only the organizations, but looking after society and the planet at the same time. So addressing all of those different topics is hard.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:06:07] Elizabeth Wood:\u003c/strong\u003e During our conversation, Gagandeep offered a set of beliefs to help shape a more connected, sustainable and customer-centric approach.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:06:14] Gagandeep Gadri:\u003c/strong\u003e There are a couple of beliefs that I have which are super important when you\u0026#8217;re looking at experience. Look, the first one is, the only one constant in life is \u003ca href=\"https://www.frog.co/designmind/change-defines-the-new-marketing-operating-model\"\u003echange\u003c/a\u003e. As an organization we\u0026#8217;ve seen 50 years of change, right? How do you bring real emotion into products? How do we then bridge physical and digital? And now, how do you do all of that in a sustainable way? So lots of change that you have to do as an organization, you have to be ready to face into it. The second thing is, we believe that the world is on a dual transition to become more sustainable and to become more digital. But you can\u0026#8217;t think of them separately. You have to address the two things together and that\u0026#8217;s what we call eco-digital. And the third belief is, I often talk to clients and they might be in a business-to-business perspective or a direct-to-consumer and the way you execute on experience in those areas is different, but actually the expectation is the same. If you\u0026#8217;re a person and you work in a procurement department of a large organization, but you\u0026#8217;re also out shopping, buying things, your expectations of what you would expect from a business-to-business is exactly what you would get from a normal consumer experience. So those expectations are set and need to be delivered in a business-to-business perspective as well. And I see that a lot in business out there organizations having to now really step up in a business-to-business perspective, because it\u0026#8217;s the same people you\u0026#8217;re dealing with and they have a certain expectation on experience, on service, on marketing and on engagement. So I think there are three beliefs, really, that we need to think about. Change is constantly happening. You need to be ready for it. The eco-digital era, how do we be sustainable and digital? And B-to-B expectations are set by B-to-C experience.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:08:07] Gagandeep Gadri:\u003c/strong\u003e One of the things I see a lot when I talk to customer experience or \u003ca href=\"https://www.frog.co/insights/from-complexity-to-clarity-how-cmos-can-reclaim-marketing-to-build-competitive-edge\"\u003emarketing executives, is, how do you unlock budget in an organization to make change happen?\u003c/a\u003e There\u0026#8217;s a lot of focus on the creativity and how things are so great, but you\u0026#8217;ve got to have a business impact. So the first topic I wanted to talk about is very much about the hot topic of the moment, agentic AI. But I\u0026#8217;m going to talk about agentic AI and human and how you use that to drive profitability. The second topic and the third topic are around hyper-personalization and meaningful engagement. But how do you use those to \u003ca href=\"https://www.frog.co/designmind/building-loyalty-customer-experience\"\u003edrive loyalty\u003c/a\u003e? So your customers are sticky, they come back, they buy more and drive more revenue. The final area I\u0026#8217;m going to talk about is business reinvention. How do you really develop new products and new services? And that\u0026#8217;s really important to \u003ca href=\"https://www.frog.co/services/growth-strategy\"\u003edrive growth\u003c/a\u003e. And I think it\u0026#8217;s very important when we talk about these topics, we link them to a business outcome, because I think that\u0026#8217;s a better way for you to get the support you need in a board in the organization and to get budgets and make change happen.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:09:16] Gagandeep Gadri:\u003c/strong\u003e I think one of the things as CX executives we need to get much better at is a \u003ca href=\"https://www.frog.co/designmind/the-business-value-of-customer-experience\"\u003estrategy which has clear outcomes to it\u003c/a\u003e. So having clear KPIs, which could be employee focus, customer benefits, but real profit and ROI return as well. So a stronger connect to business case as well. And I think it\u0026#8217;s a muscle for customer marketing executives that we really need to focus on, because often when we speak to our clients. They have great ideas. But how does it realize in business and do a return on investment? So it\u0026#8217;s making that link and following the process in the business in order to get the sign off and support that you need.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:09:57] Elizabeth Wood:\u003c/strong\u003e More than ever, \u003ca href=\"https://www.frog.co/services/data-and-ai\"\u003eAI seems to be the topic of every business conversation\u003c/a\u003e. Here Gagandeep shares his view on why AI is so critical for the future of customer experience. As frog is part of Capgemini Invent, he also shares a bit about Capgemini’s \u003ca href=\"https://www.capgemini.com/solutions/resonance-ai-framework/\" target=\"_blank\" rel=\"noopener\"\u003eResonance AI Framework\u003c/a\u003e–another link you can find in our show notes.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:10:16] Gagandeep Gadri:\u003c/strong\u003e The way I like to talk about agentic AI is agentic AI and humans. It\u0026#8217;s together. And we should really consider AI as an extension to humanity. Why? First part is, if you automate jobs and processes using AI, that actually gives you more time. So the big question is, what do you do with that time? What are the new things we can do to drive better experiences, better outcomes or newer products and services? The second aspect is, you know, you\u0026#8217;re shifting from one mind to many minds.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:10:50] Gagandeep Gadri:\u003c/strong\u003e If you look at it, you know, internet democratized information, but AI is democratizing wisdom. It\u0026#8217;s about not just one person\u0026#8217;s intelligence, but a collective intelligence, a collective wisdom.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:11:04] Gagandeep Gadri:\u003c/strong\u003e And you know, AI can never replace person-to-person connections. \u003ca href=\"https://www.frog.co/designmind/three-ways-ai-is-advancing-the-customer-experience\"\u003eSo if you want to thrive in the age of AI, it\u0026#8217;s about becoming exceptionally good at collaborating, but thinking of AI and human together\u003c/a\u003e.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:11:17] Gagandeep Gadri:\u003c/strong\u003e So we\u0026#8217;ve developed a framework to help our clients navigate here and we need to look at it in two parts, you know, we call it the \u003ca href=\"https://www.capgemini.com/solutions/resonance-ai-framework/\" target=\"_blank\" rel=\"noopener\"\u003eResonance Framework\u003c/a\u003e. And the first bit is the what and the second bit is the how, right, the what is recognizing there are waves of AI that come there\u0026#8217;s simple automation. There is more complex leverage of AI, maybe bringing physical and digital and biological things together, but there are waves of AI. So yes, there are different things happening. How you do it, we use a three-layer model in order to help our clients navigate it. You know, the first part is access to AI. What\u0026#8217;s your base technology and what\u0026#8217;s your base data? The second is, then, how do you adapt that for your organization? What\u0026#8217;s the vision? What\u0026#8217;s the organization that you have in order to leverage this? But the third part is the really important one and this is where frog plays a massive part. It\u0026#8217;s the adoption, the human-AI chemistry. So what are the things AI does? How does that change what humans do? How do they adapt themselves and how do you make it work together?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:12:27] Gagandeep Gadri:\u003c/strong\u003e Most of the AI tools that have been developed at the minute are for people like me that sit at a desk, yet 80% of the workforce are on their feet and they\u0026#8217;re working with their hands. What are the AI tools for them? So we had one of the world\u0026#8217;s leading grocers come to us and say, our coworkers in store, how can we enable them with AI so that they can deliver a better experience? So we\u0026#8217;ve actually been working with them to \u003ca href=\"https://www.frog.co/designmind/empowering-frontline-retail-workers-with-ai\"\u003edevelop a headset tool which allows someone who\u0026#8217;s working on the shop floor to then respond more easily\u003c/a\u003e, have information about what product available, more detail about products, give alternatives to products if they\u0026#8217;re not available. And actually the business case around that is 100 million in cost efficiency, but also revenue growth. So this is my point about leveraging AI with humans together in order to drive profitability.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:13:20] Elizabeth Wood:\u003c/strong\u003e We’re going to take a short break. When we return, we’ll hear more from Gagandeep on the future of AI and customer experience.\u003c/p\u003e\n"},{"acf_fc_layout":"report_link_out_block","image":{"ID":86210,"id":86210,"title":"design-mind-frogcast-ep-56-futurescape","filename":"design-mind-frogcast-ep-56-futurescape.jpg","filesize":77251,"url":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape.jpg","link":"https://www.frog.co/designmind/design-mind-frogcast-ep-56-the-future-of-customer-experience/attachment/design-mind-frogcast-ep-56-futurescape/","alt":"","author":"30","description":"","caption":"","name":"design-mind-frogcast-ep-56-futurescape","status":"inherit","uploaded_to":85084,"date":"2026-03-04 17:31:32","modified":"2026-03-04 17:31:32","menu_order":0,"mime_type":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":1268,"height":1214,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape-150x150.jpg","thumbnail-width":150,"thumbnail-height":150,"medium":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape-300x287.jpg","medium-width":300,"medium-height":287,"medium_large":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape-768x735.jpg","medium_large-width":640,"medium_large-height":613,"large":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape-1024x980.jpg","large-width":640,"large-height":613,"1536x1536":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape.jpg","1536x1536-width":1268,"1536x1536-height":1214,"2048x2048":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape.jpg","2048x2048-width":1268,"2048x2048-height":1214}},"description":"Featured in this episode is the recent frog report ‘Futurescape: Artificial Realities.’","report_link":{"label":"Download the Report","url":"https://www.frog.co/designmind/futurescape-2026-artificial-realities-human-ai-chemistry","type":"internal"}},{"acf_fc_layout":"long_form_text_block","text_content":"\u003cp\u003e\u003cstrong\u003e[00:14:00] Elizabeth Wood:\u003c/strong\u003e Now back to Gagandeep Gadri, Managing Director of frog. Here he shares more on specific uses cases for AI and customer experience.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:14:08] Gagandeep Gadri:\u003c/strong\u003e Hyper-personalization. We\u0026#8217;ve been talking about that for over 30 years, but now you can really do it. You know, you can take a picture and that picture can then be turned into a video and it could have different languages or different backgrounds or even people in it from that one picture or brand input that you give. So now you can really make hyper-personalization happen. But our clients are saying to us, you know, with this fundamental change that\u0026#8217;s happening, what does that mean for the marketing department? How are they going to change?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:14:41] Gagandeep Gadri:\u003c/strong\u003e In a lot of personalization, it\u0026#8217;s about how you get the data and connect it into insights. You know, we have a \u003ca href=\"https://www.frog.co/work/creating-consumer-insights-at-scale\"\u003elong standing relationship with Unilever and we\u0026#8217;ve set up something called the People Data Center\u003c/a\u003e, because it\u0026#8217;s not just about the data, it\u0026#8217;s what the people do with it and how you use it across the business. And I think it\u0026#8217;s a great relationship we\u0026#8217;ve had, which is really using data everything from developing a project product through to marketing it, through to the supply chain and the customer service, you know, understanding what you can do with that data and information. You know, how does your product compare with the second best product or a competitor product? What can you learn? How about when someone shoots a social media post about your product? How do you take that information and not just what they\u0026#8217;re saying in the video, but where they\u0026#8217;re standing and what they\u0026#8217;re doing and bring all of that data in and I think all of that information just helps you personalize customer experience more and more.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:15:37] Gagandeep Gadri:\u003c/strong\u003e You know, the marketing department has a key shift and a role when it comes to the overall experience. You know, what we\u0026#8217;re seeing in the marketplace is it\u0026#8217;s not just about the engagement or the communication. It\u0026#8217;s about the end-to-end experience. Why? Because at multiple touch points, you\u0026#8217;re engaging with customers. So if you want to land the brand position, you want to land the brand narrative, it\u0026#8217;s happening in a continuous way along the experience and a key part of that are employees and co workers as well, right? They need to be on point with that message. So I think when we think about marketing, we need to think about it in an end-to-end way affecting the whole experience.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:16:16] Gagandeep Gadri:\u003c/strong\u003e So one of the world\u0026#8217;s leading beverage companies came to us and said, look, in a world in which you have agentic agents everywhere, they\u0026#8217;re listening to you and actually beginning to make decisions on your behalf, what does that mean for my marketing department?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:16:31] Gagandeep Gadri:\u003c/strong\u003e So the impact on marketing is going to be fundamental. Okay, yes, there\u0026#8217;s some automation and efficiency gain and simplification, but the real power is on growth. Okay, if you\u0026#8217;re more personal and you can scale more, you have a closer engagement, you\u0026#8217;re going to drive growth. And you know, the magic comes from the hyper-personalization, which is all about knowing customers and consumers and bringing them to the moment, but then hyper-contextualization is these agents that really listen to where you are, what are you doing in the moment and then when you bring the two together, that\u0026#8217;s where you can have the magic moments happen, right? Because it\u0026#8217;s hyper-personalized, hyper-contextual. So real, great power there to drive scale and growth, but it\u0026#8217;s a fundamental rethink of the marketing organization. You know it\u0026#8217;s no longer a linear process, it\u0026#8217;s more cyclical, it\u0026#8217;s adaptive, but it\u0026#8217;s also experience focused. It\u0026#8217;s not just on the engagement. Yes, it\u0026#8217;s got agentic at its core. So data and tech is important, but the human intuition, human traits to come through, are going to be super important. Otherwise, it\u0026#8217;s all going to become the same, right? And so in a marketing department, yes, you\u0026#8217;ll need data skills, technology skills, but creativity, authenticity, behavioral science, experimentation, thinking about end-to-end, all of these things are going to be really, really key, which is super important to get hyper-personalization right.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:17:59] Elizabeth Wood:\u003c/strong\u003e Getting hyper-personalization right is just one lever for ensuring customer loyalty, but it will still require human oversight. During our conversation, Gagandeep stressed why AI cannot replace the human touch when it comes to ensuring value —specifically when it comes to the power of storytelling.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:18:15] Gagandeep Gadri:\u003c/strong\u003e I think human creativity and ideas are still going to rule. Why? Because as human beings, we\u0026#8217;re storytellers. We like the story. So when you look at a piece of art or you look at a new product, you like the art and the product, but we equally like the story. How is it made? How did it come to happen? Well, actually, if AI is doing all of that, there\u0026#8217;s not much of a story there to tell. That\u0026#8217;s why I think the engagement and the meaningful engagement part, there\u0026#8217;s a huge role for humans to play in there, to drive that creativity and to drive those stories. \u003ca href=\"https://www.capgemini.com/gb-en/news/client-stories/deepening-customer-engagement-with-ikea-retail/\" target=\"_blank\" rel=\"noopener\"\u003eIKEA came to us when they were talking to us about Ikea Family\u003c/a\u003e, you know, one of the world\u0026#8217;s largest loyalty programs with really, in a world of digital, in a world in which their shoppers are shopping all over different channels, what\u0026#8217;s the role of Ikea Family? And that\u0026#8217;s where we looked at adapting Ikea Family to unlock a big question. Big question being: Your home is never done. So you might start off doing a bedroom or a kitchen, you then might move home. So how can Ikea Family play the role, play that partner of yours to help you complete the home all the time and having that insight and driving that in the engagement that you\u0026#8217;re then doing makes loyalty happen and that\u0026#8217;s what\u0026#8217;s been really key and success. And the \u003ca href=\"https://www.frog.co/work/deepening-customer-engagement-with-ikea-retail\"\u003ecase study\u003c/a\u003e is on our website and there\u0026#8217;s a lot of information about what we\u0026#8217;ve done, but super, really good way where we\u0026#8217;re leveraging technology, data and information, but with meaningful engagement., data and information, but with meaningful engagement.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:19:43] Elizabeth Wood:\u003c/strong\u003e Ultimately, delivering on customer experience builds brands and drives loyalty. But it also unlocks unlimited potential for growth and business reinvention.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:19:52] Gagandeep Gadri:\u003c/strong\u003e The final area I wanted to talk about was business reinvention, and that\u0026#8217;s super important when it comes to customer experience because it\u0026#8217;s all about what are the products, what are the services, what are the new experiences you want to give to consumers, right? And we learn so much data and information about consumers. How do we use that to reinvent what we do? And I think the first thing to say here is that it\u0026#8217;s not a one off. Organizations need a constant muscle to reinvent themselves, because technology expectations are changing so fast around us, you need to be able to continually reinvest so that you\u0026#8217;re relevant to consumers, because there\u0026#8217;s going to be competition coming along to deliver new products and new services. So we talk about that as business reinvention, but it\u0026#8217;s on a continuous basis.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:20:40] Gagandeep Gadri:\u003c/strong\u003e So over the last year, we\u0026#8217;ve been looking at a segment, \u003ca href=\"https://www.frog.co/services/global-luxury\"\u003eluxury segment and across industries, so wealth banking, high-end cars, high-end clothing and jewelry\u003c/a\u003e, because it\u0026#8217;s being reshaped and it\u0026#8217;s being reinvented. \u003ca href=\"https://www.frog.co/designmind/the-new-lines-of-luxury\"\u003eSo we\u0026#8217;ve done this great research you can get on the website as well, where we spoke to thousands of High-Net-Worth Individuals about what their expectations are\u003c/a\u003e. And that was super important for us to understand, how do we reinvent in this area. And a couple of key insights from there were around, you know, there is a fatigue in the market setting in, there are signs of saturation and shifting priorities. Secondly, emotional expectations are really exploding. Consumers are really seeking meaning and connection transformations. You know, when I spoke about meaning. Experiences, human experiences. In this segment, it\u0026#8217;s really, really key. But also, \u003ca href=\"https://www.frog.co/designmind/genz-will-reinvent-your-business-heres-how\"\u003eGen Z is emerging as a cultural force\u003c/a\u003e. You know, they\u0026#8217;re setting new standards. They want really good visual storytelling, authenticity and brand engagement. So all of these are rewriting the rules of what we call desirability and the way we approach that is on three dimensions when we talk to our luxury clients, right? First one is around elevating timeless craft with innovation. \u003ca href=\"https://www.frog.co/work/reimagining-luxury-craftsmanship\"\u003eSo how do you take the legacy, the heritage of your luxury brand, but innovate with technology?\u003c/a\u003e The second one is, how do you commit to uniqueness, but through real intimacy in digital moments and physical moments as well. But the final area is around, how do you inspire as a social leader as well, to sustain desire. So it\u0026#8217;s really important, even in this market, sustainability is a key, key topic. So how do we make sure of packaging the experience? Yes, it delivers a luxury touch, but we\u0026#8217;re very conscious about what we do and in a sustainable way as well.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:22:37] Elizabeth Wood:\u003c/strong\u003e Across all industries, the dual focus of sustainability and digitalization plays a very important role, when it comes to delivering on customer experience.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:22:46] Gagandeep Gadri:\u003c/strong\u003e One of the major industries which is really changing is transportation and the effect that has on \u003ca href=\"https://www.frog.co/services/sustainability\"\u003esustainability\u003c/a\u003e. So we had the \u003ca href=\"https://www.frog.co/work/decarbonizing-trucking-with-hyliko\"\u003eKouros Group and Hyliko come to us to talk about, how do we decarbonize heavy duty trucking?\u003c/a\u003e So we worked with them to come up with a whole new truck-as-a-service platform. So instead of having your own trucks, you\u0026#8217;re able to get trucks for as long as you need them, but they\u0026#8217;re all hydrogen powered vehicles as well. So it\u0026#8217;s green hydrogen, fleet management and maintenance. So how do you set that up as a service? So we worked with them to develop the proposition, to develop the business model that was going to be needed as well and, as Capgemini, then we worked with them to create \u003ca href=\"https://www.capgemini.com/news/client-stories/hyliko-powers-freight-transport-with-hydrogen/\" target=\"_blank\" rel=\"noopener\"\u003ethe technology platform\u003c/a\u003e, the technology system that would be needed to drive that forward again, it\u0026#8217;s a great \u003ca href=\"https://www.frog.co/work/decarbonizing-trucking-with-hyliko\"\u003ecase study\u003c/a\u003e on our website about how we\u0026#8217;re reinventing businesses in a whole new area, but that delivers a better experience. So imagine as a company, if you use them as a service, you can talk about how you\u0026#8217;re being sustainable in the experience you\u0026#8217;re delivering for your consumers.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:23:55] Gagandeep Gadri:\u003c/strong\u003e You know, experiences come in all shapes and sizes. It doesn\u0026#8217;t have to be a private sector, big brand consumer experience.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:24:03] Gagandeep Gadri:\u003c/strong\u003e We had \u003ca href=\"https://www.frog.co/work/home-kitchen-a-new-recipe-for-change\"\u003eHome Kitchen\u003c/a\u003e, a not-for-profit restaurant and social impact program come to us to help vulnerable people get out of poverty and into work.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:24:14] Gagandeep Gadri:\u003c/strong\u003e Did you know every night in the UK, \u003ca href=\"https://england.shelter.org.uk/media/press_release/at_least_382000_people_are_homeless_in_england_today_\" target=\"_blank\" rel=\"noopener\"\u003enearly 300,000 people face homelessness\u003c/a\u003e, with nearly two thirds of those in London. So home kitchen was set up to address the issue and combat the stigma surrounding it. Their mission is to help socially vulnerable people get out of poverty and into work. As frog, we did some pro bono work for them, which really focused on shaping the brand identity, the look, the vision and the look of the actual restaurant itself. And what we focused on was highlighting the journey of the individuals behind every meal, showcasing them building their futures one plate at a time.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:24:53] Gagandeep Gadri:\u003c/strong\u003e As a brand, as an organization, your employees are your first customers, so take care of your employees and they\u0026#8217;ll take care of your customers. This is super important and we\u0026#8217;re seeing it more and more in the industry. You know, they give your brand narrative, brand messaging, brand position, positioning. So if they\u0026#8217;re not happy and they\u0026#8217;re not on message, your customers will pick that up. So so make that connection and make them feel very special.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:25:17] Elizabeth Wood:\u003c/strong\u003e That’s our show. The Design Mind frogcast was brought to you by frog, a leading global creative consultancy that is part of Capgemini Invent. Check today’s show notes for transcripts and more from our conversation.\u003c/p\u003e\n\u003cp\u003eWe really want to thank Gagandeep Gadri, Managing Director of frog for sharing his insights. Be sure to download our new report, \u003ca href=\"https://www.frog.co/designmind/futurescape-2026-artificial-realities-human-ai-chemistry\"\u003eFuturescape: Artificial Realities\u003c/a\u003e for 12 predictions and provocations exploring the future of human-AI chemistry.\u003c/p\u003e\n\u003cp\u003eWe also want to thank you, dear listener. If you like what you heard, tell your friends. Rate and review to help others find us on \u003ca href=\"https://podcasts.apple.com/us/podcast/design-mind-frogcast/id1541644073\" target=\"_blank\" rel=\"noopener\"\u003eApple Podcasts\u003c/a\u003e and \u003ca href=\"https://open.spotify.com/show/5mxbuRY6KtBwIrNhWhu0sx\" target=\"_blank\" rel=\"noopener\"\u003e Spotify\u003c/a\u003e. And be sure to follow us wherever you listen to podcasts. Find lots more to think about from our global frog team at \u003ca href=\"https://www.frog.co/designmind\"\u003efrog.co/designmind\u003c/a\u003e. That’s \u003ca href=\"https://www.frog.co/\"\u003efrog.co\u003c/a\u003e. Follow frog on X at \u003ca href=\"https://twitter.com/frogdesign\" target=\"_blank\" rel=\"noopener\"\u003e@frogdesign\u003c/a\u003e and \u003ca href=\"https://www.instagram.com/frog_design/\" target=\"_blank\" rel=\"noopener\"\u003e@frog_design\u003c/a\u003e on Instagram. And if you have any thoughts about the show, we’d love to hear from you. Reach out at \u003ca href=\"https://www.frog.co/contact\"\u003efrog.co/contact\u003c/a\u003e. Thanks for listening. Now go \u003ca href=\"https://www.frog.co/make-your-mark\"\u003emake your mark\u003c/a\u003e.\u003c/p\u003e\n"},{"acf_fc_layout":"divider","full_width":true},{"acf_fc_layout":"author_credit_block","title":"Authors","credits":false,"illustration":{"title":"Audio Production by","creators":[{"label":"Steven Strange","url":"https://www.stevenstrange.com/"}]},"authors":[{"ID":42755,"post_author":"30","post_date":"2022-03-28 15:20:00","post_date_gmt":"2022-03-28 15:20:00","post_content":"","post_title":"Gagandeep Gadri","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"gagandeep-gadri","to_ping":"","pinged":"","post_modified":"2026-02-03 22:14:08","post_modified_gmt":"2026-02-03 22:14:08","post_content_filtered":"","post_parent":0,"guid":"https://www.frogdesign.com/?post_type=authors\u0026#038;p=42755","menu_order":0,"post_type":"authors","post_mime_type":"","comment_count":"0","filter":"raw","acf":{"author_header":{"author_name":"Gagandeep Gadri","bio":"\u003cp\u003eGagandeep is an Executive Vice President and is the Managing Director of frog globally and the Head of frog in the United Kingdom. A future focused senior leader commanding 25 years of experience gained driving innovation, growth and delivering customer experience and digital projects across global brands. Above all, a bold innovator with the capacity to evoke positive change felt at both a human and organisational level.\u003c/p\u003e\n","designation":"Managing Director of frog, Part of Capgemini Invent","twitter_profile_link":"","medium_profile_link":"","author_image":{"ID":56862,"id":56862,"title":"Gagandeep-Gadri-Managing-Director-of-frog-Customer-First","filename":"Gagandeep-Gadri-Managing-Director-of-frog-Customer-First.jpg","filesize":41568,"url":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2022/03/17163809/Gagandeep-Gadri-Managing-Director-of-frog-Customer-First.jpg","link":"https://www.frog.co/authors/gagandeep-gadri/attachment/gagandeep-gadri-managing-director-of-frog-customer-first/","alt":"","author":"28","description":"","caption":"","name":"gagandeep-gadri-managing-director-of-frog-customer-first","status":"inherit","uploaded_to":42755,"date":"2023-02-17 16:38:09","modified":"2023-02-17 16:38:09","menu_order":0,"mime_type":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":500,"height":500,"sizes":{"thumbnail":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2022/03/17163809/Gagandeep-Gadri-Managing-Director-of-frog-Customer-First-150x150.jpg","thumbnail-width":150,"thumbnail-height":150,"medium":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2022/03/17163809/Gagandeep-Gadri-Managing-Director-of-frog-Customer-First-300x300.jpg","medium-width":300,"medium-height":300,"medium_large":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2022/03/17163809/Gagandeep-Gadri-Managing-Director-of-frog-Customer-First.jpg","medium_large-width":500,"medium_large-height":500,"large":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2022/03/17163809/Gagandeep-Gadri-Managing-Director-of-frog-Customer-First.jpg","large-width":500,"large-height":500,"1536x1536":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2022/03/17163809/Gagandeep-Gadri-Managing-Director-of-frog-Customer-First.jpg","1536x1536-width":500,"1536x1536-height":500,"2048x2048":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2022/03/17163809/Gagandeep-Gadri-Managing-Director-of-frog-Customer-First.jpg","2048x2048-width":500,"2048x2048-height":500}}},"author_featured":""},"post_url_slug":"https://www.frog.co/authors/gagandeep-gadri/"},{"ID":16815,"post_author":"16","post_date":"2020-11-20 23:18:33","post_date_gmt":"2020-11-20 23:18:33","post_content":"","post_title":"Elizabeth Wood","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"elizabeth-wood","to_ping":"","pinged":"","post_modified":"2023-08-20 08:53:37","post_modified_gmt":"2023-08-20 08:53:37","post_content_filtered":"","post_parent":0,"guid":"https://www.frogdesign.com/?post_type=authors\u0026#038;p=16815","menu_order":0,"post_type":"authors","post_mime_type":"","comment_count":"0","filter":"raw","acf":{"author_header":{"author_name":"Elizabeth Wood","bio":"\u003cp class=\"p1\"\u003eElizabeth tells design stories for frog. She first joined the New York studio in 2011, working on multidisciplinary teams to design award-winning products and services. Today, Elizabeth works out of the London studio on the global frog marketing team, leading editorial content.\u003c/p\u003e\n\u003cp class=\"p1\"\u003eShe has written and edited hundreds of articles about design and technology, and has given talks on the role of content in a weird, digital world. Her work has been published in \u003ci\u003eThe Content Strategist\u003c/i\u003e, \u003ci\u003eUNDO-Ordinary\u003c/i\u003e magazine and the book \u003ci\u003eAlone Together: Tales of Sisterhood and Solitude in Latin America\u003c/i\u003e (Bogotá International Press).\u003c/p\u003e\n\u003cp class=\"p1\"\u003ePreviously, Elizabeth was Communications Manager for UN OCHA’s Centre for Humanitarian Data in The Hague. She is a graduate of the Master’s Programme for Creative Writing at Birkbeck College, University of London.\u003c/p\u003e\n","designation":"Host, Design Mind frogcast \u0026 Editorial Director, frog Global Marketing","twitter_profile_link":"","medium_profile_link":"","author_image":{"ID":21629,"id":21629,"title":"Elizabeth-Wood_Headshot-s2","filename":"Elizabeth-Wood_Headshot-s2.jpg","filesize":61336,"url":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2021/03/12203718/Elizabeth-Wood_Headshot-s2.jpg","link":"https://www.frog.co/authors/elizabeth-wood/attachment/elizabeth-wood_headshot-s2/","alt":"","author":"22","description":"","caption":"","name":"elizabeth-wood_headshot-s2","status":"inherit","uploaded_to":16815,"date":"2021-03-12 20:37:18","modified":"2021-03-12 20:43:59","menu_order":0,"mime_type":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":1068,"height":1068,"sizes":{"thumbnail":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2021/03/12203718/Elizabeth-Wood_Headshot-s2-150x150.jpg","thumbnail-width":150,"thumbnail-height":150,"medium":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2021/03/12203718/Elizabeth-Wood_Headshot-s2-300x300.jpg","medium-width":300,"medium-height":300,"medium_large":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2021/03/12203718/Elizabeth-Wood_Headshot-s2-768x768.jpg","medium_large-width":640,"medium_large-height":640,"large":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2021/03/12203718/Elizabeth-Wood_Headshot-s2-1024x1024.jpg","large-width":640,"large-height":640,"1536x1536":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2021/03/12203718/Elizabeth-Wood_Headshot-s2.jpg","1536x1536-width":1068,"1536x1536-height":1068,"2048x2048":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2021/03/12203718/Elizabeth-Wood_Headshot-s2.jpg","2048x2048-width":1068,"2048x2048-height":1068}}},"author_featured":""},"post_url_slug":"https://www.frog.co/authors/elizabeth-wood/"}]},{"acf_fc_layout":"divider","full_width":true}],"if_related":{"image":{"ID":86152,"id":86152,"title":"Ep56_DMfc_The_Future_of_Customer_Experience-Gagandeep_Gadri_share_image","filename":"Ep56_DMfc_The_Future_of_Customer_Experience-Gagandeep_Gadri_share_image.png","filesize":592448,"url":"https://wp.frog.co/wp-content/uploads/2025/12/Ep56_DMfc_The_Future_of_Customer_Experience-Gagandeep_Gadri_share_image.png","link":"https://www.frog.co/designmind/design-mind-frogcast-ep-56-the-future-of-customer-experience/attachment/ep56_dmfc_the_future_of_customer_experience-gagandeep_gadri_share_image/","alt":"","author":"30","description":"","caption":"","name":"ep56_dmfc_the_future_of_customer_experience-gagandeep_gadri_share_image","status":"inherit","uploaded_to":85084,"date":"2026-03-02 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Mind frogcast Ep.56 – The Future of Customer Experience","description":"Our Guest: Gagandeep Gadri, Managing Director, frog","topicsTitle":"","topics":false,"author":"Podcast","hideModule":false,"hidePost":false,"slugOverride":""}},{"acfFcLayout":"long_form_text_block","textContent":"\u003cp\u003e\u003cstrong\u003eIn this episode of the Design Mind frogcast\u003c/strong\u003e we’re joined by Gagandeep Gadri, Managing Director of frog to explore the future of customer experience. We examine the gap between what organizations believe they offer and what customers actually feel they’re getting. Plus, we dive into the rise of AI in business and the co-evolution of human-AI chemistry.\u003c/p\u003e\n\u003cp\u003eListen to the podcast episode below. You can also find the \u003cstrong\u003eDesign Mind frogcast\u003c/strong\u003e on \u003ca href=\"https://podcasts.apple.com/us/podcast/design-mind-frogcast/id1541644073\" target=\"_blank\" rel=\"noopener\"\u003eApple Podcasts\u003c/a\u003e, \u003ca href=\"https://open.spotify.com/show/5mxbuRY6KtBwIrNhWhu0sx\" target=\"_blank\" rel=\"noopener\"\u003eSpotify\u003c/a\u003e and anywhere you listen to podcasts.\u003c/p\u003e\n\u003cp\u003eFeatured in this episode\u003c/p\u003e\n\u003cul\u003e\n\u003cli\u003e\u003ca href=\"https://www.frog.co/designmind/futurescape-2026-artificial-realities-human-ai-chemistry\"\u003eFuturescape: Artificial Realities\u003c/a\u003e\u003c/li\u003e\n\u003cli\u003e\u003ca href=\"https://www.capgemini.com/solutions/resonance-ai-framework/\"\u003eResonance AI Framework by Capgemini\u003c/a\u003e\u003c/li\u003e\n\u003cli\u003e\u003ca href=\"https://www.frog.co/work/creating-consumer-insights-at-scale\"\u003eUnilever: Creating Consumer Insights at Scale\u003c/a\u003e\u003c/li\u003e\n\u003cli\u003e\u003ca href=\"https://www.frog.co/designmind/the-new-lines-of-luxury#download\"\u003eThe New Lines of Luxury Report\u003c/a\u003e\u003c/li\u003e\n\u003cli\u003e\u003ca href=\"https://www.frog.co/work/deepening-customer-engagement-with-ikea-retail\"\u003eDeepening Customer Engagement with IKEA Retail\u003c/a\u003e\u003c/li\u003e\n\u003cli\u003e\u003ca href=\"https://www.frog.co/work/decarbonizing-trucking-with-hyliko\"\u003eHyliko: Decarbonizing Trucking with Hydrogen\u003c/a\u003e\u003c/li\u003e\n\u003cli\u003e\u003ca href=\"https://www.frog.co/work/home-kitchen-a-new-recipe-for-change\"\u003eHome Kitchen: A New Recipe for Change\u003c/a\u003e\u003c/li\u003e\n\u003c/ul\u003e\n"},{"acfFcLayout":"long_form_text_block","textContent":"\u003cp\u003e\u003ciframe loading=\"lazy\" height=\"200px\" width=\"100%\" frameborder=\"no\" scrolling=\"no\" seamless src=\"https://player.simplecast.com/510877c3-f3b0-4cca-b7da-a89ca17183f1?dark=true\"\u003e\u003c/iframe\u003e\u003c/p\u003e\n"},{"acfFcLayout":"long_form_text_block","textContent":"\u003cp\u003e\u003cstrong\u003eEpisode Transcript:\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDesign Mind frogcast\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eEpisode 56:\u003c/strong\u003e The Future of Customer Experience\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eGuest:\u003c/strong\u003e Gagandeep Gadri, Managing Director, frog\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:00:03] Elizabeth Wood:\u003c/strong\u003e Welcome to the Design Mind frogcast. Each episode, we go behind the scenes to meet the people designing what’s next in the world of products, services and experiences, both here at frog and far, far outside the pond. I’m Elizabeth Wood.\u003c/p\u003e\n\u003cp\u003eToday on our show, we’re exploring the future of \u003ca href=\"https://www.frog.co/services/customer-experience-design\"\u003ecustomer experience\u003c/a\u003e. To do this, we’re joined by Gagandeep Gadri, Managing Director of frog. Gagandeep has spent 25 years driving innovation and unlocking growth for leading global brands. Today, his perspective is further shaped by leading a team of more than 2,000 strategists, creatives, technologists, business and industry experts here at frog. He’ll share why, first and foremost, delivering superior experiences is about way more than individual transactions.\u003c/p\u003e\n\u003cp\u003eWe also examine the gap between what organizations believe they offer and what customers actually feel they’re getting. Plus, we dive into the rise of AI in business and the co-evolution of human-AI chemistry, a topic covered in depth in our new report titled \u003ca href=\"https://www.frog.co/designmind/futurescape-2026-artificial-realities-human-ai-chemistry\"\u003eFuturescape: Artificial Realities\u003c/a\u003e. Check the show notes for a link, trust me, you’re not going to want to miss that.\u003c/p\u003e\n\u003cp\u003eBut first, here’s Gagandeep.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:01:09] Gagandeep Gadri:\u003c/strong\u003e So a typical day for me, you know what? There\u0026#8217;s not a typical day. It\u0026#8217;s always different. But normally, if I\u0026#8217;m at home, I normally get up and I\u0026#8217;m at the gym at seven o\u0026#8217;clock. But because I live in the UK, I already have topics coming through from US from the day before, but from Australia, Asia, India and then Europe and UK is waking up, so it all goes a bit crazy. But most of the time, I always like to talk to clients to see what\u0026#8217;s happening and how we\u0026#8217;re performing and I like to randomly call someone in frog just to get a sense of what\u0026#8217;s going on and what\u0026#8217;s happening.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:01:42] Gagandeep Gadri:\u003c/strong\u003e I really love everything we do at frog, you know, the way we help brands all over the world reinvent themselves. You know, really looking at what could be new products, new services, new experiences, but super importantly, how you deliver those experiences to make a real difference.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:01:57] Gagandeep Gadri:\u003c/strong\u003e And you know, we have such a rich legacy with clients from over 50 years. And given the people that work at frog, they\u0026#8217;re so loyal and fanatical about it. But also we’re recognized in the industry as well, with \u003ca href=\"https://www.frog.co/designmind/forrester-names-capgemini-a-leader-in-customer-experience-strategy-consulting\"\u003eForrester being leaders in CX strategy\u003c/a\u003e and with \u003ca href=\"https://www.forbes.com/lists/worlds-best-management-consulting-firms/\" target=\"_blank\" rel=\"noopener\"\u003eForbes being one of the top consulting firms in the world\u003c/a\u003e.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:02:15] Gagandeep Gadri:\u003c/strong\u003e In my role, I have the pleasure of traveling all over the world and visiting all of our different frog studios and there\u0026#8217;s a lot that I still need to visit. But one of the things that always impresses me is the quality of the people and the quality of the work that is all over the world. It\u0026#8217;s the same creativity, the same passion people have and the quality of the work really impresses me.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:02:40] Elizabeth Wood:\u003c/strong\u003e Collaborating with clients across the globe means that Gagandeep notices some pretty interesting emerging trends. Here he shares the key developments shaping customer experience today.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:02:51] Gagandeep Gadri:\u003c/strong\u003e So, you know, CX, it\u0026#8217;s fundamentally changing. It\u0026#8217;s not about being nice or a nice to have in an organization. It\u0026#8217;s a real differentiator. Look, I ask everyone listening, you know, what are the \u003ca href=\"https://www.frog.co/services\" rel=\"noopener\"\u003eexperiences you remember\u003c/a\u003e? And it\u0026#8217;s the ones that are really personal, have a human touch, meaningful and you remember that aeroplane ride, that hotel experience, that shopping experience. So it\u0026#8217;s shifting experience to beyond transactions. And what we know is that if you get the experience right or really good. You get a higher customer satisfaction, but at the same time, that drives more sales, but also lower cost to serve as well. So that\u0026#8217;s why organizations really need to deliver on experience, but not just ordinary experience. It\u0026#8217;s about \u003ca href=\"https://www.frog.co/designmind/learn-design-thinking-customer-experience-design\" rel=\"noopener\"\u003edelivering a superior customer experience\u003c/a\u003e and I\u0026#8217;m afraid if you don\u0026#8217;t want to do that, then you might as well shut up shop and don\u0026#8217;t do anything at all.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:03:48] Gagandeep Gadri:\u003c/strong\u003e So we did some research, we asked organizations, do you think you\u0026#8217;re delivering a great experience? And 85% of them said yes. But when we asked consumers, only 60% said yes. But of those consumers, we then asked them, do you feel really valued or really special? Only 3% said they did. So there\u0026#8217;s a massive disconnect between what organizations think and then what consumers are thinking. So you need to solve that.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:04:17] Gagandeep Gadri:\u003c/strong\u003e If an organization thinks they\u0026#8217;re meeting the expectation, they\u0026#8217;re not going to invest in it. But if your consumers are saying you\u0026#8217;re not and actually it\u0026#8217;s not very special, you need to listen to that and then understand why and what and start to make investments.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:04:31] Elizabeth Wood:\u003c/strong\u003e Listening closely to customers and making them feel valued is essential. On top of this, organizations need to make sense of complexity to create truly meaningful experiences.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:04:40] Gagandeep Gadri:\u003c/strong\u003e There\u0026#8217;s lots of different types of people who do you target? But how do you do that within a world where there are so many different tensions going on economically and politically and we want to do better on the planet as well. So how do you marry all of that complexity and deliver a superior customer experience?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:04:58] Gagandeep Gadri:\u003c/strong\u003e Our realities are being challenged every single day. So what do I mean by that? Firstly, as a consumer, you have so many choices about what you could do, so being loyal to a brand or thinking on the experience often don\u0026#8217;t happen so much as convenience or what\u0026#8217;s in front of you or some other choices which drive your decision. Now, as an organization, you\u0026#8217;ve got so many people in the world. The globe is so small, but it\u0026#8217;s so big at the same time. So which customers do you target? What do you say to them? How can you be exclusive, but also inclusive of everyone as well? All of that in a dimension of economic turmoil, geopolitical tensions everywhere makes it super hard for an organization to make longer term decisions. And in everyone\u0026#8217;s mind, really importantly, is our planet and how do we do things in a more sustainable way, looking after not only the organizations, but looking after society and the planet at the same time. So addressing all of those different topics is hard.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:06:07] Elizabeth Wood:\u003c/strong\u003e During our conversation, Gagandeep offered a set of beliefs to help shape a more connected, sustainable and customer-centric approach.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:06:14] Gagandeep Gadri:\u003c/strong\u003e There are a couple of beliefs that I have which are super important when you\u0026#8217;re looking at experience. Look, the first one is, the only one constant in life is \u003ca href=\"https://www.frog.co/designmind/change-defines-the-new-marketing-operating-model\"\u003echange\u003c/a\u003e. As an organization we\u0026#8217;ve seen 50 years of change, right? How do you bring real emotion into products? How do we then bridge physical and digital? And now, how do you do all of that in a sustainable way? So lots of change that you have to do as an organization, you have to be ready to face into it. The second thing is, we believe that the world is on a dual transition to become more sustainable and to become more digital. But you can\u0026#8217;t think of them separately. You have to address the two things together and that\u0026#8217;s what we call eco-digital. And the third belief is, I often talk to clients and they might be in a business-to-business perspective or a direct-to-consumer and the way you execute on experience in those areas is different, but actually the expectation is the same. If you\u0026#8217;re a person and you work in a procurement department of a large organization, but you\u0026#8217;re also out shopping, buying things, your expectations of what you would expect from a business-to-business is exactly what you would get from a normal consumer experience. So those expectations are set and need to be delivered in a business-to-business perspective as well. And I see that a lot in business out there organizations having to now really step up in a business-to-business perspective, because it\u0026#8217;s the same people you\u0026#8217;re dealing with and they have a certain expectation on experience, on service, on marketing and on engagement. So I think there are three beliefs, really, that we need to think about. Change is constantly happening. You need to be ready for it. The eco-digital era, how do we be sustainable and digital? And B-to-B expectations are set by B-to-C experience.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:08:07] Gagandeep Gadri:\u003c/strong\u003e One of the things I see a lot when I talk to customer experience or \u003ca href=\"https://www.frog.co/insights/from-complexity-to-clarity-how-cmos-can-reclaim-marketing-to-build-competitive-edge\"\u003emarketing executives, is, how do you unlock budget in an organization to make change happen?\u003c/a\u003e There\u0026#8217;s a lot of focus on the creativity and how things are so great, but you\u0026#8217;ve got to have a business impact. So the first topic I wanted to talk about is very much about the hot topic of the moment, agentic AI. But I\u0026#8217;m going to talk about agentic AI and human and how you use that to drive profitability. The second topic and the third topic are around hyper-personalization and meaningful engagement. But how do you use those to \u003ca href=\"https://www.frog.co/designmind/building-loyalty-customer-experience\"\u003edrive loyalty\u003c/a\u003e? So your customers are sticky, they come back, they buy more and drive more revenue. The final area I\u0026#8217;m going to talk about is business reinvention. How do you really develop new products and new services? And that\u0026#8217;s really important to \u003ca href=\"https://www.frog.co/services/growth-strategy\"\u003edrive growth\u003c/a\u003e. And I think it\u0026#8217;s very important when we talk about these topics, we link them to a business outcome, because I think that\u0026#8217;s a better way for you to get the support you need in a board in the organization and to get budgets and make change happen.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:09:16] Gagandeep Gadri:\u003c/strong\u003e I think one of the things as CX executives we need to get much better at is a \u003ca href=\"https://www.frog.co/designmind/the-business-value-of-customer-experience\"\u003estrategy which has clear outcomes to it\u003c/a\u003e. So having clear KPIs, which could be employee focus, customer benefits, but real profit and ROI return as well. So a stronger connect to business case as well. And I think it\u0026#8217;s a muscle for customer marketing executives that we really need to focus on, because often when we speak to our clients. They have great ideas. But how does it realize in business and do a return on investment? So it\u0026#8217;s making that link and following the process in the business in order to get the sign off and support that you need.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:09:57] Elizabeth Wood:\u003c/strong\u003e More than ever, \u003ca href=\"https://www.frog.co/services/data-and-ai\"\u003eAI seems to be the topic of every business conversation\u003c/a\u003e. Here Gagandeep shares his view on why AI is so critical for the future of customer experience. As frog is part of Capgemini Invent, he also shares a bit about Capgemini’s \u003ca href=\"https://www.capgemini.com/solutions/resonance-ai-framework/\" target=\"_blank\" rel=\"noopener\"\u003eResonance AI Framework\u003c/a\u003e–another link you can find in our show notes.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:10:16] Gagandeep Gadri:\u003c/strong\u003e The way I like to talk about agentic AI is agentic AI and humans. It\u0026#8217;s together. And we should really consider AI as an extension to humanity. Why? First part is, if you automate jobs and processes using AI, that actually gives you more time. So the big question is, what do you do with that time? What are the new things we can do to drive better experiences, better outcomes or newer products and services? The second aspect is, you know, you\u0026#8217;re shifting from one mind to many minds.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:10:50] Gagandeep Gadri:\u003c/strong\u003e If you look at it, you know, internet democratized information, but AI is democratizing wisdom. It\u0026#8217;s about not just one person\u0026#8217;s intelligence, but a collective intelligence, a collective wisdom.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:11:04] Gagandeep Gadri:\u003c/strong\u003e And you know, AI can never replace person-to-person connections. \u003ca href=\"https://www.frog.co/designmind/three-ways-ai-is-advancing-the-customer-experience\"\u003eSo if you want to thrive in the age of AI, it\u0026#8217;s about becoming exceptionally good at collaborating, but thinking of AI and human together\u003c/a\u003e.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:11:17] Gagandeep Gadri:\u003c/strong\u003e So we\u0026#8217;ve developed a framework to help our clients navigate here and we need to look at it in two parts, you know, we call it the \u003ca href=\"https://www.capgemini.com/solutions/resonance-ai-framework/\" target=\"_blank\" rel=\"noopener\"\u003eResonance Framework\u003c/a\u003e. And the first bit is the what and the second bit is the how, right, the what is recognizing there are waves of AI that come there\u0026#8217;s simple automation. There is more complex leverage of AI, maybe bringing physical and digital and biological things together, but there are waves of AI. So yes, there are different things happening. How you do it, we use a three-layer model in order to help our clients navigate it. You know, the first part is access to AI. What\u0026#8217;s your base technology and what\u0026#8217;s your base data? The second is, then, how do you adapt that for your organization? What\u0026#8217;s the vision? What\u0026#8217;s the organization that you have in order to leverage this? But the third part is the really important one and this is where frog plays a massive part. It\u0026#8217;s the adoption, the human-AI chemistry. So what are the things AI does? How does that change what humans do? How do they adapt themselves and how do you make it work together?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:12:27] Gagandeep Gadri:\u003c/strong\u003e Most of the AI tools that have been developed at the minute are for people like me that sit at a desk, yet 80% of the workforce are on their feet and they\u0026#8217;re working with their hands. What are the AI tools for them? So we had one of the world\u0026#8217;s leading grocers come to us and say, our coworkers in store, how can we enable them with AI so that they can deliver a better experience? So we\u0026#8217;ve actually been working with them to \u003ca href=\"https://www.frog.co/designmind/empowering-frontline-retail-workers-with-ai\"\u003edevelop a headset tool which allows someone who\u0026#8217;s working on the shop floor to then respond more easily\u003c/a\u003e, have information about what product available, more detail about products, give alternatives to products if they\u0026#8217;re not available. And actually the business case around that is 100 million in cost efficiency, but also revenue growth. So this is my point about leveraging AI with humans together in order to drive profitability.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:13:20] Elizabeth Wood:\u003c/strong\u003e We’re going to take a short break. When we return, we’ll hear more from Gagandeep on the future of AI and customer experience.\u003c/p\u003e\n"},{"acfFcLayout":"report_link_out_block","image":{"id":86210,"title":"design-mind-frogcast-ep-56-futurescape","filename":"design-mind-frogcast-ep-56-futurescape.jpg","filesize":77251,"url":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape.jpg","link":"https://www.frog.co/designmind/design-mind-frogcast-ep-56-the-future-of-customer-experience/attachment/design-mind-frogcast-ep-56-futurescape/","alt":"","author":"30","description":"","caption":"","name":"design-mind-frogcast-ep-56-futurescape","status":"inherit","uploadedTo":85084,"date":"2026-03-04 17:31:32","modified":"2026-03-04 17:31:32","menuOrder":0,"mimeType":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":1268,"height":1214,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape-150x150.jpg","thumbnailWidth":150,"thumbnailHeight":150,"medium":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape-300x287.jpg","mediumWidth":300,"mediumHeight":287,"mediumLarge":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape-768x735.jpg","mediumLargeWidth":640,"mediumLargeHeight":613,"large":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape-1024x980.jpg","largeWidth":640,"largeHeight":613,"1536X1536":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape.jpg","1536X1536Width":1268,"1536X1536Height":1214,"2048X2048":"https://wp.frog.co/wp-content/uploads/2026/03/design-mind-frogcast-ep-56-futurescape.jpg","2048X2048Width":1268,"2048X2048Height":1214}},"description":"Featured in this episode is the recent frog report ‘Futurescape: Artificial Realities.’","reportLink":{"label":"Download the Report","url":"https://www.frog.co/designmind/futurescape-2026-artificial-realities-human-ai-chemistry","type":"internal"}},{"acfFcLayout":"long_form_text_block","textContent":"\u003cp\u003e\u003cstrong\u003e[00:14:00] Elizabeth Wood:\u003c/strong\u003e Now back to Gagandeep Gadri, Managing Director of frog. Here he shares more on specific uses cases for AI and customer experience.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:14:08] Gagandeep Gadri:\u003c/strong\u003e Hyper-personalization. We\u0026#8217;ve been talking about that for over 30 years, but now you can really do it. You know, you can take a picture and that picture can then be turned into a video and it could have different languages or different backgrounds or even people in it from that one picture or brand input that you give. So now you can really make hyper-personalization happen. But our clients are saying to us, you know, with this fundamental change that\u0026#8217;s happening, what does that mean for the marketing department? How are they going to change?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:14:41] Gagandeep Gadri:\u003c/strong\u003e In a lot of personalization, it\u0026#8217;s about how you get the data and connect it into insights. You know, we have a \u003ca href=\"https://www.frog.co/work/creating-consumer-insights-at-scale\"\u003elong standing relationship with Unilever and we\u0026#8217;ve set up something called the People Data Center\u003c/a\u003e, because it\u0026#8217;s not just about the data, it\u0026#8217;s what the people do with it and how you use it across the business. And I think it\u0026#8217;s a great relationship we\u0026#8217;ve had, which is really using data everything from developing a project product through to marketing it, through to the supply chain and the customer service, you know, understanding what you can do with that data and information. You know, how does your product compare with the second best product or a competitor product? What can you learn? How about when someone shoots a social media post about your product? How do you take that information and not just what they\u0026#8217;re saying in the video, but where they\u0026#8217;re standing and what they\u0026#8217;re doing and bring all of that data in and I think all of that information just helps you personalize customer experience more and more.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:15:37] Gagandeep Gadri:\u003c/strong\u003e You know, the marketing department has a key shift and a role when it comes to the overall experience. You know, what we\u0026#8217;re seeing in the marketplace is it\u0026#8217;s not just about the engagement or the communication. It\u0026#8217;s about the end-to-end experience. Why? Because at multiple touch points, you\u0026#8217;re engaging with customers. So if you want to land the brand position, you want to land the brand narrative, it\u0026#8217;s happening in a continuous way along the experience and a key part of that are employees and co workers as well, right? They need to be on point with that message. So I think when we think about marketing, we need to think about it in an end-to-end way affecting the whole experience.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:16:16] Gagandeep Gadri:\u003c/strong\u003e So one of the world\u0026#8217;s leading beverage companies came to us and said, look, in a world in which you have agentic agents everywhere, they\u0026#8217;re listening to you and actually beginning to make decisions on your behalf, what does that mean for my marketing department?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:16:31] Gagandeep Gadri:\u003c/strong\u003e So the impact on marketing is going to be fundamental. Okay, yes, there\u0026#8217;s some automation and efficiency gain and simplification, but the real power is on growth. Okay, if you\u0026#8217;re more personal and you can scale more, you have a closer engagement, you\u0026#8217;re going to drive growth. And you know, the magic comes from the hyper-personalization, which is all about knowing customers and consumers and bringing them to the moment, but then hyper-contextualization is these agents that really listen to where you are, what are you doing in the moment and then when you bring the two together, that\u0026#8217;s where you can have the magic moments happen, right? Because it\u0026#8217;s hyper-personalized, hyper-contextual. So real, great power there to drive scale and growth, but it\u0026#8217;s a fundamental rethink of the marketing organization. You know it\u0026#8217;s no longer a linear process, it\u0026#8217;s more cyclical, it\u0026#8217;s adaptive, but it\u0026#8217;s also experience focused. It\u0026#8217;s not just on the engagement. Yes, it\u0026#8217;s got agentic at its core. So data and tech is important, but the human intuition, human traits to come through, are going to be super important. Otherwise, it\u0026#8217;s all going to become the same, right? And so in a marketing department, yes, you\u0026#8217;ll need data skills, technology skills, but creativity, authenticity, behavioral science, experimentation, thinking about end-to-end, all of these things are going to be really, really key, which is super important to get hyper-personalization right.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:17:59] Elizabeth Wood:\u003c/strong\u003e Getting hyper-personalization right is just one lever for ensuring customer loyalty, but it will still require human oversight. During our conversation, Gagandeep stressed why AI cannot replace the human touch when it comes to ensuring value —specifically when it comes to the power of storytelling.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:18:15] Gagandeep Gadri:\u003c/strong\u003e I think human creativity and ideas are still going to rule. Why? Because as human beings, we\u0026#8217;re storytellers. We like the story. So when you look at a piece of art or you look at a new product, you like the art and the product, but we equally like the story. How is it made? How did it come to happen? Well, actually, if AI is doing all of that, there\u0026#8217;s not much of a story there to tell. That\u0026#8217;s why I think the engagement and the meaningful engagement part, there\u0026#8217;s a huge role for humans to play in there, to drive that creativity and to drive those stories. \u003ca href=\"https://www.capgemini.com/gb-en/news/client-stories/deepening-customer-engagement-with-ikea-retail/\" target=\"_blank\" rel=\"noopener\"\u003eIKEA came to us when they were talking to us about Ikea Family\u003c/a\u003e, you know, one of the world\u0026#8217;s largest loyalty programs with really, in a world of digital, in a world in which their shoppers are shopping all over different channels, what\u0026#8217;s the role of Ikea Family? And that\u0026#8217;s where we looked at adapting Ikea Family to unlock a big question. Big question being: Your home is never done. So you might start off doing a bedroom or a kitchen, you then might move home. So how can Ikea Family play the role, play that partner of yours to help you complete the home all the time and having that insight and driving that in the engagement that you\u0026#8217;re then doing makes loyalty happen and that\u0026#8217;s what\u0026#8217;s been really key and success. And the \u003ca href=\"https://www.frog.co/work/deepening-customer-engagement-with-ikea-retail\"\u003ecase study\u003c/a\u003e is on our website and there\u0026#8217;s a lot of information about what we\u0026#8217;ve done, but super, really good way where we\u0026#8217;re leveraging technology, data and information, but with meaningful engagement., data and information, but with meaningful engagement.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:19:43] Elizabeth Wood:\u003c/strong\u003e Ultimately, delivering on customer experience builds brands and drives loyalty. But it also unlocks unlimited potential for growth and business reinvention.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:19:52] Gagandeep Gadri:\u003c/strong\u003e The final area I wanted to talk about was business reinvention, and that\u0026#8217;s super important when it comes to customer experience because it\u0026#8217;s all about what are the products, what are the services, what are the new experiences you want to give to consumers, right? And we learn so much data and information about consumers. How do we use that to reinvent what we do? And I think the first thing to say here is that it\u0026#8217;s not a one off. Organizations need a constant muscle to reinvent themselves, because technology expectations are changing so fast around us, you need to be able to continually reinvest so that you\u0026#8217;re relevant to consumers, because there\u0026#8217;s going to be competition coming along to deliver new products and new services. So we talk about that as business reinvention, but it\u0026#8217;s on a continuous basis.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:20:40] Gagandeep Gadri:\u003c/strong\u003e So over the last year, we\u0026#8217;ve been looking at a segment, \u003ca href=\"https://www.frog.co/services/global-luxury\"\u003eluxury segment and across industries, so wealth banking, high-end cars, high-end clothing and jewelry\u003c/a\u003e, because it\u0026#8217;s being reshaped and it\u0026#8217;s being reinvented. \u003ca href=\"https://www.frog.co/designmind/the-new-lines-of-luxury\"\u003eSo we\u0026#8217;ve done this great research you can get on the website as well, where we spoke to thousands of High-Net-Worth Individuals about what their expectations are\u003c/a\u003e. And that was super important for us to understand, how do we reinvent in this area. And a couple of key insights from there were around, you know, there is a fatigue in the market setting in, there are signs of saturation and shifting priorities. Secondly, emotional expectations are really exploding. Consumers are really seeking meaning and connection transformations. You know, when I spoke about meaning. Experiences, human experiences. In this segment, it\u0026#8217;s really, really key. But also, \u003ca href=\"https://www.frog.co/designmind/genz-will-reinvent-your-business-heres-how\"\u003eGen Z is emerging as a cultural force\u003c/a\u003e. You know, they\u0026#8217;re setting new standards. They want really good visual storytelling, authenticity and brand engagement. So all of these are rewriting the rules of what we call desirability and the way we approach that is on three dimensions when we talk to our luxury clients, right? First one is around elevating timeless craft with innovation. \u003ca href=\"https://www.frog.co/work/reimagining-luxury-craftsmanship\"\u003eSo how do you take the legacy, the heritage of your luxury brand, but innovate with technology?\u003c/a\u003e The second one is, how do you commit to uniqueness, but through real intimacy in digital moments and physical moments as well. But the final area is around, how do you inspire as a social leader as well, to sustain desire. So it\u0026#8217;s really important, even in this market, sustainability is a key, key topic. So how do we make sure of packaging the experience? Yes, it delivers a luxury touch, but we\u0026#8217;re very conscious about what we do and in a sustainable way as well.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:22:37] Elizabeth Wood:\u003c/strong\u003e Across all industries, the dual focus of sustainability and digitalization plays a very important role, when it comes to delivering on customer experience.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:22:46] Gagandeep Gadri:\u003c/strong\u003e One of the major industries which is really changing is transportation and the effect that has on \u003ca href=\"https://www.frog.co/services/sustainability\"\u003esustainability\u003c/a\u003e. So we had the \u003ca href=\"https://www.frog.co/work/decarbonizing-trucking-with-hyliko\"\u003eKouros Group and Hyliko come to us to talk about, how do we decarbonize heavy duty trucking?\u003c/a\u003e So we worked with them to come up with a whole new truck-as-a-service platform. So instead of having your own trucks, you\u0026#8217;re able to get trucks for as long as you need them, but they\u0026#8217;re all hydrogen powered vehicles as well. So it\u0026#8217;s green hydrogen, fleet management and maintenance. So how do you set that up as a service? So we worked with them to develop the proposition, to develop the business model that was going to be needed as well and, as Capgemini, then we worked with them to create \u003ca href=\"https://www.capgemini.com/news/client-stories/hyliko-powers-freight-transport-with-hydrogen/\" target=\"_blank\" rel=\"noopener\"\u003ethe technology platform\u003c/a\u003e, the technology system that would be needed to drive that forward again, it\u0026#8217;s a great \u003ca href=\"https://www.frog.co/work/decarbonizing-trucking-with-hyliko\"\u003ecase study\u003c/a\u003e on our website about how we\u0026#8217;re reinventing businesses in a whole new area, but that delivers a better experience. So imagine as a company, if you use them as a service, you can talk about how you\u0026#8217;re being sustainable in the experience you\u0026#8217;re delivering for your consumers.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:23:55] Gagandeep Gadri:\u003c/strong\u003e You know, experiences come in all shapes and sizes. It doesn\u0026#8217;t have to be a private sector, big brand consumer experience.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:24:03] Gagandeep Gadri:\u003c/strong\u003e We had \u003ca href=\"https://www.frog.co/work/home-kitchen-a-new-recipe-for-change\"\u003eHome Kitchen\u003c/a\u003e, a not-for-profit restaurant and social impact program come to us to help vulnerable people get out of poverty and into work.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:24:14] Gagandeep Gadri:\u003c/strong\u003e Did you know every night in the UK, \u003ca href=\"https://england.shelter.org.uk/media/press_release/at_least_382000_people_are_homeless_in_england_today_\" target=\"_blank\" rel=\"noopener\"\u003enearly 300,000 people face homelessness\u003c/a\u003e, with nearly two thirds of those in London. So home kitchen was set up to address the issue and combat the stigma surrounding it. Their mission is to help socially vulnerable people get out of poverty and into work. As frog, we did some pro bono work for them, which really focused on shaping the brand identity, the look, the vision and the look of the actual restaurant itself. And what we focused on was highlighting the journey of the individuals behind every meal, showcasing them building their futures one plate at a time.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:24:53] Gagandeep Gadri:\u003c/strong\u003e As a brand, as an organization, your employees are your first customers, so take care of your employees and they\u0026#8217;ll take care of your customers. This is super important and we\u0026#8217;re seeing it more and more in the industry. You know, they give your brand narrative, brand messaging, brand position, positioning. So if they\u0026#8217;re not happy and they\u0026#8217;re not on message, your customers will pick that up. So so make that connection and make them feel very special.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:25:17] Elizabeth Wood:\u003c/strong\u003e That’s our show. The Design Mind frogcast was brought to you by frog, a leading global creative consultancy that is part of Capgemini Invent. Check today’s show notes for transcripts and more from our conversation.\u003c/p\u003e\n\u003cp\u003eWe really want to thank Gagandeep Gadri, Managing Director of frog for sharing his insights. Be sure to download our new report, \u003ca href=\"https://www.frog.co/designmind/futurescape-2026-artificial-realities-human-ai-chemistry\"\u003eFuturescape: Artificial Realities\u003c/a\u003e for 12 predictions and provocations exploring the future of human-AI chemistry.\u003c/p\u003e\n\u003cp\u003eWe also want to thank you, dear listener. If you like what you heard, tell your friends. Rate and review to help others find us on \u003ca href=\"https://podcasts.apple.com/us/podcast/design-mind-frogcast/id1541644073\" target=\"_blank\" rel=\"noopener\"\u003eApple Podcasts\u003c/a\u003e and \u003ca href=\"https://open.spotify.com/show/5mxbuRY6KtBwIrNhWhu0sx\" target=\"_blank\" rel=\"noopener\"\u003e Spotify\u003c/a\u003e. And be sure to follow us wherever you listen to podcasts. Find lots more to think about from our global frog team at \u003ca href=\"https://www.frog.co/designmind\"\u003efrog.co/designmind\u003c/a\u003e. That’s \u003ca href=\"https://www.frog.co/\"\u003efrog.co\u003c/a\u003e. Follow frog on X at \u003ca href=\"https://twitter.com/frogdesign\" target=\"_blank\" rel=\"noopener\"\u003e@frogdesign\u003c/a\u003e and \u003ca href=\"https://www.instagram.com/frog_design/\" target=\"_blank\" rel=\"noopener\"\u003e@frog_design\u003c/a\u003e on Instagram. And if you have any thoughts about the show, we’d love to hear from you. Reach out at \u003ca href=\"https://www.frog.co/contact\"\u003efrog.co/contact\u003c/a\u003e. Thanks for listening. Now go \u003ca href=\"https://www.frog.co/make-your-mark\"\u003emake your mark\u003c/a\u003e.\u003c/p\u003e\n"},{"acfFcLayout":"divider","fullWidth":true},{"acfFcLayout":"author_credit_block","title":"Authors","credits":false,"illustration":{"title":"Audio Production by","creators":[{"label":"Steven Strange","url":"https://www.stevenstrange.com/"}]},"authors":[{"slug":"gagandeep-gadri","authorName":"Gagandeep Gadri","bio":"\u003cp\u003eGagandeep is an Executive Vice President and is the Managing Director of frog globally and the Head of frog in the United Kingdom. A future focused senior leader commanding 25 years of experience gained driving innovation, growth and delivering customer experience and digital projects across global brands. Above all, a bold innovator with the capacity to evoke positive change felt at both a human and organisational level.\u003c/p\u003e\n","designation":"Managing Director of frog, Part of Capgemini Invent","twitterProfileLink":"","mediumProfileLink":"","authorImage":{"id":56862,"title":"Gagandeep-Gadri-Managing-Director-of-frog-Customer-First","filename":"Gagandeep-Gadri-Managing-Director-of-frog-Customer-First.jpg","filesize":41568,"url":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2022/03/17163809/Gagandeep-Gadri-Managing-Director-of-frog-Customer-First.jpg","link":"https://www.frog.co/authors/gagandeep-gadri/attachment/gagandeep-gadri-managing-director-of-frog-customer-first/","alt":"","author":"28","description":"","caption":"","name":"gagandeep-gadri-managing-director-of-frog-customer-first","status":"inherit","uploadedTo":42755,"date":"2023-02-17 16:38:09","modified":"2023-02-17 16:38:09","menuOrder":0,"mimeType":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":500,"height":500,"sizes":{"thumbnail":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2022/03/17163809/Gagandeep-Gadri-Managing-Director-of-frog-Customer-First-150x150.jpg","thumbnailWidth":150,"thumbnailHeight":150,"medium":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2022/03/17163809/Gagandeep-Gadri-Managing-Director-of-frog-Customer-First-300x300.jpg","mediumWidth":300,"mediumHeight":300,"mediumLarge":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2022/03/17163809/Gagandeep-Gadri-Managing-Director-of-frog-Customer-First.jpg","mediumLargeWidth":500,"mediumLargeHeight":500,"large":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2022/03/17163809/Gagandeep-Gadri-Managing-Director-of-frog-Customer-First.jpg","largeWidth":500,"largeHeight":500,"1536X1536":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2022/03/17163809/Gagandeep-Gadri-Managing-Director-of-frog-Customer-First.jpg","1536X1536Width":500,"1536X1536Height":500,"2048X2048":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2022/03/17163809/Gagandeep-Gadri-Managing-Director-of-frog-Customer-First.jpg","2048X2048Width":500,"2048X2048Height":500}}},{"slug":"elizabeth-wood","authorName":"Elizabeth Wood","bio":"\u003cp class=\"p1\"\u003eElizabeth tells design stories for frog. 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","image":false,"align":"center","backgroundColor":"black","hideModule":false},{"acfFcLayout":"header_big_image","title":"CONTINUUM","subtitle":"Rewriting the future of creativity","media":{"id":86051,"title":"futurescape-Continuum","filename":"futurescape-Continuum.png","filesize":378783,"url":"https://wp.frog.co/wp-content/uploads/2026/02/futurescape-Continuum.png","link":"https://www.frog.co/designmind/futurescape-2026-artificial-realities-human-ai-chemistry/attachment/futurescape-continuum/","alt":"","author":"30","description":"","caption":"","name":"futurescape-continuum","status":"inherit","uploadedTo":85824,"date":"2026-02-17 15:57:07","modified":"2026-02-17 15:57:07","menuOrder":0,"mimeType":"image/png","type":"image","subtype":"png","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":1500,"height":1500,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2026/02/futurescape-Continuum-150x150.png","thumbnailWidth":150,"thumbnailHeight":150,"medium":"https://wp.frog.co/wp-content/uploads/2026/02/futurescape-Continuum-300x300.png","mediumWidth":300,"mediumHeight":300,"mediumLarge":"https://wp.frog.co/wp-content/uploads/2026/02/futurescape-Continuum-768x768.png","mediumLargeWidth":640,"mediumLargeHeight":640,"large":"https://wp.frog.co/wp-content/uploads/2026/02/futurescape-Continuum-1024x1024.png","largeWidth":640,"largeHeight":640,"1536X1536":"https://wp.frog.co/wp-content/uploads/2026/02/futurescape-Continuum.png","1536X1536Width":1500,"1536X1536Height":1500,"2048X2048":"https://wp.frog.co/wp-content/uploads/2026/02/futurescape-Continuum.png","2048X2048Width":1500,"2048X2048Height":1500}},"align":"center_compact","backgroundColor":"black","primaryText":"","secondaryText":"","anchorId":"continuum","hideModule":false},{"acfFcLayout":"editorial_double_title","titleA":"Will the line between humans and machines  \u003cspan class=\"d-none d-lg-inline\"\u003e\u003cbr /\u003e\u003c/span\u003edisappear? ","titleB":"In a world where AI is embedded into everyday human experiences, our mutual evolution will rely on co-existence—transforming AI into a ubiquitous and perhaps largely unquestioned part of life.","image":false,"align":"center","backgroundColor":"black","hideModule":false},{"acfFcLayout":"download_report_block","withImage":false,"title":"Unlock human-AI chemistry","subtitle":"","bodyTitle":"","body":"\u003cp\u003eFrom building new interaction models, to disappearing the boundaries between digital and physical, to harnessing the potential for complete AI integration—a new co-evolution of human and machine is emerging. 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Experience Designer, frog Utrecht\u003cbr /\u003e\n\u003cstrong\u003ePatricia Salcedo Caja\u003c/strong\u003e, Service Design Lead, frog Barcelona\u003cbr /\u003e\n\u003cstrong\u003ePaul Taylor\u003c/strong\u003e, Director, Creative \u0026amp; Design, frog Sydney\u003cbr /\u003e\n\u003cstrong\u003ePhilip Mossman\u003c/strong\u003e, Senior Consultant, Service \u0026amp; Experience Design, frog Utrecht\u003cbr /\u003e\n\u003cstrong\u003eRob Burton\u003c/strong\u003e, Managing Consultant, frog London\u003cbr /\u003e\n\u003cstrong\u003eSofía Iglesias\u003c/strong\u003e, Service Designer, frog Madrid\u003cbr /\u003e\n\u003cstrong\u003eTom Frejowski\u003c/strong\u003e, Mechanical Engineer, frog New York\u003cbr /\u003e\n\u003cstrong\u003eWhitney Olson Jenich\u003c/strong\u003e, Associate Design Director, Interaction Design, frog San Francisco\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eAnd thank you to the global \u003cem\u003eFuturescape\u003c/em\u003e team for bringing it all together\u003c/h3\u003e\n\u003cp\u003e\u003cstrong\u003eEditorial\u003c/strong\u003e\u003cbr /\u003e\n\u003cstrong\u003eGagandeep Gadri\u003c/strong\u003e, Managing Director\u003cbr /\u003e\n\u003cstrong\u003eJess Leitch\u003c/strong\u003e, Head of frog North America\u003cbr /\u003e\n\u003cstrong\u003eTodd Taylor\u003c/strong\u003e, Chief Marketing Officer\u003cbr /\u003e\n\u003cstrong\u003eElizabeth Wood\u003c/strong\u003e, Global Editorial Lead\u003cbr /\u003e\n\u003cstrong\u003eGareth Entwistle\u003c/strong\u003e, Editorial Manager\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDesign\u003c/strong\u003e\u003cbr /\u003e\n\u003cstrong\u003eSylvain Borgarino\u003c/strong\u003e, Creative Director\u003cbr /\u003e\n\u003cstrong\u003eGaëlle Marec\u003c/strong\u003e, Creative Lead\u003cbr /\u003e\n\u003cstrong\u003eFlorian Cordier\u003c/strong\u003e, Creative Lead\u003cbr /\u003e\n\u003cstrong\u003eEstefanía Latofski\u003c/strong\u003e, Designer\u003cbr /\u003e\n\u003cstrong\u003eXavier Bonnin\u003c/strong\u003e, Art Director\u003cbr /\u003e\n\u003cstrong\u003eHyunJey Kim\u003c/strong\u003e, Associate Design Director\u003cbr /\u003e\n\u003cstrong\u003eStephanie Jamin\u003c/strong\u003e, Content Producer\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eWeb\u003c/strong\u003e\u003cbr /\u003e\n\u003cstrong\u003eLuis Espinosa\u003c/strong\u003e, Product Manager\u003cbr /\u003e\n\u003cstrong\u003ePaulina Zepeda\u003c/strong\u003e, Implementation Specialist\u003cbr /\u003e\n\u003cstrong\u003eGeoffrey Schwartz\u003c/strong\u003e, Chief Strategy Officer, frog North America\u003cbr /\u003e\n\u003cstrong\u003eVictor Takeshi\u003c/strong\u003e, Design Technologist II\u003cbr /\u003e\n\u003cstrong\u003eDavid Hezlep\u003c/strong\u003e, Technology Director, Solutions Architecture\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDigital \u0026amp; Campaigns\u003c/strong\u003e\u003cbr /\u003e\n\u003cstrong\u003eRomain David Piganeau\u003c/strong\u003e, Global Digital Lead\u003cbr /\u003e\n\u003cstrong\u003eJoanna Maile-Belder\u003c/strong\u003e, Campaign Implementation Manager\u003cbr /\u003e\n\u003cstrong\u003eLarissa Ewig\u003c/strong\u003e, Campaign Manager\u003cbr /\u003e\n\u003cstrong\u003eKarl-Oskar Grimstad\u003c/strong\u003e, Campaign Manager\u003cbr /\u003e\n\u003cstrong\u003eAnuja Potnis\u003c/strong\u003e, Social Media Manager\u003cbr /\u003e\n\u003cstrong\u003eCarol Clavin\u003c/strong\u003e, External Comms Lead\u003cbr /\u003e\n\u003cstrong\u003eJoydeep Das\u003c/strong\u003e, Internal Comms Lead\u003c/p\u003e\n"},{"acfFcLayout":"designmind_header_block","designmindHeader":{"image":{"id":85929,"title":"futurescape-share_image","filename":"futurescape-share_image.png","filesize":135516,"url":"https://wp.frog.co/wp-content/uploads/2026/02/futurescape-share_image.png","link":"https://www.frog.co/designmind/futurescape-2026-artificial-realities-human-ai-chemistry/attachment/futurescape-share_image/","alt":"","author":"30","description":"","caption":"","name":"futurescape-share_image","status":"inherit","uploadedTo":85824,"date":"2026-02-16 22:27:46","modified":"2026-02-16 22:27:46","menuOrder":0,"mimeType":"image/png","type":"image","subtype":"png","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":1200,"height":630,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2026/02/futurescape-share_image-150x150.png","thumbnailWidth":150,"thumbnailHeight":150,"medium":"https://wp.frog.co/wp-content/uploads/2026/02/futurescape-share_image-300x158.png","mediumWidth":300,"mediumHeight":158,"mediumLarge":"https://wp.frog.co/wp-content/uploads/2026/02/futurescape-share_image-768x403.png","mediumLargeWidth":640,"mediumLargeHeight":336,"large":"https://wp.frog.co/wp-content/uploads/2026/02/futurescape-share_image-1024x538.png","largeWidth":640,"largeHeight":336,"1536X1536":"https://wp.frog.co/wp-content/uploads/2026/02/futurescape-share_image.png","1536X1536Width":1200,"1536X1536Height":630,"2048X2048":"https://wp.frog.co/wp-content/uploads/2026/02/futurescape-share_image.png","2048X2048Width":1200,"2048X2048Height":630}},"videoFile":false,"title":"Futurescape: Artificial Realities ","description":"12 predictions and provocations exploring the future of human-AI chemistry.","topicsTitle":"","topics":false,"author":"Insight Report","hideModule":true,"hidePost":false,"slugOverride":""}},{"acfFcLayout":"divider","fullWidth":true},{"acfFcLayout":"author_credit_block","title":"Authors","credits":false,"illustration":{"title":"","creators":false},"authors":[{"slug":"gagandeep-gadri","authorName":"Gagandeep Gadri","bio":"\u003cp\u003eGagandeep is an Executive Vice President and is the Managing Director of frog globally and the Head of frog in the United Kingdom. A future focused senior leader commanding 25 years of experience gained driving innovation, growth and delivering customer experience and digital projects across global brands. Above all, a bold innovator with the capacity to evoke positive change felt at both a human and organisational level.\u003c/p\u003e\n","designation":"Managing Director of frog, Part of Capgemini Invent","twitterProfileLink":"","mediumProfileLink":"","authorImage":{"id":56862,"title":"Gagandeep-Gadri-Managing-Director-of-frog-Customer-First","filename":"Gagandeep-Gadri-Managing-Director-of-frog-Customer-First.jpg","filesize":41568,"url":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2022/03/17163809/Gagandeep-Gadri-Managing-Director-of-frog-Customer-First.jpg","link":"https://www.frog.co/authors/gagandeep-gadri/attachment/gagandeep-gadri-managing-director-of-frog-customer-first/","alt":"","author":"28","description":"","caption":"","name":"gagandeep-gadri-managing-director-of-frog-customer-first","status":"inherit","uploadedTo":42755,"date":"2023-02-17 16:38:09","modified":"2023-02-17 16:38:09","menuOrder":0,"mimeType":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":500,"height":500,"sizes":{"thumbnail":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2022/03/17163809/Gagandeep-Gadri-Managing-Director-of-frog-Customer-First-150x150.jpg","thumbnailWidth":150,"thumbnailHeight":150,"medium":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2022/03/17163809/Gagandeep-Gadri-Managing-Director-of-frog-Customer-First-300x300.jpg","mediumWidth":300,"mediumHeight":300,"mediumLarge":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2022/03/17163809/Gagandeep-Gadri-Managing-Director-of-frog-Customer-First.jpg","mediumLargeWidth":500,"mediumLargeHeight":500,"large":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2022/03/17163809/Gagandeep-Gadri-Managing-Director-of-frog-Customer-First.jpg","largeWidth":500,"largeHeight":500,"1536X1536":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2022/03/17163809/Gagandeep-Gadri-Managing-Director-of-frog-Customer-First.jpg","1536X1536Width":500,"1536X1536Height":500,"2048X2048":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2022/03/17163809/Gagandeep-Gadri-Managing-Director-of-frog-Customer-First.jpg","2048X2048Width":500,"2048X2048Height":500}}},{"slug":"todd-taylor","authorName":"Todd Taylor","bio":"\u003cp\u003eTodd is CMO of Capgemini Invent and Global Head of Content and Channels for Capgemini Group. 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With a background in Service Design, Jess has spent the past 15 years leading teams in the design and launch of new products, services and businesses. Prior to frog, Jess was the Head of Service Design and Head of Studio at idean. Originally from Sydney, Australia, she lived in London for a number of years before moving to the US in 2019. 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Contact Centers: Powered by AI","description":"An exploration of how generative and agentic AI are transforming customer experiences and turning them into brand-winning services.","topics_title":"","topics":false,"author":"Article","hide_module":false,"hide_post":false,"slug_override":""}},{"acf_fc_layout":"divider","full_width":true},{"acf_fc_layout":"long_form_text_block","text_content":"\u003ch3\u003eIntroducing the new customer service experience\u003c/h3\u003e\n\u003cp\u003eUnderstanding and resolving problems are the basic ingredients for quality customer service. But companies struggle to deliver the kind of fast, seamless and low-effort resolutions they expect in today’s connected world. A key challenge has been platform proliferation caused by the growth of devices and channels. This has resulted in a fragmentation of experience.\u003c/p\u003e\n\u003cp\u003eBut we are finally at a turning point.\u003c/p\u003e\n\u003cp\u003eAdvances in generative AI (Gen AI) now mean that customer intent can be understood with unprecedented accuracy, immediately identifying the gnawing “why” behind customer contact. Indeed, AI is \u003ca href=\"https://www.frog.co/designmind/empowering-frontline-retail-workers-with-ai\" rel=\"noopener\"\u003eempowering frontline workers\u003c/a\u003e. The introduction of agentic AI takes this to another level. Gen AI shares this intent, while agentic AI transforms it into resolution action in real-time. The result is a harmonized, efficient and personalized \u003ca href=\"https://www.frog.co/designmind/omni-chaos-to-omni-cohesion-crafting-a-customer-centric-multichannel-strategy\"\u003eomni-channel\u003c/a\u003e customer service experience and solution.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eAn agentic advantage\u003c/h3\u003e\n\u003cp\u003eCombined, Gen AI and agentic AI are redefining how to deliver customer service at scale. It’s a paradigm shift for how these service experiences are designed and executed. We can break down how this AI synergy delivers benefits in four ways:\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cul\u003e\n\u003cli\u003e\u003cstrong\u003eConversational:\u003c/strong\u003e Customers speak or write naturally; systems understand through intent analysis\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eIntent-driven:\u003c/strong\u003e Every customer interaction can then be precisely routed for resolution\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eAutonomous:\u003c/strong\u003e Actions are taken autonomously, semi-autonomously or via a live agent\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eScalable:\u003c/strong\u003e Consistent, high-quality service at speed, and at a fraction of the cost of more traditional customer service solutions\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003eTo illustrate, imagine a customer connects to an AI-powered digital agent with a request to change their service plan. Instantly, this chatbot makes an intent analysis, measuring their current service plan with all the available alternatives on offer. This information is immediately shared with an AI agent, which autonomously creates a response allowing the customer to see–in real-time–their current service plan compared to all others, measuring things like cost, what each offer contains and notable differences.\u003c/p\u003e\n\u003cp\u003eWithin seconds, the customer request is transformed into an actionable solution. In cases where a customer is still not satisfied, there is always the alternative to escalate to a human agent, who can then take the information shared by AI systems and engage with the customer on a higher level. This means that human agents have time to focus on more complex cases, allowing for greater human connectivity with a focus on the resolution.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eDirecting mixed market signals\u003c/h3\u003e\n\u003cp\u003eDespite these benefits, companies are still doing customer service transformations without taking AI impact into consideration. The Capgemini Research Institute found that only \u003ca href=\"https://www.capgemini.com/wp-content/uploads/2025/03/20th-March-Customer-service-transformation-CRI_Final.pdf\" target=\"_blank\" rel=\"noopener\"\u003e49% of organizations\u003c/a\u003e consider themselves ready for AI-powered customer service. They went on to find that cultural misalignment, poor inter-departmental coordination and fragmented IT services were some of the main obstacles.\u003c/p\u003e\n\u003cp\u003eWith this in mind, we crafted our AI-led customer service solution to better deliver predictable business outcomes while fundamentally reshaping customer service at every level. As a foundation, we built a four-pillar system that looks to integrate Gen AI and agentic AI benefits while designing an experience with outcomes in mind.\u003c/p\u003e\n"},{"acf_fc_layout":"numbered_section_block","title":"","description":"","numbered_sections":[{"title":"Pillar 1: Intent analysis","content":"\u003cp\u003eGen AI can understand customer intent on a more accurate level than ever before. Intent analysis is how an understanding of what customer service interactions are about is established. This is because traditional disposition codes and call routing structures don’t often represent reality. This pillar prioritizes and drives transformational action, and our intent framework integrates across channels with sentiment analysis to gradually build intent clusters, which become the basis for understanding how customer interactions flow end-to-end.\u003c/p\u003e\n"},{"title":"Pillar 2: AI deflection strategy framework","content":"\u003cp\u003eA long-standing goal of any customer service operation is deflection strategy–preventing a customer escalation to an agent by providing an immediate and available resolution. Our AI deflection strategy looks to prevent, remediate and provide self-service opportunities. This takes the form of predictive AI, which looks at historical patterns and trends to anticipate future issues. It also leverages AI to scan for issues, fixing them before customers notice and alerting customer service teams. Additionally, AI-powered digital assistants can provide information and resolutions long before an agent needs to intervene.\u003c/p\u003e\n\u003cp\u003eThis also provides benefits to agents. Newfound human-AI chemistry can increase competency and knowledge. Digital assistants can be powerful allies for agents seeking to better deliver a resolution at greater speeds, thereby increasing productivity and efficiency.\u003c/p\u003e\n"},{"title":"Pillar 3: Intentional experiences","content":"\u003cp\u003eAt frog, we see front-end transformation as an opportunity to re-route customer service from a maze of menus to a direct and authentic connection between people and brands. However, this requires design.\u003c/p\u003e\n\u003cp\u003eThe brand needs to live its values with customer understanding and expertise while providing live agents where they will make the most impact for customers. This involves designing channel switches where agents can bring a unique touch to make customers feel special. Systems and enterprise architectures must be designed to ensure a consistent experience and cross-organizational visibility, as customers will move across products, services and engagement channels.\u003c/p\u003e\n"},{"title":"Pillar 4: Service transformation","content":"\u003cp\u003eAI-led transformation re-prioritizes and shapes new ways to think about legacy customer technology and process transformation. With the ability to deflect interactions to a contact center’s digital front-end, the types of calls reaching live agents are fewer but more complex. Average handling times may increase, and agents will need additional resources to resolve these issues. This puts pressure on making front end digital transformation a priority because it will minimize, contain and focus future operational needs.\u003c/p\u003e\n\u003cp\u003eFor our research into how these AI systems would make an impact, we looked at a theoretical 1,000-agent contact center based in the US and what results they could expect after an AI transformation:\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cul\u003e\n\u003cli\u003e$40m-$60m in savings over a 5-year period\u003c/li\u003e\n\u003cli\u003e10-20% improvement in NPS\u003c/li\u003e\n\u003cli\u003e20-30% savings from efficiency enabled by routing, self-service and prevention\u003c/li\u003e\n\u003cli\u003e40%+ self-service containment rate\u003c/li\u003e\n\u003cli\u003e1-30 years payback period in investment\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003eThese research outcomes give an intriguing glimpse into how Gen AI and agentic AI will introduce a completely new paradigm into the world of customer service and uplift these experiences for both customers and companies.\u003c/p\u003e\n"}]},{"acf_fc_layout":"long_form_text_block","text_content":"\u003ch3\u003eThoughtful strategy, focused execution\u003c/h3\u003e\n\u003cp\u003eThere is no denying that AI will reshape customer service, and at frog, we recognize and respect the challenges of implementing this change. Our vision sees program strategy becoming a common initial project, where stakeholders should be aligned with a business case established, while options around time to value, cost, efficiency and risk are balanced.\u003c/p\u003e\n\u003cp\u003eOnce this strategy is established, AI-led transformation can begin. AI can be implemented first for avoidance and then for self-service, automation and agent augmentation. This can open doors to contact-center-as-a-service options. Any transformation should include change management, with continuous product strategy and stakeholder engagement. After implementing a solution, companies should troubleshoot and fine-tune to maximize efficiency and ensure continuous improvement. All this should be performed in parallel with providing adoption and training support for agents.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eA new paradigm awaits\u003c/h3\u003e\n\u003cp\u003eThe synergy between Gen AI and agentic AI, combined with human expertise, is part of a broader shift towards human-AI chemistry. It will bring customer service towards an even deeper connecting role between brands, customers and technology. While putting together our roadmap for end-to-end AI transformation, we realized AI would become that missing piece between understanding and resolving customer needs, all within a seamless and connected experience that today’s customers expect. This is a turning point, with AI playing an integral rather than supplementary role, unlocking deeper levels of interaction between agents and customers. But capturing the many benefits requires taking that first, bold step into the future.\u003c/p\u003e\n"},{"acf_fc_layout":"divider","full_width":true},{"acf_fc_layout":"author_credit_block","title":"Authors","credits":false,"illustration":{"title":"","creators":false},"authors":[{"ID":85275,"post_author":"30","post_date":"2025-12-11 17:47:11","post_date_gmt":"2025-12-11 17:47:11","post_content":"","post_title":"Duncan Steels","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"duncan-steels","to_ping":"","pinged":"","post_modified":"2025-12-11 17:51:03","post_modified_gmt":"2025-12-11 17:51:03","post_content_filtered":"","post_parent":0,"guid":"https://www.frog.co/?post_type=authors\u0026#038;p=85275","menu_order":0,"post_type":"authors","post_mime_type":"","comment_count":"0","filter":"raw","acf":{"author_header":{"author_name":"Duncan Steels","bio":"\u003cp\u003eDuncan\u0026#8217;s more than 25-year career has been spent transforming commercial operations and front office capabilities (sales, service and marketing). Most recently, Duncan has led a variety of contact and service center strategies and ongoing implementations for a variety of clients in multiple industries. Duncan\u0026#8217;s approach to transformation is business value led and highly pragmatic for achievement of objectives based on business context and client needs.\u003c/p\u003e\n","designation":"Vice President Customer Transformation, frog US","twitter_profile_link":"","medium_profile_link":"","author_image":{"ID":85277,"id":85277,"title":"Duncan-Steels-author","filename":"Duncan-Steels-author.png","filesize":19250,"url":"https://wp.frog.co/wp-content/uploads/2025/12/Duncan-Steels-author.png","link":"https://www.frog.co/authors/duncan-steels/attachment/duncan-steels-author/","alt":"","author":"30","description":"","caption":"","name":"duncan-steels-author","status":"inherit","uploaded_to":85275,"date":"2025-12-11 17:50:41","modified":"2025-12-11 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Contact Centers: Powered by AI","description":"An exploration of how generative and agentic AI are transforming customer experiences and turning them into brand-winning services.","topicsTitle":"","topics":false,"author":"Article","hideModule":false,"hidePost":false,"slugOverride":""}},{"acfFcLayout":"divider","fullWidth":true},{"acfFcLayout":"long_form_text_block","textContent":"\u003ch3\u003eIntroducing the new customer service experience\u003c/h3\u003e\n\u003cp\u003eUnderstanding and resolving problems are the basic ingredients for quality customer service. But companies struggle to deliver the kind of fast, seamless and low-effort resolutions they expect in today’s connected world. A key challenge has been platform proliferation caused by the growth of devices and channels. This has resulted in a fragmentation of experience.\u003c/p\u003e\n\u003cp\u003eBut we are finally at a turning point.\u003c/p\u003e\n\u003cp\u003eAdvances in generative AI (Gen AI) now mean that customer intent can be understood with unprecedented accuracy, immediately identifying the gnawing “why” behind customer contact. Indeed, AI is \u003ca href=\"https://www.frog.co/designmind/empowering-frontline-retail-workers-with-ai\" rel=\"noopener\"\u003eempowering frontline workers\u003c/a\u003e. The introduction of agentic AI takes this to another level. Gen AI shares this intent, while agentic AI transforms it into resolution action in real-time. The result is a harmonized, efficient and personalized \u003ca href=\"https://www.frog.co/designmind/omni-chaos-to-omni-cohesion-crafting-a-customer-centric-multichannel-strategy\"\u003eomni-channel\u003c/a\u003e customer service experience and solution.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eAn agentic advantage\u003c/h3\u003e\n\u003cp\u003eCombined, Gen AI and agentic AI are redefining how to deliver customer service at scale. It’s a paradigm shift for how these service experiences are designed and executed. We can break down how this AI synergy delivers benefits in four ways:\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cul\u003e\n\u003cli\u003e\u003cstrong\u003eConversational:\u003c/strong\u003e Customers speak or write naturally; systems understand through intent analysis\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eIntent-driven:\u003c/strong\u003e Every customer interaction can then be precisely routed for resolution\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eAutonomous:\u003c/strong\u003e Actions are taken autonomously, semi-autonomously or via a live agent\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eScalable:\u003c/strong\u003e Consistent, high-quality service at speed, and at a fraction of the cost of more traditional customer service solutions\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003eTo illustrate, imagine a customer connects to an AI-powered digital agent with a request to change their service plan. Instantly, this chatbot makes an intent analysis, measuring their current service plan with all the available alternatives on offer. This information is immediately shared with an AI agent, which autonomously creates a response allowing the customer to see–in real-time–their current service plan compared to all others, measuring things like cost, what each offer contains and notable differences.\u003c/p\u003e\n\u003cp\u003eWithin seconds, the customer request is transformed into an actionable solution. In cases where a customer is still not satisfied, there is always the alternative to escalate to a human agent, who can then take the information shared by AI systems and engage with the customer on a higher level. This means that human agents have time to focus on more complex cases, allowing for greater human connectivity with a focus on the resolution.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eDirecting mixed market signals\u003c/h3\u003e\n\u003cp\u003eDespite these benefits, companies are still doing customer service transformations without taking AI impact into consideration. The Capgemini Research Institute found that only \u003ca href=\"https://www.capgemini.com/wp-content/uploads/2025/03/20th-March-Customer-service-transformation-CRI_Final.pdf\" target=\"_blank\" rel=\"noopener\"\u003e49% of organizations\u003c/a\u003e consider themselves ready for AI-powered customer service. They went on to find that cultural misalignment, poor inter-departmental coordination and fragmented IT services were some of the main obstacles.\u003c/p\u003e\n\u003cp\u003eWith this in mind, we crafted our AI-led customer service solution to better deliver predictable business outcomes while fundamentally reshaping customer service at every level. As a foundation, we built a four-pillar system that looks to integrate Gen AI and agentic AI benefits while designing an experience with outcomes in mind.\u003c/p\u003e\n"},{"acfFcLayout":"numbered_section_block","title":"","description":"","numberedSections":[{"title":"Pillar 1: Intent analysis","content":"\u003cp\u003eGen AI can understand customer intent on a more accurate level than ever before. Intent analysis is how an understanding of what customer service interactions are about is established. This is because traditional disposition codes and call routing structures don’t often represent reality. This pillar prioritizes and drives transformational action, and our intent framework integrates across channels with sentiment analysis to gradually build intent clusters, which become the basis for understanding how customer interactions flow end-to-end.\u003c/p\u003e\n"},{"title":"Pillar 2: AI deflection strategy framework","content":"\u003cp\u003eA long-standing goal of any customer service operation is deflection strategy–preventing a customer escalation to an agent by providing an immediate and available resolution. Our AI deflection strategy looks to prevent, remediate and provide self-service opportunities. This takes the form of predictive AI, which looks at historical patterns and trends to anticipate future issues. It also leverages AI to scan for issues, fixing them before customers notice and alerting customer service teams. Additionally, AI-powered digital assistants can provide information and resolutions long before an agent needs to intervene.\u003c/p\u003e\n\u003cp\u003eThis also provides benefits to agents. Newfound human-AI chemistry can increase competency and knowledge. Digital assistants can be powerful allies for agents seeking to better deliver a resolution at greater speeds, thereby increasing productivity and efficiency.\u003c/p\u003e\n"},{"title":"Pillar 3: Intentional experiences","content":"\u003cp\u003eAt frog, we see front-end transformation as an opportunity to re-route customer service from a maze of menus to a direct and authentic connection between people and brands. However, this requires design.\u003c/p\u003e\n\u003cp\u003eThe brand needs to live its values with customer understanding and expertise while providing live agents where they will make the most impact for customers. This involves designing channel switches where agents can bring a unique touch to make customers feel special. Systems and enterprise architectures must be designed to ensure a consistent experience and cross-organizational visibility, as customers will move across products, services and engagement channels.\u003c/p\u003e\n"},{"title":"Pillar 4: Service transformation","content":"\u003cp\u003eAI-led transformation re-prioritizes and shapes new ways to think about legacy customer technology and process transformation. With the ability to deflect interactions to a contact center’s digital front-end, the types of calls reaching live agents are fewer but more complex. Average handling times may increase, and agents will need additional resources to resolve these issues. This puts pressure on making front end digital transformation a priority because it will minimize, contain and focus future operational needs.\u003c/p\u003e\n\u003cp\u003eFor our research into how these AI systems would make an impact, we looked at a theoretical 1,000-agent contact center based in the US and what results they could expect after an AI transformation:\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cul\u003e\n\u003cli\u003e$40m-$60m in savings over a 5-year period\u003c/li\u003e\n\u003cli\u003e10-20% improvement in NPS\u003c/li\u003e\n\u003cli\u003e20-30% savings from efficiency enabled by routing, self-service and prevention\u003c/li\u003e\n\u003cli\u003e40%+ self-service containment rate\u003c/li\u003e\n\u003cli\u003e1-30 years payback period in investment\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003eThese research outcomes give an intriguing glimpse into how Gen AI and agentic AI will introduce a completely new paradigm into the world of customer service and uplift these experiences for both customers and companies.\u003c/p\u003e\n"}]},{"acfFcLayout":"long_form_text_block","textContent":"\u003ch3\u003eThoughtful strategy, focused execution\u003c/h3\u003e\n\u003cp\u003eThere is no denying that AI will reshape customer service, and at frog, we recognize and respect the challenges of implementing this change. Our vision sees program strategy becoming a common initial project, where stakeholders should be aligned with a business case established, while options around time to value, cost, efficiency and risk are balanced.\u003c/p\u003e\n\u003cp\u003eOnce this strategy is established, AI-led transformation can begin. AI can be implemented first for avoidance and then for self-service, automation and agent augmentation. This can open doors to contact-center-as-a-service options. Any transformation should include change management, with continuous product strategy and stakeholder engagement. After implementing a solution, companies should troubleshoot and fine-tune to maximize efficiency and ensure continuous improvement. All this should be performed in parallel with providing adoption and training support for agents.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eA new paradigm awaits\u003c/h3\u003e\n\u003cp\u003eThe synergy between Gen AI and agentic AI, combined with human expertise, is part of a broader shift towards human-AI chemistry. It will bring customer service towards an even deeper connecting role between brands, customers and technology. While putting together our roadmap for end-to-end AI transformation, we realized AI would become that missing piece between understanding and resolving customer needs, all within a seamless and connected experience that today’s customers expect. This is a turning point, with AI playing an integral rather than supplementary role, unlocking deeper levels of interaction between agents and customers. But capturing the many benefits requires taking that first, bold step into the future.\u003c/p\u003e\n"},{"acfFcLayout":"divider","fullWidth":true},{"acfFcLayout":"author_credit_block","title":"Authors","credits":false,"illustration":{"title":"","creators":false},"authors":[{"slug":"duncan-steels","authorName":"Duncan Steels","bio":"\u003cp\u003eDuncan\u0026#8217;s more than 25-year career has been spent transforming commercial operations and front office capabilities (sales, service and marketing). Most recently, Duncan has led a variety of contact and service center strategies and ongoing implementations for a variety of clients in multiple industries. Duncan\u0026#8217;s approach to transformation is business value led and highly pragmatic for achievement of objectives based on business context and client needs.\u003c/p\u003e\n","designation":"Vice President Customer Transformation, frog US","twitterProfileLink":"","mediumProfileLink":"","authorImage":{"id":85277,"title":"Duncan-Steels-author","filename":"Duncan-Steels-author.png","filesize":19250,"url":"https://wp.frog.co/wp-content/uploads/2025/12/Duncan-Steels-author.png","link":"https://www.frog.co/authors/duncan-steels/attachment/duncan-steels-author/","alt":"","author":"30","description":"","caption":"","name":"duncan-steels-author","status":"inherit","uploadedTo":85275,"date":"2025-12-11 17:50:41","modified":"2025-12-11 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AI-Empowered Marketer","description":"How AI gives marketers superpowers by transforming the content supply chain","topics_title":"","topics":false,"author":"Article","hide_module":false,"hide_post":false,"slug_override":""}},{"acf_fc_layout":"divider","full_width":true},{"acf_fc_layout":"long_form_text_block","text_content":"\u003ch3\u003eAI-native marketing is the next destination\u003c/h3\u003e\n\u003cp\u003eFor decades, marketing has been a balancing act. On one side, there is the desire for broad reach. On the other, there is the ambition for one-to-one connections with customers.\u003c/p\u003e\n\u003cp\u003eStriking the right balance between these two goals has long felt just out of reach, with marketers often forced to compromise one for the other. With the rise of AI, we have finally reached the moment where personalized connection at scale is a real possibility.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eToday’s bottlenecked content supply chain\u003c/h3\u003e\n\u003cp\u003eHistorically, marketers had to choose between scale and connection. Mass media like TV and print enabled broad reach, but personalization was limited. Digital innovation and social media brought new tools, making \u003ca href=\"https://www.frog.co/designmind/omni-chaos-to-omni-cohesion-crafting-a-customer-centric-multichannel-strategy\"\u003eomnichannel distribution\u003c/a\u003e possible and expanding both reach and connection. Yet, in practice, reach usually won out. This was because the clarity of metrics and the abundance of tools made it easier to measure and achieve reach than to foster genuine connection.\u003c/p\u003e\n\u003cp\u003eThe move to omnichannel engagement has also made the marketing landscape more fragmented. In this environment, marketing—which is at its core a creative discipline—can sometimes resemble more of a logistical operation. The pursuit of customer connection across multiple platforms, formats and audience segments has led to a complex content supply chain. And as a result, many marketers started to feel more like traffic controllers than creative connectors.\u003c/p\u003e\n"},{"acf_fc_layout":"image_caption_block","image":{"ID":85226,"id":85226,"title":"The-AI-Empowered-Marketer-Graphic_01","filename":"The-AI-Empowered-Marketer-Graphic_01.jpg","filesize":165722,"url":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_01.jpg","link":"https://www.frog.co/designmind/the-ai-empowered-marketer/attachment/the-ai-empowered-marketer-graphic_01/","alt":"","author":"30","description":"","caption":"","name":"the-ai-empowered-marketer-graphic_01","status":"inherit","uploaded_to":85105,"date":"2025-12-09 17:53:02","modified":"2025-12-09 17:53:02","menu_order":0,"mime_type":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":1690,"height":1168,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_01-150x150.jpg","thumbnail-width":150,"thumbnail-height":150,"medium":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_01-300x207.jpg","medium-width":300,"medium-height":207,"medium_large":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_01-768x531.jpg","medium_large-width":640,"medium_large-height":443,"large":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_01-1024x708.jpg","large-width":640,"large-height":443,"1536x1536":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_01-1536x1062.jpg","1536x1536-width":1536,"1536x1536-height":1062,"2048x2048":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_01.jpg","2048x2048-width":1690,"2048x2048-height":1168}},"caption":"","image_alignment":"center"},{"acf_fc_layout":"long_form_text_block","text_content":"\u003cp\u003e\u003cem\u003eThe stages of a content supply chain.\u003c/em\u003e\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe traditional content supply chain has recurring pain points:\u003c/p\u003e\n\u003cul\u003e\n\u003cli\u003e\u003cstrong\u003eStrategy and planning:\u003c/strong\u003e Unclear objectives, misaligned expectations and vague audience definitions.\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eCreative development:\u003c/strong\u003e Slow approvals, manual asset reconfiguration and inconsistent quality.\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eLaunch readiness:\u003c/strong\u003e Disjointed workflows, lost content and missed cultural moments.\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eMonitoring and optimization:\u003c/strong\u003e Poor tracking, slow optimization cycles and incomplete data.\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003ePost-campaign analysis:\u003c/strong\u003e Difficulty interpreting performance data and applying learnings.\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThese pain points mean that marketers spend more time managing processes and orchestrating delivery than building meaningful connections. And it’s not just marketers that suffer. For brands, the complexity of the content supply chain causes missed growth and broken connections with consumers. Moreover, today’s consumers are quick to dismiss content that lacks relevance or authenticity. Personalization efforts often fall flat as consumers have learned to overlook current tactics such as reminders of what they have left in their shopping carts, their first names being included in body copy and suggestions based on their recent Google searches.\u003c/p\u003e\n\u003cp\u003eWith these challenges in mind, it’s no surprise that a new frog and Capgemini Research Institute CMO insights report shows that \u003ca href=\"https://www.frog.co/insights/from-complexity-to-clarity-how-cmos-can-reclaim-marketing-to-build-competitive-edge\"\u003eonly 18% of organizations strongly believe they successfully personalize customer interactions to boost outcomes\u003c/a\u003e, while 31% of marketers are fully satisfied with their ability to unify customer data sources (\u003ca href=\"https://www.salesforce.com/resources/research-reports/state-of-marketing/\" target=\"_blank\" rel=\"noopener\"\u003eSalesforce State of Marketing Report 9th Edition\u003c/a\u003e). The content supply chain has become a content bottleneck.\u003c/p\u003e\n\u003cp\u003eUntil we can reduce the time spent managing the content supply chain, marketers will remain constrained by human capacity. It is AI that can free marketers to focus on strategy and storytelling.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eThe AI-enabled content supply chain\u003c/h3\u003e\n\u003cp\u003eAI will not replace marketers. Human intuition will continue to drive the craft of marketing forward, but AI will be an essential tool to dynamically generate and manage campaigns, content and insights—offering marketers even greater abilities to build personalized connection at scale.\u003c/p\u003e\n\u003cp\u003eMarketers can finally scale their messaging 1-to-1 with their audience, while benefiting from all the automation and speed AI provides. Marketers will no longer have to spend their time trying to manually pore over data and optimize campaigns or struggle with approvals or briefs. AI will also play a key role in orchestration, helping marketers save time by streamlining complex, siloed ecosystems and eliminating the need to manually connect fragmented systems.\u003c/p\u003e\n\u003cp\u003eMarketers will have AI as an assisting tool to streamline campaign optimization, based on real-time, performance-based results. AI shifts marketers time back to high value tasks. This helps solve solve reach (how, when and where), allowing marketers to focus on connection (what to say, to whom and why).\u003c/p\u003e\n\u003cp\u003eThe concept of the AI-empowered marketer will grow and AI-enabled content supply chains will see five new marketing paradigms unlocked.\u003c/p\u003e\n"},{"acf_fc_layout":"numbered_section_block","title":"The five new marketing paradigms","description":"","numbered_sections":[{"title":"Intelligent creativity","content":"\u003cp\u003eMarketers will be able to rapidly bring their ideas to life and their bandwidth with augmented creative and content creation, powered by human creativity.\u003c/p\u003e\n"},{"title":"Real-time relevance","content":"\u003cp\u003eAutonomous AI optimization will help craft dynamic campaigns, allowing brands to play an active role in the prevailing cultural zeitgeist, moving away from static and slow-moving campaigns that miss moments that matter.\u003c/p\u003e\n"},{"title":"Connected workflows and ecosystems","content":"\u003cp\u003eThe complexity of the content supply chain and manual management will be replaced by AI-powered workflow orchestration, helping teams automate repetitive steps and connect dots between their work.\u003c/p\u003e\n"},{"title":"Next-gen measurement and insights","content":"\u003cp\u003eAI makes measurement proactive, continuous and actionable. Marketers gain real-time visibility into performance and predictive insights to guide decisions.\u003c/p\u003e\n"},{"title":"Agentic and new space engagements","content":"\u003cp\u003eAs consumers adopt AI agents to filter and interact on their behalf, marketers must design for both human and machine touchpoints—earning representation in ambient systems, voice interfaces and mixed-reality environments.\u003c/p\u003e\n\u003cp\u003eThese five new paradigms drive real results, boosting both business performance and marketer satisfaction:\u003c/p\u003e\n"}]},{"acf_fc_layout":"image_caption_block","image":{"ID":85233,"id":85233,"title":"The-AI-Empowered-Marketer-Graphic_02","filename":"The-AI-Empowered-Marketer-Graphic_02.jpg","filesize":129892,"url":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_02.jpg","link":"https://www.frog.co/designmind/the-ai-empowered-marketer/attachment/the-ai-empowered-marketer-graphic_02/","alt":"","author":"30","description":"","caption":"","name":"the-ai-empowered-marketer-graphic_02","status":"inherit","uploaded_to":85105,"date":"2025-12-09 17:54:08","modified":"2025-12-09 17:54:08","menu_order":0,"mime_type":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":1689,"height":1002,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_02-150x150.jpg","thumbnail-width":150,"thumbnail-height":150,"medium":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_02-300x178.jpg","medium-width":300,"medium-height":178,"medium_large":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_02-768x456.jpg","medium_large-width":640,"medium_large-height":380,"large":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_02-1024x607.jpg","large-width":640,"large-height":379,"1536x1536":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_02-1536x911.jpg","1536x1536-width":1536,"1536x1536-height":911,"2048x2048":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_02.jpg","2048x2048-width":1689,"2048x2048-height":1002}},"caption":"","image_alignment":"center"},{"acf_fc_layout":"long_form_text_block","text_content":"\u003ch3\u003eMarketing in an AI future\u003c/h3\u003e\n\u003cp\u003eAgentic AI—autonomous agents that act on behalf of brands and consumers—takes the transformation of marketing even further. With agentic AI, marketers will not only be offered the chance to get back to creativity. They will also be required to work at their very best. They will be tasked with standing out as brand stewards, more so than ever before.\u003c/p\u003e\n\u003cp\u003eWe see the next-generation marketer as a multi-faceted individual, opening new pathways to develop their skills and strategies. The AI-enabled marketer of the future will be a:\u003c/p\u003e\n\u003cul\u003e\n\u003cli\u003e\u003cstrong\u003eCreative orchestrator\u003c/strong\u003e, using AI to further inspiration and prolific content\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eCultural operator\u003c/strong\u003e, considering how the brand will keep pace with the speed of culture\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eSystem conductor\u003c/strong\u003e, designing clear rules and escalation points for team collaboration with AI\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eInsight interrogator\u003c/strong\u003e, making sense of data alongside AI to stay competitive\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eExperience architect\u003c/strong\u003e, harnessing large language models to uplift the brand and stay relevant in the mind of the consumer\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMarketers must evolve alongside their audience\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eMuch like marketers, consumers are navigating a new buying landscape dominated by social commerce, AI, zero-click search and the next innovation just over the horizon. Disruption risks destroying the loyalty that marketers have worked so hard to build, but the five new paradigms offer a pathway to retain—and hopefully increase—the bond with consumers.\u003c/p\u003e\n\u003cp\u003eWith the right support, marketers can bring all the pieces together to deliver a cohesive brand voice with greater connection and reach than ever before. The future will be won by marketers who embrace these new paradigms and evolve alongside their consumers.\u003c/p\u003e\n\u003cp\u003eAnd what does this \u003ca href=\"https://www.frog.co/insights/from-complexity-to-clarity-how-cmos-can-reclaim-marketing-to-build-competitive-edge\"\u003eAI-empowered marketing\u003c/a\u003e mean for consumers? It means they can expect a consistent stream of authentic content from the brands they love. Content that is increasingly relevant and engaging. Most importantly, the content should be trustworthy, helping to build lasting confidence in the brand.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eThe dawn of a new marketing era\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eAt frog, we are always thinking about the ways AI will give us more power to achieve our goals, meet greater levels of demand and resonate more with the world. While we considered the five new paradigms for the AI-enabled marketer, we also explored how marketing teams can make these a reality for their people. For us, this a journey in three broad steps, from exploring to activating and finally, to scaling.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eIt starts by asking the right questions:\u003c/p\u003e\n\u003cul\u003e\n\u003cli\u003e\u003cstrong\u003eMarketing strategy:\u003c/strong\u003e \u003cem\u003eWhat does the AI future mean for our brand and marketing?\u003c/em\u003e\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eProof of value:\u003c/strong\u003e \u003cem\u003eI’m intrigued, but can this actually deliver value?\u003c/em\u003e\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eDefining what’s next:\u003c/strong\u003e \u003cem\u003eI want to do this – how can we make it work for our brand?\u003c/em\u003e\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eOperating at scale:\u003c/strong\u003e \u003cem\u003eHow do I apply this to everything?\u003c/em\u003e\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe mass production of print, the advent of the radio, television and the dot-com era all brought us greater levels of social and cultural interaction. AI is just another step in that process and marketers have always risen to harness those evolutions in technology to alter the creative lens and find that balance between reach and connection. And now, a new era of marketing begins and it will be the AI-enabled marketer who will write the next chapter.\u003c/p\u003e\n"},{"acf_fc_layout":"divider","full_width":true},{"acf_fc_layout":"author_credit_block","title":"Authors","credits":false,"illustration":{"title":"","creators":false},"authors":[{"ID":85136,"post_author":"30","post_date":"2025-12-05 18:01:53","post_date_gmt":"2025-12-05 18:01:53","post_content":"","post_title":"Ed Lorenz","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"ed-lorenz","to_ping":"","pinged":"","post_modified":"2025-12-09 23:07:12","post_modified_gmt":"2025-12-09 23:07:12","post_content_filtered":"","post_parent":0,"guid":"https://www.frog.co/?post_type=authors\u0026#038;p=85136","menu_order":0,"post_type":"authors","post_mime_type":"","comment_count":"0","filter":"raw","acf":{"author_header":{"author_name":"Ed Lorenz","bio":"\u003cp\u003eEd leads frog\u0026#8217;s CX Transformation team in North America, focusing on transforming marketing, customer experience, and bringing AI-enabled products to market. He brings deep experience enabling new capabilities at enterprise scale, across sectors. Ed’s outcome-driven approach helps clients modernize how teams operate, adopt AI responsibly, and unlock measurable commercial impact.\u003c/p\u003e\n","designation":"Director, frog NA","twitter_profile_link":"","medium_profile_link":"","author_image":{"ID":85251,"id":85251,"title":"Ed_Lorenz-author","filename":"Ed_Lorenz-author.png","filesize":77191,"url":"https://wp.frog.co/wp-content/uploads/2025/12/Ed_Lorenz-author.png","link":"https://www.frog.co/authors/ed-lorenz/attachment/ed_lorenz-author/","alt":"","author":"30","description":"","caption":"","name":"ed_lorenz-author","status":"inherit","uploaded_to":85136,"date":"2025-12-09 23:06:26","modified":"2025-12-09 23:06:26","menu_order":0,"mime_type":"image/png","type":"image","subtype":"png","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":413,"height":413,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2025/12/Ed_Lorenz-author-150x150.png","thumbnail-width":150,"thumbnail-height":150,"medium":"https://wp.frog.co/wp-content/uploads/2025/12/Ed_Lorenz-author-300x300.png","medium-width":300,"medium-height":300,"medium_large":"https://wp.frog.co/wp-content/uploads/2025/12/Ed_Lorenz-author.png","medium_large-width":413,"medium_large-height":413,"large":"https://wp.frog.co/wp-content/uploads/2025/12/Ed_Lorenz-author.png","large-width":413,"large-height":413,"1536x1536":"https://wp.frog.co/wp-content/uploads/2025/12/Ed_Lorenz-author.png","1536x1536-width":413,"1536x1536-height":413,"2048x2048":"https://wp.frog.co/wp-content/uploads/2025/12/Ed_Lorenz-author.png","2048x2048-width":413,"2048x2048-height":413}}},"author_featured":""},"post_url_slug":"https://www.frog.co/authors/ed-lorenz/"},{"ID":30214,"post_author":"30","post_date":"2021-07-15 13:46:30","post_date_gmt":"2021-07-15 13:46:30","post_content":"","post_title":"Megan Nesbeth","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"megan-nesbeth","to_ping":"","pinged":"","post_modified":"2026-02-20 00:05:42","post_modified_gmt":"2026-02-20 00:05:42","post_content_filtered":"","post_parent":0,"guid":"https://www.frogdesign.com/?post_type=authors\u0026#038;p=30214","menu_order":0,"post_type":"authors","post_mime_type":"","comment_count":"0","filter":"raw","acf":{"author_header":{"author_name":"Megan Nesbeth","bio":"\u003cp\u003eMegan is a strategist and researcher focused on driving customer experience transformation. With a deep background in the social sciences and systems thinking, she’s known for connecting the dots between emerging trends and timeless human behavior to design innovative strategies for what comes next. Megan’s facilitation talents ensure that everyone’s voice is heard during complex change initiatives.\u003c/p\u003e\n","designation":"Associate Strategy Director, frog New York","twitter_profile_link":"","medium_profile_link":"","author_image":{"ID":30223,"id":30223,"title":"Megan_tighter crop","filename":"Megan_tighter-crop.png","filesize":78862,"url":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2021/07/15134858/Megan_tighter-crop.png","link":"https://www.frog.co/authors/megan-nesbeth/attachment/megan_tighter-crop/","alt":"","author":"16","description":"","caption":"","name":"megan_tighter-crop","status":"inherit","uploaded_to":30214,"date":"2021-07-15 13:48:58","modified":"2021-07-15 13:48:58","menu_order":0,"mime_type":"image/png","type":"image","subtype":"png","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":302,"height":302,"sizes":{"thumbnail":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2021/07/15134858/Megan_tighter-crop-150x150.png","thumbnail-width":150,"thumbnail-height":150,"medium":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2021/07/15134858/Megan_tighter-crop-300x300.png","medium-width":300,"medium-height":300,"medium_large":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2021/07/15134858/Megan_tighter-crop.png","medium_large-width":302,"medium_large-height":302,"large":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2021/07/15134858/Megan_tighter-crop.png","large-width":302,"large-height":302,"1536x1536":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2021/07/15134858/Megan_tighter-crop.png","1536x1536-width":302,"1536x1536-height":302,"2048x2048":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2021/07/15134858/Megan_tighter-crop.png","2048x2048-width":302,"2048x2048-height":302}}},"author_featured":[{"ID":30025,"post_author":"36","post_date":"2021-07-02 10:06:44","post_date_gmt":"2021-07-02 10:06:44","post_content":"","post_title":"Design Mind frogcast Ep. 15 – Expand Your Economic Imagination","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"design-mind-frogcast-ep-15-expand-your-economic-imagination","to_ping":"","pinged":"","post_modified":"2023-11-27 13:01:46","post_modified_gmt":"2023-11-27 13:01:46","post_content_filtered":"","post_parent":0,"guid":"https://www.frogdesign.com/?post_type=designmind\u0026#038;p=30025","menu_order":0,"post_type":"designmind","post_mime_type":"","comment_count":"0","filter":"raw"}]},"post_url_slug":"https://www.frog.co/authors/megan-nesbeth/"},{"ID":82868,"post_author":"30","post_date":"2025-07-17 16:29:08","post_date_gmt":"2025-07-17 16:29:08","post_content":"","post_title":"Kate Bruce","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"kate-bruce","to_ping":"","pinged":"","post_modified":"2026-02-20 00:06:42","post_modified_gmt":"2026-02-20 00:06:42","post_content_filtered":"","post_parent":0,"guid":"https://www.frog.co/?post_type=authors\u0026#038;p=82868","menu_order":0,"post_type":"authors","post_mime_type":"","comment_count":"0","filter":"raw","acf":{"author_header":{"author_name":"Kate Bruce","bio":"\u003cp\u003eKate is a Manager at frog in New York City, with expertise in luxury fashion and retail. 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Her work centers around marketing, content supply chain, and integrating AI responsibly to make customer experiences more accessible and engaging.\u003c/p\u003e\n","designation":"Associate Consultant, frog NA","twitter_profile_link":"","medium_profile_link":"","author_image":{"ID":86102,"id":86102,"title":"Adele-Lowitz-author","filename":"Adele-Lowitz-author.png","filesize":101626,"url":"https://wp.frog.co/wp-content/uploads/2026/02/Adele-Lowitz-author.png","link":"https://www.frog.co/authors/adele-lowitz/attachment/adele-lowitz-author/","alt":"","author":"30","description":"","caption":"","name":"adele-lowitz-author","status":"inherit","uploaded_to":86100,"date":"2026-02-18 17:58:46","modified":"2026-02-18 17:58:46","menu_order":0,"mime_type":"image/png","type":"image","subtype":"png","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":400,"height":400,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2026/02/Adele-Lowitz-author-150x150.png","thumbnail-width":150,"thumbnail-height":150,"medium":"https://wp.frog.co/wp-content/uploads/2026/02/Adele-Lowitz-author-300x300.png","medium-width":300,"medium-height":300,"medium_large":"https://wp.frog.co/wp-content/uploads/2026/02/Adele-Lowitz-author.png","medium_large-width":400,"medium_large-height":400,"large":"https://wp.frog.co/wp-content/uploads/2026/02/Adele-Lowitz-author.png","large-width":400,"large-height":400,"1536x1536":"https://wp.frog.co/wp-content/uploads/2026/02/Adele-Lowitz-author.png","1536x1536-width":400,"1536x1536-height":400,"2048x2048":"https://wp.frog.co/wp-content/uploads/2026/02/Adele-Lowitz-author.png","2048x2048-width":400,"2048x2048-height":400}}},"author_featured":""},"post_url_slug":"https://www.frog.co/authors/adele-lowitz/"}]},{"acf_fc_layout":"divider","full_width":true}],"if_related":{"image":{"ID":85128,"id":85128,"title":"AI Content Supply Chain Cover","filename":"AI-Content-Supply-Chain-Cover.jpg","filesize":219157,"url":"https://wp.frog.co/wp-content/uploads/2025/12/AI-Content-Supply-Chain-Cover.jpg","link":"https://www.frog.co/designmind/the-ai-empowered-marketer/attachment/ai-content-supply-chain-cover/","alt":"","author":"30","description":"","caption":"","name":"ai-content-supply-chain-cover","status":"inherit","uploaded_to":85105,"date":"2025-12-05 17:56:04","modified":"2025-12-05 17:56:04","menu_order":0,"mime_type":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":1440,"height":552,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2025/12/AI-Content-Supply-Chain-Cover-150x150.jpg","thumbnail-width":150,"thumbnail-height":150,"medium":"https://wp.frog.co/wp-content/uploads/2025/12/AI-Content-Supply-Chain-Cover-300x115.jpg","medium-width":300,"medium-height":115,"medium_large":"https://wp.frog.co/wp-content/uploads/2025/12/AI-Content-Supply-Chain-Cover-768x294.jpg","medium_large-width":640,"medium_large-height":245,"large":"https://wp.frog.co/wp-content/uploads/2025/12/AI-Content-Supply-Chain-Cover-1024x393.jpg","large-width":640,"large-height":246,"1536x1536":"https://wp.frog.co/wp-content/uploads/2025/12/AI-Content-Supply-Chain-Cover.jpg","1536x1536-width":1440,"1536x1536-height":552,"2048x2048":"https://wp.frog.co/wp-content/uploads/2025/12/AI-Content-Supply-Chain-Cover.jpg","2048x2048-width":1440,"2048x2048-height":552}},"image_one_by_one":false,"image_three_by_four":false,"image_two_by_one":false,"title":"Article","description":"The AI-Empowered Marketer"},"featured_articles":{"eyebrow":"Related work","use_home_data":false,"articles":[{"title":"How CMOs can reclaim marketing","description":"Insight Report","image":{"ID":84846,"id":84846,"title":"reclaiming-marketing-share_image-final","filename":"reclaiming-marketing-share_image-final.png","filesize":182085,"url":"https://wp.frog.co/wp-content/uploads/2025/11/reclaiming-marketing-share_image-final.png","link":"https://www.frog.co/insights/from-complexity-to-clarity-how-cmos-can-reclaim-marketing-to-build-competitive-edge/attachment/reclaiming-marketing-share_image-final/","alt":"Insight Report - 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On one side, there is the desire for broad reach. On the other, there is the ambition for one-to-one connections with customers.\u003c/p\u003e\n\u003cp\u003eStriking the right balance between these two goals has long felt just out of reach, with marketers often forced to compromise one for the other. With the rise of AI, we have finally reached the moment where personalized connection at scale is a real possibility.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eToday’s bottlenecked content supply chain\u003c/h3\u003e\n\u003cp\u003eHistorically, marketers had to choose between scale and connection. Mass media like TV and print enabled broad reach, but personalization was limited. Digital innovation and social media brought new tools, making \u003ca href=\"https://www.frog.co/designmind/omni-chaos-to-omni-cohesion-crafting-a-customer-centric-multichannel-strategy\"\u003eomnichannel distribution\u003c/a\u003e possible and expanding both reach and connection. Yet, in practice, reach usually won out. This was because the clarity of metrics and the abundance of tools made it easier to measure and achieve reach than to foster genuine connection.\u003c/p\u003e\n\u003cp\u003eThe move to omnichannel engagement has also made the marketing landscape more fragmented. In this environment, marketing—which is at its core a creative discipline—can sometimes resemble more of a logistical operation. The pursuit of customer connection across multiple platforms, formats and audience segments has led to a complex content supply chain. And as a result, many marketers started to feel more like traffic controllers than creative connectors.\u003c/p\u003e\n"},{"acfFcLayout":"image_caption_block","image":{"id":85226,"title":"The-AI-Empowered-Marketer-Graphic_01","filename":"The-AI-Empowered-Marketer-Graphic_01.jpg","filesize":165722,"url":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_01.jpg","link":"https://www.frog.co/designmind/the-ai-empowered-marketer/attachment/the-ai-empowered-marketer-graphic_01/","alt":"","author":"30","description":"","caption":"","name":"the-ai-empowered-marketer-graphic_01","status":"inherit","uploadedTo":85105,"date":"2025-12-09 17:53:02","modified":"2025-12-09 17:53:02","menuOrder":0,"mimeType":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":1690,"height":1168,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_01-150x150.jpg","thumbnailWidth":150,"thumbnailHeight":150,"medium":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_01-300x207.jpg","mediumWidth":300,"mediumHeight":207,"mediumLarge":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_01-768x531.jpg","mediumLargeWidth":640,"mediumLargeHeight":443,"large":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_01-1024x708.jpg","largeWidth":640,"largeHeight":443,"1536X1536":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_01-1536x1062.jpg","1536X1536Width":1536,"1536X1536Height":1062,"2048X2048":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_01.jpg","2048X2048Width":1690,"2048X2048Height":1168}},"caption":"","imageAlignment":"center"},{"acfFcLayout":"long_form_text_block","textContent":"\u003cp\u003e\u003cem\u003eThe stages of a content supply chain.\u003c/em\u003e\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe traditional content supply chain has recurring pain points:\u003c/p\u003e\n\u003cul\u003e\n\u003cli\u003e\u003cstrong\u003eStrategy and planning:\u003c/strong\u003e Unclear objectives, misaligned expectations and vague audience definitions.\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eCreative development:\u003c/strong\u003e Slow approvals, manual asset reconfiguration and inconsistent quality.\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eLaunch readiness:\u003c/strong\u003e Disjointed workflows, lost content and missed cultural moments.\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eMonitoring and optimization:\u003c/strong\u003e Poor tracking, slow optimization cycles and incomplete data.\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003ePost-campaign analysis:\u003c/strong\u003e Difficulty interpreting performance data and applying learnings.\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThese pain points mean that marketers spend more time managing processes and orchestrating delivery than building meaningful connections. And it’s not just marketers that suffer. For brands, the complexity of the content supply chain causes missed growth and broken connections with consumers. Moreover, today’s consumers are quick to dismiss content that lacks relevance or authenticity. Personalization efforts often fall flat as consumers have learned to overlook current tactics such as reminders of what they have left in their shopping carts, their first names being included in body copy and suggestions based on their recent Google searches.\u003c/p\u003e\n\u003cp\u003eWith these challenges in mind, it’s no surprise that a new frog and Capgemini Research Institute CMO insights report shows that \u003ca href=\"https://www.frog.co/insights/from-complexity-to-clarity-how-cmos-can-reclaim-marketing-to-build-competitive-edge\"\u003eonly 18% of organizations strongly believe they successfully personalize customer interactions to boost outcomes\u003c/a\u003e, while 31% of marketers are fully satisfied with their ability to unify customer data sources (\u003ca href=\"https://www.salesforce.com/resources/research-reports/state-of-marketing/\" target=\"_blank\" rel=\"noopener\"\u003eSalesforce State of Marketing Report 9th Edition\u003c/a\u003e). The content supply chain has become a content bottleneck.\u003c/p\u003e\n\u003cp\u003eUntil we can reduce the time spent managing the content supply chain, marketers will remain constrained by human capacity. It is AI that can free marketers to focus on strategy and storytelling.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eThe AI-enabled content supply chain\u003c/h3\u003e\n\u003cp\u003eAI will not replace marketers. Human intuition will continue to drive the craft of marketing forward, but AI will be an essential tool to dynamically generate and manage campaigns, content and insights—offering marketers even greater abilities to build personalized connection at scale.\u003c/p\u003e\n\u003cp\u003eMarketers can finally scale their messaging 1-to-1 with their audience, while benefiting from all the automation and speed AI provides. Marketers will no longer have to spend their time trying to manually pore over data and optimize campaigns or struggle with approvals or briefs. AI will also play a key role in orchestration, helping marketers save time by streamlining complex, siloed ecosystems and eliminating the need to manually connect fragmented systems.\u003c/p\u003e\n\u003cp\u003eMarketers will have AI as an assisting tool to streamline campaign optimization, based on real-time, performance-based results. AI shifts marketers time back to high value tasks. This helps solve solve reach (how, when and where), allowing marketers to focus on connection (what to say, to whom and why).\u003c/p\u003e\n\u003cp\u003eThe concept of the AI-empowered marketer will grow and AI-enabled content supply chains will see five new marketing paradigms unlocked.\u003c/p\u003e\n"},{"acfFcLayout":"numbered_section_block","title":"The five new marketing paradigms","description":"","numberedSections":[{"title":"Intelligent creativity","content":"\u003cp\u003eMarketers will be able to rapidly bring their ideas to life and their bandwidth with augmented creative and content creation, powered by human creativity.\u003c/p\u003e\n"},{"title":"Real-time relevance","content":"\u003cp\u003eAutonomous AI optimization will help craft dynamic campaigns, allowing brands to play an active role in the prevailing cultural zeitgeist, moving away from static and slow-moving campaigns that miss moments that matter.\u003c/p\u003e\n"},{"title":"Connected workflows and ecosystems","content":"\u003cp\u003eThe complexity of the content supply chain and manual management will be replaced by AI-powered workflow orchestration, helping teams automate repetitive steps and connect dots between their work.\u003c/p\u003e\n"},{"title":"Next-gen measurement and insights","content":"\u003cp\u003eAI makes measurement proactive, continuous and actionable. Marketers gain real-time visibility into performance and predictive insights to guide decisions.\u003c/p\u003e\n"},{"title":"Agentic and new space engagements","content":"\u003cp\u003eAs consumers adopt AI agents to filter and interact on their behalf, marketers must design for both human and machine touchpoints—earning representation in ambient systems, voice interfaces and mixed-reality environments.\u003c/p\u003e\n\u003cp\u003eThese five new paradigms drive real results, boosting both business performance and marketer satisfaction:\u003c/p\u003e\n"}]},{"acfFcLayout":"image_caption_block","image":{"id":85233,"title":"The-AI-Empowered-Marketer-Graphic_02","filename":"The-AI-Empowered-Marketer-Graphic_02.jpg","filesize":129892,"url":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_02.jpg","link":"https://www.frog.co/designmind/the-ai-empowered-marketer/attachment/the-ai-empowered-marketer-graphic_02/","alt":"","author":"30","description":"","caption":"","name":"the-ai-empowered-marketer-graphic_02","status":"inherit","uploadedTo":85105,"date":"2025-12-09 17:54:08","modified":"2025-12-09 17:54:08","menuOrder":0,"mimeType":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":1689,"height":1002,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_02-150x150.jpg","thumbnailWidth":150,"thumbnailHeight":150,"medium":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_02-300x178.jpg","mediumWidth":300,"mediumHeight":178,"mediumLarge":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_02-768x456.jpg","mediumLargeWidth":640,"mediumLargeHeight":380,"large":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_02-1024x607.jpg","largeWidth":640,"largeHeight":379,"1536X1536":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_02-1536x911.jpg","1536X1536Width":1536,"1536X1536Height":911,"2048X2048":"https://wp.frog.co/wp-content/uploads/2025/12/The-AI-Empowered-Marketer-Graphic_02.jpg","2048X2048Width":1689,"2048X2048Height":1002}},"caption":"","imageAlignment":"center"},{"acfFcLayout":"long_form_text_block","textContent":"\u003ch3\u003eMarketing in an AI future\u003c/h3\u003e\n\u003cp\u003eAgentic AI—autonomous agents that act on behalf of brands and consumers—takes the transformation of marketing even further. With agentic AI, marketers will not only be offered the chance to get back to creativity. They will also be required to work at their very best. They will be tasked with standing out as brand stewards, more so than ever before.\u003c/p\u003e\n\u003cp\u003eWe see the next-generation marketer as a multi-faceted individual, opening new pathways to develop their skills and strategies. The AI-enabled marketer of the future will be a:\u003c/p\u003e\n\u003cul\u003e\n\u003cli\u003e\u003cstrong\u003eCreative orchestrator\u003c/strong\u003e, using AI to further inspiration and prolific content\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eCultural operator\u003c/strong\u003e, considering how the brand will keep pace with the speed of culture\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eSystem conductor\u003c/strong\u003e, designing clear rules and escalation points for team collaboration with AI\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eInsight interrogator\u003c/strong\u003e, making sense of data alongside AI to stay competitive\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eExperience architect\u003c/strong\u003e, harnessing large language models to uplift the brand and stay relevant in the mind of the consumer\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMarketers must evolve alongside their audience\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eMuch like marketers, consumers are navigating a new buying landscape dominated by social commerce, AI, zero-click search and the next innovation just over the horizon. Disruption risks destroying the loyalty that marketers have worked so hard to build, but the five new paradigms offer a pathway to retain—and hopefully increase—the bond with consumers.\u003c/p\u003e\n\u003cp\u003eWith the right support, marketers can bring all the pieces together to deliver a cohesive brand voice with greater connection and reach than ever before. The future will be won by marketers who embrace these new paradigms and evolve alongside their consumers.\u003c/p\u003e\n\u003cp\u003eAnd what does this \u003ca href=\"https://www.frog.co/insights/from-complexity-to-clarity-how-cmos-can-reclaim-marketing-to-build-competitive-edge\"\u003eAI-empowered marketing\u003c/a\u003e mean for consumers? It means they can expect a consistent stream of authentic content from the brands they love. Content that is increasingly relevant and engaging. Most importantly, the content should be trustworthy, helping to build lasting confidence in the brand.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eThe dawn of a new marketing era\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eAt frog, we are always thinking about the ways AI will give us more power to achieve our goals, meet greater levels of demand and resonate more with the world. While we considered the five new paradigms for the AI-enabled marketer, we also explored how marketing teams can make these a reality for their people. For us, this a journey in three broad steps, from exploring to activating and finally, to scaling.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eIt starts by asking the right questions:\u003c/p\u003e\n\u003cul\u003e\n\u003cli\u003e\u003cstrong\u003eMarketing strategy:\u003c/strong\u003e \u003cem\u003eWhat does the AI future mean for our brand and marketing?\u003c/em\u003e\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eProof of value:\u003c/strong\u003e \u003cem\u003eI’m intrigued, but can this actually deliver value?\u003c/em\u003e\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eDefining what’s next:\u003c/strong\u003e \u003cem\u003eI want to do this – how can we make it work for our brand?\u003c/em\u003e\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eOperating at scale:\u003c/strong\u003e \u003cem\u003eHow do I apply this to everything?\u003c/em\u003e\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe mass production of print, the advent of the radio, television and the dot-com era all brought us greater levels of social and cultural interaction. AI is just another step in that process and marketers have always risen to harness those evolutions in technology to alter the creative lens and find that balance between reach and connection. And now, a new era of marketing begins and it will be the AI-enabled marketer who will write the next chapter.\u003c/p\u003e\n"},{"acfFcLayout":"divider","fullWidth":true},{"acfFcLayout":"author_credit_block","title":"Authors","credits":false,"illustration":{"title":"","creators":false},"authors":[{"slug":"ed-lorenz","authorName":"Ed Lorenz","bio":"\u003cp\u003eEd leads frog\u0026#8217;s CX Transformation team in North America, focusing on transforming marketing, customer experience, and bringing AI-enabled products to market. He brings deep experience enabling new capabilities at enterprise scale, across sectors. 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For over a century, Philips has been a global leader in customer-focused innovation, and in recent years, the company has shifted its focus towards pioneering health technology aimed at improving lives worldwide. Recorded during Milan Design Week 2025, Peter shares valuable insights from his leadership journey at Philips, as well as his experiences at Microsoft and Amazon.\u003c/p\u003e\n\u003cp\u003eListen to the podcast episode and watch the full video below. You can also find the \u003cstrong\u003eDesign Mind frogcast\u003c/strong\u003e on \u003ca href=\"https://podcasts.apple.com/us/podcast/design-mind-frogcast/id1541644073\" target=\"_blank\" rel=\"noopener\"\u003eApple Podcasts\u003c/a\u003e,  \u003ca href=\"https://open.spotify.com/show/5mxbuRY6KtBwIrNhWhu0sx\" target=\"_blank\" rel=\"noopener\"\u003eSpotify\u003c/a\u003e and anywhere you listen to podcasts.\u003c/p\u003e\n"},{"acf_fc_layout":"long_form_text_block","text_content":"\u003cp\u003e\u003ciframe loading=\"lazy\" height=\"200px\" width=\"100%\" frameborder=\"no\" scrolling=\"no\" seamless src=\"https://player.simplecast.com/e15c8546-54dd-47fe-a1cc-b292c3c0f1ca?dark=true\"\u003e\u003c/iframe\u003e\u003c/p\u003e\n"},{"acf_fc_layout":"long_form_text_block","text_content":"\u003cp\u003e\u003cstrong\u003eEpisode Transcript:\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDesign Mind frogcast\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eEpisode 55:\u003c/strong\u003e What Makes a Product Great?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eGuest:\u003c/strong\u003e Peter Skillman, Global Head of Design, Philips\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:00:03] Elizabeth Wood:\u003c/strong\u003e Welcome to the Design Mind frogcast. Each episode, we go behind the scenes to meet the people designing what’s next in the world of products, services and experiences, both here at frog and far, far outside the pond. I’m Elizabeth Wood.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:00:19] Elizabeth Wood:\u003c/strong\u003e Today on our show, we’re taking a look at the evolution of product design and design leadership. To do this, we’re joined by special guest Peter Skillman, Global Head of Design at Philips. For more than a century, Philips has been a globally recognized powerhouse for customer-focused innovation. And over the last decade, the company has really set its sights on groundbreaking health technology, focused on improving the lives and well-being of people everywhere. Earlier this year, we got the chance to sit down with Peter during Milan’s Design Week, and he was gracious enough to share insights from his time as a design leader at Philips, as well as at Microsoft and Amazon, among others. Here’s Peter now.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:00:54] Peter Skillman:\u003c/strong\u003e What makes a product great? Sometimes doing less better is more important. Sometimes what you remove is more important than what you put in. Sometimes, performance isn\u0026#8217;t just a feature, it\u0026#8217;s the only feature. And I think that what makes a product great is often when you work backwards from the customer, and you really nail understanding their needs, rather than coming at it from a feature-based point of view. Like, I\u0026#8217;m adding a new feature, competitors are adding features, we have to match the competition—you know, that\u0026#8217;s the conventional wisdom. The unconventional wisdom is there is a diminishing return for those things. And if you focus on dressing people\u0026#8217;s frustrations, that is wildly differentiating, and it is so hard for product organizations to just go back and understand exactly what the needs are and be laser focused on doing that and nothing else, right? So I think ultimately, what makes a great product is often what you\u0026#8217;re not doing. Sometimes you want the product to disappear.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:02:04] Peter Skillman:\u003c/strong\u003e I\u0026#8217;m Peter Skillman. I\u0026#8217;m the Global Head of Design for Philips. I\u0026#8217;m the eighth leader of design for Philips in our 100-year history. So it\u0026#8217;s a pretty scary responsibility, actually, if I consider the fear associated with having to maintain that legacy, but it\u0026#8217;s really an honor to be in that position. If I think about what is my mission at Philips, and even in a broader sense, it\u0026#8217;s that my job is to unlock the creative potential of other people and build great teams. I don\u0026#8217;t care about my compensation. I don\u0026#8217;t care about my title. I really am excited at how I can unlock and teach others.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:02:47] Elizabeth Wood:\u003c/strong\u003e Like many of those who have found their passion in product design, Peter shared that he didn’t exactly start out with this career in mind.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:02:55] Peter Skillman:\u003c/strong\u003e If we go way back, like I didn\u0026#8217;t even know design existed as a career. I chose engineering initially because I didn\u0026#8217;t know that I could actually go study design, kind of interesting. And when I was a kid, I would design and build things. And when I wanted to get away from designing and building things, I would design and build more things. And so that was just…my entire identity was wrapped up around, trying to invent and envision objects, designs, buildings, you know, cars, trap doors, as a kid, you know, whatever. And it was really only when I discovered IDEO that I really understood what design meant.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:03:35] Peter Skillman:\u003c/strong\u003e There was a designer who was building furniture that I did some work for, and he told me about this company called IDEO in Silicon Valley, and he said that it\u0026#8217;s connected with and they support this incredible design department, the product design department at Stanford. And he said, You should go and talk to Dennis Boyle. So Dennis Boyle is one of the great benefactors in my career, and he spent an hour with some kid just off the street—me—in his office, explaining what the career of design was about, and holding up parts that he had designed, and plastics, and medical, and toys and all these different objects. And I became so excited by that opportunity of that structure of actual design in the context. And he said, go to Stanford, and then maybe when you\u0026#8217;re done, we can, you know, we can talk. And so he gave me his business card, and I put it in my wallet, and I vowed I would never take this out of my wallet until I gave it back to him as an employee.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:04:40] Peter Skillman:\u003c/strong\u003e You know, it\u0026#8217;s not easy to get into Stanford. They accepted in the graduate program just 15 people a year. So it was really hard. And so I felt very lucky. In fact, I felt like a fraud there. And I think maybe some people know this feeling where you compare yourself to the collective amalgam of the best qualities of everyone, and you feel like you\u0026#8217;re completely a fraud. So, like, I had that feeling—sometimes I still do, you know, like, ‘Am I good enough?’ I went through that program. Then I was lucky enough to get hired by them, and I went back to his office, and at that time, it was actually David Kelley Design when I went to work for him, like it was a year before they became IDEO. And I pulled this tattered, torn up copy of his business card that I had been carrying around for whatever, four years, and I gave it back to him. And I said, I just want to thank you for all that you did for me. And I coach a lot of people, not even from Philips, because I want to give back.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:05:47] Elizabeth Wood:\u003c/strong\u003e When it comes to giving back to the future of design leadership, perhaps one of the biggest pieces of advice Peter has on offer is to avoid being too narrowly focused on one aspect of design.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:05:59] Peter Skillman:\u003c/strong\u003e I think that there is a generation of design leaders that perhaps didn\u0026#8217;t recognize how significantly the game had changed. The speed of change, also through large language models, and certainly in the last three years, it\u0026#8217;s transformed almost everything in terms of speed. I also think that the importance of software becoming far more influential in the experience means that you have influence when you are an equal product stakeholder with the developers and also with the product managers. And you have to know everything. The big difference today is that there is no shortcut. There is one unalienable truth in this world today: There is no substitute for the hard work of being insanely focused on continuing your learning.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:06:59] Peter Skillman:\u003c/strong\u003e Design leaders have to be fully fluent In design, organizational planning, in how you handle interview mechanics, in how you have mechanisms for promotion and career ladders and software. And you know, what\u0026#8217;s the difference between Swift and Jetpack Compose and React? And is the Headless version of React better than the React MUI stack from Google? Like, all of these technical underpinnings. And especially telemetry. Telemetry is how do you measure adoption, retention, engagement and task success? How are you building data pipelines to do that and setting up the taxonomy and ontology of your data structures? My point is, I think that for a while, people were really in their silo domain in design, and they experienced this huge uplift of visibility, also through co-creation and also through need-finding, and human-centered design, that was a big part of it. But then what happened, like in the last 10 years, is that evolved so quickly that the expectations of design leaders is that they fully understand the business. And that\u0026#8217;s a different set of skills. And I think that\u0026#8217;s really fundamentally what changed. And if you have those skills, you are in demand, and you can get a job anywhere, because that\u0026#8217;s how the game is played.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:08:33] Elizabeth Wood:\u003c/strong\u003e Another piece of advice Peter shared during our conversation was around the importance of focusing on the human aspects of creativity and design leadership–specifically around the value of being able to focus, rest, and reflect.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:08:46] Peter Skillman:\u003c/strong\u003e One of the things I just wanted to share is about luxury and the luxury of time. I was reading this quote from Justin Walsh, that “Luxury is the ability to think clearly, sleep deeply, move slowly and live quietly in a world designed to prevent all four.” And what\u0026#8217;s interesting about being here is that sometimes you\u0026#8217;re in such a state of urgency that you don\u0026#8217;t get to what\u0026#8217;s really important as a designer. What\u0026#8217;s really important is to continuously feed your inspiration, your world view, the things that you come in contact with, the people, fashion, what they\u0026#8217;re wearing, how they\u0026#8217;re behaving culturally in a different context.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:09:33] Peter Skillman:\u003c/strong\u003e I think one of the things that you get when you step away for a moment just to reflect is a vision of all the things that you often don\u0026#8217;t normally see, and it\u0026#8217;s just so important to make time to think about the details, because no detail is small. And you have to fuel your creative side, that is what every designer has to actually get out and look at forms and shapes and color and inspiration.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:10:06] Peter Skillman:\u003c/strong\u003e Sometimes, I think one of the most important things you can do as a leader is to structure your time well so that you absolutely have time to reflect on the things that are really important. And often that\u0026#8217;s how people feel. Sometimes I schedule 20 minute meetings and 40 minute meetings so that I have 10 minutes to stand up and maybe go thank someone for something, or do something really human and not be in such a back-to-back kind of context that you forget the human side of everything that we do.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:10:40] Elizabeth Wood:\u003c/strong\u003e When it comes to understanding the human element of innovation, Peter has literally put this to the test. Over the years with clients and in competitions at Stanford, he posed a single challenge: assemble the tallest tower possible from twenty pieces of uncooked spaghetti, one yard of tape, one yard of string and one standard-size marshmallow. Different groups of four were participants, from groups of business students to groups of kindergarteners. The results were surprising.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:11:06] Peter Skillman:\u003c/strong\u003e The big idea is that the highest performing group of all, statistically, kindergarteners, perform better than the worst performing group of all: business school students. Now, why is that true? And it turns out that the kindergarteners don\u0026#8217;t spend 10 minutes arguing about who\u0026#8217;s going to be CEO of the Spaghetti Corporation. And it turns out that one of the great lessons is the death of innovation is status: status transactions and fight for power and control. And of course, in the world we\u0026#8217;re living in today, it feels like there are some pretty brutal status exchanges going on throughout the world. But if you really want to innovate, it\u0026#8217;s just about there is only make. It\u0026#8217;s what Corita Kent said in the 1950s. The pop art nun designer Corita Kent said, “There is no win. There is no fail. There is only make.” And her view is, you just learn by doing, by building. You know, like, don\u0026#8217;t plan obsessively, start building. And most people don\u0026#8217;t actually have an innate understanding of the structural mechanics of uncooked spaghetti. So it takes some practice.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:12:26] Peter Skillman:\u003c/strong\u003e And the reason why the kindergarteners won is they just started building so they actually had more iterations and learned more, because there is only make, and the business school students were really fighting about who\u0026#8217;s going to be in charge. And so interesting when I think about that and the lessons in organizational design. It turns out that really effective leaders actually just put others on stage. I think earlier in my career, I made a lot of mistakes here. You know, I thought management was that you should tell people what to do, and actually I was micromanaging people. Whereas I think that\u0026#8217;s not the focus of leadership, and that\u0026#8217;s not what unlocks ambitious and creative people.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:13:07] Elizabeth Wood:\u003c/strong\u003e We’re going to take a short break. When we return, Peter will share more on his work at Philips and what success really looks like in product design.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:13:43] Elizabeth Wood:\u003c/strong\u003e Now back to Peter Skillman, Global Head of Design at Philips.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:13:46] Peter Skillman:\u003c/strong\u003e Philips started building light bulbs in 1891. And the very first year they were profitable was about five years after, when they got in order for 50,000 light bulbs for the Winter Palace, for the Russian czar. You know, like, that\u0026#8217;s pretty cool. But if you look at the DNA of that, it was all about hardware and then consumer products. And there were different phases of the company. The first was lighting, and then it evolved into consumer products, and then experiences, and then really healthcare. And today, if you even abstract the logo, we have stars and waves. Stars represented light and waves represented communication–radio communication. Data is the new light and insights are the new communication. And that is inherently structured around how you manage software. So Philips is an innovation company that\u0026#8217;s 134 years old that is now 70% software. So what are the things I\u0026#8217;m focused on? I\u0026#8217;m focused on the service experience, design language system adoption in code so that you get the agility that you need from actually having fully tokenized design stacks—which, for those listeners that don\u0026#8217;t know what that is, that means that you\u0026#8217;re able to update a component in minutes instead of months. It\u0026#8217;s just a way of achieving high agility.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:15:10] Peter Skillman:\u003c/strong\u003e The issues that Philips faces moving forward is, how do we become absolutely best in class, high speed, in high agility, in working backwards from our customer? And to do that, we need to really modernize our software approaches. And so I\u0026#8217;ve become a software evangelist. That is one of the roles that I\u0026#8217;m taking in order to address the thing that Philips needs the most focus on.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:15:39] Elizabeth Wood:\u003c/strong\u003e Of course, expanding into new territory often requires forming the right partnerships. During our conversation, Peter shared more about why design success is so often dependent on relationships and shared values.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:15:51] Peter Skillman:\u003c/strong\u003e The only time you have risks are when your business model is not aligned and your values aren\u0026#8217;t aligned. That\u0026#8217;s why trust and the aligned business model, these are the two things that really matter.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:16:02] Peter Skillman:\u003c/strong\u003e This stuff is really relationship based. I mean, if I look at like, why do I have a good relationship with frog? We have a good relationship with frog because you\u0026#8217;re actually perfectly aligned with our model. We don\u0026#8217;t outsource our strategy. We don\u0026#8217;t have giant strategic products that we want to hand off to you and have you go away and come back three months later and give us the answer. We want people actually in our office sitting with us as co-workers, right? And you will co-locate people. I have design firms literally asking for work 150 times a year. I mean, every two days, I have somebody that\u0026#8217;s asking me if I would consider meeting with them and having discussion about working with whatever XYZ agency is. And I really tell them upfront that our model doesn\u0026#8217;t work with 99% of the agencies that are often really focused on building their own individual brands, like “Ta da! We\u0026#8217;re so awesome, we\u0026#8217;re going to bring this thing to you.” But so I think, there\u0026#8217;s trust that I ethically, like, you\u0026#8217;re good people, etc, and you are. And then the second thing is that your business model is aligned. Our business model is so aligned because then you can also, because you\u0026#8217;re global, you can give us people in Bangalore and in Shanghai, in Böbligen, Germany, and then there\u0026#8217;s some more people in Eindhoven, and there\u0026#8217;s some people in Amsterdam and Cambridge and Bothell…there\u0026#8217;s not a lot of companies at scale that can do that.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:17:34] Elizabeth Wood:\u003c/strong\u003e For Peter, making a great product always means focusing on what the user really values—especially at Philips where health technology has high stakes.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:17:43] Peter Skillman:\u003c/strong\u003e In healthcare, there\u0026#8217;s a crisis where our clinicians spend at times 40% of their day entering data and health record systems when they need to be connecting directly with their patient. So anything you do that allows them to shift away from the product experience and shift towards the human that I care about, that I\u0026#8217;m really trying to heal and engage and listen to, and maybe you\u0026#8217;re telling me something that the machines aren\u0026#8217;t, you know, like that really adds to the value of care. And maybe even more importantly, how do people feel? Why do people go into healthcare in the first place? So I think that if you come at it from a business focus, as opposed to coming at it from ‘How are we going to transform the lives of these people?’ Let\u0026#8217;s really try to understand what drives them, and then that\u0026#8217;s what makes the product great. Sometimes it\u0026#8217;s just doing less.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:18:35] Peter Skillman:\u003c/strong\u003e You are kind of cutting to the core of what I consider you the classic Amazon five questions. Those five questions are: Who is your customer? What is the key need–what\u0026#8217;s the pain point? What is the most important advantage that you bring to them? In other words, what\u0026#8217;s your solution? Four is, how do you know if you\u0026#8217;re right? How do you know if that\u0026#8217;s the right problem you should be solving? And fifth is, how are you visualizing it? Because often product orgs will answer those first four, and then it\u0026#8217;s kind of an abstraction for what the solution is. And instead, you want people to have a bias towards prototyping and building and validating really quickly, and then they can fail when it\u0026#8217;s really inexpensive, instead of after they invest six months in business analysis and then discover, oh, that\u0026#8217;s not really what the customer wanted.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:19:22] Peter Skillman:\u003c/strong\u003e So, I think we apply those five questions to a given context, and that context is usually, in healthcare, it\u0026#8217;s the clinician and the patient. We have this thing called the Quadruple Aim. The Quadruple Aim is we seek to deliver better health outcomes, reduce the cost of care, deliver a better patient experience and deliver a better clinician experience. So trying to look at it from both of those lenses is the goal. And then there\u0026#8217;s a bunch of, I would say, secondary customers. There are people like the hospital CEO, somebody in purchasing, there\u0026#8217;s somebody in repair. So we can look at especially the surface experience flows around a particular persona. But most of the time we\u0026#8217;re really thinking about the patient and the clinician.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:20:13] Elizabeth Wood:\u003c/strong\u003e Ultimately, Peter says design success can be measured by one goal: getting a product out into the real world for real users.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:20:21] Peter Skillman:\u003c/strong\u003e I hate the term design-led organization. That feels really wrong to me. Like, I don\u0026#8217;t want to be design-led. I actually want to be user need-led, customer-led. And I think that in some ways, when I said earlier, like, designers need to know everything, that\u0026#8217;s really what\u0026#8217;s changed. We need to know everything. I think that I also want product management and the developers to know design, and I want them involved in design directly. The best high output companies are all overlapping as equal product stakeholders. You stay in your swim lane, but then there\u0026#8217;s still times when you influence because of your direct acumen in these other areas. That\u0026#8217;s really high performance. And I think anytime that gets out of balance in any context, if any one of those stakeholders becomes too powerful, usually it\u0026#8217;s a bad outcome.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:21:10] Peter Skillman:\u003c/strong\u003e If you don\u0026#8217;t ship a product, it almost doesn\u0026#8217;t matter. I mean, I hate to say it, like, we want the failures to happen really early, when they\u0026#8217;re not expensive. But like, if it doesn\u0026#8217;t ship, it doesn\u0026#8217;t really count because you often don\u0026#8217;t learn, really learn, about the customer, about their needs, until you\u0026#8217;re at scale. And it\u0026#8217;s really easy to miss stuff. You know, back at one point when I was managing Outlook and Skype, you know, when I was at Microsoft, I was the head of design for both and we rolled out one new launch of a Skype build, and we tested it with, I don\u0026#8217;t know, 100 people, 150 people, and it seemed really good. And there were some professional users that turned out to represent something like 20% of the overall volume of calls that we didn\u0026#8217;t test because we just didn\u0026#8217;t even know how big a deal was. And it was missing this huge feature of being able to see multiple screens at once. And they were so angry. The lesson is you really need to get your product out there, or you have no idea. Shipping matters.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:22:15] Peter Skillman:\u003c/strong\u003e The Kindle story is a really interesting one. Steve Kessel, you know, brought this thing to Jeff Bezos and said, “It will be a failure. We will lose money on it. It has an overwhelming 256 megabytes of memory and four shades of gray.” And what Jeff Bezos said is that, “I\u0026#8217;m willing to lose money for years because I have such a strong belief in the user need. Let\u0026#8217;s iterate on this thing in the market.” What\u0026#8217;s fascinating about Amazon and AWS, where I was the head of design for AWS for a while, I think it’s their execution speed. Sometimes they will go directly from concept to shipping, almost with no validation in mind. So that works when you have two-way doors. It doesn\u0026#8217;t work when you have one-way doors.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:23:01] Peter Skillman:\u003c/strong\u003e But I think there are lessons in some of the great cultural advantages of each of these companies. You know, that\u0026#8217;s the advantage of being in an agency, is that you see different approaches for things. That\u0026#8217;s the same reason why I think there are advantages to, you know, having four or five years of experience somewhere, and then bringing a lot of the best parts of their ethos into the new company. There are some companies I mentioned earlier that I would describe as very high performance, but low psychological safety. And psychological safety matters. So what I\u0026#8217;m doing is I\u0026#8217;m taking some of the best things that I\u0026#8217;ve learned in terms of specialty mechanisms and bringing that into what I consider to be an incredibly loving, value-centric company, which is Philips.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:23:50] Elizabeth Wood:\u003c/strong\u003e That’s our show. The Design Mind frogcast was brought to you by frog, a leading global creative consultancy that is part of Capgemini Invent. Check today’s show notes for transcripts and more from our conversation.\u003c/p\u003e\n\u003cp\u003eWe really want to thank our guest Peter Skillman, Global Head of Design at Philips for joining us today and sharing insights.\u003c/p\u003e\n\u003cp\u003eWe also want to thank you, dear listener. If you like what you heard, tell your friends. Rate and review to help others find us on \u003ca href=\"https://podcasts.apple.com/us/podcast/design-mind-frogcast/id1541644073\" target=\"_blank\" rel=\"noopener\"\u003eApple Podcasts\u003c/a\u003e and \u003ca href=\"https://open.spotify.com/show/5mxbuRY6KtBwIrNhWhu0sx\" target=\"_blank\" rel=\"noopener\"\u003e Spotify\u003c/a\u003e. And be sure to follow us wherever you listen to podcasts. Find lots more to think about from our global frog team at \u003ca href=\"https://www.frog.co/designmind\"\u003efrog.co/designmind\u003c/a\u003e. That’s \u003ca href=\"https://www.frog.co/\"\u003efrog.co\u003c/a\u003e. Follow frog on X at \u003ca href=\"https://twitter.com/frogdesign\" target=\"_blank\" rel=\"noopener\"\u003e@frogdesign\u003c/a\u003e and \u003ca href=\"https://www.instagram.com/frog_design/\" target=\"_blank\" rel=\"noopener\"\u003e@frog_design\u003c/a\u003e on Instagram. And if you have any thoughts about the show, we’d love to hear from you. Reach out at \u003ca href=\"https://www.instagram.com/frog_design/\"\u003efrog.co/contact\u003c/a\u003e. Thanks for listening. Now go \u003ca href=\"https://www.frog.co/make-your-mark\"\u003emake your mark\u003c/a\u003e.\u003c/p\u003e\n"},{"acf_fc_layout":"divider","full_width":true},{"acf_fc_layout":"author_credit_block","title":"Authors","credits":false,"illustration":{"title":"Audio Production by","creators":[{"label":"Steven Strange","url":"https://www.stevenstrange.com/"}]},"authors":[{"ID":16815,"post_author":"16","post_date":"2020-11-20 23:18:33","post_date_gmt":"2020-11-20 23:18:33","post_content":"","post_title":"Elizabeth Wood","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"elizabeth-wood","to_ping":"","pinged":"","post_modified":"2023-08-20 08:53:37","post_modified_gmt":"2023-08-20 08:53:37","post_content_filtered":"","post_parent":0,"guid":"https://www.frogdesign.com/?post_type=authors\u0026#038;p=16815","menu_order":0,"post_type":"authors","post_mime_type":"","comment_count":"0","filter":"raw","acf":{"author_header":{"author_name":"Elizabeth Wood","bio":"\u003cp class=\"p1\"\u003eElizabeth tells design stories for frog. She first joined the New York studio in 2011, working on multidisciplinary teams to design award-winning products and services. Today, Elizabeth works out of the London studio on the global frog marketing team, leading editorial content.\u003c/p\u003e\n\u003cp class=\"p1\"\u003eShe has written and edited hundreds of articles about design and technology, and has given talks on the role of content in a weird, digital world. Her work has been published in \u003ci\u003eThe Content Strategist\u003c/i\u003e, \u003ci\u003eUNDO-Ordinary\u003c/i\u003e magazine and the book \u003ci\u003eAlone Together: Tales of Sisterhood and Solitude in Latin America\u003c/i\u003e (Bogotá International Press).\u003c/p\u003e\n\u003cp class=\"p1\"\u003ePreviously, Elizabeth was Communications Manager for UN OCHA’s Centre for Humanitarian Data in The Hague. She is a graduate of the Master’s Programme for Creative Writing at Birkbeck College, University of London.\u003c/p\u003e\n","designation":"Host, Design Mind frogcast \u0026 Editorial Director, frog Global Marketing","twitter_profile_link":"","medium_profile_link":"","author_image":{"ID":21629,"id":21629,"title":"Elizabeth-Wood_Headshot-s2","filename":"Elizabeth-Wood_Headshot-s2.jpg","filesize":61336,"url":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2021/03/12203718/Elizabeth-Wood_Headshot-s2.jpg","link":"https://www.frog.co/authors/elizabeth-wood/attachment/elizabeth-wood_headshot-s2/","alt":"","author":"22","description":"","caption":"","name":"elizabeth-wood_headshot-s2","status":"inherit","uploaded_to":16815,"date":"2021-03-12 20:37:18","modified":"2021-03-12 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For over a century, Philips has been a global leader in customer-focused innovation, and in recent years, the company has shifted its focus towards pioneering health technology aimed at improving lives worldwide. Recorded during Milan Design Week 2025, Peter shares valuable insights from his leadership journey at Philips, as well as his experiences at Microsoft and Amazon.\u003c/p\u003e\n\u003cp\u003eListen to the podcast episode and watch the full video below. You can also find the \u003cstrong\u003eDesign Mind frogcast\u003c/strong\u003e on \u003ca href=\"https://podcasts.apple.com/us/podcast/design-mind-frogcast/id1541644073\" target=\"_blank\" rel=\"noopener\"\u003eApple Podcasts\u003c/a\u003e,  \u003ca href=\"https://open.spotify.com/show/5mxbuRY6KtBwIrNhWhu0sx\" target=\"_blank\" rel=\"noopener\"\u003eSpotify\u003c/a\u003e and anywhere you listen to podcasts.\u003c/p\u003e\n"},{"acfFcLayout":"long_form_text_block","textContent":"\u003cp\u003e\u003ciframe loading=\"lazy\" height=\"200px\" width=\"100%\" frameborder=\"no\" scrolling=\"no\" seamless src=\"https://player.simplecast.com/e15c8546-54dd-47fe-a1cc-b292c3c0f1ca?dark=true\"\u003e\u003c/iframe\u003e\u003c/p\u003e\n"},{"acfFcLayout":"long_form_text_block","textContent":"\u003cp\u003e\u003cstrong\u003eEpisode Transcript:\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDesign Mind frogcast\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eEpisode 55:\u003c/strong\u003e What Makes a Product Great?\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eGuest:\u003c/strong\u003e Peter Skillman, Global Head of Design, Philips\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:00:03] Elizabeth Wood:\u003c/strong\u003e Welcome to the Design Mind frogcast. Each episode, we go behind the scenes to meet the people designing what’s next in the world of products, services and experiences, both here at frog and far, far outside the pond. I’m Elizabeth Wood.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:00:19] Elizabeth Wood:\u003c/strong\u003e Today on our show, we’re taking a look at the evolution of product design and design leadership. To do this, we’re joined by special guest Peter Skillman, Global Head of Design at Philips. For more than a century, Philips has been a globally recognized powerhouse for customer-focused innovation. And over the last decade, the company has really set its sights on groundbreaking health technology, focused on improving the lives and well-being of people everywhere. Earlier this year, we got the chance to sit down with Peter during Milan’s Design Week, and he was gracious enough to share insights from his time as a design leader at Philips, as well as at Microsoft and Amazon, among others. Here’s Peter now.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:00:54] Peter Skillman:\u003c/strong\u003e What makes a product great? Sometimes doing less better is more important. Sometimes what you remove is more important than what you put in. Sometimes, performance isn\u0026#8217;t just a feature, it\u0026#8217;s the only feature. And I think that what makes a product great is often when you work backwards from the customer, and you really nail understanding their needs, rather than coming at it from a feature-based point of view. Like, I\u0026#8217;m adding a new feature, competitors are adding features, we have to match the competition—you know, that\u0026#8217;s the conventional wisdom. The unconventional wisdom is there is a diminishing return for those things. And if you focus on dressing people\u0026#8217;s frustrations, that is wildly differentiating, and it is so hard for product organizations to just go back and understand exactly what the needs are and be laser focused on doing that and nothing else, right? So I think ultimately, what makes a great product is often what you\u0026#8217;re not doing. Sometimes you want the product to disappear.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:02:04] Peter Skillman:\u003c/strong\u003e I\u0026#8217;m Peter Skillman. I\u0026#8217;m the Global Head of Design for Philips. I\u0026#8217;m the eighth leader of design for Philips in our 100-year history. So it\u0026#8217;s a pretty scary responsibility, actually, if I consider the fear associated with having to maintain that legacy, but it\u0026#8217;s really an honor to be in that position. If I think about what is my mission at Philips, and even in a broader sense, it\u0026#8217;s that my job is to unlock the creative potential of other people and build great teams. I don\u0026#8217;t care about my compensation. I don\u0026#8217;t care about my title. I really am excited at how I can unlock and teach others.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:02:47] Elizabeth Wood:\u003c/strong\u003e Like many of those who have found their passion in product design, Peter shared that he didn’t exactly start out with this career in mind.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:02:55] Peter Skillman:\u003c/strong\u003e If we go way back, like I didn\u0026#8217;t even know design existed as a career. I chose engineering initially because I didn\u0026#8217;t know that I could actually go study design, kind of interesting. And when I was a kid, I would design and build things. And when I wanted to get away from designing and building things, I would design and build more things. And so that was just…my entire identity was wrapped up around, trying to invent and envision objects, designs, buildings, you know, cars, trap doors, as a kid, you know, whatever. And it was really only when I discovered IDEO that I really understood what design meant.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:03:35] Peter Skillman:\u003c/strong\u003e There was a designer who was building furniture that I did some work for, and he told me about this company called IDEO in Silicon Valley, and he said that it\u0026#8217;s connected with and they support this incredible design department, the product design department at Stanford. And he said, You should go and talk to Dennis Boyle. So Dennis Boyle is one of the great benefactors in my career, and he spent an hour with some kid just off the street—me—in his office, explaining what the career of design was about, and holding up parts that he had designed, and plastics, and medical, and toys and all these different objects. And I became so excited by that opportunity of that structure of actual design in the context. And he said, go to Stanford, and then maybe when you\u0026#8217;re done, we can, you know, we can talk. And so he gave me his business card, and I put it in my wallet, and I vowed I would never take this out of my wallet until I gave it back to him as an employee.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:04:40] Peter Skillman:\u003c/strong\u003e You know, it\u0026#8217;s not easy to get into Stanford. They accepted in the graduate program just 15 people a year. So it was really hard. And so I felt very lucky. In fact, I felt like a fraud there. And I think maybe some people know this feeling where you compare yourself to the collective amalgam of the best qualities of everyone, and you feel like you\u0026#8217;re completely a fraud. So, like, I had that feeling—sometimes I still do, you know, like, ‘Am I good enough?’ I went through that program. Then I was lucky enough to get hired by them, and I went back to his office, and at that time, it was actually David Kelley Design when I went to work for him, like it was a year before they became IDEO. And I pulled this tattered, torn up copy of his business card that I had been carrying around for whatever, four years, and I gave it back to him. And I said, I just want to thank you for all that you did for me. And I coach a lot of people, not even from Philips, because I want to give back.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:05:47] Elizabeth Wood:\u003c/strong\u003e When it comes to giving back to the future of design leadership, perhaps one of the biggest pieces of advice Peter has on offer is to avoid being too narrowly focused on one aspect of design.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:05:59] Peter Skillman:\u003c/strong\u003e I think that there is a generation of design leaders that perhaps didn\u0026#8217;t recognize how significantly the game had changed. The speed of change, also through large language models, and certainly in the last three years, it\u0026#8217;s transformed almost everything in terms of speed. I also think that the importance of software becoming far more influential in the experience means that you have influence when you are an equal product stakeholder with the developers and also with the product managers. And you have to know everything. The big difference today is that there is no shortcut. There is one unalienable truth in this world today: There is no substitute for the hard work of being insanely focused on continuing your learning.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:06:59] Peter Skillman:\u003c/strong\u003e Design leaders have to be fully fluent In design, organizational planning, in how you handle interview mechanics, in how you have mechanisms for promotion and career ladders and software. And you know, what\u0026#8217;s the difference between Swift and Jetpack Compose and React? And is the Headless version of React better than the React MUI stack from Google? Like, all of these technical underpinnings. And especially telemetry. Telemetry is how do you measure adoption, retention, engagement and task success? How are you building data pipelines to do that and setting up the taxonomy and ontology of your data structures? My point is, I think that for a while, people were really in their silo domain in design, and they experienced this huge uplift of visibility, also through co-creation and also through need-finding, and human-centered design, that was a big part of it. But then what happened, like in the last 10 years, is that evolved so quickly that the expectations of design leaders is that they fully understand the business. And that\u0026#8217;s a different set of skills. And I think that\u0026#8217;s really fundamentally what changed. And if you have those skills, you are in demand, and you can get a job anywhere, because that\u0026#8217;s how the game is played.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:08:33] Elizabeth Wood:\u003c/strong\u003e Another piece of advice Peter shared during our conversation was around the importance of focusing on the human aspects of creativity and design leadership–specifically around the value of being able to focus, rest, and reflect.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:08:46] Peter Skillman:\u003c/strong\u003e One of the things I just wanted to share is about luxury and the luxury of time. I was reading this quote from Justin Walsh, that “Luxury is the ability to think clearly, sleep deeply, move slowly and live quietly in a world designed to prevent all four.” And what\u0026#8217;s interesting about being here is that sometimes you\u0026#8217;re in such a state of urgency that you don\u0026#8217;t get to what\u0026#8217;s really important as a designer. What\u0026#8217;s really important is to continuously feed your inspiration, your world view, the things that you come in contact with, the people, fashion, what they\u0026#8217;re wearing, how they\u0026#8217;re behaving culturally in a different context.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:09:33] Peter Skillman:\u003c/strong\u003e I think one of the things that you get when you step away for a moment just to reflect is a vision of all the things that you often don\u0026#8217;t normally see, and it\u0026#8217;s just so important to make time to think about the details, because no detail is small. And you have to fuel your creative side, that is what every designer has to actually get out and look at forms and shapes and color and inspiration.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:10:06] Peter Skillman:\u003c/strong\u003e Sometimes, I think one of the most important things you can do as a leader is to structure your time well so that you absolutely have time to reflect on the things that are really important. And often that\u0026#8217;s how people feel. Sometimes I schedule 20 minute meetings and 40 minute meetings so that I have 10 minutes to stand up and maybe go thank someone for something, or do something really human and not be in such a back-to-back kind of context that you forget the human side of everything that we do.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:10:40] Elizabeth Wood:\u003c/strong\u003e When it comes to understanding the human element of innovation, Peter has literally put this to the test. Over the years with clients and in competitions at Stanford, he posed a single challenge: assemble the tallest tower possible from twenty pieces of uncooked spaghetti, one yard of tape, one yard of string and one standard-size marshmallow. Different groups of four were participants, from groups of business students to groups of kindergarteners. The results were surprising.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:11:06] Peter Skillman:\u003c/strong\u003e The big idea is that the highest performing group of all, statistically, kindergarteners, perform better than the worst performing group of all: business school students. Now, why is that true? And it turns out that the kindergarteners don\u0026#8217;t spend 10 minutes arguing about who\u0026#8217;s going to be CEO of the Spaghetti Corporation. And it turns out that one of the great lessons is the death of innovation is status: status transactions and fight for power and control. And of course, in the world we\u0026#8217;re living in today, it feels like there are some pretty brutal status exchanges going on throughout the world. But if you really want to innovate, it\u0026#8217;s just about there is only make. It\u0026#8217;s what Corita Kent said in the 1950s. The pop art nun designer Corita Kent said, “There is no win. There is no fail. There is only make.” And her view is, you just learn by doing, by building. You know, like, don\u0026#8217;t plan obsessively, start building. And most people don\u0026#8217;t actually have an innate understanding of the structural mechanics of uncooked spaghetti. So it takes some practice.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:12:26] Peter Skillman:\u003c/strong\u003e And the reason why the kindergarteners won is they just started building so they actually had more iterations and learned more, because there is only make, and the business school students were really fighting about who\u0026#8217;s going to be in charge. And so interesting when I think about that and the lessons in organizational design. It turns out that really effective leaders actually just put others on stage. I think earlier in my career, I made a lot of mistakes here. You know, I thought management was that you should tell people what to do, and actually I was micromanaging people. Whereas I think that\u0026#8217;s not the focus of leadership, and that\u0026#8217;s not what unlocks ambitious and creative people.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:13:07] Elizabeth Wood:\u003c/strong\u003e We’re going to take a short break. When we return, Peter will share more on his work at Philips and what success really looks like in product design.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:13:43] Elizabeth Wood:\u003c/strong\u003e Now back to Peter Skillman, Global Head of Design at Philips.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:13:46] Peter Skillman:\u003c/strong\u003e Philips started building light bulbs in 1891. And the very first year they were profitable was about five years after, when they got in order for 50,000 light bulbs for the Winter Palace, for the Russian czar. You know, like, that\u0026#8217;s pretty cool. But if you look at the DNA of that, it was all about hardware and then consumer products. And there were different phases of the company. The first was lighting, and then it evolved into consumer products, and then experiences, and then really healthcare. And today, if you even abstract the logo, we have stars and waves. Stars represented light and waves represented communication–radio communication. Data is the new light and insights are the new communication. And that is inherently structured around how you manage software. So Philips is an innovation company that\u0026#8217;s 134 years old that is now 70% software. So what are the things I\u0026#8217;m focused on? I\u0026#8217;m focused on the service experience, design language system adoption in code so that you get the agility that you need from actually having fully tokenized design stacks—which, for those listeners that don\u0026#8217;t know what that is, that means that you\u0026#8217;re able to update a component in minutes instead of months. It\u0026#8217;s just a way of achieving high agility.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:15:10] Peter Skillman:\u003c/strong\u003e The issues that Philips faces moving forward is, how do we become absolutely best in class, high speed, in high agility, in working backwards from our customer? And to do that, we need to really modernize our software approaches. And so I\u0026#8217;ve become a software evangelist. That is one of the roles that I\u0026#8217;m taking in order to address the thing that Philips needs the most focus on.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:15:39] Elizabeth Wood:\u003c/strong\u003e Of course, expanding into new territory often requires forming the right partnerships. During our conversation, Peter shared more about why design success is so often dependent on relationships and shared values.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:15:51] Peter Skillman:\u003c/strong\u003e The only time you have risks are when your business model is not aligned and your values aren\u0026#8217;t aligned. That\u0026#8217;s why trust and the aligned business model, these are the two things that really matter.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:16:02] Peter Skillman:\u003c/strong\u003e This stuff is really relationship based. I mean, if I look at like, why do I have a good relationship with frog? We have a good relationship with frog because you\u0026#8217;re actually perfectly aligned with our model. We don\u0026#8217;t outsource our strategy. We don\u0026#8217;t have giant strategic products that we want to hand off to you and have you go away and come back three months later and give us the answer. We want people actually in our office sitting with us as co-workers, right? And you will co-locate people. I have design firms literally asking for work 150 times a year. I mean, every two days, I have somebody that\u0026#8217;s asking me if I would consider meeting with them and having discussion about working with whatever XYZ agency is. And I really tell them upfront that our model doesn\u0026#8217;t work with 99% of the agencies that are often really focused on building their own individual brands, like “Ta da! We\u0026#8217;re so awesome, we\u0026#8217;re going to bring this thing to you.” But so I think, there\u0026#8217;s trust that I ethically, like, you\u0026#8217;re good people, etc, and you are. And then the second thing is that your business model is aligned. Our business model is so aligned because then you can also, because you\u0026#8217;re global, you can give us people in Bangalore and in Shanghai, in Böbligen, Germany, and then there\u0026#8217;s some more people in Eindhoven, and there\u0026#8217;s some people in Amsterdam and Cambridge and Bothell…there\u0026#8217;s not a lot of companies at scale that can do that.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:17:34] Elizabeth Wood:\u003c/strong\u003e For Peter, making a great product always means focusing on what the user really values—especially at Philips where health technology has high stakes.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:17:43] Peter Skillman:\u003c/strong\u003e In healthcare, there\u0026#8217;s a crisis where our clinicians spend at times 40% of their day entering data and health record systems when they need to be connecting directly with their patient. So anything you do that allows them to shift away from the product experience and shift towards the human that I care about, that I\u0026#8217;m really trying to heal and engage and listen to, and maybe you\u0026#8217;re telling me something that the machines aren\u0026#8217;t, you know, like that really adds to the value of care. And maybe even more importantly, how do people feel? Why do people go into healthcare in the first place? So I think that if you come at it from a business focus, as opposed to coming at it from ‘How are we going to transform the lives of these people?’ Let\u0026#8217;s really try to understand what drives them, and then that\u0026#8217;s what makes the product great. Sometimes it\u0026#8217;s just doing less.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:18:35] Peter Skillman:\u003c/strong\u003e You are kind of cutting to the core of what I consider you the classic Amazon five questions. Those five questions are: Who is your customer? What is the key need–what\u0026#8217;s the pain point? What is the most important advantage that you bring to them? In other words, what\u0026#8217;s your solution? Four is, how do you know if you\u0026#8217;re right? How do you know if that\u0026#8217;s the right problem you should be solving? And fifth is, how are you visualizing it? Because often product orgs will answer those first four, and then it\u0026#8217;s kind of an abstraction for what the solution is. And instead, you want people to have a bias towards prototyping and building and validating really quickly, and then they can fail when it\u0026#8217;s really inexpensive, instead of after they invest six months in business analysis and then discover, oh, that\u0026#8217;s not really what the customer wanted.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:19:22] Peter Skillman:\u003c/strong\u003e So, I think we apply those five questions to a given context, and that context is usually, in healthcare, it\u0026#8217;s the clinician and the patient. We have this thing called the Quadruple Aim. The Quadruple Aim is we seek to deliver better health outcomes, reduce the cost of care, deliver a better patient experience and deliver a better clinician experience. So trying to look at it from both of those lenses is the goal. And then there\u0026#8217;s a bunch of, I would say, secondary customers. There are people like the hospital CEO, somebody in purchasing, there\u0026#8217;s somebody in repair. So we can look at especially the surface experience flows around a particular persona. But most of the time we\u0026#8217;re really thinking about the patient and the clinician.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:20:13] Elizabeth Wood:\u003c/strong\u003e Ultimately, Peter says design success can be measured by one goal: getting a product out into the real world for real users.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:20:21] Peter Skillman:\u003c/strong\u003e I hate the term design-led organization. That feels really wrong to me. Like, I don\u0026#8217;t want to be design-led. I actually want to be user need-led, customer-led. And I think that in some ways, when I said earlier, like, designers need to know everything, that\u0026#8217;s really what\u0026#8217;s changed. We need to know everything. I think that I also want product management and the developers to know design, and I want them involved in design directly. The best high output companies are all overlapping as equal product stakeholders. You stay in your swim lane, but then there\u0026#8217;s still times when you influence because of your direct acumen in these other areas. That\u0026#8217;s really high performance. And I think anytime that gets out of balance in any context, if any one of those stakeholders becomes too powerful, usually it\u0026#8217;s a bad outcome.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:21:10] Peter Skillman:\u003c/strong\u003e If you don\u0026#8217;t ship a product, it almost doesn\u0026#8217;t matter. I mean, I hate to say it, like, we want the failures to happen really early, when they\u0026#8217;re not expensive. But like, if it doesn\u0026#8217;t ship, it doesn\u0026#8217;t really count because you often don\u0026#8217;t learn, really learn, about the customer, about their needs, until you\u0026#8217;re at scale. And it\u0026#8217;s really easy to miss stuff. You know, back at one point when I was managing Outlook and Skype, you know, when I was at Microsoft, I was the head of design for both and we rolled out one new launch of a Skype build, and we tested it with, I don\u0026#8217;t know, 100 people, 150 people, and it seemed really good. And there were some professional users that turned out to represent something like 20% of the overall volume of calls that we didn\u0026#8217;t test because we just didn\u0026#8217;t even know how big a deal was. And it was missing this huge feature of being able to see multiple screens at once. And they were so angry. The lesson is you really need to get your product out there, or you have no idea. Shipping matters.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:22:15] Peter Skillman:\u003c/strong\u003e The Kindle story is a really interesting one. Steve Kessel, you know, brought this thing to Jeff Bezos and said, “It will be a failure. We will lose money on it. It has an overwhelming 256 megabytes of memory and four shades of gray.” And what Jeff Bezos said is that, “I\u0026#8217;m willing to lose money for years because I have such a strong belief in the user need. Let\u0026#8217;s iterate on this thing in the market.” What\u0026#8217;s fascinating about Amazon and AWS, where I was the head of design for AWS for a while, I think it’s their execution speed. Sometimes they will go directly from concept to shipping, almost with no validation in mind. So that works when you have two-way doors. It doesn\u0026#8217;t work when you have one-way doors.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:23:01] Peter Skillman:\u003c/strong\u003e But I think there are lessons in some of the great cultural advantages of each of these companies. You know, that\u0026#8217;s the advantage of being in an agency, is that you see different approaches for things. That\u0026#8217;s the same reason why I think there are advantages to, you know, having four or five years of experience somewhere, and then bringing a lot of the best parts of their ethos into the new company. There are some companies I mentioned earlier that I would describe as very high performance, but low psychological safety. And psychological safety matters. So what I\u0026#8217;m doing is I\u0026#8217;m taking some of the best things that I\u0026#8217;ve learned in terms of specialty mechanisms and bringing that into what I consider to be an incredibly loving, value-centric company, which is Philips.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e[00:23:50] Elizabeth Wood:\u003c/strong\u003e That’s our show. The Design Mind frogcast was brought to you by frog, a leading global creative consultancy that is part of Capgemini Invent. Check today’s show notes for transcripts and more from our conversation.\u003c/p\u003e\n\u003cp\u003eWe really want to thank our guest Peter Skillman, Global Head of Design at Philips for joining us today and sharing insights.\u003c/p\u003e\n\u003cp\u003eWe also want to thank you, dear listener. If you like what you heard, tell your friends. Rate and review to help others find us on \u003ca href=\"https://podcasts.apple.com/us/podcast/design-mind-frogcast/id1541644073\" target=\"_blank\" rel=\"noopener\"\u003eApple Podcasts\u003c/a\u003e and \u003ca href=\"https://open.spotify.com/show/5mxbuRY6KtBwIrNhWhu0sx\" target=\"_blank\" rel=\"noopener\"\u003e Spotify\u003c/a\u003e. And be sure to follow us wherever you listen to podcasts. Find lots more to think about from our global frog team at \u003ca href=\"https://www.frog.co/designmind\"\u003efrog.co/designmind\u003c/a\u003e. That’s \u003ca href=\"https://www.frog.co/\"\u003efrog.co\u003c/a\u003e. Follow frog on X at \u003ca href=\"https://twitter.com/frogdesign\" target=\"_blank\" rel=\"noopener\"\u003e@frogdesign\u003c/a\u003e and \u003ca href=\"https://www.instagram.com/frog_design/\" target=\"_blank\" rel=\"noopener\"\u003e@frog_design\u003c/a\u003e on Instagram. And if you have any thoughts about the show, we’d love to hear from you. Reach out at \u003ca href=\"https://www.instagram.com/frog_design/\"\u003efrog.co/contact\u003c/a\u003e. Thanks for listening. Now go \u003ca href=\"https://www.frog.co/make-your-mark\"\u003emake your mark\u003c/a\u003e.\u003c/p\u003e\n"},{"acfFcLayout":"divider","fullWidth":true},{"acfFcLayout":"author_credit_block","title":"Authors","credits":false,"illustration":{"title":"Audio Production by","creators":[{"label":"Steven Strange","url":"https://www.stevenstrange.com/"}]},"authors":[{"slug":"elizabeth-wood","authorName":"Elizabeth Wood","bio":"\u003cp class=\"p1\"\u003eElizabeth tells design stories for frog. She first joined the New York studio in 2011, working on multidisciplinary teams to design award-winning products and services. 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She is a graduate of the Master’s Programme for Creative Writing at Birkbeck College, University of London.\u003c/p\u003e\n","designation":"Host, Design Mind frogcast \u0026 Editorial Director, frog Global Marketing","twitterProfileLink":"","mediumProfileLink":"","authorImage":{"id":21629,"title":"Elizabeth-Wood_Headshot-s2","filename":"Elizabeth-Wood_Headshot-s2.jpg","filesize":61336,"url":"https://frogdesign.nyc3.digitaloceanspaces.com/wp-content/uploads/2021/03/12203718/Elizabeth-Wood_Headshot-s2.jpg","link":"https://www.frog.co/authors/elizabeth-wood/attachment/elizabeth-wood_headshot-s2/","alt":"","author":"22","description":"","caption":"","name":"elizabeth-wood_headshot-s2","status":"inherit","uploadedTo":16815,"date":"2021-03-12 20:37:18","modified":"2021-03-12 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Experiential Learning Answer Manufacturing’s Skills Crisis?","description":"To meet increasing demand, manufacturers must apply AI in new, creative ways","topics_title":"","topics":false,"author":"Article","hide_module":false,"hide_post":false,"slug_override":""}},{"acf_fc_layout":"divider","full_width":true},{"acf_fc_layout":"long_form_text_block","text_content":"\u003ch3\u003eTo stay competitive, manufacturers are using AI to build engaging learning experiences\u003c/h3\u003e\n\u003cp\u003eManufacturing companies face significant challenges around attracting and retaining talent. In the UK alone, long-term vacancies are already \u003ca href=\"https://www.makeuk.org/make-uk-industrial-strategy-skills-commission-report-2025\" target=\"_blank\" rel=\"noopener\"\u003ecosting the economy around £6 billion per year\u003c/a\u003e. This shortage of skilled labor combined with experienced workers retiring means that companies are experiencing slowed growth, limited outputs and an overall loss of talent. But there are ways to tackle these challenges, and experiential learning offers a practical way forward, especially when paired with \u003ca href=\"https://www.frog.co/designmind/reframing-strategic-foresight-in-the-age-of-ai-and-algorithms\"\u003estrategic applications of AI\u003c/a\u003e.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eThe perfect talent storm\u003c/h3\u003e\n\u003cp\u003eManufacturing companies offer fulfilling careers in science, technology, engineering and mathematics (STEM). Yet, when it comes to hiring, they face intense competition from within their own industry as well as tech giants vying for the same pool of STEM graduates.\u003c/p\u003e\n\u003cp\u003eAside from the difficulties of recruitment, the sector also faces a demographic shift. Many experienced workers are approaching retirement. And there is the potential that decades of accumulated knowledge will leave with them.\u003c/p\u003e\n\u003cp\u003eTraining plays a key role in addressing the talent challenges that the manufacturing sector is facing. Although traditional training approaches to training are no longer enough.\u003c/p\u003e\n\u003cp\u003eHistorically, manufacturers have relied heavily on mentorship for training. While mentors are valuable, this approach is neither scalable nor efficient. Taking skilled employees away from their core roles to train or upskill others leads to operational slowdowns and lost productivity.\u003c/p\u003e\n\u003cp\u003eOn top of all this, there is the expectation of today’s workers to be given highly personalized, relevant and embedded learning experiences in their day-to-day work. Failing to meet these expectations can result in higher attrition as employees look for fufiling learning experiences elsewhere.\u003c/p\u003e\n\u003cp\u003eConsidering these challenges, experiential learning offers a way for companies to design learning experiences that appeal to the next generation of talent, encourages long-term retention and ensures that knowledge is passed on efficiently.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eWhat is experiential learning?\u003c/h3\u003e\n\u003cp\u003eUnlike traditional training, which often relies on the passive consumption of information, experiential learning uses technology to immerse individuals in real-world scenarios. It offers hands-on training through simulations, smart guidance and interactive environments that mirror the challenges and technologies a worker will face while on the job.\u003c/p\u003e\n\u003cp\u003eThis approach is particularly powerful when \u003ca href=\"https://www.frog.co/designmind/augmenting-designops-with-ai-powered-systems\"\u003ecombined with AI\u003c/a\u003e. Imagine a manufacturing company deploying an AI-powered mentor: an intelligent 3D character trained on the insights of experienced members of the workforce. Existing employees could contribute their knowledge to the language model, which is then fed into the AI mentor. New recruits or employees looking to upskill could then have a natural, \u003ca href=\"https://www.frog.co/designmind/future-sounds-ai-agents-and-voice\"\u003econversational interaction\u003c/a\u003e with the AI mentor in which they gain knowledge based on real-life experience and the broader strategic goals of the company.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003ePreserving legacy and empowering growth\u003c/h3\u003e\n\u003cp\u003eThe concept of an AI mentor is transformative. It enables self-directed learning, allowing employees to explore topics at their own pace and according to their individual needs. AI mentors use natural language processing to engage users in conversation, making the experience feel intuitive and personalized.\u003c/p\u003e\n\u003cp\u003eImportantly, this method alleviates the burden on existing staff. Skilled workers no longer need to be pulled away from their tasks to train others. Instead, the AI mentor provides consistent, high-quality guidance on-demand. This ensures that trainees receive the benefit of experienced expertise without disrupting daily operations.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eSimulations and immersive environments\u003c/h3\u003e\n\u003cp\u003e\u003ca href=\"https://www.frog.co/designmind/design-mind-frogcast-ep-50-welcome-to-the-simulation-mindset-world\"\u003eSimulated environments\u003c/a\u003e, which are another important part of experiential learning, could include:\u003c/p\u003e\n\u003cul\u003e\n\u003cli\u003e\u003cstrong\u003eVirtual reality (VR)\u003c/strong\u003e: Allowing employees to immerse themselves in realistic, interactive environments that replicate complex scenarios, such as operating machinery, navigating design systems or collaborating in virtual workspaces.\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eHands-on labs\u003c/strong\u003e: Equipping physical spaces with digital devices where employees can experiment with new technologies, workflows or systems.\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eGamified onboarding:\u003c/strong\u003e Transforming detailed learning content, like documentation on design and engineering decisions, into interactive video game-style journeys that guide learners through key concepts in a fun and engaging way.\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003eThese highly personalized \u003ca href=\"https://www.frog.co/designmind/immersive-imagination-crafting-ai-powered-spatial-experiences\"\u003eimmersive experiences\u003c/a\u003e replicate the complexities of real-life manufacturing processes, allowing learners to experiment with tools and processes in a safe and controlled setting without the risks or limitations of the real world. This would be particularly useful, for example, to train operators on high-precision machinery, where mistakes could be costly or dangerous. Or when onboarding new hires in complex assembly lines without interrupting production.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eEfficiency, confidence and continuity\u003c/h3\u003e\n\u003cp\u003eThe advantages of experiential learning extend beyond individual growth. For businesses, it means fewer errors, faster onboarding and a more confident workforce. Employees trained through interactive, scenario-based methods are better prepared to meet the latest standards and practices.\u003c/p\u003e\n\u003cp\u003eAn experiential learning approach is not solely for new joiners. It fosters a culture of continuous learning across the business. As technologies evolve and become more sophisticated, organizations can adapt their training programmes to reflect emerging technologies and industry trends. This agility is vitally important in a sector like manufacturing where innovation is constant.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eBreaking down silos and building knowledge hubs\u003c/h3\u003e\n\u003cp\u003eAnother key benefit of experiential learning is its ability to connect and streamline knowledge across the business. Simulated and gamified learning helps break down silos between various disciplines in an engaging way by encouraging collaboration and shared understanding.\u003c/p\u003e\n\u003cp\u003eAI systems can transform static resources like manuals and spreadsheets into interactive knowledge hubs. These hubs are accessible across devices and locations, seamlessly integrating physical and digital formats to deliver an enhanced training experience. This includes the use hands-on labs and digital companions which are AI-powered chat assistants that operate alongside employees, providing real-time support by addressing common queries and facilitating problem-solving. Challenge-based learning, such as gamified onboarding, adds a playful element that can also build an emotional connection to learning, through teamwork or that feeling of achieving something against the odds, which helps maintain retention.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eSolving the manufacturing skills crisis\u003c/h3\u003e\n\u003cp\u003eAt frog, we have been helping clients across industries develop experiential training solutions that blend into the flow of work. We see experiential learning as a clear solution to the ongoing skills crisis and we believe it will enrich employees, while delivering stronger training experiences with meaningful retention rates.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eWhat comes next?\u003c/h3\u003e\n\u003cp\u003eExperiential learning is a step toward a design-led culture, where human-centered design principles are embedded into every level of business strategy and operations. This fuels innovation, attracts fresh talent and helps companies adapt to sudden changes in the wider market.\u003c/p\u003e\n\u003cp\u003eIt\u0026#8217;s a shift from traditional training methods to immersive, hands-on experiences. Manufacturers \u003cspan class=\"TrackChangeTextInsertion TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TextRun SCXW233692656 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW233692656 BCX0\"\u003eare facing challen\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"TrackChangeTextInsertion TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TextRun SCXW233692656 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW233692656 BCX0\"\u003eg\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"TrackChangeTextInsertion TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TextRun SCXW233692656 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW233692656 BCX0\"\u003ees that extend beyond\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"TrackChangeTextInsertion TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TextRun SCXW233692656 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW233692656 BCX0\"\u003e the manufacturing industry. \u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"TrackChangeTextInsertion TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TextRun SCXW233692656 BCX0\" lang=\"EN-GB\" xml:lang=\"EN-GB\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW233692656 BCX0\"\u003eOrgani\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"TrackChangeTextInsertion TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TextRun SCXW233692656 BCX0\" lang=\"EN-GB\" xml:lang=\"EN-GB\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW233692656 BCX0\"\u003ez\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"TrackChangeTextInsertion TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TextRun SCXW233692656 BCX0\" lang=\"EN-GB\" xml:lang=\"EN-GB\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW233692656 BCX0\"\u003eations across sectors can use experiential learning\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e \u003cspan class=\"TrackChangeTextInsertion TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TextRun SCXW233692656 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW233692656 BCX0\"\u003et\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"TrackChangeTextInsertion TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TextRun SCXW233692656 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW233692656 BCX0\"\u003eo\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e accelerate skill acquisition, improve retention and build a more confident and capable workforce. The World Economic Forum found that manufacturers who prioritize talent strategically see real results. Companies that invest in training, especially of frontline workers, have experienced a \u003ca href=\"https://www.weforum.org/publications/putting-talent-at-the-centre-an-evolving-imperative-for-manufacturing-2025/\" target=\"_blank\" rel=\"noopener\"\u003e52% increase in workforce stability and a 34% improvement in financial performance\u003c/a\u003e.\u003c/p\u003e\n\u003cp\u003e\u003cspan class=\"TextRun SCXW178839836 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW178839836 BCX0\"\u003efrog recently headed\u003c/span\u003e\u003c/span\u003e to \u003ca href=\"https://www.dsei.co.uk/\" target=\"_blank\" rel=\"noopener\"\u003eDSEI 2025\u003c/a\u003e to introduce \u0026#8216;Dr. Tara Singh,\u0026#8217; an advanced AI learning mentor we developed in collaboration with an aerospace expert. Designed to make complex knowledge accessible and engaging, Dr. Tara Singh is packed with insights. Curious about growing plants in space? Through a natural language conversation, you can learn everything you’ve ever wanted to know from this accessible, engaging mentor character.\u003c/p\u003e\n\u003cp\u003eIf you’re ready to rethink how your organization learns, we’d love to show you what’s possible.\u003c/p\u003e\n"},{"acf_fc_layout":"divider","full_width":true},{"acf_fc_layout":"author_credit_block","title":"Authors","credits":false,"illustration":{"title":"","creators":false},"authors":[{"ID":57495,"post_author":"30","post_date":"2023-03-19 21:36:33","post_date_gmt":"2023-03-19 21:36:33","post_content":"","post_title":"Melodie Hoke","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"melodie-hoke","to_ping":"","pinged":"","post_modified":"2025-08-27 20:56:00","post_modified_gmt":"2025-08-27 20:56:00","post_content_filtered":"","post_parent":0,"guid":"https://www.frog.co/?post_type=authors\u0026#038;p=57495","menu_order":0,"post_type":"authors","post_mime_type":"","comment_count":"0","filter":"raw","acf":{"author_header":{"author_name":"Melodie Hoke","bio":"\u003cp\u003eMelodie is a hands-on design leader and frog UK’s Head of Manufacturing, Automotive and Life Sciences Industries. She elevates multidisciplinary teams of frogs to develop innovative value propositions and experiences, leading from insight through to execution. Melodie’s sweet spot is at the intersection of creativity, strategy and technology, where she tackles complex problems and makes them delightfully simple. Her work drives satisfaction for customers and shareholders alike.\u003c/p\u003e\n","designation":"Director, Product Design and Industry Lead for Manufacturing, Automotive and Life Sciences, frog London","twitter_profile_link":"","medium_profile_link":"","author_image":{"ID":70956,"id":70956,"title":"frog-author-melodie-hoke","filename":"frog-author-melodie-hoke.png","filesize":71888,"url":"https://wp.frog.co/wp-content/uploads/2024/02/frog-author-melodie-hoke.png","link":"https://www.frog.co/authors/melodie-hoke/attachment/frog-author-melodie-hoke/","alt":"frog-author-melodie-hoke","author":"36","description":"","caption":"","name":"frog-author-melodie-hoke","status":"inherit","uploaded_to":57495,"date":"2024-02-16 20:35:40","modified":"2024-02-16 20:35:59","menu_order":0,"mime_type":"image/png","type":"image","subtype":"png","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":500,"height":500,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2024/02/frog-author-melodie-hoke-150x150.png","thumbnail-width":150,"thumbnail-height":150,"medium":"https://wp.frog.co/wp-content/uploads/2024/02/frog-author-melodie-hoke-300x300.png","medium-width":300,"medium-height":300,"medium_large":"https://wp.frog.co/wp-content/uploads/2024/02/frog-author-melodie-hoke.png","medium_large-width":500,"medium_large-height":500,"large":"https://wp.frog.co/wp-content/uploads/2024/02/frog-author-melodie-hoke.png","large-width":500,"large-height":500,"1536x1536":"https://wp.frog.co/wp-content/uploads/2024/02/frog-author-melodie-hoke.png","1536x1536-width":500,"1536x1536-height":500,"2048x2048":"https://wp.frog.co/wp-content/uploads/2024/02/frog-author-melodie-hoke.png","2048x2048-width":500,"2048x2048-height":500}}},"author_featured":""},"post_url_slug":"https://www.frog.co/authors/melodie-hoke/"},{"ID":83746,"post_author":"30","post_date":"2025-08-25 17:32:11","post_date_gmt":"2025-08-25 17:32:11","post_content":"","post_title":"Oliver Harvey","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"oliver-harvey","to_ping":"","pinged":"","post_modified":"2025-08-27 20:56:11","post_modified_gmt":"2025-08-27 20:56:11","post_content_filtered":"","post_parent":0,"guid":"https://www.frog.co/?post_type=authors\u0026#038;p=83746","menu_order":0,"post_type":"authors","post_mime_type":"","comment_count":"0","filter":"raw","acf":{"author_header":{"author_name":"Oliver Harvey","bio":"\u003cp\u003eOliver is a product director who specializes in bringing new products and services to market. With a focus on consumer products and EdTech, he uses rapid experimentation, Agile and Lean UX methodologies to validate ideas early and build confidence to scale. His approach helps teams move quickly, demonstrate value and make informed decisions that lead to successful launches. Oliver believes that building products that customers love is at the heart of any company’s success and he’s passionate about turning good ideas into great outcomes.\u003c/p\u003e\n","designation":"Product Director, frog London","twitter_profile_link":"","medium_profile_link":"","author_image":{"ID":83757,"id":83757,"title":"Oliver-Harvey-author","filename":"Oliver-Harvey-author.jpg","filesize":17613,"url":"https://wp.frog.co/wp-content/uploads/2025/08/Oliver-Harvey-author.jpg","link":"https://www.frog.co/authors/oliver-harvey/attachment/oliver-harvey-author/","alt":"","author":"30","description":"","caption":"","name":"oliver-harvey-author","status":"inherit","uploaded_to":83746,"date":"2025-08-25 17:58:06","modified":"2025-08-25 17:58:06","menu_order":0,"mime_type":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":500,"height":500,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2025/08/Oliver-Harvey-author-150x150.jpg","thumbnail-width":150,"thumbnail-height":150,"medium":"https://wp.frog.co/wp-content/uploads/2025/08/Oliver-Harvey-author-300x300.jpg","medium-width":300,"medium-height":300,"medium_large":"https://wp.frog.co/wp-content/uploads/2025/08/Oliver-Harvey-author.jpg","medium_large-width":500,"medium_large-height":500,"large":"https://wp.frog.co/wp-content/uploads/2025/08/Oliver-Harvey-author.jpg","large-width":500,"large-height":500,"1536x1536":"https://wp.frog.co/wp-content/uploads/2025/08/Oliver-Harvey-author.jpg","1536x1536-width":500,"1536x1536-height":500,"2048x2048":"https://wp.frog.co/wp-content/uploads/2025/08/Oliver-Harvey-author.jpg","2048x2048-width":500,"2048x2048-height":500}}},"author_featured":""},"post_url_slug":"https://www.frog.co/authors/oliver-harvey/"},{"ID":83751,"post_author":"30","post_date":"2025-08-25 17:42:33","post_date_gmt":"2025-08-25 17:42:33","post_content":"","post_title":"Arlene Carsley","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"arlene-carsley","to_ping":"","pinged":"","post_modified":"2025-08-29 17:34:08","post_modified_gmt":"2025-08-29 17:34:08","post_content_filtered":"","post_parent":0,"guid":"https://www.frog.co/?post_type=authors\u0026#038;p=83751","menu_order":0,"post_type":"authors","post_mime_type":"","comment_count":"0","filter":"raw","acf":{"author_header":{"author_name":"Arlene Carsley","bio":"\u003cp\u003eAs Head of Workforce Transformation at Capgemini Invent, Arlene leads a dynamic team of consultants to address critical challenges in skills, learning, talent, culture and workforce planning. With over 20 years of diverse experience, she specializes in HR strategy, digital HR, employee experience and strategic workforce planning, delivering solutions that align people and transformation strategies with business goals. Her mission is to create long-term value through purpose-led transformation, focusing on innovative approaches to workforce and organizational change. Passionate about fostering a growth culture, she works collaboratively with clients across industries to enable impactful change while championing vitality in the workplace. \u003c/p\u003e\n","designation":"Head of Workforce Transformation, Capgemini Invent, Edinburgh","twitter_profile_link":"","medium_profile_link":"","author_image":{"ID":84008,"id":84008,"title":"Arlene-Carsley-author","filename":"Arlene-Carsley-author.jpg","filesize":69369,"url":"https://wp.frog.co/wp-content/uploads/2025/08/Arlene-Carsley-author.jpg","link":"https://www.frog.co/authors/arlene-carsley/attachment/arlene-carsley-author/","alt":"","author":"30","description":"","caption":"","name":"arlene-carsley-author","status":"inherit","uploaded_to":83751,"date":"2025-08-29 17:33:57","modified":"2025-08-29 17:33:57","menu_order":0,"mime_type":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":500,"height":500,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2025/08/Arlene-Carsley-author-150x150.jpg","thumbnail-width":150,"thumbnail-height":150,"medium":"https://wp.frog.co/wp-content/uploads/2025/08/Arlene-Carsley-author-300x300.jpg","medium-width":300,"medium-height":300,"medium_large":"https://wp.frog.co/wp-content/uploads/2025/08/Arlene-Carsley-author.jpg","medium_large-width":500,"medium_large-height":500,"large":"https://wp.frog.co/wp-content/uploads/2025/08/Arlene-Carsley-author.jpg","large-width":500,"large-height":500,"1536x1536":"https://wp.frog.co/wp-content/uploads/2025/08/Arlene-Carsley-author.jpg","1536x1536-width":500,"1536x1536-height":500,"2048x2048":"https://wp.frog.co/wp-content/uploads/2025/08/Arlene-Carsley-author.jpg","2048x2048-width":500,"2048x2048-height":500}}},"author_featured":""},"post_url_slug":"https://www.frog.co/authors/arlene-carsley/"},{"ID":83754,"post_author":"30","post_date":"2025-08-25 17:44:38","post_date_gmt":"2025-08-25 17:44:38","post_content":"","post_title":"Jessica Ayuya","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"jessica-ayuya","to_ping":"","pinged":"","post_modified":"2025-08-27 20:57:56","post_modified_gmt":"2025-08-27 20:57:56","post_content_filtered":"","post_parent":0,"guid":"https://www.frog.co/?post_type=authors\u0026#038;p=83754","menu_order":0,"post_type":"authors","post_mime_type":"","comment_count":"0","filter":"raw","acf":{"author_header":{"author_name":"Jessica Ayuya","bio":"\u003cp\u003eJess is an experienced consultant at frog UK, leading digital transformation for aerospace and defence clients. She drives creative innovation across engineering-led businesses and spearheads team growth. As proposition lead for frog’s experiential learning capability, Jessica redefines how organisations engage with talent and technology to deliver impactful solutions.\u003c/p\u003e\n","designation":"Programme Director and Industry Lead for Aerospace and Defence, frog London","twitter_profile_link":"","medium_profile_link":"","author_image":{"ID":83765,"id":83765,"title":"Jessica-Ayuya-author","filename":"Jessica-Ayuya-author.jpg","filesize":28688,"url":"https://wp.frog.co/wp-content/uploads/2025/08/Jessica-Ayuya-author.jpg","link":"https://www.frog.co/authors/jessica-ayuya/attachment/jessica-ayuya-author/","alt":"","author":"30","description":"","caption":"","name":"jessica-ayuya-author","status":"inherit","uploaded_to":83754,"date":"2025-08-25 17:58:26","modified":"2025-08-25 17:58:26","menu_order":0,"mime_type":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":500,"height":500,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2025/08/Jessica-Ayuya-author-150x150.jpg","thumbnail-width":150,"thumbnail-height":150,"medium":"https://wp.frog.co/wp-content/uploads/2025/08/Jessica-Ayuya-author-300x300.jpg","medium-width":300,"medium-height":300,"medium_large":"https://wp.frog.co/wp-content/uploads/2025/08/Jessica-Ayuya-author.jpg","medium_large-width":500,"medium_large-height":500,"large":"https://wp.frog.co/wp-content/uploads/2025/08/Jessica-Ayuya-author.jpg","large-width":500,"large-height":500,"1536x1536":"https://wp.frog.co/wp-content/uploads/2025/08/Jessica-Ayuya-author.jpg","1536x1536-width":500,"1536x1536-height":500,"2048x2048":"https://wp.frog.co/wp-content/uploads/2025/08/Jessica-Ayuya-author.jpg","2048x2048-width":500,"2048x2048-height":500}}},"author_featured":""},"post_url_slug":"https://www.frog.co/authors/jessica-ayuya/"},{"ID":83986,"post_author":"30","post_date":"2025-08-28 16:53:43","post_date_gmt":"2025-08-28 16:53:43","post_content":"","post_title":"Jaedan Edman","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"jaedan-edman","to_ping":"","pinged":"","post_modified":"2025-08-28 17:07:38","post_modified_gmt":"2025-08-28 17:07:38","post_content_filtered":"","post_parent":0,"guid":"https://www.frog.co/?post_type=authors\u0026#038;p=83986","menu_order":0,"post_type":"authors","post_mime_type":"","comment_count":"0","filter":"raw","acf":{"author_header":{"author_name":"Jaedan Edman","bio":"\u003cp\u003eJaedan is a Lead Product Manager at frog, where he specializes in launching innovative digital and physical experiences. He partners closely with business, design, and technology teams to imagine and deliver products that people love to use. With a breadth of experience spanning industries and geographies, Jaedan brings a product mindset to complex challenges, transforming bold ideas into meaningful and impactful products.\u003c/p\u003e\n","designation":"Lead Product Manager,   frog London","twitter_profile_link":"","medium_profile_link":"","author_image":{"ID":83997,"id":83997,"title":"Jaedan-Edman-2-author","filename":"Jaedan-Edman-2-author.jpg","filesize":71746,"url":"https://wp.frog.co/wp-content/uploads/2025/08/Jaedan-Edman-2-author.jpg","link":"https://www.frog.co/authors/jaedan-edman/attachment/jaedan-edman-2-author/","alt":"","author":"30","description":"","caption":"","name":"jaedan-edman-2-author","status":"inherit","uploaded_to":83986,"date":"2025-08-28 17:06:50","modified":"2025-08-28 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Experiential Learning Answer Manufacturing’s Skills Crisis?","description":"To meet increasing demand, manufacturers must apply AI in new, creative ways","topicsTitle":"","topics":false,"author":"Article","hideModule":false,"hidePost":false,"slugOverride":""}},{"acfFcLayout":"divider","fullWidth":true},{"acfFcLayout":"long_form_text_block","textContent":"\u003ch3\u003eTo stay competitive, manufacturers are using AI to build engaging learning experiences\u003c/h3\u003e\n\u003cp\u003eManufacturing companies face significant challenges around attracting and retaining talent. In the UK alone, long-term vacancies are already \u003ca href=\"https://www.makeuk.org/make-uk-industrial-strategy-skills-commission-report-2025\" target=\"_blank\" rel=\"noopener\"\u003ecosting the economy around £6 billion per year\u003c/a\u003e. This shortage of skilled labor combined with experienced workers retiring means that companies are experiencing slowed growth, limited outputs and an overall loss of talent. But there are ways to tackle these challenges, and experiential learning offers a practical way forward, especially when paired with \u003ca href=\"https://www.frog.co/designmind/reframing-strategic-foresight-in-the-age-of-ai-and-algorithms\"\u003estrategic applications of AI\u003c/a\u003e.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eThe perfect talent storm\u003c/h3\u003e\n\u003cp\u003eManufacturing companies offer fulfilling careers in science, technology, engineering and mathematics (STEM). Yet, when it comes to hiring, they face intense competition from within their own industry as well as tech giants vying for the same pool of STEM graduates.\u003c/p\u003e\n\u003cp\u003eAside from the difficulties of recruitment, the sector also faces a demographic shift. Many experienced workers are approaching retirement. And there is the potential that decades of accumulated knowledge will leave with them.\u003c/p\u003e\n\u003cp\u003eTraining plays a key role in addressing the talent challenges that the manufacturing sector is facing. Although traditional training approaches to training are no longer enough.\u003c/p\u003e\n\u003cp\u003eHistorically, manufacturers have relied heavily on mentorship for training. While mentors are valuable, this approach is neither scalable nor efficient. Taking skilled employees away from their core roles to train or upskill others leads to operational slowdowns and lost productivity.\u003c/p\u003e\n\u003cp\u003eOn top of all this, there is the expectation of today’s workers to be given highly personalized, relevant and embedded learning experiences in their day-to-day work. Failing to meet these expectations can result in higher attrition as employees look for fufiling learning experiences elsewhere.\u003c/p\u003e\n\u003cp\u003eConsidering these challenges, experiential learning offers a way for companies to design learning experiences that appeal to the next generation of talent, encourages long-term retention and ensures that knowledge is passed on efficiently.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eWhat is experiential learning?\u003c/h3\u003e\n\u003cp\u003eUnlike traditional training, which often relies on the passive consumption of information, experiential learning uses technology to immerse individuals in real-world scenarios. It offers hands-on training through simulations, smart guidance and interactive environments that mirror the challenges and technologies a worker will face while on the job.\u003c/p\u003e\n\u003cp\u003eThis approach is particularly powerful when \u003ca href=\"https://www.frog.co/designmind/augmenting-designops-with-ai-powered-systems\"\u003ecombined with AI\u003c/a\u003e. Imagine a manufacturing company deploying an AI-powered mentor: an intelligent 3D character trained on the insights of experienced members of the workforce. Existing employees could contribute their knowledge to the language model, which is then fed into the AI mentor. New recruits or employees looking to upskill could then have a natural, \u003ca href=\"https://www.frog.co/designmind/future-sounds-ai-agents-and-voice\"\u003econversational interaction\u003c/a\u003e with the AI mentor in which they gain knowledge based on real-life experience and the broader strategic goals of the company.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003ePreserving legacy and empowering growth\u003c/h3\u003e\n\u003cp\u003eThe concept of an AI mentor is transformative. It enables self-directed learning, allowing employees to explore topics at their own pace and according to their individual needs. AI mentors use natural language processing to engage users in conversation, making the experience feel intuitive and personalized.\u003c/p\u003e\n\u003cp\u003eImportantly, this method alleviates the burden on existing staff. Skilled workers no longer need to be pulled away from their tasks to train others. Instead, the AI mentor provides consistent, high-quality guidance on-demand. This ensures that trainees receive the benefit of experienced expertise without disrupting daily operations.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eSimulations and immersive environments\u003c/h3\u003e\n\u003cp\u003e\u003ca href=\"https://www.frog.co/designmind/design-mind-frogcast-ep-50-welcome-to-the-simulation-mindset-world\"\u003eSimulated environments\u003c/a\u003e, which are another important part of experiential learning, could include:\u003c/p\u003e\n\u003cul\u003e\n\u003cli\u003e\u003cstrong\u003eVirtual reality (VR)\u003c/strong\u003e: Allowing employees to immerse themselves in realistic, interactive environments that replicate complex scenarios, such as operating machinery, navigating design systems or collaborating in virtual workspaces.\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eHands-on labs\u003c/strong\u003e: Equipping physical spaces with digital devices where employees can experiment with new technologies, workflows or systems.\u003c/li\u003e\n\u003cli\u003e\u003cstrong\u003eGamified onboarding:\u003c/strong\u003e Transforming detailed learning content, like documentation on design and engineering decisions, into interactive video game-style journeys that guide learners through key concepts in a fun and engaging way.\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003eThese highly personalized \u003ca href=\"https://www.frog.co/designmind/immersive-imagination-crafting-ai-powered-spatial-experiences\"\u003eimmersive experiences\u003c/a\u003e replicate the complexities of real-life manufacturing processes, allowing learners to experiment with tools and processes in a safe and controlled setting without the risks or limitations of the real world. This would be particularly useful, for example, to train operators on high-precision machinery, where mistakes could be costly or dangerous. Or when onboarding new hires in complex assembly lines without interrupting production.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eEfficiency, confidence and continuity\u003c/h3\u003e\n\u003cp\u003eThe advantages of experiential learning extend beyond individual growth. For businesses, it means fewer errors, faster onboarding and a more confident workforce. Employees trained through interactive, scenario-based methods are better prepared to meet the latest standards and practices.\u003c/p\u003e\n\u003cp\u003eAn experiential learning approach is not solely for new joiners. It fosters a culture of continuous learning across the business. As technologies evolve and become more sophisticated, organizations can adapt their training programmes to reflect emerging technologies and industry trends. This agility is vitally important in a sector like manufacturing where innovation is constant.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eBreaking down silos and building knowledge hubs\u003c/h3\u003e\n\u003cp\u003eAnother key benefit of experiential learning is its ability to connect and streamline knowledge across the business. Simulated and gamified learning helps break down silos between various disciplines in an engaging way by encouraging collaboration and shared understanding.\u003c/p\u003e\n\u003cp\u003eAI systems can transform static resources like manuals and spreadsheets into interactive knowledge hubs. These hubs are accessible across devices and locations, seamlessly integrating physical and digital formats to deliver an enhanced training experience. This includes the use hands-on labs and digital companions which are AI-powered chat assistants that operate alongside employees, providing real-time support by addressing common queries and facilitating problem-solving. Challenge-based learning, such as gamified onboarding, adds a playful element that can also build an emotional connection to learning, through teamwork or that feeling of achieving something against the odds, which helps maintain retention.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eSolving the manufacturing skills crisis\u003c/h3\u003e\n\u003cp\u003eAt frog, we have been helping clients across industries develop experiential training solutions that blend into the flow of work. We see experiential learning as a clear solution to the ongoing skills crisis and we believe it will enrich employees, while delivering stronger training experiences with meaningful retention rates.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003eWhat comes next?\u003c/h3\u003e\n\u003cp\u003eExperiential learning is a step toward a design-led culture, where human-centered design principles are embedded into every level of business strategy and operations. This fuels innovation, attracts fresh talent and helps companies adapt to sudden changes in the wider market.\u003c/p\u003e\n\u003cp\u003eIt\u0026#8217;s a shift from traditional training methods to immersive, hands-on experiences. Manufacturers \u003cspan class=\"TrackChangeTextInsertion TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TextRun SCXW233692656 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW233692656 BCX0\"\u003eare facing challen\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"TrackChangeTextInsertion TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TextRun SCXW233692656 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW233692656 BCX0\"\u003eg\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"TrackChangeTextInsertion TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TextRun SCXW233692656 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW233692656 BCX0\"\u003ees that extend beyond\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"TrackChangeTextInsertion TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TextRun SCXW233692656 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW233692656 BCX0\"\u003e the manufacturing industry. \u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"TrackChangeTextInsertion TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TextRun SCXW233692656 BCX0\" lang=\"EN-GB\" xml:lang=\"EN-GB\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW233692656 BCX0\"\u003eOrgani\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"TrackChangeTextInsertion TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TextRun SCXW233692656 BCX0\" lang=\"EN-GB\" xml:lang=\"EN-GB\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW233692656 BCX0\"\u003ez\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"TrackChangeTextInsertion TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TextRun SCXW233692656 BCX0\" lang=\"EN-GB\" xml:lang=\"EN-GB\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW233692656 BCX0\"\u003eations across sectors can use experiential learning\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e \u003cspan class=\"TrackChangeTextInsertion TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TextRun SCXW233692656 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW233692656 BCX0\"\u003et\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"TrackChangeTextInsertion TrackedChange SCXW233692656 BCX0\"\u003e\u003cspan class=\"TextRun SCXW233692656 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW233692656 BCX0\"\u003eo\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e accelerate skill acquisition, improve retention and build a more confident and capable workforce. The World Economic Forum found that manufacturers who prioritize talent strategically see real results. Companies that invest in training, especially of frontline workers, have experienced a \u003ca href=\"https://www.weforum.org/publications/putting-talent-at-the-centre-an-evolving-imperative-for-manufacturing-2025/\" target=\"_blank\" rel=\"noopener\"\u003e52% increase in workforce stability and a 34% improvement in financial performance\u003c/a\u003e.\u003c/p\u003e\n\u003cp\u003e\u003cspan class=\"TextRun SCXW178839836 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"\u003e\u003cspan class=\"NormalTextRun SCXW178839836 BCX0\"\u003efrog recently headed\u003c/span\u003e\u003c/span\u003e to \u003ca href=\"https://www.dsei.co.uk/\" target=\"_blank\" rel=\"noopener\"\u003eDSEI 2025\u003c/a\u003e to introduce \u0026#8216;Dr. Tara Singh,\u0026#8217; an advanced AI learning mentor we developed in collaboration with an aerospace expert. Designed to make complex knowledge accessible and engaging, Dr. Tara Singh is packed with insights. Curious about growing plants in space? Through a natural language conversation, you can learn everything you’ve ever wanted to know from this accessible, engaging mentor character.\u003c/p\u003e\n\u003cp\u003eIf you’re ready to rethink how your organization learns, we’d love to show you what’s possible.\u003c/p\u003e\n"},{"acfFcLayout":"divider","fullWidth":true},{"acfFcLayout":"author_credit_block","title":"Authors","credits":false,"illustration":{"title":"","creators":false},"authors":[{"slug":"melodie-hoke","authorName":"Melodie Hoke","bio":"\u003cp\u003eMelodie is a hands-on design leader and frog UK’s Head of Manufacturing, Automotive and Life Sciences Industries. She elevates multidisciplinary teams of frogs to develop innovative value propositions and experiences, leading from insight through to execution. Melodie’s sweet spot is at the intersection of creativity, strategy and technology, where she tackles complex problems and makes them delightfully simple. Her work drives satisfaction for customers and shareholders alike.\u003c/p\u003e\n","designation":"Director, Product Design and Industry Lead for Manufacturing, Automotive and Life Sciences, frog London","twitterProfileLink":"","mediumProfileLink":"","authorImage":{"id":70956,"title":"frog-author-melodie-hoke","filename":"frog-author-melodie-hoke.png","filesize":71888,"url":"https://wp.frog.co/wp-content/uploads/2024/02/frog-author-melodie-hoke.png","link":"https://www.frog.co/authors/melodie-hoke/attachment/frog-author-melodie-hoke/","alt":"frog-author-melodie-hoke","author":"36","description":"","caption":"","name":"frog-author-melodie-hoke","status":"inherit","uploadedTo":57495,"date":"2024-02-16 20:35:40","modified":"2024-02-16 20:35:59","menuOrder":0,"mimeType":"image/png","type":"image","subtype":"png","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":500,"height":500,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2024/02/frog-author-melodie-hoke-150x150.png","thumbnailWidth":150,"thumbnailHeight":150,"medium":"https://wp.frog.co/wp-content/uploads/2024/02/frog-author-melodie-hoke-300x300.png","mediumWidth":300,"mediumHeight":300,"mediumLarge":"https://wp.frog.co/wp-content/uploads/2024/02/frog-author-melodie-hoke.png","mediumLargeWidth":500,"mediumLargeHeight":500,"large":"https://wp.frog.co/wp-content/uploads/2024/02/frog-author-melodie-hoke.png","largeWidth":500,"largeHeight":500,"1536X1536":"https://wp.frog.co/wp-content/uploads/2024/02/frog-author-melodie-hoke.png","1536X1536Width":500,"1536X1536Height":500,"2048X2048":"https://wp.frog.co/wp-content/uploads/2024/02/frog-author-melodie-hoke.png","2048X2048Width":500,"2048X2048Height":500}}},{"slug":"oliver-harvey","authorName":"Oliver Harvey","bio":"\u003cp\u003eOliver is a product director who specializes in bringing new products and services to market. With a focus on consumer products and EdTech, he uses rapid experimentation, Agile and Lean UX methodologies to validate ideas early and build confidence to scale. His approach helps teams move quickly, demonstrate value and make informed decisions that lead to successful launches. Oliver believes that building products that customers love is at the heart of any company’s success and he’s passionate about turning good ideas into great outcomes.\u003c/p\u003e\n","designation":"Product Director, frog London","twitterProfileLink":"","mediumProfileLink":"","authorImage":{"id":83757,"title":"Oliver-Harvey-author","filename":"Oliver-Harvey-author.jpg","filesize":17613,"url":"https://wp.frog.co/wp-content/uploads/2025/08/Oliver-Harvey-author.jpg","link":"https://www.frog.co/authors/oliver-harvey/attachment/oliver-harvey-author/","alt":"","author":"30","description":"","caption":"","name":"oliver-harvey-author","status":"inherit","uploadedTo":83746,"date":"2025-08-25 17:58:06","modified":"2025-08-25 17:58:06","menuOrder":0,"mimeType":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":500,"height":500,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2025/08/Oliver-Harvey-author-150x150.jpg","thumbnailWidth":150,"thumbnailHeight":150,"medium":"https://wp.frog.co/wp-content/uploads/2025/08/Oliver-Harvey-author-300x300.jpg","mediumWidth":300,"mediumHeight":300,"mediumLarge":"https://wp.frog.co/wp-content/uploads/2025/08/Oliver-Harvey-author.jpg","mediumLargeWidth":500,"mediumLargeHeight":500,"large":"https://wp.frog.co/wp-content/uploads/2025/08/Oliver-Harvey-author.jpg","largeWidth":500,"largeHeight":500,"1536X1536":"https://wp.frog.co/wp-content/uploads/2025/08/Oliver-Harvey-author.jpg","1536X1536Width":500,"1536X1536Height":500,"2048X2048":"https://wp.frog.co/wp-content/uploads/2025/08/Oliver-Harvey-author.jpg","2048X2048Width":500,"2048X2048Height":500}}},{"slug":"arlene-carsley","authorName":"Arlene Carsley","bio":"\u003cp\u003eAs Head of Workforce Transformation at Capgemini Invent, Arlene leads a dynamic team of consultants to address critical challenges in skills, learning, talent, culture and workforce planning. With over 20 years of diverse experience, she specializes in HR strategy, digital HR, employee experience and strategic workforce planning, delivering solutions that align people and transformation strategies with business goals. Her mission is to create long-term value through purpose-led transformation, focusing on innovative approaches to workforce and organizational change. Passionate about fostering a growth culture, she works collaboratively with clients across industries to enable impactful change while championing vitality in the workplace. \u003c/p\u003e\n","designation":"Head of Workforce Transformation, Capgemini Invent, Edinburgh","twitterProfileLink":"","mediumProfileLink":"","authorImage":{"id":84008,"title":"Arlene-Carsley-author","filename":"Arlene-Carsley-author.jpg","filesize":69369,"url":"https://wp.frog.co/wp-content/uploads/2025/08/Arlene-Carsley-author.jpg","link":"https://www.frog.co/authors/arlene-carsley/attachment/arlene-carsley-author/","alt":"","author":"30","description":"","caption":"","name":"arlene-carsley-author","status":"inherit","uploadedTo":83751,"date":"2025-08-29 17:33:57","modified":"2025-08-29 17:33:57","menuOrder":0,"mimeType":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":500,"height":500,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2025/08/Arlene-Carsley-author-150x150.jpg","thumbnailWidth":150,"thumbnailHeight":150,"medium":"https://wp.frog.co/wp-content/uploads/2025/08/Arlene-Carsley-author-300x300.jpg","mediumWidth":300,"mediumHeight":300,"mediumLarge":"https://wp.frog.co/wp-content/uploads/2025/08/Arlene-Carsley-author.jpg","mediumLargeWidth":500,"mediumLargeHeight":500,"large":"https://wp.frog.co/wp-content/uploads/2025/08/Arlene-Carsley-author.jpg","largeWidth":500,"largeHeight":500,"1536X1536":"https://wp.frog.co/wp-content/uploads/2025/08/Arlene-Carsley-author.jpg","1536X1536Width":500,"1536X1536Height":500,"2048X2048":"https://wp.frog.co/wp-content/uploads/2025/08/Arlene-Carsley-author.jpg","2048X2048Width":500,"2048X2048Height":500}}},{"slug":"jessica-ayuya","authorName":"Jessica Ayuya","bio":"\u003cp\u003eJess is an experienced consultant at frog UK, leading digital transformation for aerospace and defence clients. She drives creative innovation across engineering-led businesses and spearheads team growth. As proposition lead for frog’s experiential learning capability, Jessica redefines how organisations engage with talent and technology to deliver impactful solutions.\u003c/p\u003e\n","designation":"Programme Director and Industry Lead for Aerospace and Defence, frog London","twitterProfileLink":"","mediumProfileLink":"","authorImage":{"id":83765,"title":"Jessica-Ayuya-author","filename":"Jessica-Ayuya-author.jpg","filesize":28688,"url":"https://wp.frog.co/wp-content/uploads/2025/08/Jessica-Ayuya-author.jpg","link":"https://www.frog.co/authors/jessica-ayuya/attachment/jessica-ayuya-author/","alt":"","author":"30","description":"","caption":"","name":"jessica-ayuya-author","status":"inherit","uploadedTo":83754,"date":"2025-08-25 17:58:26","modified":"2025-08-25 17:58:26","menuOrder":0,"mimeType":"image/jpeg","type":"image","subtype":"jpeg","icon":"https://wp.frog.co/wp-includes/images/media/default.png","width":500,"height":500,"sizes":{"thumbnail":"https://wp.frog.co/wp-content/uploads/2025/08/Jessica-Ayuya-author-150x150.jpg","thumbnailWidth":150,"thumbnailHeight":150,"medium":"https://wp.frog.co/wp-content/uploads/2025/08/Jessica-Ayuya-author-300x300.jpg","mediumWidth":300,"mediumHeight":300,"mediumLarge":"https://wp.frog.co/wp-content/uploads/2025/08/Jessica-Ayuya-author.jpg","mediumLargeWidth":500,"mediumLargeHeight":500,"large":"https://wp.frog.co/wp-content/uploads/2025/08/Jessica-Ayuya-author.jpg","largeWidth":500,"largeHeight":500,"1536X1536":"https://wp.frog.co/wp-content/uploads/2025/08/Jessica-Ayuya-author.jpg","1536X1536Width":500,"1536X1536Height":500,"2048X2048":"https://wp.frog.co/wp-content/uploads/2025/08/Jessica-Ayuya-author.jpg","2048X2048Width":500,"2048X2048Height":500}}},{"slug":"jaedan-edman","authorName":"Jaedan Edman","bio":"\u003cp\u003eJaedan is a Lead Product Manager at frog, where he specializes in launching innovative digital and physical experiences. He partners closely with business, design, and technology teams to imagine and deliver products that people love to use. With a breadth of experience spanning industries and geographies, Jaedan brings a product mindset to complex challenges, transforming bold ideas into meaningful and impactful products.\u003c/p\u003e\n","designation":"Lead Product Manager,   frog London","twitterProfileLink":"","mediumProfileLink":"","authorImage":{"id":83997,"title":"Jaedan-Edman-2-author","filename":"Jaedan-Edman-2-author.jpg","filesize":71746,"url":"https://wp.frog.co/wp-content/uploads/2025/08/Jaedan-Edman-2-author.jpg","link":"https://www.frog.co/authors/jaedan-edman/attachment/jaedan-edman-2-author/","alt":"","author":"30","description":"","caption":"","name":"jaedan-edman-2-author","status":"inherit","uploadedTo":83986,"date":"2025-08-28 17:06:50","modified":"2025-08-28 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