I spent years perfecting my craft, learning about typography, interaction patterns, and research methodologies. This knowledge matters; it really does. But now I’m realizing that this was just the baseline. The actual differentiator lies in how we navigate everything else—politics, limited resources, and competing priorities.
I appreciate that this conversation is anonymous because I’m beginning to think that we’ve put design on a pedestal. This might be why we don’t get valued like other roles. Engineering and product came first, and that’s historically ingrained in how companies are built. Yet, look at how every other function has adapted. Marketing shows revenue impact, sales has clear numbers, and even HR tracks retention metrics. Meanwhile, we’re still arguing that design can’t be measured and that we’re too “creative” to be tied to business outcomes. We’ve done this to ourselves by refusing to speak the language of business.
When was the last time you saw a design case study that started with business metrics instead of beautiful mockups or a photo with Post-it notes on the wall? We talk about user-centered design but shy away from business-centered realities. It’s no wonder we’re the first to be cut when times get tough.
I initially thought the market was broken and that design was losing its value. However, I now see it differently. The market has simply matured; it’s no longer enough to be a good designer. You also need to understand how design fits into the bigger picture.
