Foreword
Emerging Patterns: Design Leadership in 2026.
The practice and profession of design has changed and grown dramatically over the past two decades. As design has become more deeply embedded in complex, technology-driven organizations, designers have stepped into increasingly senior positions of influence, often without a clear roadmap for what those roles require or where they might lead next.
During the spring of 2026, students in my Design Leadership seminar at the Sam Fox School of Design & Visual Arts at Washington University in St. Louis set out to better understand this evolving landscape. The course was part of the newly launched Master of Design for Human-Computer Interaction and Emerging Technology (MDes) graduate program. The students and I were interested in the experiences that have shaped today’s design leaders: how they found their way into the profession and into leadership, how they build influence across organizations, and how they are thinking about the forces reshaping their work and careers.
Our research included nearly 120 survey responses and 11 in-depth interviews with design leaders from a global range of organizations and backgrounds. What emerged was not a single portrait of design leadership, but a collection of patterns—around mentorship, career paths, changing ways of working, technology, and the enduring human qualities that enable leaders to thrive through change. Emerging Patterns: Design Leadership in 2026 brings together the quantitative findings and the voices of the leaders we interviewed to explore five of the themes we found most compelling.
This work would not have been possible without the generosity of the leaders who shared their experiences with us, or the curiosity and commitment of the students who shaped the research and made sense of what we learned. My hope is that this report offers a useful snapshot of design leadership today, and prompts new questions about what the profession, and its leaders, might become next.
Sam Fox School of Design & Visual Arts
Washington University in St. Louis
At a glance
Theme
Many pathways to design leadership.
The cohort for this Design Leadership seminar included students from a diverse range of academic backgrounds, spanning Journalism and Economics to Anthropology and Engineering. Naturally, we became curious about the “origin stories” of today’s design leaders. What first sparked their interest in design? What did they study in college? How did they enter the profession? The answers turned out to be one of the most surprising and revealing findings of our research.
Across our survey of 119 design leaders, we mapped 93 distinct pathways into the profession—suggesting that there is no single, predictable route to a successful career in design. Fewer than 30% of respondents had studied in a dedicated design program at university, while more than one in five had no formal design education at all. Nearly 40% began their careers in another profession or industry, and almost none reported entering the field through an internship. Rather than following a well-defined pipeline, today’s design leaders have arrived through an extraordinary diversity of experiences, disciplines, and opportunities.
Our qualitative interviews reinforced these survey findings and helped us connect the dots between these diverse beginnings and eventual design leadership roles.
"I got my bachelor's in English literature, and I had no idea I would be doing in-depth user research. But looking back, I can see, oh, there were a lot of skills that I gained and that I use every day now."
Design leader interview
Some leaders realized their passion for design retrospectively after working in other fields:
"I realized that I was focusing more on presenting the project and not really on the calculus. Then I said, ‘Oh, maybe all the physics and math I've studied wasn't really what I really wanted to do.’"
Design leader interview
These findings also reflect a profession at a formative and pivotal stage in the formation of design as we know it. Many of the leaders we surveyed entered fields like UX, service design, design strategy, and DesignOps before dedicated curricula, established career ladders, or even common job titles existed. Unlike long-established professions like law, medicine, or engineering, design is still defining itself. As a result, talented people found their way into the profession from journalism, psychology, engineering, architecture, business, and countless other disciplines. As design education and career pathways continue to mature, we may well see future generations follow more standardized routes into the profession. But our research captures a unique generation of leaders whose careers were shaped during a formative period in the evolution of design itself.
Theme
The mentorship gap.
Our cohort was interested in examining the early career experiences and influences that have shaped this generation of design leaders, and we asked specifically about mentorship. We know from other professional disciplines that active early-career mentorship can have a dramatic effect on the career trajectory of future leaders by opening doors and providing access. The American Bar Association reports that nearly 85% of new lawyers receive mentoring early in their careers. In business, the signal is even stronger: roughly 75% of executives say mentoring was critical to their success, and 86% of CEOs credit mentors as an important force in their career trajectory.
In contrast, the design leaders we surveyed told a much different story. Our research shows that only 21% of design leaders report having the support of a strong mentor in their early career, while more than 41% report having none at all. This suggests that many of today’s design leaders reached positions of influence largely through persistence, self-direction, and informal learning rather than structured guidance. While that resilience is admirable, it also exposes a significant weakness across the profession.
This data was echoed in many of the discussions we had with design leaders.
"I started alone. I learned the hard way. I learned by making many mistakes and improving myself."
Design leader interview
"Some things helped, and some things I was kind of making it up."
Design leader interview
An additional factor exacerbating this gap is the weakening of the professional communities that once helped fill it. Organizations such as AIGA and IxDA historically served as important bridges between emerging and established practitioners, creating opportunities for mentorship, networking, and informal career development that extended well beyond the workplace. Today, many of those communities have diminished in reach and influence. IxDA has folded its global operations, while many local AIGA chapters have become dormant or operate at a reduced scale.
"I was researching groups last night. There's not a ton. And so I'm just gonna build my own."
Design leader interview
Likewise, the rise of remote and hybrid work, accelerated dramatically by the pandemic, has created new challenges for mentorship. Early-career development often happens in the informal moments between meetings: overhearing conversations, observing leaders in action, asking quick questions, or simply building trust through day-to-day proximity. Microsoft's Work Trend Index found that 43% of leaders say this relationship-building is the biggest challenge in hybrid work environments.
There is, however, an encouraging signal in our research. While relatively few of the leaders we surveyed credited mentorship as a defining part of their own early careers, 66% said they now mentor or coach other designers outside of their primary role. Through teaching, speaking, advising, portfolio reviews, community organizations, or informal coaching, many are choosing to invest in the next generation of designers. This shift is reflected in the emergence of new mentorship platforms like ADPList, which has grown into a global community connecting aspiring professionals with more than 40,000 verified volunteer mentors through free one-on-one sessions.
"You build confidence when you build more people who are gonna be supporting you. You're good as the people that you're leading. So, the first thing you have to do is find the supporters."
Design leader interview
Perhaps because they experienced the mentorship gap firsthand, today’s design leaders appear determined to ensure that others don't have to navigate their careers alone. If that momentum continues, mentorship may become one of the defining characteristics of the next generation of design leadership—not an occasional act of generosity, but an expected responsibility of the profession.
Theme
The traditional ladder is giving way to a portfolio career.
As university students we are naturally concerned about what lies ahead for us after graduation, and this fueled many of our discussions throughout the semester, and ultimately the questions we asked leaders in our survey and interviews.
Of course, this is an especially uncertain moment to be starting a career in design. After a decade-plus of expansion, the industry is now experiencing a prolonged contraction, with layoffs affecting many established enterprise design teams and programs. AI is accelerating changes to the practice itself, forcing organizations to rethink everything from methodologies to workflows, and from team structures to hiring priorities. It is against this volatile backdrop that we began asking a simple question: What does a successful career in design actually look like anymore?
One of the clearest signals emerging from our research is a shift away from the traditional, linear career path toward a more diversified and self-directed model. When asked about their intended career trajectory over the next five years, fewer than half of respondents (49.5%) indicated they plan to continue on their current path. That alone suggests a meaningful break from the established assumption that design careers progress in a steady upward arc—from individual contributor to manager to executive. Instead, many designers are actively reconsidering not just where they work, but how they work.
What’s taking shape in its place is a more fluid, diversified approach to career building, what many describe as a “portfolio career.” Designers are exploring a mix of roles and modes of engagement: frequently operating as digital nomads, taking on fractional leadership roles, founding startups, stepping into advisory positions, teaching, or building independent consulting practices. Rather than anchoring their professional identity, and livelihood, to a single organization, designers are distributing their time, expertise, and income across multiple contexts. The “job” is no longer the unit of measure—the “practice” is.
"I'm moving away from pursuing executive positions and instead exploring independent roles in the startup world."
Design leader interview
"I wanted to be that chief design officer. But I'm over that. Like I got to live for me… 'cause it was costing me a lot — my health, my sanity — and I'm off that now."
Design leader interview
"When I see how the world of work is shifting, the ladder is gone. I’m building a portfolio career because like a good investor, it’s smart to diversify. If my time, skills and learnings are my valuable currency, I want to spend them wisely on things that matter."
Design leader interview
This shift aligns with broader patterns across the economy. According to Upwork's Freelance Forward 2023 report, 38% of the U.S. workforce freelanced in the prior year, while 28% of skilled knowledge workers already operate as freelancers or independent professionals. Deloitte has found that organizations are increasingly moving away from fixed jobs toward a "portfolio of ways to organize work," with 55% of workers expecting to move fluidly among full-time employment, project work, freelancing, and other work models over the course of their careers.
In this context, diversification becomes a form of professional resilience for design leaders. By cultivating multiple income streams and professional identities, designers are reducing dependency on any single employer or role, while also expanding their surface area for opportunity and growth. The goal is to design a career that can flex, shift, and endure over time.
"I believe heavily in not staying tied to design to do design work. I think some of the best design work happens when you're not under a design title and you're not doing design work."
Design leader interview
Theme
Tooling as a signal of broader change.
It was impossible for our cohort to ignore the pace at which AI and other emerging technologies are reshaping the design profession. Unsurprisingly, this became one of the central topics in our research.
We asked design leaders how much they expected their design tool stack to change over the next five years. An overwhelming 94% said they expect to see dramatic changes. This powerful response signals something much larger than a shift in software. It suggests that continuous change has become a core characteristic of design, and that leading through that change is becoming a defining responsibility of design leadership. As tools, practices, organizations, and business models evolve, designers must constantly rethink how they create value. Activities that once occupied much of the daily work of designers—from synthesizing research and generating concepts to building prototypes and creating production-ready assets—are all being augmented, accelerated, and disrupted by AI.
The implication is clear: the challenge is no longer simply learning the next generation of tools. It's learning how to lead in a profession where continual change has become the norm.
"It becomes less about the tactical use of AI, and more about asking strategically ‘how do we see this unfolding?’ This requires more judgment and more discernment."
Design leader interview
"I do think in the dawn of these vibe coding mechanisms, where everyone can be a designer, everyone could push a product into code."
Design leader interview
In other words, the challenge is shifting from technical proficiency alone to the ability to navigate ambiguity, evaluate emerging technologies, and make thoughtful decisions about how they should shape the practice of design.
This shift extends well beyond design. Deloitte's 2025 Global Human Capital Trends report concludes that, as AI increasingly performs technical and functional work, leadership itself is being redefined around judgment—the ability to navigate ambiguity, understand context, and make thoughtful decisions in situations where there are no clear answers.
Beyond our ways of working, these technology changes also have significant implications for other important leadership questions: what is the ideal team composition and organizational scale? How does this change the way we collaborate with cross-functional teams? How do we measure, articulate, and extend business value? And importantly, what work should remain distinctly human?
While this level of change can feel destabilizing, it also creates opportunities for design leaders. Periods of technological disruption have historically rewarded those willing to experiment, codify what they learn, and help others navigate uncertainty. As new methods, workflows, and organizational models emerge, there will be growing demand for leaders who can develop practical frameworks, publish and teach new ways of working, build tools and systems, and help organizations translate technological possibility into business value. In an era where the rules are still being written, leaders who can make sense of change have an opportunity to differentiate themselves and establish a distinctive place in the profession.
Theme
Leadership for an uncertain future.
As we synthesized our research, one theme surfaced again and again: today’s design leaders have built their careers by leading through change. New disciplines have emerged, technologies and tools have come and gone, organizations have scaled and evolved, and the boundaries of design itself have continually shifted. But the more closely we examined this pattern, the more we realized that adaptability alone doesn’t fully explain it. Instead, our research points to a cluster of related qualities—intuition, navigation, adaptability, resilience, and stewardship—that have long distinguished successful design leaders and may be even more essential in the years ahead.
01 · Intuition Sensing what isn't yet obvious
For many of the leaders in our study, intuition was present long before they became leaders—or even designers. More than 70% did not begin on a design-specific academic path, instead coming to the profession from the arts and humanities, engineering, business, social sciences, architecture, and a wide range of other fields. Their journeys suggest an ability to recognize possibilities that weren't always obvious, or even fully formed yet, and to follow those instincts toward a profession that was itself still taking shape.
One leader described studying English and cultural anthropology as an undergraduate before discovering the emerging field of user research almost by chance.
"Design research wasn’t even called that at that point. I basically did my whole thesis on what is now service design, which didn’t even have a title back then."
Design leader interview
02 · Navigation Finding a way forward without a clear map
If intuition helped many of these leaders recognize possibilities, the core quality of navigation helped them find their way toward them. Across the 119 leaders in our study, we identified an extraordinary 93 distinct career paths. Nearly 40% began their careers outside of design, and many entered the profession before clearly defined roles, career ladders, or leadership pathways existed. Rather than following an established route, they learned to continually orient themselves by recognizing opportunities, making course corrections, and charting a path forward even when the destination wasn’t entirely clear.
One leader described how this dynamic continued as he moved into leadership. Rather than pursuing a predetermined path or title, he stepped into leadership as circumstances demanded it:
"Not because I earned some sort of title, it was just a necessity."
Design leader interview
03 · Adaptability Evolving as the conditions change
Navigation has helped design leaders find their way through uncertainty, but adaptability has allowed them to evolve as the conditions around them change. Throughout their careers, the leaders in our study have experienced the emergence of entirely new disciplines, technologies, organizational models, and ways of working. And there is little expectation that this pace will slow: 94% of respondents expect dramatic changes to their design tool stack over the next five years. Adaptability, then, is more than simply reacting to change. It is the willingness to continually learn, experiment, and evolve your practice as new possibilities emerge.
One leader reflected on experiencing repeated reorganizations, changing teams, and shifting priorities throughout her career. Her conclusion was simple: “We have to be adaptable.” Another described how that same quality now shapes who they hire:
"I've always kind of hired on potential, but I think adaptability — and people who are more generalists, people who do a lot of different things — is where I'd want to spend to see."
Design leader interview
04 · Resilience Sustaining momentum through uncertainty and disruption
The career journeys captured in our research were rarely smooth or predictable. Nearly 60% of respondents cited a lack of growth opportunities as a major career setback, while nearly half (48.7%) had experienced layoffs or industry contraction. An equal number identified burnout as a significant challenge in their careers. And when stepping into their current roles, respondents rated whether they were sufficiently trained or onboarded at an average of 2.8 out of 5 — fewer than one-third felt they had been sufficiently prepared. Resilience, in this context, is not simply about enduring difficult moments. It is the ability to absorb setbacks, regain momentum, and continue growing through periods of uncertainty.
One leader recalled losing her first design job during the dot-com collapse of the early 2000s, followed shortly by 9/11 and a period when, as she put it, “there were no design jobs to be had.” Reflecting on that period more than two decades later, she observed:
"It feels very similar to AI right now."
Design leader interview
05 · Stewardship Shaping what comes next
Perhaps the most encouraging signal in our research is what design leaders are doing with the experience they've accumulated. More than two-thirds of respondents report actively investing in their own career aspirations, while more than half are actively developing successors and next-generation leaders within their organizations. And 66% reported mentoring or coaching other designers outside their primary role. These leaders are not simply drawing on intuition, navigation, adaptability, and resilience to sustain their own careers, they are using those qualities to create opportunities for others and help shape the next generation of the profession.
This spirit of stewardship also surfaced in our interviews.
"How can we set everyone up for success and get everyone what they need to do really good work here?"
Design leader interview
"Nobody teaches you how to manage a team, and how to grow and develop people."
Design leader interview
"I think a lot of people kind of plateau when they're only ever seen as the doers or the makers, right? And then you're always kind of production, or you're always somebody's helping hands — and you're not leading."
Design leader interview
Together, they suggest that design leadership is not simply about advancing your own career, but building a stronger foundation for those who come next. In doing so, they are giving the next generation something many of them lacked themselves: the wisdom, experience, and guidance of leaders who have already traveled the path.
Looking across our research, we were struck by an unexpected conclusion. The leaders we surveyed did not succeed because they followed the "right" career path, mastered a particular methodology, or built expertise in a specific tool. They succeeded by developing a set of enduring human capabilities: the intuition to recognize emerging possibilities, the navigation skills to find a way forward without a clear map, the adaptability to evolve as conditions changed, and the resilience to recover from setbacks and keep moving forward. And increasingly, they are putting those accumulated experiences to work through stewardship by investing in themselves and others to build a stronger foundation for the next generation of design leaders.
At a time when nearly every dimension of the design profession is in flux, it is striking that none of these qualities are technical in nature. The tools will continue to change, as will the job roles, titles, organizations, business models, and career paths around them. But the deeply human qualities that have enabled design leaders to thrive through decades of change are remarkably durable, and perhaps more valuable than ever. Most encouragingly, today's leaders are not simply drawing on these qualities to navigate what comes next for themselves. They are actively passing them forward.
About & methods
About this project.
This report summarizes research conducted in the spring of 2026 as part of the Design Leadership seminar at the Sam Fox School of Design & Visual Arts, Washington University in St. Louis, led by Doug Powell. The seminar was part of the newly launched Master of Design for Human-Computer Interaction and Emerging Technology (MDes) graduate program.
The results represent 119 design leaders (54 female, 63 male, 2 non-binary) · 71% North America, 29% global. Each respondent completed a questionnaire; 11 leaders also participated in recorded interviews. Five themes are presented as chapters in this report. All 31 survey topics are available in the explore view, with optional filters for age, gender, and region.
Statistical methods: Mann-Whitney U, Fisher's exact, Chi-square, Spearman correlations, logistic regression · Significance threshold: p < 0.05
MDes Design Leadership: Spring 2026 Cohort