Don’t Sell the Design, Sell the System
- Melepurath
- Jul 11
- 3 min read
What Don Norman Taught Me About Real Influence in Design
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What Don Norman Taught Me About Real Influence in Design
“Don’t go to execs with the problem. Go with the replacement.”— Don Norman
A few weeks ago, I had the rare privilege of asking a question to Don Norman — yes, the Don Norman, the father of human-centered design. The same mind behind The Design of Everyday Things, who shaped how we think about usability and human behavior.
But I didn’t ask him about buttons or interface design.
I asked him about power.
More specifically:
“How can we — as designers — earn lasting executive buy-in for humanity-centered design? Especially when political and social winds keep shifting, and aligning ESG goals with business strategy feels like pushing water uphill.”
Now, keep in mind, I wasn’t asking this as a student curious about theory.
I’ve spent the last several years leading design in a consulting studio, working with government orgs and billion-dollar companies in the Middle East to build platforms around circular economy, sustainability, and public service.
So this wasn’t hypothetical. It was personal.
And Don’s answer hit harder than I expected.
“If you walk into the boardroom and say,‘You’re destroying the planet,’they’ll shut the door. But if you walk in with a better system — one that’s circular, sustainable, and still keeps the business running —then you have their attention.”
No fluff. No idealism. Just systems thinking meets business strategy.
What Students Miss (But Must Learn)
If you’re a design student, here’s the real talk:
We’re taught to critique.
We’re rarely taught to replace.
It’s easy to point out flaws — in a product, in a system, in a business model. It’s harder (and far more valuable) to design transitions from old to new.
That’s what executives care about.
Not the pixel-perfect mockup, but:
Can this reduce cost or risk?
Can this unlock a new market?
Will this survive in real-world complexity?
That’s the designer’s job now. Not just aesthetics — strategy.
Designers Talk in Aesthetics. Execs Talk in ROI.
Let’s be honest: Designers often lose influence because we walk into meetings talking about hierarchy, color contrast, or delight.
But the C-suite is thinking about cost structures, supply chain shocks, investor pressure, and market differentiation.
If you want buy-in for sustainable design?
Don’t talk about climate change.
Talk about reduced operational costs through a circular material loop.
Don’t say “this is ethically better.”
Say “this attracts Gen Z customers and ESG-aligned investors.”
It’s not manipulation — it’s translation.
You're turning design into a business language.
Partner Beyond the Pixel
If you want your sustainable ideas to land:
Sit next to marketing. Learn how to tell the story.
Talk to finance. Learn how to quantify the value.
Work with ops and supply chain. Learn where things actually break.
Sustainability isn't a button on a screen.
It’s a business model redesign. A service model rethink. A cultural shift.
It’s designing the invisible scaffolding that makes sustainable behavior the default — not the effort.
The Real Job: Designing Transitions
Don wasn’t just critiquing designers.
He was giving us a new job description.
We’re not just designing solutions anymore.
We’re designing transitions — from:
Linear to circular
Extractive to regenerative
Disposable to meaningful
Business-as-usual to business-as-better
That’s not just design.
That’s leadership.
Final Thought
If you’re a student reading this — start asking better questions.
Not just “what’s wrong with this design?”
Ask:
“What’s the system behind it?”
“How do we replace it without breaking everything?”
“Who do I need in the room to make this real?”
If you’re a recruiter reading this — start looking beyond portfolios full of Dribbble shots.
Look for designers who can speak systems, think in trade-offs, and influence cross-functional teams.
That’s the kind of designer Don was speaking to.
And that’s the kind of designer we all need to become.
Let’s stop pointing fingers.Let’s start designing the exits.
Let’s build the replacements — together.
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