Article · design ·
Generative UI Still Needs a Designed Sequence
AI models can now generate the interface. In AI strategy tools, the harder problems are drift, numbers nobody can trace, and a model that agrees too easily.
The design leader’s job is deciding which screens deserve to exist.
Hi, I’m Kedron.
I wrote that in When Building Gets Cheap, Deciding Gets Expensive.
I’ve been designing for the web since 1998, back when WWW stood for Wild Wild West. Today I build AI products people actually use. That’s the hard part: most AI pilots work, and then nobody uses them. In Crowe’s AI Studio, I sit where strategy, product, and change management meet to close that gap.
This is my corner of the internet, where I write, record the occasional podcast and newsletter about what I’m learning. Pull up a chair. More about me →
Now
- Working on Building AI-enabled tools and products that help professionals work more effectively.
- Writing A book for leaders sinking in their own success.
- Thinking about What stays human about good work as AI reshapes how we make things.
- Reading
The Good Neighbor: The Life and Work of Fred Rogers by Maxwell King
Recent thoughts
Article · design ·
Design Taste Needs a Strategy
Now that AI can build almost anything, designers are calling taste the moat. Taste that isn't tied to a where-to-play and how-to-win choice sets the designer apart, not the business.
Article · design ·
Synthetic Users Need Real Research
A panel of synthetic CFOs matched my conversations with real CFOs because a design team built it from fifteen real ones. Synthetic users work when someone talked to real people first, and all research has a shelf life.
Article · design ·
What Design Thinking Was For
Design thinking lost its teeth in business because people like me made the method the point. Drucker named the point in 1954: a business exists to create a customer. A confession, and an upgrade for designers and the executives who fund them.
Article · innovation ·
Systems Thinking Is Bigger Than Your Product
In product circles, systems thinking usually means the machinery that builds the product. The system that decides whether the product matters connects a customer, a market, and a company's choices. Here's how I learned to see it.
Article · leadership ·
Twenty Percent a Quarter
At Gordon Food Service my team moved customer accounts to online ordering 20% a quarter, three quarters running. The target kept leadership investing. It also meant every new account landed on problems we had chosen to leave for later.