Most organizations treat design as a function for making things look good. It isn't — it's a framework for understanding what people actually need and building systems around that. Three design principles that every business operator should be using, written from the inside of one of the world's best design organizations.

The brain isn't a fixed machine — it's a system that questions, experiments, and rewires itself. Three principles I studied in a neuroscience lab have turned out to be the most practical frameworks I've ever brought into an organization. Turns out the brain knew what good strategy looked like long before business did.

As we learn more about the human brain, we can expect to learn more about how it functions and how leaders can use this knowledge to best lead people and develop effective organizations. Neuroscience does not provide all the answers, but it offers insight into how we can tailor the environment in which we work to develop effective organizations.