IDEO CEO on Building Creative Teams in Resistant Systems

Peng said he does not believe careers move in straight lines anymore. With longer working lives, growth happens in chapters – periods of exploration, focus, reinvention, and learning. Leaders need to design systems that support movement and curiosity, not just promotions and titles.

When there is not a clear path forward, Peng said he has always turned to side projects. They let people choose the work they want to do and build the skills they want to develop. The key is being able to connect those projects back to where they want to go. Show how the work you have chosen prepares you for the role you are aiming for.

Leaders often overvalue planned inspiration, such as bringing in a great speaker, and undervalue how much inspiration is actually everywhere, Peng said. For him, inspiration is anything that sparks a question or feels unexpected. It can come from pop culture, reality TV, or music people might dismiss as lowbrow. What matters is staying open and asking why something sticks and how it might connect to your work.

Most organizations do not have IDEO's culture, Peng said, and that is often why they come to the firm in the first place. When creativity is not valued on its own, he focuses on connecting it to what stakeholders already care about: outcomes, impact, and results. He said he usually ends up reframing the original problem together with clients so they are answering the same question. That means meeting clients halfway, respecting their expertise, and building trust over time.

Peng said creative leadership starts with behavior, not authority. Lower the risk and curiosity follows. A team should share values, not perspectives. Practice builds skill, and influence gives it reach. People-centered careers are built for evolution, not ladders. The best time to prepare for the next role is before it appears. Inspiration is not something you schedule. It is something you stay open to. Ground creativity in shared goals and real outcomes.