2. Design workflows are being disrupted by quick vibe-coded assets, driven by stakeholders and leaders who want to move things quickly. That starts to unravel any sense of order… and trying to put this back into a design process is likely to be frustrating.
Both scenarios are real indeed. I’ve been thinking about the new design teams’ purpose and where they’re heading, and I want to think we are leaving behind those days of just being part of the production chain and delivering assets.
We have a new tech reality, so I think adapting how we think and create is key to navigating new dynamics. Regarding the two scenarios you mention, both are true, and I don’t think one is better than the other; it is a way for companies to readjust their internal processes and thinking. To me, this is a huge opportunity to stand out and be more relevant in companies.
If you have a couple of minutes, I share this article where I envision how designers now may have a different approach in companies since we are capable of taking action in fields where a few years ago, it was impossible
From the old triad model, designers have a huge advantage: the design itself. No one else has that ability. Even when creating designs with AI, the results aren’t perfect, and engineers and PMs can’t spot issues or generate ideas.
Yes, visioneering is real, and if used with AI and user data, give design teams 10x leverage to create value in the organization. It’s what we want to help product and design leaders accomplish with Glare!
