After IBM bought his startup in 2010, the Fortune 500 computer company asked Phil Gilbert to reinvigorate how its teams developed products. Gilbert became IBM’s general manager of design, and over the following decade, he brought design thinking—a philosophy that focuses on the experience of the end user—to the company’s 400,000 employees.
In his new book Irresistible Change: A Blueprint for Earning Buy-In and Breakout Success, Gilbert shares how he managed to get hundreds of thousands of employees to embrace change— and what other companies can learn as they take on their own next wave of transformation, whether sparked by AI, design, or the ever-changing workplace.
From Wall Street banks doubling down on return-to-office to tech giants restructuring teams around AI, leaders are once again asking employees to change how they work.
The present is far more fragile than we often realize. Technology is an ever-present disruptor that has a way of commoditizing…
