Inclusive Design (ID) has not been widely seen as a mainstream tool for innovation, or as a strategy for business and the public sector. Methods, case studies and frameworks exist, but were not widely accessible outside of academic publication. The authors of this paper, from Norway and the UK, recognised a need for a definitive publication on ID to present the concept, benefits and tools. Their collective forty years of experience lead to the publishing of ‘Innovating with People—The Business of Inclusive Design’ in 2010. A second edition followed in 2019, ‘Innovating with People—Inclusive Design and Architecture’. These brought together experts and practitioners to create a practical guide from primary and secondary research, drawing on personal experience and insights. The content and processes inside the publications are discussed, describing the outputs and assessing effectiveness. The paper outlines content, structure, and the intention behind the work of the authors, drawing on their complementary experience from Business and Design. The paper describes a multi‐author, multi‐contributor and multi‐disciplinary book about ID outlining eight ID activities for Design and nine for Architecture. The book has been distributed to more than 45 countries and is used by academia, consultancy, government and industry.

Reducing home energy use is a major societal challenge, involving behaviour change alongside infrastructure improvements. However, many approaches lump ‘energy demand’ together as something homogeneous, addressable primarily through quantitative feedback, rather than basing interventions on an understanding of why people use energy as they do. Our contention is that people don't set out to ‘use energy’: its use is a side effect of solving everyday problems, meeting needs for comfort, light, cooking, cleaning, entertainment, and so on.Design researchers at the Royal College of Art have been carrying out ethnographic research with a diverse range of householders, investigating nuances of daily interactions with heating and lighting, meters and appliances—alongside people's understanding of energy and how their actions affect its use. Insights, integrated with household monitoring data, will inform the co‐design of prototype products and services to help people reduce their energy use while meeting needs.

Creative leadership is not just a phrase—it’s a way of living, and a way to develop other leaders. A growing base of evidence lends credence to these ideas. What makes for a great leader? Empathy, clarity, and creativity—and don’t forget joy.

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Creative Leadership (CL) is a tripartite leadership model that has been developed and pioneered by Rama Gheerawo, Director of The Helen Hamlyn Centre for Design at London’s Royal College of Art. It evolved over the last decade through observation and experience of the limitations of hierarchical models of leadership across a diverse range of sectors. During this time, the three Creative Leadership attributes of empathy, clarity, and creativity have been explored through a range of primary and secondary research methods. The next stage of research and development involves a multidisciplinary convergence of design thinking with neuroscience that relates to brain plasticity, neural connectivity, and emotional intelligence theory. The aim is to develop a comprehensive grid of key performance indicators of CL. Dr. Melanie Flory, neuroscience project partner, explains that the three attributes are learnable and correlate positively with well‐being‐sustaining values and behaviors in individuals and groups. When the cognitive, emotional, and behavioral aspects of these traits are identified and understood, a three‐dimensional complementary feedback loop of learn–retain–apply can ensue through experiential learning and development. This positioning paper presents the evolution, scope, and applications of CL alongside a discussion of the emerging opportunities for novel design–neuroscience intersection relating to personal, leadership, and organizational development, growth, and transformation. It also reflects on the pandemic context of 2020.