Stacy Bruce

As an MBA strategist who co-founded a design firm, I often see companies push strategy and design far apart—like magnets set to repel. I used to think this way, too. Early in my career, I worked in consulting firms that specialized in robust, streamlined processes where we divided work—and team members—into sales, planning, analysis, strategy, and implementation. It was an assembly line for ideas. But this division costs more than creativity; it keeps companies from seeing what's possible. 𝗧𝗵𝗲 𝗺𝗼𝘀𝘁 𝘀𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹 𝗽𝗿𝗼𝗷𝗲𝗰𝘁𝘀 𝗮𝗻𝗱 𝘁𝗲𝗮𝗺𝘀 𝗱𝗼𝗻'𝘁 𝗵𝗮𝗻𝗱 𝘄𝗼𝗿𝗸 𝗱𝗼𝘄𝗻 𝗮𝗻 𝗮𝘀𝘀𝗲𝗺𝗯𝗹𝘆 𝗹𝗶𝗻𝗲. Instead, diverse teams work together from the start to empathize, define, ideate, prototype, test, and implement. That's the design thinking process. Breaking business strategies and insights apart from design strategies and solutions takes energy—much like holding two magnets apart. 𝗧𝗵𝗲 𝗿𝗲𝗮𝗹 𝗺𝗮𝗴𝗶𝗰 𝗵𝗮𝗽𝗽𝗲𝗻𝘀 𝘄𝗵𝗲𝗻 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗮𝗻𝗱 𝗱𝗲𝘀𝗶𝗴𝗻 𝗰𝗹𝗶𝗰𝗸 𝗯𝗮𝗰𝗸 𝘁𝗼𝗴𝗲𝘁𝗵𝗲𝗿. Innovative companies—like Apple and Trader Joe's—thrive on this blend, marrying design with creative customer-first strategies to captivate the market. The magnetic alignment of strategy and design is a powerful force. Today, we use this collaborative process on every client project because we've experienced how it yields powerful results. You can, too. Bring your strategists and designers into the same room from the start. 𝗧𝗵𝗶𝘀 𝗶𝘀𝗻'𝘁 𝗮𝗯𝗼𝘂𝘁 𝗮 𝗼𝗻𝗲-𝘁𝗶𝗺𝗲 𝗺𝗲𝗲𝘁𝗶𝗻𝗴; 𝗶𝘁'𝘀 𝗮𝗯𝗼𝘂𝘁 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗮𝗻 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵 𝘄𝗵𝗲𝗿𝗲 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗮𝗻𝗱 𝗱𝗲𝘀𝗶𝗴𝗻 𝗺𝗲𝘀𝗵 𝘀𝗲𝗮𝗺𝗹𝗲𝘀𝘀𝗹𝘆. That's how you'll find your breakthrough moments, crafting solutions that resonate with users and hit the mark strategically.

I love looking for problems. It all started years ago when I joined Accenture HQ to work in emerging tech—and my first client project involved "SIRs." I felt like a kid in a candy store, except— linkedin.com/posts/stacy-chy…

When you don't tell people what you're thinking, they make up reasons for why you do what you do. And it's usually pretty far off base. linkedin.com/posts/stacy-chy……

Companies limit their growth by focusing on functional needs—making products "better, faster, and cheaper." Try this: connect functional needs with the social and emotional forces shaping your buyer's decision. Craft a multi-dimensional experience. It's a simple way to grow.

"It looked like a schematic from a nuclear submarine!" The team had just finished charting their college admission process on a wall—from first inquiry to first class. What they didn't realize? They were about to unlock enormous growth. The school—South…lnkd.in/esFN8-qM

I used to think of data as quantitative or qualitative. Until I came across the terms "thick" and "thin" data. Now, I think of thin data like thin ice. If we put too much weight on it, it cracks under the pressure. So why do we often rely on it? Thick a…lnkd.in/dR3raXU6

𝗦𝗮𝘁𝗶𝘀𝗳𝗮𝗰𝘁𝗶𝗼𝗻 = 𝗥𝗲𝗮𝗹𝗶𝘁𝘆 – 𝗘𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀 Remember math class? If stuck on a homework problem, you could look up the answer and work backward. You'd finish—but at the expense of learning. Satisfaction scores create the same sho…lnkd.in/d6RK9Hsw

For years, my morning routine included stopping at my favorite coffee shop—after taking kids to school and before heading to work. One day, it started to feel more like a chore than an inspiration. That's when I realized it wasn't the coffee I wanted. In…lnkd.in/evMtcSv6

"First-customer" founders (who launch companies to create solutions for problems they've personally struggled with) have advantages that most leaders don't. You can replicate their advantages if you start with this foundation: 𝗗𝗲𝗳𝗶𝗻𝗲 𝘁𝗵𝗲 𝘂𝗻?…lnkd.in/eGabXH_9

Years ago, The Benjamin Hotel in Manhattan decided guests needed a great night's sleep. Their growth strategy tapped into "a sense of well-being"—a top 10 universal motivator driving customer behavior. Here's how they turned an underlying motivator into…lnkd.in/eRKrRr_c

How do you create personalized experiences without a big budget? Trader Joe's takes an unconventional—and very successful—low-tech approach to personalization. Here's how they do it in 4 steps: 𝟭. 𝗧𝗿𝗮𝗱𝗲𝗿 𝗝𝗼𝗲'𝘀 "𝘁𝗮𝗹𝗸𝘀" 𝘁𝗼 𝗲𝗮𝗰𝗵 𝗰𝘂?…lnkd.in/erCwfZrt

Are you collecting more data from customers than ever before? "Self-reporting bias" may be limiting your insights. How do you spot this bias? And what can you do? "Self-reporting bias" is when individuals report inaccurate or biased information about t…lnkd.in/eE-DdxHy

Growing companies that fail quickly often overlook a problem—called the "silent killer." Leaders focus on customer acquisition, and the strategy backfires. Here are 3 striking examples—and how to avoid the same mistake: 1. In 10 weeks, Fab gained 500,00…lnkd.in/eFt3-9Kt

A story of how one unusual insight turned a struggling product launch into one of the most successful products of its kind. What made the difference is not what you'd expect: Sales reps were struggling to sell an implantable medical device to surgeons.…lnkd.in/eNmHbhXR

You take subtraction and simplicity to a new level with this idea: "Choosing what stays and what goes is more than editing or simplifying; it is an opportunity to take a stand as a leader who invests in what is important." lnkd.in/gDhTAfQs

Before they read, prospects and customers skim. In seconds, they decide whether to give you their attention. Here are 10 universal tips to make your content stand out: 1. Focus on a single message. 2. Use plain language. 3. Prioritize important inform…lnkd.in/e8WXE5vw

Designing a creative solution for a client or business can be challenging, but it's nothing compared to seeking feedback. Asking for opinions can derail your project if you don't do this: We were close to launching after months of working on a digital s…lnkd.in/eHZhkEwT

A strong digital strategy is crucial for success. But how do you move beyond data to uncover valuable insights? Facing low satisfaction scores, a global apparel company hired me to find answers in their data. What I discovered was surprising: CRM data p…lnkd.in/dymEJZXd

How can a female founder or leader use humor to grow a company? Harvard Business Review researchers studied women giving high-profile speeches and startup pitches. Those who use humor effectively create two surprising outcomes: 𝗜𝗻 𝘀𝘁𝗮𝗿𝘁𝘂𝗽 𝗽𝗶?…lnkd.in/eRqz9xBf

When I was a kid, my mom's friend—while driving us over the Skyway, 125 ft above the Calumet River—confessed she had a fear of heights. She claimed to close her eyes while driving the 3-mile bridge, joking that she couldn't bear to look. It seemed a funn…lnkd.in/eJG-URH4