A Personal Reflection on Design Thinking & Human Centricity

I recently received an invitation to an event titled Designing Canada, which prompted attendees to “Explore the evolution of Canadian design.”

Curious, I reached out to the organizer with a simple question: “What kind of design?” My interest was particularly piqued because Design In Canada is also the name of a cherished book on industrial design that features my dad, John Tyson. It turns out the event was focused on graphic design specifically, but this interaction got me thinking about the term design more broadly — and how such a simple word can encompass so much.

And thinking about design got me thinking about Design Thinking, or the concept of being “human centric”. It’s a concept that gets casually thrown around boardrooms and Slack channels alike, but I’m convinced that most people who use it don’t really understand the weight of it — let alone the history of it.

Tracing the Roots of Human-Centric Design

Human-centricity begins with the principles of Design Thinking, which originated in the domains of ergonomics and industrial design. This approach wasn’t limited to aesthetics but was about making products and environments that meet the real world needs of real people.

In the 60’s, 70’s, and 80’s, the concept of human-centered design truly gained traction, with a great deal of innovation coming from Canadian institutions. In my hometown of Ottawa, Dr. Bryce Rutter graduated from Carleton University and would go on to be credited for such iconic inventions as the Microsoft 2.0 Mouse, the Gatorade ‘Edge’ Bottle, and the Oral-B toothbrush. Today, he’s known for delivering innovative designs that completely redefine industry standards, invigorate dormant (and perhaps previously non-human-centric) brands, and create entirely new product categories.

My dad, who I mentioned earlier, was an industrial designer committed to this philosophy. John Tyson immersed himself in the environments intended for these designs, engaging directly with the people who used his products daily. This hands-on approach ensured that his creations, like Nortel’s Meridian handset – those switchboard telephones that made their way into offices everywhere – were not only functional but significantly improved daily operations for their users. He also designed the highly stylized Contempra, an icon of industrial design that went on to be featured on a postage stamp.

Over time, the influence of human-centric design expanded beyond traditional industries like manufacturing and technology to encompass digital experiences. Eventually, it permeated every sector that values user experience, reshaping how brands interact with their consumers in physical and digital spaces.

At least once a day, I talk about how brands need to adopt human-centric principles to their content strategies to design intentional moments, build meaningful connections, and drive successful outcomes. As Yves Behar says, “You have to have that mentality of service and that mentality of solving a problem or making a difference.”

Why the History of Human-Centricity Matters

My early exposure to the world of design thinking through my father’s work, and my now role as CEO of a content marketing business has only deepened my appreciation for understanding human-centricity. In advising clients and in guiding my team, I emphasize the necessity of prioritizing audience needs, and this approach is underpinned by empathy — arguably the most crucial element of all aspects of marketing.

But there’s more to it than strategy. Recognizing the roots of human-centric design enriches our understanding and application of it today. It tells us more about where we’re going as marketers and designers.

In a human-centric paradigm, a strategic content program is the most effective, forward-thinking, and empathetic approach to marketing a brand can take. It challenges marketers to think from the perspective of the individuals and communities they’re serving so they know what they want and why — and to resist the perverse incentives that exist in media buying and creative production.

It’s also imperative to anticipate what audiences could want and what they could benefit from. This is the tension between backcasting and forecasting — if you only base your decisions on what has worked historically, then you’ll only deliver more of the same and shout into an echo chamber. And that’s exactly why audience-first strategy, research, and insight are critical for a content program.

As we continue to navigate a world where user expectations are ever-evolving, the lessons from the past are invaluable in guiding our approaches to engagement and innovation. In a marketplace that’s more saturated and competitive than ever, the brands that genuinely understand and implement human-centric principles are the ones that stand out. It’s not just about making products or offering services — it’s about designing experiences that resonate on a human level.