Designing with meaning: a research-based strategy

At Lucid_ we understand that design does not start with a solution, but with a well formulated question. Therefore, strategy and research are not accessory phases, but the starting point of everything we do. We do not believe in designing by intuition, but by evidence; we do not believe in empty proposals, but in purposeful decisions. Our Strategic Innovation area is dedicated to exploring what is not always visible: people's real motivations, latent market opportunities and the frictions that open doors to new ideas. From there, we help focus, prioritize and shape solutions that make sense - for the business, for the user and for the context.

Laura Laguna, Head of Strategic Innovation at Lucid_ , talks about all this and how we make it possible.

What exactly is the Strategic Innovation area at Lucid_?

For me, it is the space where we translate uncertainty into direction. We are that filter that helps decide what is worth designing and why. What is the real objective behind that design. It's where we connect three major axes: the business, the market and the user. We shape them so that what we design makes sense and adds value.

Some people think the strategy is smoke. What would you say to them?

I would tell them that smoke appears precisely when we talk without listening, when we decide without observing and when we design without real data. Strategy is what takes away the smoke and puts focus. It helps us make informed decisions. I always say we are good strategists because we do good research. We start from evidence, not assumptions. That's what makes what we design have a reason.

What do you understand by research and how do you approach it?

For us, research is understanding. There is a more qualitative part, which looks for the whys, the unsaid, the latent. And a quantitative part that validates, measures, prioritizes. But beyond the method, the important thing is the objective: what do we want to discover? What hypothesis do we want to test? From there we design everything else.

Is there always user research?

There are many ways to find answers, but user research is the one that gives us the most insights. That's where you discover things you didn't expect. You face reality. You really understand how products are used, what is valued, what doesn't work. It is very revealing and completely transforms how you approach a design.

What sets you apart from other agencies in your approach to research?

There are many methodologies, but what makes the difference is the team we have. Profiles with a lot of business vision who come from setting up companies and with experience in key decision making. Having a strategic mindset completely changes how you do research: not only do you understand, but you know what to do with what you understand.

We like curious, restless, empathetic people. People who don't just follow a script, but who know how to read silences and detect contradictions. People who want to go beyond, to question the obvious. Technique can be learned, but attitude is key.

How do you transform all that information into something useful?

We use many visual frameworks: opportunity maps, journeys, matrices. We order uncertainty. Each project requires moving information in a different way. That analysis and conceptualization phase is where we generate the most value. It's not just about asking good questions, but synthesizing the answers well and getting the right conclusions.

And how do you foster creativity based on this analysis?

Having an established methodology allows us to be more creative. When you have focus and real evidence, ideas come out by themselves. Still, we trigger creativity with dynamics such as "What if...?" or "How could we...?", which help break down the challenge into more approachable parts. We also use provocations like De Bono's, which are great for opening up unexpected paths. But again, beyond the tools, what really makes the difference is the connection of the team and that innate willingness to explore.

How do you connect with the design team?

We involve designers from the beginning. Even if they don't have a research profile, it is key that they live the process, that they listen to the users. This generates real empathy. Designing from experience is very different from doing it from a briefing.

What is the opportunity cost of not doing research?

Time, money and frustration. If you don't know what problem you want to solve, you redesign pointlessly and iterate in error. Research saves you steps, gives you direction and allows you to validate before you invest. If you see research as an add-on, you're too late.

Any projects where this has been very clear?

The project with Bellota. We were redesigning hand tools and decided to go to the job site to see how they were used in real conditions. That's where we understood why they didn't work well. We saw how users "hacked" their own hoes: they put rubber bands, rubbers, improvised parts to prevent them from coming loose. That insight was key. We designed an anti-rotation system based on those homemade solutions. And we actually won a Delta Award for that work, precisely because we detected something that, although it was very obvious, no one had rethought. 

I also highlight the CASA ISDIN project. Here it was not only about designing a beautiful space, but also about understanding what kind of experience the user had to live from the moment he/she walked through the door until he/she left. We did a deep research work beforehand: we mapped the whole journey, we analyzed flows, expectations, emotions and frictions. We did not start from the space, but from the experience. We understood that it should not just be a point of sale or a brand showcase, but a place where the user felt that he was understood, that a real connection was generated.

What do you enjoy most about your job?

Constantly learning new things. Meet people you would never have met before. Sort through the chaos. And getting to the end of a project and thinking, "Wow. Look at everything we've gotten out of this initial uncertainty." That's very rewarding.

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