Agile development, design sprints, squads, rapid prototyping are no longer exclusive to start-ups. Larger organisations are already adopting these practices, and more importantly, we are starting to see design rise to C-suite levels. Job titles such as “Head of Customer Experience” or “Chief Customer Officer” are becoming increasingly common. This means that more than even before, design (or UX, CX, any other type of design-led thinking) is becoming a top-down approach to problem-solving. But the reality is that this change to a more design-oriented way of doing things is not easy (again, particularly in larger organisations). What’s happening instead is that we are seeing pockets of good design practices and capabilities operating in isolation across organisations. The great news is that this also creates an opportunity to use design to bring all these teams and practices together in a way that makes the sum of the parts bigger than the whole. This is the focus of this presentation: how might we design a corporate Mission Control to enable organisations to coordinate and align initiatives while promoting transparency and ultimately creating a better ways of working and a stronger customer-centric culture? This talk will provide first hand insights from people who are directly involved in the Mission Control from companies such as Bank of New Zealand, Southern Cross Health Society and Auckland Transport. By relying on these real-world examples, Erick will provide actionable take-aways and lessons from the field (often learned the hard way!) on how to design and implement a corporate Mission Control.