The author argues that UX design is stuck in a repetitive cycle, with little change expected in the coming years. While tools like Figma are evolving, the fundamental issues in UX remain the same. Stakeholders often approach designers with vague ideas rather than clear business goals, causing a disconnect that leads to ineffective design processes. The focus shifts from understanding user needs and business objectives to just delivering outputs, which results in projects that don’t truly meet their intended goals. The “build, measure, learn” framework, often seen as a positive feedback loop, is misused. Instead of fostering genuine learning from the outset, organizations treat it as a linear process, prioritizing completion over understanding. This approach mirrors outdated practices like waterfall methodology, ultimately creating anxiety and confusion within teams. Without clarity on project goals, teams invent arbitrary metrics for success, leading to siloed work and wasted effort on features that don't matter. When design research becomes a form of validation rather than a genuine exploration of user needs, it devolves into “UX cheerleading.” This process reassures teams that their efforts are valid, even when they aren’t. As organizations increasingly rely on LLM-generated outputs, the risks associated with poor design choices grow. The author emphasizes the need for a safe environment for designers to experiment and learn from mistakes, but current practices often stifle that safety. The focus on appeasing stakeholders and avoiding accountability risks damaging the integrity and effectiveness of design in the long run.