Miklu Silvanto, who has worked with the world's most well-known brands, how do you nurture creativity?

Radical creativity is a big theme at Aalto University. What does that mean to you?

"The most impactful creativity is usually radical. The further ahead of its time an idea is, the more radical it feels.

At Apple, where I really grew as a designer, radical creativity was the norm. Their retail stores are a great example: built around the unconventional idea that no one would actually try to sell you anything. It was a bold move – and yet, those very stores went on to become some of the most successful in the world."

How do you nurture your own creativity?

"I see creativity and discipline as two sides of the same coin. The more intentional and structured your approach, the more space you create for real creative freedom. Without that foundation, you’re not really free – you’re just floating without direction.

I rarely face creative blocks, and I think that’s because I rely on discipline to keep me grounded. For me, it’s about having clarity and a steady rhythm to how I spend my time – like the structure we had in grade school, where everything had its time and place. I know I’m most focused in the mornings and more flexible in the afternoons, so I build my day around that. It just doesn’t make sense to burn my best hours on email.

The environment also plays a huge role. At Apple, everything, especially the Apple Park campus, was designed with creativity in mind. The space reflected the company’s values and gave you energy. Some of the meeting rooms didn’t even have chairs, they were built for quick, focused stand-up sessions that kept conversations purposeful.

Discipline creates contrast and clarity. If you’ve ever fasted, you know how much more vividly food tastes afterward. If you meditate, you start noticing everything more clearly. That same principle applies to creativity."

How does creativity influence the way people experience Oura?

"Our mission is Make health a daily practice. We help people integrate wellness into their everyday lives, encouraging them to take ownership of their well-being. Oura is rooted in empathy. I truly believe that’s been one of the keys to our success.

At its best, the Oura Ring acts like a sixth sense. Many people just check it briefly in the morning and again at night, and even with that minimal effort, they gain real insight into their health."

When it comes to creativity, how far into the future do you look?

"We’re living in an extraordinary time – a real technological revolution. OpenAI’s CEO, Sam Altman, said recently that children born today may never be more intelligent than technology, because it’s evolving so quickly. At this pace, we don’t need to look too far ahead. Even the near future is full of transformation."

You’ve said you wanted to move from designing great products to building great companies. What do you mean by that?

"One of my favorite quotes about creative work is: The goal isn’t to make great art. The goal is to be in a state where making great art becomes inevitable. That’s what I aim for – to create environments where talented, curious, committed people from different backgrounds can come together and do incredible work. When that happens, great products are the natural outcome."

What’s the most challenging part of your job?

"Making sure that the truly important things stay front and center. With endless opportunities in front of you, the real challenge is knowing what to focus on."

Who? 

Miklu Silvanto is the Chief Design Officer at Oura. In August 2025, Silvanto started as Professor of Practice at Aalto University’s School of Arts, Design and Architecture. He has a Master of Arts degree from the Royal College of Art in London. Silvanto has been a founding member of several companies. During his career, he has worked at Apple and Airbnb and served as Design Director at Bang & Olufsen. Currently, he lives in Helsinki. “I don’t believe in the traditional divide between work and life. I feel most recharged when I’m doing a variety of things – some might be considered work, others not.”

Text: Reetta Räty

The original article was published in Aalto EE's Aalto Leaders' Insight magazine.