Org Design for Design Orgs (Kristin Skinner at DesignOps 2017)

KRISTIN SKINNERorgdesignfordesignorgs.com@bettay#designops

ORG DESIGN FOR DESIGN ORGS

http://orgdesignfordesignorgs.com

2013-2014 Lost in first round of playoffs

2014-2015 NBA Champions

TO DELIVER GREAT EXPERIENCES . . .


I just need to get the design right


I just need to get the design rightstrategy


I just need to get the design right

organizationstrategy

ORG DESIGNFOR DESIGN ORGS

BUILDING AND MANAGING IN-HOUSE DESIGN TEAMS

Drawn from experience running a design firm, going in-house Concern that these big investments are not going to pay off, at least not to nearly their potential At issue is not the product of design, but the unseen stuff “behind the scenes” that ultimately affects that quality

Why Us?

→Margaret Gould Stewart, Facebook→Bob Baxley, Pinterest (formerly Apple)→Catherine Courage, Docusign (formerly Citrix)→Phil Gilbert, IBM→Dave Cronin, GE→Kaaren Hanson, Medallia (formerly Intuit)→Mike Davidson, Twitter→Prof. Sara Beckman, Haas School of Business→Milissa Tarquini, Scripps (formerly AOL)→Chris Avore, Nasdaq

Informed by interviews with Design Leaders→Secil Watson, Wells Fargo→Lesley Mottla, M. Gemi (formerly Zipcar)→Matias Duarte, Google→Braden Kowitz, Google Ventures→Sara Khoury, Google, Walmart→Leah Buley, Forrester (formerly Intuit)→Maria Giudice, Autodesk (formerly Facebook)→Chris McCarthy, Kaiser Permanente→Irene Au, Khosla Ventures (formerly Yahoo, Google)

“Designers need to show up like business people first, just like any other discipline.”

- Bob Schwartz, GM Global Design, GE Healthcare

YOU CAN’T CHANGE THE PRODUCT OR SERVICE WITHOUT CHANGING

THE ORGANIZATION

LESSON #1

12 QUALITIES OF EFFECTIVE DESIGN ORGANIZATIONS

Foundation 1. Shared sense of purpose 2. Focused, empowered leadership 3. Authentic user empathy 4. Understand, articulate, and create value

12 Qualities of Effective Design Organizations

Management 9. Treat team members as people, not resources 10. Diversity of perspective and background 11. Foster a collaborative environment 12. Manage operations effectively

Output 5. Support the entire journey 6. Delivers at all levels of scale 7. Establish and uphold standards of quality 8. Value delivery over perfection

“Half the decisions in organizations fail.”

- Paul Nutt, Author and Professor, Ohio State University

Source: Surprising but True: Half the Decisions in Organizations Fail, Paul C. Nutt

MUCH OF WHAT CAUSES DESIGNERS TO STRESS ABOUT THEIR WORK IS THE RESULT OF

FLAWED OPERATIONS

LESSON #2

THE 5 STAGES OF DESIGN ORG EVOLUTION

Stage 1: The Initial Pair

HD

PD


HD

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Head of Design •creative •managerial •operational • (and, at this stage,

a maker)


HD

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Head of Design •creative •managerial •operational • (and, at this stage,

a maker)

Product Designer • Structure

and/or • Surface

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PD PD

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CS CD

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Stage 2: Full Team

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PD PD

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CS CD

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Content Strategist •Voice and tone •Content structure •Copywriting

Stage 2: Full Team

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Content Strategist •Voice and tone •Content structure •Copywriting

Communication Designer • Visual design • Online and offline • Brand • Information design

Stage 2: Full Team

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UXR

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Stage 3: From Design Team to Design Org

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Team Lead •People manager •Domain expertise


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UX Researcher •Generative and

evaluative •Highly leveraged


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UX Researcher •Generative and

evaluative •Highly leveraged

Head of Design, revisited •May struggle with scale •Might need a new one


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Stage 4: Coordination to Manage Complexity

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Service Designer •Strategy and

Structure • Integrates across

teams


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Design Lead •Might be Team Lead •People manager •Still practices


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teams

Design Practice/Program Manager •Practice, communication

and prioritization •Organizational

effectiveness

Design Lead •Might be Team Lead •People manager •Still practices


WHEN TO INTRODUCE DESIGNOPS

Does your team suffer these issues?• trouble coordinating internally, particularly around process,

communications, and file management • difficulty collaborating with other parts of the organization • inappropriate staffing on projects and programs • lack of visibility into related work streams • duplicated efforts • non-existent measurement • Fragmented decision-making

Little “o” Operations

Little “o” Operations

“The sand in the gears” Scheduling and budgets Tools and procedures Communication and coordination Measured by effectiveness

Big “O" Operations Big “O” Operations

Big “O" Operations

Annual planning to ensure adequate headcount Compensation packages that are fair for the market Adjustments to performance reviews to suit designers Facilities and IT to support collaborative work styles Policy changes to support real customer research

Big “O” Operations

DESIGN MANAGEMENT AT CAPITAL ONE

Our mission is to be strategic partners who ensure cross-functional collaboration to create human-centered design.

VISIONDESIGN MANAGEMENT AT CAPITAL ONE

A high-performing Design Management practice coordinates efforts and knowledge sharing, facilitates prioritization, guides quality and effectiveness, and enables an environment where designers want to grow.

OPPORTUNITYDESIGN MANAGEMENT AT CAPITAL ONE

DESIGN MANAGERS MAKE THINGS GO

Design Practice Manager

Partner with Heads of Design to manage the business matters of

design

Design Operations

Core team of operations, finance

and relationship experts providing

shared services across the design

organization

Design Program Manager

Partner with Design Leads on the highest priority initiatives, programs,

platforms

DESIGN MANAGEMENTDESIGN MANAGEMENT AT CAPITAL ONE

Design Practice Managers at the Portfolio level are partners with Heads of Design across LOBs to ensure efforts are prioritized for the highest impact, the right people are working on those efforts, and that they are effectively delivered.

DESIGN MANAGEMENT ROLESDESIGN MANAGEMENT AT CAPITAL ONE

Design Program Managers flex from being strategic to tactical in the design process ensuring program and team health to deliver exceptional human-centered services and products.


Design Operations focuses on the health of the practice, the people, and the projects.


IMPACTDESIGN MANAGEMENT AT CAPITAL ONE

→ Design Program Management Toolkit

→ Finance Program, Playbook & Toolkit

→ Design Agency & Contractor Management Program

→ Jira Intake Process: Prioritization, Pipeline, Qualification

→ Design Measurement

→ Design Showcase

→ Design Management Maturity Model

→ Community of Practice

→ Standardized Reporting- Game Plans

Stage 5: Distributed LeadershipHD

UXR

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UXRCT CT

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Design Director •Oversees a swath of

teams/experiences • Integrates across

teams

TL

TLDL

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UXR

DpM DpM

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Creative Director •Focused solely on

creative leadership •Establishes quality

standards


UXR

DpM DpM

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UXRCT CT

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Director of Research •Leads research team/

efforts • Insights hub


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DpM DpM

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standards

Director of Research •Leads research team/

efforts • Insights hub

Creative Technologist •Prototypes new

experiences •NOT a Front-end Dev

The Roles, RevisitedLeadership Head of Design Design Lead/Director Creative Director Team Lead Director of Research Director of Design Management Design Practice Manager

Core Design Product Designer Communication Designer Content Strategist UX Researcher Service Designer Design Program Manager Creative Technologist

THERE IS NO ONE-SIZE-FITS-ALL FOR DESIGN OPS

LESSON #3

IT TAKES A RELATIVELY SMALL TEAM TO HAVE IMPACT

LESSON #4

SHARE GENEROUSLYJUDGE CONSERVATIVELY

LESSON #5

There’s no reason design operations can’t be a driving force in changing the

organization for the better.

Just keep sharing

Just keep sharing how you did it,


what you learned,


what you learned, and why it mattered.

THANK YOU!KRISTIN SKINNERorgdesignfordesignorgs.com@bettay#designops

http://orgdesignfordesignorgs.com

Org Design for Design Orgs (Kristin Skinner at DesignOps 2017)

Design

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