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

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Kristin Skinner: "Org Design for Design Orgs"
DesignOps Summit 2017 • November 6-7, 2017 • Queens, NY, USA
http://designopssummit.com

Published in: Design
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Org Design for Design Orgs (Kristin Skinner at DesignOps 2017)

  1. 1. KRISTIN SKINNER orgdesignfordesignorgs.com @bettay #designops ORG DESIGN FOR DESIGN ORGS
  2. 2. 2013-2014 Lost in first round of playoffs
  3. 3. 2014-2015 NBA Champions
  4. 4. TO DELIVER GREAT EXPERIENCES . . .
  5. 5. TO DELIVER GREAT EXPERIENCES . . . I just need to get the design right
  6. 6. TO DELIVER GREAT EXPERIENCES . . . I just need to get the design right strategy
  7. 7. TO DELIVER GREAT EXPERIENCES . . . I just need to get the design right organization strategy
  8. 8. ORG DESIGN FOR DESIGN ORGS BUILDING AND MANAGING IN-HOUSE DESIGN TEAMS
  9. 9. 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?
  10. 10. →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)
  11. 11. “Designers need to show up like business people first, just like any other discipline.” - Bob Schwartz, GM Global Design, GE Healthcare
  12. 12. YOU CAN’T CHANGE THE PRODUCT OR SERVICE WITHOUT CHANGING THE ORGANIZATION LESSON #1
  13. 13. 12 QUALITIES OF EFFECTIVE DESIGN ORGANIZATIONS
  14. 14. 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
  15. 15. “Half the decisions in organizations fail.” - Paul Nutt, Author and Professor, Ohio State University
  16. 16. Source: Surprising but True: Half the Decisions in Organizations Fail, Paul C. Nutt
  17. 17. MUCH OF WHAT CAUSES DESIGNERS TO STRESS ABOUT THEIR WORK IS THE RESULT OF FLAWED OPERATIONS LESSON #2
  18. 18. THE 5 STAGES OF DESIGN ORG EVOLUTION
  19. 19. Stage 1: The Initial Pair HD PD
  20. 20. Stage 1: The Initial Pair HD PD Head of Design •creative •managerial •operational •(and, at this stage,
 a maker)
  21. 21. Stage 1: The Initial Pair HD PD Head of Design •creative •managerial •operational •(and, at this stage,
 a maker) Product Designer • Structure and/or • Surface
  22. 22. HD PD PD PD CS CD PD Stage 2: Full Team
  23. 23. HD PD PD PD CS CD PD Content Strategist •Voice and tone •Content structure •Copywriting Stage 2: Full Team
  24. 24. HD PD PD PD CS CD PD Content Strategist •Voice and tone •Content structure •Copywriting Communication Designer • Visual design • Online and offline • Brand • Information design Stage 2: Full Team
  25. 25. HD PD PD CS TL PDPD CS UXR CD PD Stage 3: From Design Team to Design Org
  26. 26. HD PD PD CS TL PDPD CS UXR CD PD Team Lead •People manager •Domain expertise Stage 3: From Design Team to Design Org
  27. 27. HD PD PD CS TL PDPD CS UXR CD PD Team Lead •People manager •Domain expertise UX Researcher •Generative and evaluative •Highly leveraged Stage 3: From Design Team to Design Org
  28. 28. HD PD PD CS TL PDPD CS UXR CD PD Team Lead •People manager •Domain expertise UX Researcher •Generative and evaluative •Highly leveraged Head of Design, revisited •May struggle with scale •Might need a new one Stage 3: From Design Team to Design Org
  29. 29. DM HD PD PD CS CD PDDL PD CS CD PD DpM TL PDPD CS PD UXR UXR SD Stage 4: Coordination to Manage Complexity
  30. 30. DM HD PD PD CS CD PDDL PD CS CD PD DpM TL PDPD CS PD UXR UXR SD Service Designer •Strategy and Structure •Integrates across teams Stage 4: Coordination to Manage Complexity
  31. 31. DM HD PD PD CS CD PDDL PD CS CD PD DpM TL PDPD CS PD UXR UXR SD Service Designer •Strategy and Structure •Integrates across teams Design Lead •Might be Team Lead •People manager •Still practices Stage 4: Coordination to Manage Complexity
  32. 32. DM HD PD PD CS CD PDDL PD CS CD PD DpM TL PDPD CS PD UXR UXR SD Service Designer •Strategy and Structure •Integrates across teams Design Practice/ Program Manager •Practice, communication and prioritization •Organizational effectiveness Design Lead •Might be Team Lead •People manager •Still practices Stage 4: Coordination to Manage Complexity
  33. 33. WHEN TO INTRODUCE DESIGNOPS
  34. 34. 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
  35. 35. Little “o” Operations
  36. 36. Little “o” Operations “The sand in the gears” Scheduling and budgets Tools and procedures Communication and coordination Measured by effectiveness
  37. 37. Big “O" OperationsBig “O” Operations
  38. 38. 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
  39. 39. DESIGN MANAGEMENT AT CAPITAL ONE
  40. 40. Our mission is to be strategic partners who ensure cross- functional collaboration to create human-centered design. VISION DESIGN MANAGEMENT AT CAPITAL ONE
  41. 41. 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. OPPORTUNITY DESIGN MANAGEMENT AT CAPITAL ONE
  42. 42. DESIGN MANAGERS MAKE THINGS GO
  43. 43. 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 MANAGEMENT DESIGN MANAGEMENT AT CAPITAL ONE
  44. 44. 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 ROLES DESIGN MANAGEMENT AT CAPITAL ONE
  45. 45. 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 MANAGEMENT ROLES DESIGN MANAGEMENT AT CAPITAL ONE
  46. 46. Design Operations focuses on the health of the practice, the people, and the projects. DESIGN MANAGEMENT ROLES DESIGN MANAGEMENT AT CAPITAL ONE
  47. 47. IMPACT DESIGN 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
  48. 48. Stage 5: Distributed LeadershipHD UXR DpM DpM UXR DD DD CrD UXR UXR CT CT PDPD CS PD PDPD CS PD DL PD PD CS CD PD PD PD CS CD PD SD SD PD CS CD PD PD CS CD PD DR TL TL DL DL DL
  49. 49. Stage 5: Distributed LeadershipHD UXR DpM DpM UXR DD DD CrD UXR UXR CT CT PDPD CS PD PDPD CS PD DL PD PD CS CD PD PD PD CS CD PD SD SD PD CS CD PD PD CS CD PD DR Design Director •Oversees a swath of teams/experiences •Integrates across teams TL TL DL DL DL
  50. 50. Stage 5: Distributed LeadershipHD UXR DpM DpM UXR DD DD CrD UXR UXR CT CT PDPD CS PD PDPD CS PD DL PD PD CS CD PD PD PD CS CD PD SD SD PD CS CD PD PD CS CD PD DR Design Director •Oversees a swath of teams/experiences •Integrates across teams TL TL DL DL DL Creative Director •Focused solely on creative leadership •Establishes quality standards
  51. 51. Stage 5: Distributed LeadershipHD UXR DpM DpM UXR DD DD CrD UXR UXR CT CT PDPD CS PD PDPD CS PD DL PD PD CS CD PD PD PD CS CD PD SD SD PD CS CD PD PD CS CD PD DR Design Director •Oversees a swath of teams/experiences •Integrates across teams TL TL DL DL DL Creative Director •Focused solely on creative leadership •Establishes quality standards Director of Research •Leads research team/ efforts •Insights hub
  52. 52. Stage 5: Distributed LeadershipHD UXR DpM DpM UXR DD DD CrD UXR UXR CT CT PDPD CS PD PDPD CS PD DL PD PD CS CD PD PD PD CS CD PD SD SD PD CS CD PD PD CS CD PD DR Design Director •Oversees a swath of teams/experiences •Integrates across teams TL TL DL DL DL Creative Director •Focused solely on creative leadership •Establishes quality standards Director of Research •Leads research team/ efforts •Insights hub Creative Technologist •Prototypes new experiences •NOT a Front-end Dev
  53. 53. The Roles, Revisited Leadership 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
  54. 54. THERE IS NO ONE-SIZE-FITS-ALL FOR DESIGN OPS LESSON #3
  55. 55. IT TAKES A RELATIVELY SMALL TEAM TO HAVE IMPACT LESSON #4
  56. 56. SHARE GENEROUSLY JUDGE CONSERVATIVELY LESSON #5
  57. 57. There’s no reason design operations can’t be a driving force in changing the organization for the better.
  58. 58. Just keep sharing
  59. 59. Just keep sharing how you did it,
  60. 60. Just keep sharing how you did it, what you learned,
  61. 61. Just keep sharing how you did it, what you learned, and why it mattered.
  62. 62. THANK YOU! KRISTIN SKINNER orgdesignfordesignorgs.com @bettay #designops

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