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Shaping Designers and Design Teams (Jason Mesut at DesignOps Summit 2018)

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Jason Mesut: "Shaping Designers and Design Teams"
DesignOps Summit 2018 • November 7-8, 2018 • New York, NY
http://www.designopssummit.com

Published in: Design

Shaping Designers and Design Teams (Jason Mesut at DesignOps Summit 2018)

  1. 1. Shaping Designers and Design teams 8 Nov 2018 | DesignOps Summit | New York Jason Mesut, Design Partner GROUP OF HUMANS @jasonmesut www.groupofhumans.com
  2. 2. 8th November 2017 Where were you?
  3. 3. 8th November 2017 Floripa, Brazil
  4. 4. 2 weeks earlier London, UK
  5. 5. Reluctantly took
  6. 6. Julia Whitney
  7. 7. Leading design 2017 Jason’s Client (not Julia) in the pic
  8. 8. Disappointing Convoluted Not clear Antagonistic Wasn’t aligned Wasn’t professional
  9. 9. Julia Whitney My coach Julia Whitney My coach
  10. 10. Reflection
  11. 11. Who and what am I?
  12. 12. Personal Work Community Who am I? 
 Beyond my work?
 What do I do for 
 money /vocation?
 What do I do to 
 connect to others?

  13. 13. Personal Work Community Who am I? 
 Beyond my work?
 What do I do for 
 money /vocation?
 What do I do to 
 connect to others?
 Husband Dad Bedroom producer DJ Scholar Half Turkish
  14. 14. Personal Work Community Who am I? 
 Beyond my work?
 What do I do for 
 money /vocation?
 What do I do to 
 connect to others?
 Husband Dad Design leader Strategist Industrial Designer Bedroom producer DJ Scholar Half Turkish Web designer UXer Consultant
  15. 15. Personal Work Community Who am I? 
 Beyond my work?
 What do I do for 
 money /vocation?
 What do I do to 
 connect to others?
 Husband Dad Design leader Strategist Industrial Designer SpeakerIxDA Local leader Writer Attendee Reader Leader? Bedroom producer DJ Scholar Half Turkish Web designer UXer Consultant
  16. 16. Personal Work Community Who am I? 
 Beyond my work?
 What do I do for 
 money /vocation?
 What do I do to 
 connect to others?
 Husband Dad Design leader Strategist Industrial Designer SpeakerIxDA Local leader Writer Attendee Reader Leader? Bedroom producer DJ Scholar Half Turkish Web designer UXer Consultant
  17. 17. Career timeline and emotional mapping
  18. 18. Some areas I noticed were really important
  19. 19. Focus
  20. 20. Outcomes Nurtured a happy family Brought joy to many Progressed practice Developed stars Built a strong community Principles Purposefully passionate Productively provocative Insightfully inspiring Happily humble Creatively curious Driven but fun Silently supportive Ultimate vision (i’m keeping that a secret for now) Vision What I want to achieve Initiatives (too much detail for this talk) Initiatives What I am ultimately aiming for How I want to be when doing them Specific activities and projects
  21. 21. If you want to make the world a better place, look at yourself and make that change Michael Jackon
 'Man in the Mirror’
  22. 22. 2018
  23. 23. Five key challenges in our industry
  24. 24. Five key challenges in our industry Demand Increasing demand for design Hubris Increasing hubris about what design and designers can or should do Confusion We confuse others and ourselves (titles, skills, methods) Hiring Hiring and retention is getting tougher Tech shifts Ever-changing technology contributes to our confusion 1 2 3 4 5
  25. 25. Five key challenges in our industry Demand Increasing demand for design Hubris Increasing hubris about what design and designers can or should do Confusion We confuse others and ourselves (titles, skills, methods) Hiring Hiring and retention is getting tougher Tech shifts Ever-changing technology contributes to our confusion 1 2 3 4 5
  26. 26. Five key challenges in our industry Demand Increasing demand for design Hubris Increasing hubris about what design and designers can or should do Confusion We confuse others and ourselves (titles, skills, methods) Hiring Hiring and retention is getting tougher Tech shifts Ever-changing technology contributes to our confusion 1 2 3 4 5
  27. 27. Five key challenges in our industry Demand Increasing demand for design Hubris Increasing hubris about what design and designers can or should do Confusion We confuse others and ourselves (titles, skills, methods) Hiring Hiring and retention is getting tougher Tech shifts Ever-changing technology contributes to our confusion 1 2 3 4 5
  28. 28. Five key challenges in our industry Demand Increasing demand for design Hubris Increasing hubris about what design and designers can or should do Confusion We confuse others and ourselves (titles, skills, methods) Hiring Hiring and retention is getting tougher Tech shifts Ever-changing technology contributes to our confusion 1 2 3 4 5
  29. 29. Five key challenges in our industry Demand Increasing demand for design Hubris Increasing hubris about what design and designers can or should do Confusion We confuse others and ourselves (titles, skills, methods) Hiring Hiring and retention is getting tougher Tech shifts Ever-changing technology contributes to our confusion 1 2 3 4 5
  30. 30. The answers for profiling often being spreadsheets – Hard to create – Hard to update – Difficult to engage with – Illusion of exhaustiveness – Not flexible to the diversity within teams
  31. 31. Hired InterviewedReviewed 1000+ 400+ 150+ CVs and folios Of practitioners and leaders Employees Led 60+Practitioners Managed + mentored 40+Practitioners
  32. 32. DIFFERENT WE’RE ALL
  33. 33. MODELS HELP We’re all different To frame our perspectives
  34. 34. Shaping workshops
  35. 35. Hypotheses I believed I could use visual frameworks to help
  36. 36. Hypotheses I believed I could use visual frameworks to help Engage designers in self reflection to help guide their future development Gather data to develop more robust industry- wide models Develop stronger bespoke competency frameworks for organisations 1 2 3
  37. 37. Hypotheses I believed I could use visual frameworks to help Engage designers in self reflection to help guide their future development Gather data to develop more robust industry- wide models Develop stronger bespoke competency frameworks for organisations 1 2 3
  38. 38. Hypotheses I believed I could use visual frameworks to help Engage designers in self reflection to help guide their future development Gather data to develop more robust industry- wide models Develop stronger bespoke competency frameworks for organisations 1 2 3
  39. 39. Hypotheses I believed I could use visual frameworks to help Engage designers in self reflection to help guide their future development Gather data to develop more robust industry- wide models Develop stronger bespoke competency frameworks for organisations 1 2 3
  40. 40. Different approaches around the world Design conference workshops Corporate workshops Mentored other leaders Florpia, Sao Paolo, San Diego, Amsterdam, London, Melbourne, Manchester, Bucharest, New York BBC, Tesco, Centrica, Autotrader, Fjord
  41. 41. Map against imperfect visual frameworks Visual tools to gather data, prime the thinking and observe diversity
  42. 42. Project future development Visual tools to gather data, prime the thinking and observe diversity Bespoke maps, captured areas of development, mentor and mentees
  43. 43. Frameworks A snapshot of some of the
  44. 44. Career timeline
  45. 45. BLOB MAPPING
  46. 46. UR User Research ExS Experience Strategy IA Information Architecture IxD Interaction Design ID Information Design CW Copy Writing VL Visual Language MG Motion Graphics Old skool UX Visual Designer / Creative territory
  47. 47. Strategy Research Interface Information Product Strategy Customer Experience VisualDesign InteractionDesign Q ualitativeResearchQuantitativeResearch§ Inform ationArchitectureContentStrategy UX SPECTRUM https://vitamintalent.com/extra/ux-spectrum/ Vitamin T’s
  48. 48. Strategy Research Interface Information Product Strategy Customer Experience VisualDesign InteractionDesign Q ualitativeResearchQuantitativeResearch§ Inform ationArchitectureContentStrategy https://vitamintalent.com/extra/ux-spectrum/
  49. 49. DICHOTOMIES FALSE
  50. 50. UX Research Strategy Quant Pictures Structure Product UI Design Delivery Qual Words Flow Service ( ( ( ( ( ( ) ) ) ) ) ) ) (
  51. 51. SOFT SPREAD
  52. 52. What are the most important qualities of a modern day designer?
  53. 53. Qualities
  54. 54. Back in 2005, I asked what makes a good ‘Experience Architect’
  55. 55. LEADERSHIP
  56. 56. Leadership mapping Vision & strategy Wider org. capabilities Advocacy Community Collaboration Quality Team Practice – Vision & strategy
 Creating the direction and plan for the design offer, team and its culture in relation to the organisation’s needs – Community 
 Engaging external community of designers, peers, and different industry sectors – Advocacy 
 Promoting the design offer and team around the business, to clients or to partners – Wider organisational capabilities 
 Tracking, resourcing and developing design capabilities across the organisation – Team 
 Growing, supporting, nurturing managing the design team of individuals – Collaboration 
 Working with peers, other departments and teams to get work done – Quality 
 Encouraging quality of product/service thinking (doing right thing) and design solution delivery details – Practice 
 Developing toolkits for the team. Methods, techniques, principles, the environment and processes the team needs to function most effectively and efficiently
  57. 57. Effort distribution across responsibilities Vision & strategy Wider org. capabilities Advocacy Community Collaboration Quality Team Practice Where you spend your time Where the design function should spend more time
  58. 58. Put charts up
  59. 59. MATRIX MOTHERFUNKING
  60. 60. Over 70 areas and growing Techniques, methods, approaches
  61. 61. https://tinyurl.com/boilingUXocean
  62. 62. OWN SHAPE CRAFT YOUR OWN
  63. 63. Influences on desired development Business needs and expectations Industry Team Individual
  64. 64. Novice Competent Strong Expert Guru Help others Growth area
  65. 65. Prototyping I would help others: Choose the right prototyping tools for a specific challenge. Working quickly. Sharing prototypes. Setting up for user research. T32 MENTOR Prototyping T32 Mentee
  66. 66. Visual / UI Strategy
  67. 67. Airtable database
  68. 68. Airtable database
  69. 69. Soft shaping
  70. 70. Development cards
  71. 71. A simple process: reflect, then project Imperfect visual frameworks to gather data, prime the thinking and observe diversity Bespoke models, captured areas of development, mentor and mentees
  72. 72. Emerging benefits
  73. 73. I uncovered six key benefits These models and this process could help Explain differences Cast talent to challenge Hire to needs Strengthen capabilities Direct reflection Grow culture – Sell to talent – Fill gaps – Strengthen – Balance – Add to culture – Focus investment – Learn – Practice – Mentor – Activity – Behaviour – Performance – Experience – Retain talent – Encourage learning and giving – Progression – Team culture – Different skills – Different types of design – Value offered – Encourage consistency across the org – Build best teams – Align to capabilities – Align to growth objectives
  74. 74. These models and this process could help Explain differences Cast talent to challenge Hire to needs Strengthen capabilities Direct reflection Grow culture – Sell to talent – Fill gaps – Strengthen – Balance – Add to culture – Focus investment – Learn – Practice – Mentor – Activity – Behaviour – Performance – Experience – Retain talent – Encourage learning and giving – Progression – Team culture – Different skills – Different types of design – Value offered – Encourage consistency across the org – Build best teams – Align to capabilities – Align to growth objectives I uncovered six key benefits
  75. 75. These models and this process could help Explain differences Cast talent to challenge Hire to needs Strengthen capabilities Direct reflection Grow culture – Sell to talent – Fill gaps – Strengthen – Balance – Add to culture – Focus investment – Learn – Practice – Mentor – Activity – Behaviour – Performance – Experience – Retain talent – Encourage learning and giving – Progression – Team culture – Different skills – Different types of design – Value offered – Encourage consistency across the org – Build best teams – Align to capabilities – Align to growth objectives I uncovered six key benefits
  76. 76. These models and this process could help Explain differences Cast talent to challenge Hire to needs Strengthen capabilities Direct reflection Grow culture – Sell to talent – Fill gaps – Strengthen – Balance – Add to culture – Focus investment – Learn – Practice – Mentor – Activity – Behaviour – Performance – Experience – Retain talent – Encourage learning and giving – Progression – Team culture – Different skills – Different types of design – Value offered – Encourage consistency across the org – Build best teams – Align to capabilities – Align to growth objectives I uncovered six key benefits
  77. 77. These models and this process could help Explain differences Cast talent to challenge Hire to needs Strengthen capabilities Direct reflection Grow culture – Sell to talent – Fill gaps – Strengthen – Balance – Add to culture – Focus investment – Learn – Practice – Mentor – Activity – Behaviour – Performance – Experience – Retain talent – Encourage learning and giving – Progression – Team culture – Different skills – Different types of design – Value offered – Encourage consistency across the org – Build best teams – Align to capabilities – Align to growth objectives I uncovered six key benefits
  78. 78. These models and this process could help Explain differences Cast talent to challenge Hire to needs Strengthen capabilities Direct reflection Grow culture – Sell to talent – Fill gaps – Strengthen – Balance – Add to culture – Focus investment – Learn – Practice – Mentor – Activity – Behaviour – Performance – Experience – Retain talent – Encourage learning and giving – Progression – Team culture – Different skills – Different types of design – Value offered – Encourage consistency across the org – Build best teams – Align to capabilities – Align to growth objectives I uncovered six key benefits
  79. 79. Six key benefits of the process Explain differences Cast talent to challenge Hire to needs Strengthen capabilities Direct reflection Grow culture – Sell to talent – Fill gaps – Strengthen – Balance – Add to culture – Focus investment – Learn – Practice – Mentor – Activity – Behaviour – Performance – Experience – Retain talent – Encourage learning and giving – Progression – Team culture – Different skills – Different types of design – Value offered – Encourage consistency across the org – Build best teams – Align to capabilities – Align to growth objectives 1 2 3 4 5 6
  80. 80. Key learnings
  81. 81. Designers rarely self-reflect Designers not self- reflecting enough but find it useful Tangible skills dominate Prototyping or visual design, not Information Architecture Softer qualities matter more People are the hardest and most important part Orgs can self develop Don’t need external training — the team can develop itself Strategy Research Interface Information Product Strategy Customer Experience VisualDesign InteractionDesign Q ualitativeResearchQuantitativeResearch§ Inform ationArchitectureContentStrategy Four key learnings
  82. 82. Designers rarely self-reflect Designers not self- reflecting enough but find it useful Tangible skills dominate Prototyping or visual design, not Information Architecture Softer qualities matter more People are the hardest and most important part Orgs can self develop Don’t need external training — the team can develop itself Strategy Research Interface Information Product Strategy Customer Experience VisualDesign InteractionDesign Q ualitativeResearchQuantitativeResearch§ Inform ationArchitectureContentStrategy Four key learnings
  83. 83. Designers rarely self-reflect Designers not self- reflecting enough but find it useful Tangible skills dominate Prototyping or visual design, not Information Architecture Softer qualities matter more People are the hardest and most important part Orgs can self develop Don’t need external training — the team can develop itself Strategy Research Interface Information Product Strategy Customer Experience VisualDesign InteractionDesign Q ualitativeResearchQuantitativeResearch§ Inform ationArchitectureContentStrategy Four key learnings
  84. 84. Designers rarely self-reflect Designers not self- reflecting enough but find it useful Tangible skills dominate Prototyping or visual design, not Information Architecture Softer qualities matter more People are the hardest and most important part Orgs can self develop Don’t need external training — the team can develop itself Strategy Research Interface Information Product Strategy Customer Experience VisualDesign InteractionDesign Q ualitativeResearchQuantitativeResearch§ Inform ationArchitectureContentStrategy Four key learnings
  85. 85. Start small, start next week 1 2 3 4 Research and reflect regularly By-self and together as a group Use visual tools as a framing lens See yourself & others through shapes For a range of competencies Technical, human, qualities, foundation Encourage learning within Establish in-house mentoring programmes Key recommendations
  86. 86. One (important) last thing
  87. 87. Designers are humans Treat designers and your fellow operators as humans first. Sensitive, passionate, incredible humans. One (important) last thing
  88. 88. Designers are humans Treat designers and your fellow operators as humans first. Sensitive, passionate, incredible humans. We hide our complexity Recognise that we have things going on in our lives which we may not want to share. One (important) last thing
  89. 89. Designers are humans Treat designers and your fellow operators as humans first. Sensitive, passionate, incredible humans. We hide our complexity Recognise that we have things going on in our lives which we may not want to share. Tread carefully Be sensitive to anonymity, be careful going in too deep, but don’t shy away from trying. One (important) last thing
  90. 90. Designers are humans Treat designers and your fellow operators as humans first. Sensitive, passionate, incredible humans. We hide our complexity Recognise that we have things going on in our lives which we may not want to share. Tread carefully Be sensitive to anonymity, be careful going in too deep, but don’t shy away from trying.. Let’s find a way to design more human solutions for our design teams and less spreadsheets! One (important) last thing
  91. 91. @jasonmesut THANK YOU www.groupofhumans.com

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