The document outlines a strategy for transforming a design team at PlanGrid. It identifies diagnoses for the organization, team, and individuals. For the organization, the diagnosis is that no one "gets" design or includes it in decisions. For the team, the diagnosis is a lack of clear processes and needed skills. For individuals, the diagnosis is spending too much time on low-value work. It proposes guiding principles and tactics to address the diagnoses, such as raising awareness in the organization, staffing the team for influence, and helping individuals clarify priorities. The overall goal is to craft frictionless experiences that transform construction teams.

1. alissabriggs.com @alissadesigns @plangrid
Maps & Markers
CRAFTING A STRATEGY TO TRANSFORM YOUR DESIGN TEAM

2. HEAD OF DESIGN,
PLANGRID
alissabriggs.com
Alissa Briggs

4. 2016

6. 2018

9. Transformation

10. Vision
Strategy
Doing

11. Vision

12. Vision Workshop

13. See Hear Feel

15. PlanGrid Design Team Vision
We craft frictionless, high quality experiences
that transform how construction teams build.
• PlanGrid is a customer-centric organization
• We are high-performing team
• We balance professional growth with living our best lives

16. Strategy

17. A carefully researched and well
designed action plan designed to
meet a challenge.
Good strategy is…
– Richard Rumelt

20. VisionToday

21. Diagnosis
Guiding
principles
Tactics VisionToday
Strategy

24. Diagnosis Guiding principles Tactics Vision
Strategy

25. Diagnosis Guiding principles Tactics Vision
Strategy

26. Organization
Team
Individual
01
02
03
Avenues
for
Change

27. Diagnosis Guiding principles Tactics Vision
OrganizationTeamIndividual

28. PlanGrid Design Team Vision
We craft frictionless, high quality experiences
that transform how construction teams build.
• PlanGrid is a customer-centric organization
• We are high-performing team
• We balance professional growth with living our best lives

29. Diagnosis Guiding principles Tactics Vision
OrganizationTeamIndividual
PlanGrid is a
customer-
centric
organization
We are a high-
performing
team
We balance
professional
growth with
living our best
lives

30. Organization
01

31. Diagnosis Guiding principles Tactics Vision
OrganizationTeamIndividual
PlanGrid is a
customer-
centric
organization
No one “gets”
design or
makes
decisions
around it
Raise awareness
Find champions
Build allies
Pairing x-function, User exposure, new hire training
Exec hallway conversations, Exec presentations
Coffee walks, small favors

32. Does the organization understand
our value and include us in major
decisions and initiatives?
ORGANIZATION : DIAGNOSIS

33. Raise awareness
Find champions
Build allies
ORGANIZATION : GUIDING PRINCIPLES

34. RAISE AWARENESS

35. RAISE AWARENESS

36. RAISE AWARENESS

37. FIND CHAMPIONS

38. FIND CHAMPIONS

39. BUILD ALLIES

40. BUILD ALLIES

41. Diagnosis Guiding principles Tactics Vision
OrganizationTeamIndividual
PlanGrid is a
customer-
centric
organization
No one “gets”
design or
makes
decisions
around it
Raise awareness
Find champions
Build allies
Pairing x-function, User exposure, new hire training
Exec hallway conversations, Exec presentations
Coffee walks, small favors

42. Team
02

43. Does our team have the structure,
processes, and skills to deliver great
user experiences?
TEAM : DIAGNOSIS

44. Staff for influence
Grow team skills
Clarify processes
TEAM : GUIDING PRINCIPLES

45. From Org Design for Design Orgs, by Skinner & Merholz
STAFF FOR INFLUENCE

46. STAFF FOR INFLUENCE

47. UX
Visual Design
Writing
Research
Quality
Communication
Storytelling
Design Process
Technical Fluency
Business Value
Craft Influence
GROW TEAM SKILLS

48. GROW TEAM SKILLS

49. GROW TEAM SKILLS

50. GROW TEAM SKILLS

51. CLARIFY PROCESSES

52. CLARIFY PROCESSES

53. Diagnosis Guiding principles Tactics Vision
OrganizationTeamIndividual
We are a high
performing
team
Team has no
clear process or
structure, and
lacks key
skills
Staffing
Grow skills
Clarify processes
Trifecta staffing model
Job ladders, coaching, hiring new people
Design process diagram, design system + council

54. Individual
03

55. Does each person spend the
majority of their time on top priorities
and delegate/defer other work?
INDIVIDUAL : DIAGNOSIS

56. Clarify priorities
Set boundaries
Make time
INDIVIDUAL : GUIDING PRINCIPLES

57. Design Team Q3 OKRs
Increase customer connection
Ship high quality experiences faster
Scale impact of design team within R&D
Set the flag for the future of construction
CLARIFY PRIORITIES

58. Personal Q3 OKRs
Working team goal
Design team goal
Personal growth goal
CLARIFY PRIORITIES

59. Current Ideal
SET BOUNDARIES

60. SET BOUNDARIES

61. MAKE TIME

62. MAKE TIME

63. Diagnosis Guiding principles Tactics Vision
OrganizationTeamIndividual
We balance
professional
growth with
living our best
lives
We spend our
time on too
many low
value items
Clarify priorities
Set boundaries
Make time
Team & personal OKRs
Calendar audit, design schedules
Design studio time, new hire projects

64. Diagnosis Guiding principles Tactics Vision
OrganizationTeamIndividual
We balance
professional
growth with
living our best
lives
We spend our
time on too
many low
value items
Clarify priorities
Set boundaries
Make time
Team & personal OKRs
Calendar audit, design schedules
Design studio time, new hire projects
We are a high
performing
team
Team has no
clear process or
structure, and
lacks key
skills
Staffing
Grow skills
Clarify processes
Trifecta staffing model
Job ladders, coaching, hiring new people
Design process diagram, design system + council
PlanGrid is a
customer-
centric
organization
No one “gets”
design or
makes
decisions
around it
Raise awareness
Find champions
Build allies
Pairing x-function, User exposure, new hire training
Exec hallway conversations, Exec presentations
Coffee walks, small favors

65. Vision
Strategy
Doing

66. Thank you
alissabriggs.com @alissadesigns @plangrid
Resources at alissabriggs.com/uxc2018

67. Credits
Thanks to…
PlanGrid Design team for examples, feedback, & being awesome
Jesse Dodds for PlanGrid & construction photos