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Organization Design for Design Organizations - CanUX 2015
The document discusses different organizational models for design teams. It advocates for a centralized partnership model where design teams are supported centrally but partner with business units. The optimal structure involves small multi-disciplinary design teams organized around user needs rather than functions. This keeps the customer journey unified and allows design to influence upstream decisions and drive strategy.
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Organization Design for Design Organizations - CanUX 2015
- 1. Organization Design for DesignOrganizations Peter Merholz e: peterme@peterme.com t: @peterme
- 2. To deliver greatuser experiences… I just need to get the design right strategy organization
- 3. Why are companiesinvesting more in design? Generates new business value Software is eating the world
- 4. The Expanding Role of Design
- 5. All design isservice design
- 6. Definition Execution Definition / Requirem ents Iterativedesign Im plem entation Strategy and plan, aka “Build the right thing.” Working through tradeoffs to deliver optimal solution, aka “Build the thing right.” Ideation/Generation Understand the market Product Strategy Prototype Customer empathy Ideation Experience strategy Prototype solutions Flesh out solution Refine Sketch options Test prototypes User test Build design makes strategy concrete design supports delightful, engaging experiences Plan Ship Analyze By Peter Merholz, http://peterme.com. If you use it, please attribute it. Thanks. Initial Insight
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- 10. Capability Assessment 1 ft Surface Typography,color, layout, interface design, spacing, animation, transitions 40% 10,000 ft 1,000 ft The Big Picture Integrated view of company’s entire offering, brand traits 5% 100 ft Strategy Requirements, briefs, desired results, planning, vision, campaign concepts 15% 10 ft Structure Flows, service blueprints, wireframes, wayfinding, navigation, brand standards and guidelines, visual language 40%
- 11. Centralized Internal Services Yourin-house agency Project-based, organized by function PROS Strong design community Clear lines of authority Wide range of projects Interface consistency Efficiencies of work product Optimized headcount CONS Design is not strategic Little influence on important “upstream” decisions Designers easily dismissed Us vs Them Business unit disconnection
- 13. D D DP PP P P P E E E E E E E E E E E E E E E E E E E E DE DESIGN PRODUCT MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews D D DDD Leadership Decentralized and Embedded
- 14. Decentralized and Embedded EveryoneGets A Designer! Program-based PROS Business units gain control Part of the team Design included throughout entire lifecycle Feeling of ownership Quick iterations post-launch CONS One narrow problem for a long time Lonely Fractured user experience Less efficient use of time and people
- 16. So, you’re screwedeither way?
- 18. D D DP PP P P P E E E E E E E E E E E E E E E E E E E E DE DESIGN PRODUCT MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews D D DDD Leadership
- 19. S S DP PP P P P E E E E E E E E E E E E E E E E E E E E DE D D D DD DESIGN PRODUCT MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews Leadership
- 20. S S DP PP P P P E E E E E E E E E E E E E E E E E E E E DE D D D DD DESIGN PRODUCT MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews Leadership Centralized Partnership
- 21. Centralized Partnership Best ofboth worlds Designers supported in career, development, and day-to-day. Design teams maintain commitment across a meaningful set of products/features. Yet centralization helps maintain a holistic view across the entire customer experience. Freedom to shift after ‘tours of duty’. Not disrupted by inevitable re-organizations.
- 22. Think in termsof design teams
- 23. Structure of eachdesign team 4-7 folks Singular strong leadership • Manages down – gets the most and best out of their team • Manages across – collaborates with cross-functional partners • Manages up – presents to executives and other stakeholders Best organized around business problems, not functions Spread of skills – strategy, planning, research, IxD, IA, visual design, prototyping 10,000 ft 1 ft 10 ft 100 ft 1,000 ft S S D D D DD
- 24. Definition Execution Understand the market Product Strategy Prototype Customer empathyIdeation Experience strategy Prototype solutions Flesh out solution Refine Sketch options Test prototypes User test Build Initial Insight Plan Ship Analyze By Peter Merholz, http://peterme.com. If you use it, please attribute it. Thanks.
- 25. Definition Execution Understand the market Product Strategy Prototype Customer empathyIdeation Experience strategy Initial Insight By Peter Merholz, http://peterme.com. If you use it, please attribute it. Thanks. Plan
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- 27. Definition Execution Understand the market Product Strategy Prototype Customer empathyIdeation Experience strategy Initial Insight By Peter Merholz, http://peterme.com. If you use it, please attribute it. Thanks. Plan It’s better to iterate here... ...than here
- 28. Organize for the customerjourney
- 29. If you’re designingfor this... Then it is senseless to have marketing and product/UX design on different teams. It’s all the same customer journey.
- 30. Keep teams focusedon user types Search / Browse Details Purchase List Offering Enter Details Redeem Redeem Review Analyze BUYER SELLER Sell item
- 31. Keep teams focusedon user types Search / Browse Details Purchase List Offering Enter Details Redeem Redeem Review Analyze BUYER SELLER Sell item
- 32. Search / Browse Keepteams focused on user types Details Purchase List Offering Enter Details Redeem Redeem Review Analyze BUYER SELLER Book Update Calendar Make a Reservation Sell item
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- 34. Creative Operational photo: DavidShankbone
- 35. Designers can keepa lot of other people busy
- 36. S S DP PP P P P E E E E E E E E E E E E E E E E E E E E DE D D D DD DESIGN PRODUCT MGMT ENGINEERING 6 21- 31
- 37. With a 1) centralizedpartnership, 2) teams with strong leadership, 3) influencing definition, and 4) a relatively small team, you have leverage.
- 38. Leverage = Power There’sno reason design can’t be the driving force. We just need confidence, evidence, and commitment.
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- 40. D D DP PP P P P E E E E E E E E E E E E E E E E E E E E DE DESIGN PRODUCT MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews D D DDD Leadership Decentralized and Embedded
- 41. S S DP PP P P P E E E E E E E E E E E E E E E E E E E E DE D D D DD DESIGN PRODUCT MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews Leadership Centralized Partnership
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- 43. S S DP PP P P P E E E E E E E E E E E E E E E E E E E E DE D D D DD DESIGN PRODUCT MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews Leadership Still stuck in a “features” world
- 44. S S Design Team DD D DD Shopping Experience Gifting Merchandising Sharing Social Wishlists In-store pickup Style guide PLUS Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews
- 45. Thank you foryour consideration. Peter Merholz e: peterme@peterme.com t: @peterme