This document summarizes a presentation by Matteo Cavucci and Emanuela Damiani on design and product development. They discuss how the web has changed since 2007 and the need for more modular and flexible approaches. Traditional linear product development processes are no longer effective. Instead, companies should adopt agile and design thinking approaches, focus on user research and experimentation, and view design as a continuous and collaborative process rather than something that ends at launch. Designers and organizations need new tools and structures like "DesignOps" to support experimentation, automation, and continuous learning and improvement.

1. Matteo Cavucci,
Emanuela Damiani
Smashing Conf — Freiburg — 11 September 2017
Redesign Design

2. 2007

3. 2007

4. 2007

5. 2007

13. the web was different

14. thinking in a
modular way

15. separate the style from the
presentation layer

16. discovering new ways to
communicate design

17. change

18. Emanuela
@brassy

19. Emanuela
@brassy
Working at
ux designer for Firefox

20. Matteo
@matteoMCED

21. Matteo
@matteoMCED
Sr. consultant at

22. evolution

25. Frame Ideate Specifications DistributionProduction
linear process

27. digital products have
less friction

28. physical digital

29. markets are
hard to predict

30. flexibility
& resilience

31. rethink how we create digital
product and services

32. making software
as hardware

33. Marketing & Sales
the water-scrum-fall

34. Marketing & Sales
the water-scrum-fall
Stakeholders

35. Marketing & Sales
the water-scrum-fall
Stakeholders Project Manager

36. Marketing & Sales
the water-scrum-fall
Stakeholders Project Manager Design Team

37. Marketing & Sales
the water-scrum-fall
Stakeholders Project Manager Design Team
User Research
Team

38. Marketing & Sales
the water-scrum-fall
Stakeholders Project Manager Design Team
User Research
Team
Specs!

39. Marketing & Sales
the water-scrum-fall
Stakeholders Project Manager Design Team
Dev Team
User Research
Team
Specs!

40. Marketing & Sales
the water-scrum-fall
Stakeholders Project Manager Design Team
Dev Team
User Research
Team
Specs!
Final Product

41. Marketing & Sales
the water-scrum-fall
Stakeholders Project Manager Design Team
Dev Team
User Research
Team
Specs!
Final Product
Users

42. cost per change

43. cost per change

44. cost per change

45. design as
planning for
the future

46. designers focus
is before the launch

47. What about
user research?

48. People don’t know what they want
until they’re using it

49. decisions are less important
if it’s easy to adjust our course

50. small steps

51. Think
Make
Check

52. A different language
We believe that
making the offer teaser more prominent
Will result in
an increase number of booking for tonight
We know we have succeeded
when offer conversions increases by 10%
Experiment
card

53. running one experiment
is easy

54. running experiments at scale
is hard

55. Experiment A
Design
generation

56. Experiment A
Experiment B
Design
generation

57. Experiment B
Design
generation
Weak design are eliminated or combined.
Strong design are further developed.
Experiment A

58. Design
generation
Weak design are eliminated or combined.
Strong design are further developed.
Further narrowing
and integration
Experiment B
Experiment A

59. agile
software
development

60. inability to exert control to the
environment around us

61. inspect
and adapt

62. devOps

63. devOps
is not developer operations

64. “
Jez Humble
Notes around the devOps manifesto
Delivery teams run software products -
not projects - that run from inception
to retirement“

65. observing
the product

66. mtbr
mean time between recovery
mtbf
mean time between failures

67. devOps is
all about feedback

68. design as a continuous conversation
designOps

69. a two-way conversation

70. building shippable software is
expensive, but effective

71. minimise efforts,
maximise feedback

72. A.I. and machine learning

73. experiments require automation and
organisational structure

74. make the right choice
the easiest choice

75. design
systems

76. tweet…

77. faster generation of experiments,
easier to create multiple variants

78. design
tokens

79. Start with but don’t stall with just
color & type.

80. focus on what
really matter

81. enable other
to design

82. compasses
over maps

83. design
infrastructure

84. design
the feedback

85. organisational
structures

86. delight
the user

87. 87
Cross functional
End-to-end value creation
Domain experts
May (or may not!) include a designer
the product team

88. 88
user-driven iterations
Product Team
Production
Environment
Users
co-creation of value driven by experiments
feedback!

89. 89
dynamic strategy
Product Team
Production
Environment
Users
co-creation of value driven by experiments
Strategy
feedback!
feedback!
purpose

90. 90
design as a service
design
infrastructure
Team
Product Team
Production
Environment
Users
co-creation of value driven by experiments
Strategy
feedback!
feedback!
feedback!
purpose
pull, not push!

91. Includes designers
Includes developers
Includes data analysts
Provides the design infrastructure
Observes org design needs
Ideates org-wide solutions
Scales up local optimised solutions
Manages the design system lifecycle
[…]
feedback!
design
infrastructure
design infrastructure team

92. “The creation of a standardised
brick library is an act of
social engineering.
“
Jōichi Itō
Whiplash: How to Survive Our Faster Future

93. governance

94. no secret
recipes

95. map
your process

96. design for learning

97. enable others to design

98. connect design and user

99. designOps
ENABLE OTHERS TO DESIGN
Minimize the effort required by designers and non
designers to produce high quality design artefacts.
DESIGN FOR LEARNING
Complex adaptive systems are unpredictable, and
experimenting is part of the design process.
CONNECT DESIGN AND USERS
Launching a new product is just the beginning, not
the end, of a continuous design process.

100. thank you
Matteo Cavucci
@matteomced
Emanuela Damiani
@brassy