This document discusses the need to rethink design approaches for digital products and services. It argues that the traditional "design as planning" paradigm is not suitable for digital contexts given the resilience of software, uncertainty of markets, and current agile and DevOps practices. It proposes "DesignOps" as a new model where design is a continuous process connected to operations. DesignOps aims to enable others to design, minimize designer effort, design for learning through experiments, and connect design and operations as an ongoing feedback loop from inception to retirement.

1. REDESIGN
DESIGN
Product Leaders - 9 June 2017 - V4.

2. 2
WHAT IS
DESIGN?

3. 3

4. 4

5. 5
DECIDE
WHAT TO DO
DOING
THE JOB

6. SHAREHOLDERS
MANAGEMENT
DESIGN
PRODUCTION

7. 7
IT WORKED WELL IN PHYSICAL
PRODUCT ECONOMY

8. 8
IDEATE PROTOTYPE TEST DISTRIBUTIONPRODUCTION

9. 9
SCALE AND EFFICIENCY

10. FINAL PRODUCT
10

11. BLUEPRINT
11

12. 12

13. 13
DESIGN AS A PLAN

14. 14
A WORLD OF
DIGITAL PRODUCTS

15. 15
— STEVE BALLMER
on USA Today - April 2007
There’s no chance that the
iPhone is going to get any
significant market share.
No chance.

16. 16
LET’S GET
TO KNOW
EACH OTHER

17. 17
MATTEO CAVUCCI
@matteomced

18. 18

19. 19
WHAT ABOUT YOU?

20. 20
DESIGN IN THE
DIGITAL ERA

21. 21
DIGITAL PRODUCTS
ARE DIFFERENT

22. 22
— ALBERTO BRANDOLINI
Introducing Eventstorming
Few people have done more
harm to software development
than those advocating that is
like “building a house”.

23. 23
DIGITAL PRODUCTS
HAVE LESS FRICTION

24. 24
PHYSICAL FIX
DIGITAL FIX

25. 25
MARKET NEEDS ARE IMPOSSIBLE
TO CONTROL & PREDICT

26. 26
RESILIENCE
AND ADAPTABILITY

27. 27
SHAREHOLDERS DESIGNER
DEV TEAM
USER TESTING ?
DESIGN
ARTIFACT
PRODUCTION
ENVIRONMENT
PO / PM
USERS
QA
THE WATER-SCRUM-FALL

28. 28
28
INCEPTION
CODING
REQUIREMENTS DESIGN CHECK
COST OF CHANGE
PEOPLE

29. 29
USER
RESEARCH

30. 30
— NATURE
August 2015
Over half of psychology studies
fail reproducibility test.

31. 31
WHY IT FAILS
Subject selection bias
Poor experimental control
Inconsistent measurement
Demand characteristics
Inadequate consideration of statistical power
Partial reporting
Post-hoc cherry picking of significant results

32. 32
DESIGN FOCUS IS
BEFORE THE LAUNCH

33. 33
PEOPLE DON'T KNOW WHAT
THEY WANT UNTIL THEY USE IT
in their context!

34. 34

35. 35
COMPLEX
ADAPTIVE
SYSTEM

36. A DIFFERENT
IDEA OF DESIGN
36

37. 37
AGILE
SOFTWARE
DEVELOPMENT

38. 38
INABILITY TO EXERT CONTROL
OVER OUR ENVIRONMENT

39. 39
INSPECT & ADAPT

40. YOU BUILD IT, YOU RUN IT
40

41. DEVOPS
41

42. DEVOPS
IS NOT
DEVELOPER
OPERATIONS
42

43. DEVOPS IS
ABOUT
FEEDBACK
43

44. 44
— JEZ HUMBLE
The devOps manifesto
Teams run software products
that run from inception
to retirement.

45. DESIGNOPS
45

46. 46
DESIGNOPS AS
CONTINUOUS DESIGN

47. 47
TWO WAY
CONVERSATION
the company the people

48. 48
GUT FEELINGS FAST FEEDBACK

49. 49
HYPOTHESIS
DRIVEN
DEVELOPMENT

50. 50
HYPOTHESIS
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%

51. 51

52. 52
Aspirational Customer Journey
Product Hypothesis
Design Experiments
User Story Map
Data / Feedback

53. YOU RUN IT, YOU DESIGN IT
53

54. 54
ONE EXPERIMENT
IS EASY
EXPERIMENTS
AT SCALE IS HARD

55. 55
OPTIONALITY
experiment A
experiment B
Design generation
Weak design are eliminated or
combined. Strong design are
further developed.
Further narrowing
and integration

56. 56
EXPERIMENTS REQUIRE AUTOMATION
AND ORGANISATIONAL STRUCTURES

57. 57
AUTOMATE
DESIGN
DECISIONS

58. 58
MINIMIZE EFFORTS MAXIMIZE FEEDBACK

59. 59

60. 60
ENABLE OTHERS TO DESIGN

61. 61
COMPASSES OVER MAPS

62. 62
DESIGN INFRASTRUCTURES
Support autonomy
Coherency (over consistency)
Ensure quality
Remove impediments
Enforce accountability
Reduce risk

63. 63
SPEAKING LISTENING

64. 64
BUILD OBSERVE

65. 65
DESIGN AS A SERVICE
PRODUCT
TEAM
Cross functional
End-to-end value creation
Domain experts
May (or may not!) include a designer

66. 66
DESIGN AS A SERVICE
STRATEGY
PRODUCT
TEAM
pull not push!
feedback!

67. 67
DESIGN AS A SERVICE
PRODUCT
TEAM
PRODUCTION
ENVIRONMENT
USERS
feedback!
co-creation
of value
pull not push!
feedback!
STRATEGY

68. 68
DESIGN AS A SERVICE
DESIGNOPS
TEAM
PRODUCT
TEAM
PRODUCTION
ENVIRONMENT
USERS
feedback!
feedback!
pull not push!
co-creation
of value
pull not push!
feedback!
STRATEGY

69. 69
DESIGN AS A SERVICE
Include designers
Include developers
Include data analysts
Provide the design infrastructure
Observe org design needs
Ideate org-wide solutions
Scale up local optimised solutions
Manage the design system lifecycle
[…]
DESIGNOPS
TEAM
feedback!
pull not push!

70. 70
The creation of a
standardised brick library is
an act of social engineering.
— JŌICHI ITŌ
Whiplash: How to Survive Our Faster Future

71. 71
GOVERNANCE

72. 72
CONNECTING THE DOTS
“Design as planning”
paradigm

73. 73
CONNECTING THE DOTS
“Design as planning”
paradigm
uncertainty
of markets

74. 74
CONNECTING THE DOTS
“Design as planning”
paradigm
resilience of
software
uncertainty
of markets

75. 75
CONNECTING THE DOTS
“Design as planning”
paradigm
resilience of
software
uncertainty
of markets
current design
practices :/

76. 76
CONNECTING THE DOTS
“Design as planning”
paradigm
resilience of
software
uncertainty
of markets
current design
practices :/
agile + devops

77. 77
CONNECTING THE DOTS
“Design as planning”
paradigm
resilience of
software
uncertainty
of markets
current design
practices :/
agile + devops
designOps

78. 78
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 OPERATIONS
Launching a new product is just the beginning, not
the end, of a continuous design process.

79. THANK YOU
Matteo Cavucci
mcavucci@thoughtworks.com
@matteomced

80. 80
— ENZO MARI
Everyone should design: in
the end, it's the best way to
not be designed.