TAG Master UI - Late Night Talk - September 20th, 2019

TAG Late Night
Roma, September 20th 2019
Nicolò Volpato
Founder & CEO
@nicolovolpato

Luca Scarpa
Partner, CFO & Team Leader
@luscarpa
TAG Late Night

We are an experience
and service design company.
TAG Late night

We believe in the power of design to
make ideas tangible and turn them
into successful products and services.
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We design products and services
that engage people in memorable
and meaningful experiences, while
delivering business value to our clients.
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TAG Late night
We put people at the core,
both when we work on
projects and when we
work on our own
company culture.

We are a team of thinkers and makers, designers,
researchers and front-end developers
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Jake Knapp - Design Sprint 2017 and 2018
We create internationally
renowned events, we talk
regularly at Italian
conferences and nurture
our local Digital Design
community.
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4
national events
organized or hosted
5
international events
organized 
10+
Italian events
sponsored
300+
attendees
25+
talks and workshops  
at Italian conferences
12+
countries  
represented
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TAG Late Night
Designing for what’s next
with Josh Clark
Bologna
October 9, 2019
tangible.is/whats-next
JOSHCLARK2019-10OFF-10%

Design + Business
Our design process begins with the
whole company involved, stakeholders
on board and clear, shared goals. 
We design and then measure impact.
TAG Late Night

We manage complex projects for large organizations
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We also lead some of Italy’s most promising startups to launch
their products and raise important investment rounds.
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Modeling Roles
Modeling Culture
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Let’s play!

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Sarah Nelson
Leading Design 16
London
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5 11 20 35 70 150 >150

• team of 11
• end of year retrospective
reveals some mismatches
• Agile reset
• team of 5
• clearer vision
• mindset switch
• we start building a
team
• team of 13
• culture and values - round 2
• Talent Canvas
• skills matrix
• we launch our new brand
2013
2004
2016
2017
• team of 8
• we look for a brand
that tells who we are
2015
2018
• 2 people
• small design studio
• team of professionals
who work together
• team of 16 (+1)
• retrospective: how do I
grow? how can I
contribute? how do I … ?
😓
• roles matrix and career
paths
2014
• we start working on
culture and values
as a team
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5
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9 - 12
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12
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Labeling roles is not easy
and is a consequence of our
company culture
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Internal roles might be different
from the ones we use to advertise
our services on the market
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Roles Culture
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UX Designer is not a role,
UX is the outcome of team
collaboration and multiple skills
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Market roles
Seniority
Junior
Mid
Senior
Director
PM SD RES IXD UI DOPS FE TECHGLOBAL
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Show me the matrix
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RES IXD UI DOPS FE TECH
Role = skills + responsibilities
SKILLS RESPON.
IXD
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Junior
Mid
Senior
Director
Interaction Designer Service Designer
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Mid
Senior
Director
IxD as the foundation
Service Design as an upgrade
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Junior
Mid
Senior
Director
UI Designer Brand Experience Principal
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PM SD RES IXD UI FE TECHGLOBAL
Design Ops is definitely a thing
DESIGN
OPERATIONS
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Junior
Mid
Senior
Director
Frontend Developer Design Engineer
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Junior
Mid
Senior
Director
Vertical growth is possible
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Junior
Mid
Senior
Director
Horizontal growth is possible as well
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Specialists
• specific skills
• innovators
• “evangelists”
• technicians
• efficient
• focus on quality
Generalists
• cross-discipline
• enablers
• coordinators
• big picture
• effective
• focus on outcomes
PM SD RES IXD UI DOPS FE TECHGLOBAL PM SD RES IXD UI DOPS FE TECHGLOBAL
TAG Late Night

Junior
Mid
Senior
Director
PM RES IXD UI DOPS FE TECHGLOBAL ICON ADMINSD CONTENT
Project Manager is not a role
but a set of responsibilities and skills
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Junior
Mid
Senior
Director
Design Director
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Managers used to be practitioners
and have strong design experience
Mid
Senior
Director
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Management is a choice.
It’s not a promotion,
it’s a career change.
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Designing teams is a design exercise
and is human-centered
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Henrik Rydberg
Interaction 16
Helsinki
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Junior
Mid
Senior
Director
PM RES IXD UI DOPS FE TECHGLOBAL ICON ADMIN
Help Tangible to grow as a company
business + market + people
SD CONTENT
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For team growth
• Hire more accurately
• Set clearer expectations about roles
• Balance teams
• Stronger competences
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For individual growth
• Clear career paths
• Different options to grow
• More objective one-on-one reviews
• Better spending of the training budget
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So far, so good ❤
• Feedback (internal and external)
• Conversations
• Team morale
• Trust
• Recruiting
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Tricky… 🤔
• Loose guidelines vs. career ladder
• Scalability
• Stepping into leadership roles is hard
• Personal maturity might need coaching
• Lack of models to develop soft skills
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Very tricky… 💩
• Hierarchy: needed? How much?
• Economic transparency: desirable?
• Salaries tied to the roles matrix
• Bonuses follow other criterias
• “Performance” reviews and one-to-one’s
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Things to monitor 📈
• Behaviors (unhealthy competition, envy,
conflicts…)
• One-to-one followups and updates  
over time
• Maturity
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Takeaways
• It’s a process, not a tool
• Alive and iterative, never done
• Shared and explained
• The goal is autonomy, not control
• A guide for individual and team growth
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Doing the work of translating someone else’s methods
to fit your culture is hard work. It needs to be designed.  
It needs to be assimilated, not just applied. 
—Dave Malouf, IXDA founder
TAG Late night

Luca Scarpa
Partner, CFO & Team Leader
@luscarpa 
luca@tangible.is
Nicolò Volpato
Founder & CEO
@nicolovolpato 
nick@tangible.is
Thank you!
TAG Late night

TAG Master UI - Late Night Talk - September 20th, 2019

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