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Leveling Up Design Leadership
This document discusses strategies for elevating design leadership and maturity. It suggests starting by expanding the design practice to connect with other teams, govern standards and processes, deliver work, build trust, and promote design thinking. This involves assessing skills, establishing metrics, identifying leaders, and showing successes. It also recommends developing designers' careers through coaching, mentoring, expanding responsibilities and autonomy. The document argues that elevating design maturity means making design more influential in shaping business strategy and decisions for the better.
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Leveling Up Design Leadership
- 1. LEVELING UP DESIGN LEADERSHIP CHRISAVORE @EROVA [email protected] LINKEDIN.COM/IN/CHRISAVORE SOURCES: EROVA.COM/LBD-SOURCES.HTML Illustration by LINCOLN AGNEW LEVELING UP DESIGN LEADERSHIP
- 2. C H RI S AV O R E · @ E R O VA FLORIDA RULES APPLY *
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- 4. C H RI S AV O R E · @ E R O VA 2016 227 PAGES!!! 2015
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- 12. THE 4TH INDUSTRIALREVOLUTION MOBILE INTERNET ROBOT AUTOMATION ARTIFICIAL INTELLIGENCE Klaus Schwab Founder of the World Economic Forum, 2016 THE 4TH INDUSTRIAL REVOLUTION
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- 14. Mobile internet Source: IDC Globalsmartphone shipments Source: International Federation of Robotics automation Shipment of robots Source: Dimensions Artificial intelligence Mentions of ML in academic papers
- 15. Every company acrossevery industry is now compelled to reconsider their traditional ways of doing business to keep pace with rapidly changing technology and consumer expectations.
- 16. The convergence ofdigital technologies with breakthroughs in materials science and even biology means we’re seeing an emergence of entirely new ways in which to live and what it means to be human.
- 17. We’re either witnessingthe end of work as we know it or “merely” a profound transformation of what jobs humans do. CHRIS MIMS, WALL STREET JOURNAL
- 18. ?What does aprofound transformation of what jobs [design leaders] do look like?
- 19. 1 2 3ELEVATEEXPANDEVOLVEEVOLVEELEVATE DESIGN LEADERSHIP THE DESIGN PRACTICE DESIGN MATURITY EXPAND
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- 22. Most managers havebeen either explicitly or implicitly trained to think in terms of accomplishing fixed goals, tasks, and deliverables in a predictable world… AMY EDMONSON HARVARD BUSINESS SCHOOL
- 23. …We all knowwe’re not in that kind of world — and yet the fundamental mindset and skills of management work best for fixed, understandable, reasonably predictable deliverables. AMY EDMONSON HARVARD BUSINESS SCHOOL
- 25. FIXED GOALS •Risk averse •Designingthe planned thing •Research only confirms decisions or suggests cosmetic changes FIXED TASKS FIXED DELIVERABLES PREDICTABLE • Specs must be heavily documented so management approves and development teams begin work • Linear approach: Step by step design process, often in separate silos • Only focused on delivering something on time and to spec •Deliverables don’t change based on what teams learn • Rote methods prioritizing consistency in approach and execution
- 26. • Did theboss like it? • Does it meet all the requirements? • Did we hand it off on time? • Did dev have to make changes? DETERMINE SUCCESS BY:
- 27. Business Product Dev When will thisship? How many designers do you need? How many releases will this take? Me
- 28. The complex, transformative,and distributed nature of the 4th Industrial Revolution demands a new type of leadership Schwab calls Systems Leadership.
- 29. Systems leadership preparesus for leading smaller, temporal groups arranged in squads, or small, balanced teams of designers working alongside product managers, working alongside devs.
- 30. Leading teams withoutauthority is now the only way to get things done
- 34. INTERCONNECTEDNESS VS DISCONNECTION CIRCULARVS LINEAR EMERGENCE VS SILOS • Emphasize a clear vision and north star • Show how design work drives business value • Diverse teams involved sooner • Monitor behaviors that change over time via multiple feedback loops • Review research with cross-functional teams to make sure findings reflect reality • Promote—not just tolerate—new or unexpected outcomes when co- designing with colleagues, partners, customers • Map experiences beyond just the perceived beginning and end of use
- 35. WHOLES VS PARTS SYNTHESISOVER ANALYSIS RELATIONSHIPS INSTEAD OF ISOLATION • Interview more than just direct users—include 2nd & 3rd roles • Map multiple touchpoints of the larger ecosystem • Monitor organizational alignment goals, priorities, and milestones • Self-aware of their own position relative to others • Cognitive humility: asking questions is ok • Foster psychological safety • Embrace individual ideas to be evaluated by the group • Promote double-loop learning
- 36. • Did itcreate positive business value? • Does it create an impact? • To whom are these results important? • Did we learn anything unexpected we must address now? • Where else can we drive change? DETERMINE SUCCESS BY:
- 37. Include diverse teams soonerin kickoffs, research, vision exercises, journeys Share research across projects, teams and timelines Monitor ethical inflection points through multiple methods throughout product development, not just at the start or end Map goals that stakeholders want, that they’re measured by, and tailored to your culture (engineering, sales, product, etc) 3 421 STARTING MONDAYSTARTING MONDAY
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- 40. C H RI S AV O R E · @ E R O VA
- 41. Scaling the designpractice means establishing, governing, and evangelizing the practices, norms, and methods for how design should be done at your organization, as it grows beyond your original remit across lines of business and products, even if it’s not you directly managing the output or outcomes
- 42. When we talkabout scaling a business, we’re not just talking about growing it. We’re talking about improving its ability to handle growth. REID HOFFMAN BLITZSCALING
- 43. LINES OF BUSINESS,PRODUCTS, BUSINESS UNITS CONNECT GOVERN DELIVER TRUST PROMOTE
- 44. Observe & Listen AssessSkill Levels Learn the business Identify allies, promoters, skeptics Build rapport w/ primary teams Understand the hierarchy Introduce/Reinforce UCD methodology Share User Research Identify High Performers Begin designing for re-use Hire Generalists Foster relationships w/ secondary stakeholders Create checkpoints for ethics Establish measures for design quality: metrics, KPI, OKR, analytics Find inefficiencies in similar activities Spin Design Ops into own practice/team/role Empower new design leaders Hire Specialists Evangelize thought leadership Show improvement via sales, retention, margin, revenue, etc Empower new design teams Evangelize, educate Identify new allies, skeptics, etc Show successes at portfolio level, not product level Continue identifying new leaders Research and advise on innovation, new ventures LINES OF BUSINESS, PRODUCTS, BUSINESS UNITS
- 45. Observe & Listen AssessSkill Levels Learn the business Identify allies, promoters, skeptics Build rapport w/ primary teams Understand the hierarchy Introduce/Reinforce UCD methodology Share User Research Identify High Performers Begin designing for re-use Hire Generalists Foster relationships w/ secondary stakeholders Create checkpoints for ethics Establish design quality: metrics, KPI, OKR, analytics Find inefficiencies in similar activities Spin Design Ops into own practice/team/role Empower new design leaders Hire Specialists Evangelize thought leadership Show improvement via sales, retention, margin, revenue, etc Empower new design teams Evangelize, educate Identify new allies, skeptics, etc Show successes at portfolio level, not product level Continue identifying new leaders Research and advise on innovation, new ventures LINES OF BUSINESS, PRODUCTS, BUSINESS UNITS PROMOTE
- 46. Observe & Listen AssessSkill Levels Learn the business Identify allies, promoters, skeptics Build rapport w/ primary teams Understand the hierarchy Introduce/Reinforce UCD methodology Share User Research Identify High Performers Begin designing for re-use Hire Generalists Foster relationships w/ secondary stakeholders Create checkpoints for ethics Establish design quality: metrics, KPI, OKR, analytics Find inefficiencies in similar activities Spin Design Ops into own practice/team/role Empower new design leaders Hire Specialists Evangelize thought leadership Show improvement via sales, retention, margin, revenue, etc Empower new design teams Evangelize, educate Identify new allies, skeptics, etc Show successes at portfolio level, not product level Continue identifying new leaders Research and advise on innovation, new ventures LINES OF BUSINESS, PRODUCTS, BUSINESS UNITS PROMOTE DELIVER
- 47. Your design team____________________ then prioritize CONNECTGOVERNDELIVERTRUST PROMOTE • Observe & Listen • Assess Skill Levels • Learn the business • Identify allies, skeptics • Build rapport • Understand the hierarchy • Create checkpoints for ethics • Introduce/Reinforce UCD methodology • Identify High Performers • Establish measures for design quality: metrics, KPI, OKR, analytics • Research and advise on innovation, new ventures • Show improvement via sales, retention, margin, revenue, etc • Evangelize thought leadership • Identify new allies, skeptics, etc • Show successes at portfolio level, not product level • Keep recent case studies nearby • Speak at internal events • Include diverse teams sooner and more frequently • Share user research • Show how your work can be reused to solve others’ problems • Use co-design practices in journeys, research, etc • Use design systems as a bridge • Find inefficiencies in similar activities • Spin Design Ops into own practice/team/role • Include diverse teams in design system committees • Position governance as a way to avoid problems later, not a power grab
- 48. Your design team Otherbusiness units with no design presence then prioritize CONNECTGOVERNDELIVERTRUST PROMOTE • Observe & Listen • Assess Skill Levels • Learn the business • Identify allies, skeptics • Build rapport • Understand the hierarchy • Create checkpoints for ethics • Introduce/Reinforce UCD methodology • Identify High Performers • Establish measures for design quality: metrics, KPI, OKR, analytics • Research and advise on innovation, new ventures • Show improvement via sales, retention, margin, revenue, etc • Evangelize thought leadership • Identify new allies, skeptics, etc • Show successes at portfolio level, not product level • Keep recent case studies nearby • Speak at internal events • Include diverse teams sooner and more frequently • Share user research • Show how your work can be reused to solve others’ problems • Use co-design practices in journeys, research, etc • Use design systems as a bridge • Find inefficiencies in similar activities • Spin Design Ops into own practice/team/role • Include diverse teams in design system committees • Position governance as a way to avoid problems later, not a power grab
- 49. Your design team Otherdesigners in other teams CONNECTGOVERNDELIVERTRUST PROMOTE then prioritize • Observe & Listen • Assess Skill Levels • Learn the business • Identify allies, skeptics • Build rapport • Understand the hierarchy • Create checkpoints for ethics • Introduce/Reinforce UCD methodology • Identify High Performers • Establish measures for design quality: metrics, KPI, OKR, analytics • Research and advise on innovation, new ventures • Show improvement via sales, retention, margin, revenue, etc • Evangelize thought leadership • Identify new allies, skeptics, etc • Show successes at portfolio level, not product level • Keep recent case studies nearby • Speak at internal events • Include diverse teams sooner and more frequently • Share user research • Show how your work can be reused to solve others’ problems • Use co-design practices in journeys, research, etc • Use design systems as a bridge • Find inefficiencies in similar activities • Spin Design Ops into own practice/team/role • Include diverse teams in design system committees • Position governance as a way to avoid problems later, not a power grab
- 50. It may notbe enough to just scale the design practice to better handle more work with higher expectations. We have to develop the careers of our designers so they grow with our organizations, not out.
- 51. • Individual interests: Wherean individual wants to grow and improve • Team/Group interests: Where the entire team or group of individuals want to develop • Just-in-time development: Where you may be weakest and who is interested in getting better to meet a near-term need • Long term practice development: Where your team can begin addressing needs for skills or specialization you expect to materialize later MAP WHERE YOUR INDIVIDUALS AND TEAM SHOULD GROW
- 52. COACH KNOW YOUR ROLETO DEVELOP YOUR TEAM MENTOR SPONSOR Let’s develop a three- month plan to improve how you’re prioritizing projects. What led you to choose that path? Would you do it differently knowing what you know now? What do you think success will look like in six months? How will you know you’ve achieved it? I want to share how I encountered a similar situation. When I was in your position, I was too risk- averse. This is how I started to change that behavior. When I had a difficult boss, this is how I approached it every day. I suggested you present the team’s work at the annual Sales Kick Off. I reached out to the conference organizer to ask you about speaking at their event. I nominated you to participate in the company’s Leadership Development program. “ “ “
- 53. • Enable Autonomy •Expand the Scope of Responsibility • Show Their Work Matters • Delegate Strategically DEVELOP YOUR TEAM WITH INTENTION
- 54. Explore how design systemscan reduce rework across teams and businesses to free you up to work on the hard problems—but don’t just talk to fellow designers Evaluate how design operations may standardize how design work gets done for your designers and others— but don’t just talk to fellow designers Complete a Design Team Charter so your team maintains an identity articulating who you are, what you do and don’t do Be prepared to coach peers and partners who are less familiar with design, instead of your own teams and directs. 3 421 STARTING MONDAYSTARTING MONDAY
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- 59. Companies with highdesign maturity…are more likely to see cost savings, revenue gains, productivity gains, speed to market, and brand and market position improvements through their design efforts. “
- 60. What [the McKinsey]survey unambiguously shows, however, is that the companies with the best financial returns have combined design and business leadership through a bold, design-centric vision clearly embedded in the deliberations of their top teams. “
- 61. But more importantlythan just being a better asset for business to improve shareholder returns, elevating design maturity means we as design leaders are more influential to the business. We can shape things for the better.
- 62. Design is decoration Design iswhat happens in a workshop Design is a standardized scalable process Design is a hypothesis followed by experiments Design is business strategy 3 4 521 40% 21% 21% 12% 5%
- 63. Incorporate more user researchand collaboration into digital product design. 3 4 521 Streamline repeatable processes and scale the practice of design via design operations and design systems Strengthen experimentation practices by committing to developing hypothesis, running tests, and measuring results. Apply design methods to new challenges in the business, bringing design thinking into the boardroom and employing design exploration to discover the next business opportunity.
- 64. • De-risk developmentby continually listening, testing, and iterating with end-users. • Measure and drive design performance with the same rigor as revenues and costs. • Break down internal walls between physical, digital, and service design. • Make user-centric design everyone’s responsibility. • Strengthen experimentation practices by committing to developing hypothesis, running tests, and measuring results. • Incorporate more user research and collaboration into digital product design. • Streamline repeatable processes and operationalize design. • Apply design methods to business problems such as customer journeys & discovery research to evaluate new business segments or acquisitions
- 65. 1 2 3ELEVATEEXPANDEVOLVEEVOLVEELEVATE DESIGN LEADERSHIP THE DESIGN PRACTICE DESIGN MATURITY EXPAND
- 66. ?What does aprofound transformation of what jobs [design leaders] do look like?
- 67. The design industryis in great position to lead organizations into this fourth industrial revolution to deliver better, more useful, sustainable products while generating improved benefits for the business and our communities because of the methods we use to innovate and our proximity to the customer
- 68. Design thinking—particularly employing thetechniques and philosophy of human- centered design—as well as systems thinking approaches… “
- 69. …can help usunderstand the structures that guide the world and appreciate how new technologies may shift systems into new configurations “
- 70. Being a designleader at this time of huge technological c h a n g e c o m e s w i t h a responsibility to act.
- 71. In previous industrialrevolutions, too little effort was made to protect the vulnerable whether due to unintended consequences, second or third order impacts, or deliberate misuse of these new technologies.
- 72. 1. Systems, nottechnologies 2. Empower, not determine 3. By design, not default 4. Values as a feature, not a bug SCHWAB’S FRAMEWORK TO GUIDE SYSTEMS LEADERS
- 73. LEVELING UP DESIGN LEADERSHIP CHRISAVORE @EROVA [email protected] LINKEDIN.COM/IN/CHRISAVORE SOURCES: EROVA.COM/LBD-SOURCES.HTML Illustration by LINCOLN AGNEW LEVELING UP DESIGN LEADERSHIP
- 74. THANK YOUTHANK YOU CHRISAVORE @EROVA [email protected] LINKEDIN.COM/IN/CHRISAVORE SOURCES: EROVA.COM/LBD-SOURCES.HTML