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Org Design for Design Orgs

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Kristin Skinner
Kristin Skinner

As organizations continue to establish and mature their in-house design teams, it turns out there’s very little common wisdom on what makes for a successful design organization. Books and presentations tend to focus on process, methods, tools, and outcomes, leaving a gap of knowledge when it comes to organizational and operational matters. In this talk, Kristin Skinner discusses how to coordinate efforts and structure teams within large organizations. She covers: - Realizing the Potential of Design - Organizational Models / The Centralized Partnership - The 5 Stages of Design Organizations - The 12 Qualities of Effective Design Organizations She also stresses the impact that design can have on business and highlights the importance of design managers in coordinating in-house efforts, advocating for quality, and enabling culture. More information can be found in Kristin's book with Peter Merholz, Org Design for Design Orgs: Building and Managing In-House Design Teams, published by O'Reilly in August 2016. http://orgdesignfordesignorgs.com/

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ORG DESIGN FOR DESIGN ORGS KRISTIN SKINNER MANAGING DIRECTOR, ADAPTIVE PATH HEAD OF DESIGN MANAGEMENT, CAPITAL ONE kristin@adaptivepath.com @adaptivepath @bettay
GENERATES NEW BUSINESS VALUE SOFTWARE IS EATING THE WORLD 2004 2011 Why are Companies Investing in Design?
We believe that 
 great experiences make 
 great businesses
Adaptive Path
Adaptive Path at Capital One
First User Experience Firm in US Elements of UX Experience Design Subject to Change Service Design This is Service Design Thinking Acquired by Capital One Enterprise Service Design Orchestrating Experiences
 This is Service Design Doing
 Org Design for Design Orgs 2001 2002 2007 2007 2011 2012 2014 2015 2016 A (very) brief history ADAPTIVE PATH
400 clients, 13 years, 12 countries, and 19 financial institutions Consumer Brands Sonos Samsung Hitachi General Electric Crayola Thule Asics Financial Services American Funds Ameriprise Financial BBVA Compass Deutsche Bank Morningstar And many more* Government NASA San Francisco Innovation Team United Nations Healthcare Connecture John Muir Health Mercy Health UCSF Medical Center UCSF School of Nursing Media AOL Getty Images Harvard Business Review O’Reilly PBS SK Telecom Technorati Thomson Reuter Non-Profit Ashoka Changemakers The Exploratorium McKesson Foundation National Public Radio Richland Public Library USC Technology Adobe Ask.com Flickr Google Microsoft Mozilla MySpace Palm Skype Snapfish Sun Twitter Travel & Tourism Airbnb Carnival Cruises Cathay Pacific Rail Europe Princess Cruises Vail Resorts Retail eBay Nike Lowe's REI Trek Zappos *That we can’t tell you about ADAPTIVE PATH
At Capital One, we work across the enterprise US CARD ADAPTIVE PATH CARD DESIGN TEAM BANK BANK DESIGN TEAM FINANCIAL SERVICES FS DESIGN TEAM ADAPTIVE PATH AT CAPITAL ONE
ADAPTIVE PATH AT CAPITAL ONE REIMAGINE 
 EXPERIENCES SIMPLIFY
 BUSINESS Line of Visibility We look at the entire system, inside and out
ADAPTIVE PATH AT CAPITAL ONE We’re composed of three groups with interrelated missions SERVICE EXPERIENCE DESIGN EVENTS NON-PROFITS DESIGN MANAGEMENT ADAPTIVE PATH ADAPTIVEPATH.ORG
DESIGN MANAGEMENT Design Managers make things go.
DESIGN MANAGEMENT Design Managers are the GPS of the design organization. We help to provide visibility and context, illuminate paths, help navigate roadblocks, and ensure alignment to help build an ecosystem of products and services to best serve our customers. What We Do
What We Do Coordinate Efforts Prioritize & Plan Advocate for Quality Enable Culture DESIGN MANAGEMENT
To be published September 2016 Early Release Available Now from O’Reilly Topics (partial list): → Realizing the Potential of Design → Organizational Models → The 5 Stages of Design Organizations → The 12 Qualities of Effective Design Organizations
→ Margaret Gould Stewart, Facebook → Bob Baxley, Pinterest (formerly Apple) → Catherine Courage, Docusign (formerly Citrix) → Dave Cronin, GE → Kaaren Hanson, Medallia (formerly Intuit) → Mike Davidson, Twitter → Prof. Sara Beckman, Haas School of Business → Milissa Tarquini, Scripps (formerly AOL) Interviews with Design Leaders → Chris Avore, Nasdaq → Secil Watson, Wells Fargo → Lesley Mottla, M. Gemi, formerly Zipcar → Braden Kowitz, Google Ventures → Leah Buley, Forrester (formerly Intuit) → Maria Giudice, Autodesk (formerly Facebook) → Chris McCarthy, Kaiser Permanente → Sabine Junginger, Author and Design Professor
REALIZING THE POTENTIAL 
 OF DESIGN
Everything is, or is becoming, a service
Design is Service Design
Definition Strategy and plan, 
 aka “Build the right thing.” By Peter Merholz, http://peterme.com. If you use it, please attribute it. Thanks. Initial Insight
Definition Strategy and plan, 
 aka “Build the right thing.” Understand the market Product Strategy Prototype Customer empathy Ideation Experience strategy By Peter Merholz, http://peterme.com. If you use it, please attribute it. Thanks. Initial Insight
Definition Strategy and plan, 
 aka “Build the right thing.” Understand the market Product Strategy Prototype Customer empathy Ideation Experience strategy By Peter Merholz, http://peterme.com. If you use it, please attribute it. Thanks. Initial Insight
Definition Strategy and plan, 
 aka “Build the right thing.” Understand the market Product Strategy Prototype Customer empathy Ideation Experience strategy Prototype solutions Flesh out solution Refine Sketch options Test prototypes User test Build Plan Ship Analyze By Peter Merholz, http://peterme.com. If you use it, please attribute it. Thanks. Initial Insight
Definition Execution Strategy and plan, 
 aka “Build the right thing.” Working through tradeoffs to deliver optimal solution, 
 aka “Build the thing right.” Understand the market Product Strategy Prototype Customer empathy Ideation Experience strategy Prototype solutions Flesh out solution Refine Sketch options Test prototypes User test Build Plan Ship Analyze By Peter Merholz, http://peterme.com. If you use it, please attribute it. Thanks. Initial Insight
Definition Execution Definition / Requirem ents Iterative design 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 Plan Ship Analyze By Peter Merholz, http://peterme.com. If you use it, please attribute it. Thanks. Initial Insight
Definition Execution Definition / Requirem ents Iterative design 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 design makes strategy concrete Prototype solutions Flesh out solution Refine Sketch options Test prototypes User test Build Plan Ship Analyze By Peter Merholz, http://peterme.com. If you use it, please attribute it. Thanks. Initial Insight
Definition Execution Definition / Requirem ents Iterative design 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 design makes strategy concrete design supports delivering experiences Prototype solutions Flesh out solution Refine Sketch options Test prototypes User test Build Plan Ship Analyze By Peter Merholz, http://peterme.com. If you use it, please attribute it. Thanks. Initial Insight
The Three-Legged Stool product/service business technology design Adapted from Don Norman
Organizational Models for Design Teams
Centralized Internal Services Your in-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 point of view easily dismissed Us vs Them Business unit disconnection
Decentralized and Embedded
Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews Decentralized and Embedded
DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews Decentralized and Embedded
P E E E E DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews D Decentralized and Embedded
D P P E E E E E E E E DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews D Decentralized and Embedded
D P P P E E E E E E E E E E E E DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews D D Decentralized and Embedded
D D P P P P E E E E E E E E E E E E E E E E DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews D D Decentralized and Embedded
D D P P P P P E E E E E E E E E E E E E E E E E E E E DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews D D D Decentralized and Embedded
D D DP P P 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
Decentralized and Embedded Everyone Gets 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
So, what now?
D D DP P P 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
D D DP P P 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
D D DP P P 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
D D DP P P 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
D D DP P P 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
D D DP P P 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 CS
D D DP P P 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 DD DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews Leadership Centralized Partnership CS
Centralized Partnership Best of both 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.
Deliver at all levels of scale
Deliver at all levels of scale 10,000 ft 1,000 ft The Big Picture Integrated view of company’s entire offering, brand traits
Deliver at all levels of scale 10,000 ft 1,000 ft The Big Picture Integrated view of company’s entire offering, brand traits 100 ft Strategy Requirements, briefs, desired results, planning, vision, 
 campaign concepts
Deliver at all levels of scale 10,000 ft 1,000 ft The Big Picture Integrated view of company’s entire offering, brand traits 100 ft Strategy Requirements, briefs, desired results, planning, vision, 
 campaign concepts 10 ft Structure Flows, service blueprints, wireframes, wayfinding, navigation, 
 brand standards and guidelines, visual language
Deliver at all levels of scale 1 ft Surface Typography, color, layout, interface design, spacing, animation, transitions 10,000 ft 1,000 ft The Big Picture Integrated view of company’s entire offering, brand traits 100 ft Strategy Requirements, briefs, desired results, planning, vision, 
 campaign concepts 10 ft Structure Flows, service blueprints, wireframes, wayfinding, navigation, 
 brand standards and guidelines, visual language
Proposed levels of scale 1 ft Surface Typography, color, layout, interface design, spacing, animation, transitions 10,000 ft 1,000 ft The Big Picture Integrated view of company’s entire offering, brand traits 100 ft Strategy Requirements, briefs, desired results, planning, vision, 
 campaign concepts 10 ft Structure Flows, service blueprints, wireframes, wayfinding, navigation, 
 brand standards and guidelines, visual language 40% 5% 15% 40% %
Structure of each design 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, writing, visual design, prototyping 10,000 ft 1 ft 10 ft 100 ft 1,000 ft D D D D DD CS
Organize for the customer journey
Let’s say you have a set of product teams… Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews
Keep teams focused on customer types Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews
Keep teams focused on customer types Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews D D D D TL
Keep teams focused on customer types Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews D D D D TL D D D D TL
Keep teams focused on customer types Buyer Design 
 Team Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews D D D D TL D D D D TL
Keep teams focused on customer types Buyer Design 
 Team Seller Design
 Team Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews D D D D TL D D D D TL
Keep teams focused on customer types Buyer Design 
 Team Seller Design
 Team Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews D D D D TL D D D D TL Buyer 
 Experience
Keep teams focused on customer types Buyer Design 
 Team Seller Design
 Team Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews D D D D TL D D D D TL Buyer 
 Experience Seller 
 Experience
Buyer Design 
 Team Seller Design
 Team D D D D TL D D D D TL Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews Buyer 
 Experience Seller 
 Experience D Keep teams focused on customer types
Make an Appointment Buyer Design 
 Team Seller Design
 Team D D D D TL D D D D TL Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews Buyer 
 Experience Seller 
 Experience D Keep teams focused on customer types
The 5 Stages of 
 Design Org Evolution
Stage 1: The Initial Pair HD PD
Stage 1: The Initial Pair HD PD Head of Design •creative •managerial •operational •(and, at this stage,
 a maker)
Stage 1: The Initial Pair HD PD Head of Design •creative •managerial •operational •(and, at this stage,
 a maker) Product Designer • Structure and/or • Surface
HD PD PD PD CS CD PD Stage 2: Full Team
HD PD PD PD CS CD PD Content Strategist •Voice and tone •Content structure •Copywriting Stage 2: Full Team
HD PD PD PD CS CD PD Content Strategist •Voice and tone •Content structure •Copywriting Communication Designer • Visual designers • Online and offline • Brand • Information design Stage 2: Full Team
HD PD PD CS TL PDPD CS UXR CD PD Stage 3: From Design Team to Design Org
HD PD PD CS TL PDPD CS UXR CD PD Team Lead •People manager •Domain expertise Stage 3: From Design Team to Design Org
HD PD PD CS TL PDPD CS UXR CD PD Team Lead •People manager •Domain expertise UX Researcher •Generative and evaluative •Highly leveraged Stage 3: From Design Team to Design Org
HD PD PD CS TL PDPD CS UXR CD PD Team Lead •People manager •Domain expertise UX Researcher •Generative and evaluative •Highly leveraged Head of Design, revisited •May struggle with scale and ops •Might need a new one Stage 3: From Design Team to Design Org
DM HD PD PD CS CD PDDM PD CS CD PD PM TL PDPD CS PD UXR UXR SD Stage 4: Coordination to Manage Complexity
DM HD PD PD CS CD PDDM PD CS CD PD PM TL PDPD CS PD UXR UXR SD Service Designer •Strategy and Structure •Integrates across teams Stage 4: Coordination to Manage Complexity
DM HD PD PD CS CD PDDM PD CS CD PD PM TL PDPD CS PD UXR UXR SD Service Designer •Strategy and Structure •Integrates across teams Design Program Manager •Communications •Organizational effectiveness •Operations Stage 4: Coordination to Manage Complexity
DM HD PD PD CS CD PDDM PD CS CD PD PM TL PDPD CS PD UXR UXR SD Service Designer •Strategy and Structure •Integrates across teams Design Program Manager •Communications •Organizational effectiveness •Operations Design Manager •Might be Team Lead •People manager •Still practices Stage 4: Coordination to Manage Complexity
Stage 5: Distributed Leadership HD UXR PM PM UXR DD DD CrD UXR UXR CT CT PDPD CS PD PDPD CS PD DM PD PD CS CD PD PD PD CS CD PD SD SD PD CS CD PD PD CS CD PD DR TL TL DM DM DM
Stage 5: Distributed Leadership HD UXR PM PM UXR DD DD CrD UXR UXR CT CT PDPD CS PD PDPD CS PD DM PD PD CS CD PD PD PD CS CD PD SD SD PD CS CD PD PD CS CD PD DR Design Director •Oversees a swath of teams/experiences •Integrates across teams TL TL DM DM DM
Stage 5: Distributed Leadership HD UXR PM PM UXR DD DD CrD UXR UXR CT CT PDPD CS PD PDPD CS PD DM PD PD CS CD PD PD PD CS CD PD SD SD PD CS CD PD PD CS CD PD DR Design Director •Oversees a swath of teams/experiences •Integrates across teams TL TL DM DM DM Creative Director •Focused solely on creative leadership •Establishes quality standards
Stage 5: Distributed Leadership HD UXR PM PM UXR DD DD CrD UXR UXR CT CT PDPD CS PD PDPD CS PD DM PD PD CS CD PD PD PD CS CD PD SD SD PD CS CD PD PD CS CD PD DR Design Director •Oversees a swath of teams/experiences •Integrates across teams TL TL DM DM DM Creative Director •Focused solely on creative leadership •Establishes quality standards Director of Research •Leads research team/ efforts •Insights hub
Stage 5: Distributed Leadership HD UXR PM PM UXR DD DD CrD UXR UXR CT CT PDPD CS PD PDPD CS PD DM PD PD CS CD PD PD PD CS CD PD SD SD PD CS CD PD PD CS CD PD DR Design Director •Oversees a swath of teams/experiences •Integrates across teams TL TL DM DM DM Creative Director •Focused solely on creative leadership •Establishes quality standards Director of Research •Leads research team/ efforts •Insights hub Creative Technologist •Prototypes new experiences •NOT a Front-end Dev
The Roles, Revisited Leadership Head of Design Design Manager/Director Creative Director Team Lead Director of Research Director of Design Program Management
 Core Design Product Designer Communication Designer Content Strategist UX Researcher Service Designer Design Program Manager Creative Technologist
12 Qualities of Effective
 Design Organizations
Foundation 1. Shared sense of purpose 2. Focused, empowered leadership 3. Authentic user empathy 4. Understand, articulate, and create value 12 Qualities of Effective Design Organizations Management 9. Treat team members as people, not resources 10. Diversity of perspective and background 11. Foster a collaborative environment 12. Manage operations effectively Output 5. Support the entire journey 6. Delivers at all levels of scale 7. Establish and uphold standards of quality 8. Values delivery over perfection
Thank You KRISTIN SKINNER MANAGING DIRECTOR, ADAPTIVE PATH HEAD OF DESIGN MANAGEMENT, CAPITAL ONE kristin@adaptivepath.com @adaptivepath @bettay

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Org Design for Design Orgs

  • 1. ORG DESIGN FOR DESIGN ORGS KRISTIN SKINNER MANAGING DIRECTOR, ADAPTIVE PATH HEAD OF DESIGN MANAGEMENT, CAPITAL ONE kristin@adaptivepath.com @adaptivepath @bettay
  • 2. GENERATES NEW BUSINESS VALUE SOFTWARE IS EATING THE WORLD 2004 2011 Why are Companies Investing in Design?
  • 3.
  • 4. We believe that 
 great experiences make 
 great businesses
  • 6. Adaptive Path at Capital One
  • 7. First User Experience Firm in US Elements of UX Experience Design Subject to Change Service Design This is Service Design Thinking Acquired by Capital One Enterprise Service Design Orchestrating Experiences
 This is Service Design Doing
 Org Design for Design Orgs 2001 2002 2007 2007 2011 2012 2014 2015 2016 A (very) brief history ADAPTIVE PATH
  • 8. 400 clients, 13 years, 12 countries, and 19 financial institutions Consumer Brands Sonos Samsung Hitachi General Electric Crayola Thule Asics Financial Services American Funds Ameriprise Financial BBVA Compass Deutsche Bank Morningstar And many more* Government NASA San Francisco Innovation Team United Nations Healthcare Connecture John Muir Health Mercy Health UCSF Medical Center UCSF School of Nursing Media AOL Getty Images Harvard Business Review O’Reilly PBS SK Telecom Technorati Thomson Reuter Non-Profit Ashoka Changemakers The Exploratorium McKesson Foundation National Public Radio Richland Public Library USC Technology Adobe Ask.com Flickr Google Microsoft Mozilla MySpace Palm Skype Snapfish Sun Twitter Travel & Tourism Airbnb Carnival Cruises Cathay Pacific Rail Europe Princess Cruises Vail Resorts Retail eBay Nike Lowe's REI Trek Zappos *That we can’t tell you about ADAPTIVE PATH
  • 9. At Capital One, we work across the enterprise US CARD ADAPTIVE PATH CARD DESIGN TEAM BANK BANK DESIGN TEAM FINANCIAL SERVICES FS DESIGN TEAM ADAPTIVE PATH AT CAPITAL ONE
  • 10. ADAPTIVE PATH AT CAPITAL ONE REIMAGINE 
 EXPERIENCES SIMPLIFY
 BUSINESS Line of Visibility We look at the entire system, inside and out
  • 11. ADAPTIVE PATH AT CAPITAL ONE We’re composed of three groups with interrelated missions SERVICE EXPERIENCE DESIGN EVENTS NON-PROFITS DESIGN MANAGEMENT ADAPTIVE PATH ADAPTIVEPATH.ORG
  • 13. DESIGN MANAGEMENT Design Managers are the GPS of the design organization. We help to provide visibility and context, illuminate paths, help navigate roadblocks, and ensure alignment to help build an ecosystem of products and services to best serve our customers. What We Do
  • 14. What We Do Coordinate Efforts Prioritize & Plan Advocate for Quality Enable Culture DESIGN MANAGEMENT
  • 15. To be published September 2016 Early Release Available Now from O’Reilly Topics (partial list): → Realizing the Potential of Design → Organizational Models → The 5 Stages of Design Organizations → The 12 Qualities of Effective Design Organizations
  • 16. → Margaret Gould Stewart, Facebook → Bob Baxley, Pinterest (formerly Apple) → Catherine Courage, Docusign (formerly Citrix) → Dave Cronin, GE → Kaaren Hanson, Medallia (formerly Intuit) → Mike Davidson, Twitter → Prof. Sara Beckman, Haas School of Business → Milissa Tarquini, Scripps (formerly AOL) Interviews with Design Leaders → Chris Avore, Nasdaq → Secil Watson, Wells Fargo → Lesley Mottla, M. Gemi, formerly Zipcar → Braden Kowitz, Google Ventures → Leah Buley, Forrester (formerly Intuit) → Maria Giudice, Autodesk (formerly Facebook) → Chris McCarthy, Kaiser Permanente → Sabine Junginger, Author and Design Professor
  • 17. REALIZING THE POTENTIAL 
 OF DESIGN
  • 18. Everything is, or is becoming, a service
  • 20. Definition Strategy and plan, 
 aka “Build the right thing.” By Peter Merholz, http://peterme.com. If you use it, please attribute it. Thanks. Initial Insight
  • 21. Definition Strategy and plan, 
 aka “Build the right thing.” Understand the market Product Strategy Prototype Customer empathy Ideation Experience strategy By Peter Merholz, http://peterme.com. If you use it, please attribute it. Thanks. Initial Insight
  • 22. Definition Strategy and plan, 
 aka “Build the right thing.” Understand the market Product Strategy Prototype Customer empathy Ideation Experience strategy By Peter Merholz, http://peterme.com. If you use it, please attribute it. Thanks. Initial Insight
  • 23. Definition Strategy and plan, 
 aka “Build the right thing.” Understand the market Product Strategy Prototype Customer empathy Ideation Experience strategy Prototype solutions Flesh out solution Refine Sketch options Test prototypes User test Build Plan Ship Analyze By Peter Merholz, http://peterme.com. If you use it, please attribute it. Thanks. Initial Insight
  • 24. Definition Execution Strategy and plan, 
 aka “Build the right thing.” Working through tradeoffs to deliver optimal solution, 
 aka “Build the thing right.” Understand the market Product Strategy Prototype Customer empathy Ideation Experience strategy Prototype solutions Flesh out solution Refine Sketch options Test prototypes User test Build Plan Ship Analyze By Peter Merholz, http://peterme.com. If you use it, please attribute it. Thanks. Initial Insight
  • 25. Definition Execution Definition / Requirem ents Iterative design 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 Plan Ship Analyze By Peter Merholz, http://peterme.com. If you use it, please attribute it. Thanks. Initial Insight
  • 26. Definition Execution Definition / Requirem ents Iterative design 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 design makes strategy concrete Prototype solutions Flesh out solution Refine Sketch options Test prototypes User test Build Plan Ship Analyze By Peter Merholz, http://peterme.com. If you use it, please attribute it. Thanks. Initial Insight
  • 27. Definition Execution Definition / Requirem ents Iterative design 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 design makes strategy concrete design supports delivering experiences Prototype solutions Flesh out solution Refine Sketch options Test prototypes User test Build Plan Ship Analyze By Peter Merholz, http://peterme.com. If you use it, please attribute it. Thanks. Initial Insight
  • 30. Centralized Internal Services Your in-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 point of view easily dismissed Us vs Them Business unit disconnection
  • 31.
  • 35. P E E E E DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews D Decentralized and Embedded
  • 36. D P P E E E E E E E E DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews D Decentralized and Embedded
  • 37. D P P P E E E E E E E E E E E E DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews D D Decentralized and Embedded
  • 38. D D P P P P E E E E E E E E E E E E E E E E DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews D D Decentralized and Embedded
  • 39. D D P P P P P E E E E E E E E E E E E E E E E E E E E DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews D D D Decentralized and Embedded
  • 40. D D DP P P 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. Decentralized and Embedded Everyone Gets 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
  • 42.
  • 44. D D DP P P 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
  • 45. D D DP P P 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
  • 46. D D DP P P 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
  • 47. D D DP P P 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
  • 48. D D DP P P 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
  • 49. D D DP P P 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 CS
  • 50. D D DP P P 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 DD DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews Leadership Centralized Partnership CS
  • 51. Centralized Partnership Best of both 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.
  • 52. Deliver at all levels of scale
  • 53. Deliver at all levels of scale 10,000 ft 1,000 ft The Big Picture Integrated view of company’s entire offering, brand traits
  • 54. Deliver at all levels of scale 10,000 ft 1,000 ft The Big Picture Integrated view of company’s entire offering, brand traits 100 ft Strategy Requirements, briefs, desired results, planning, vision, 
 campaign concepts
  • 55. Deliver at all levels of scale 10,000 ft 1,000 ft The Big Picture Integrated view of company’s entire offering, brand traits 100 ft Strategy Requirements, briefs, desired results, planning, vision, 
 campaign concepts 10 ft Structure Flows, service blueprints, wireframes, wayfinding, navigation, 
 brand standards and guidelines, visual language
  • 56. Deliver at all levels of scale 1 ft Surface Typography, color, layout, interface design, spacing, animation, transitions 10,000 ft 1,000 ft The Big Picture Integrated view of company’s entire offering, brand traits 100 ft Strategy Requirements, briefs, desired results, planning, vision, 
 campaign concepts 10 ft Structure Flows, service blueprints, wireframes, wayfinding, navigation, 
 brand standards and guidelines, visual language
  • 57. Proposed levels of scale 1 ft Surface Typography, color, layout, interface design, spacing, animation, transitions 10,000 ft 1,000 ft The Big Picture Integrated view of company’s entire offering, brand traits 100 ft Strategy Requirements, briefs, desired results, planning, vision, 
 campaign concepts 10 ft Structure Flows, service blueprints, wireframes, wayfinding, navigation, 
 brand standards and guidelines, visual language 40% 5% 15% 40% %
  • 58. Structure of each design 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, writing, visual design, prototyping 10,000 ft 1 ft 10 ft 100 ft 1,000 ft D D D D DD CS
  • 59. Organize for the customer journey
  • 60. Let’s say you have a set of product teams… Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews
  • 61. Keep teams focused on customer types Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews
  • 62. Keep teams focused on customer types Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews D D D D TL
  • 63. Keep teams focused on customer types Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews D D D D TL D D D D TL
  • 64. Keep teams focused on customer types Buyer Design 
 Team Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews D D D D TL D D D D TL
  • 65. Keep teams focused on customer types Buyer Design 
 Team Seller Design
 Team Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews D D D D TL D D D D TL
  • 66. Keep teams focused on customer types Buyer Design 
 Team Seller Design
 Team Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews D D D D TL D D D D TL Buyer 
 Experience
  • 67. Keep teams focused on customer types Buyer Design 
 Team Seller Design
 Team Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews D D D D TL D D D D TL Buyer 
 Experience Seller 
 Experience
  • 68. Buyer Design 
 Team Seller Design
 Team D D D D TL D D D D TL Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews Buyer 
 Experience Seller 
 Experience D Keep teams focused on customer types
  • 69. Make an Appointment Buyer Design 
 Team Seller Design
 Team D D D D TL D D D D TL Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews Buyer 
 Experience Seller 
 Experience D Keep teams focused on customer types
  • 70. The 5 Stages of 
 Design Org Evolution
  • 71. Stage 1: The Initial Pair HD PD
  • 72. Stage 1: The Initial Pair HD PD Head of Design •creative •managerial •operational •(and, at this stage,
 a maker)
  • 73. Stage 1: The Initial Pair HD PD Head of Design •creative •managerial •operational •(and, at this stage,
 a maker) Product Designer • Structure and/or • Surface
  • 75. HD PD PD PD CS CD PD Content Strategist •Voice and tone •Content structure •Copywriting Stage 2: Full Team
  • 76. HD PD PD PD CS CD PD Content Strategist •Voice and tone •Content structure •Copywriting Communication Designer • Visual designers • Online and offline • Brand • Information design Stage 2: Full Team
  • 78. HD PD PD CS TL PDPD CS UXR CD PD Team Lead •People manager •Domain expertise Stage 3: From Design Team to Design Org
  • 79. HD PD PD CS TL PDPD CS UXR CD PD Team Lead •People manager •Domain expertise UX Researcher •Generative and evaluative •Highly leveraged Stage 3: From Design Team to Design Org
  • 80. HD PD PD CS TL PDPD CS UXR CD PD Team Lead •People manager •Domain expertise UX Researcher •Generative and evaluative •Highly leveraged Head of Design, revisited •May struggle with scale and ops •Might need a new one Stage 3: From Design Team to Design Org
  • 81. DM HD PD PD CS CD PDDM PD CS CD PD PM TL PDPD CS PD UXR UXR SD Stage 4: Coordination to Manage Complexity
  • 82. DM HD PD PD CS CD PDDM PD CS CD PD PM TL PDPD CS PD UXR UXR SD Service Designer •Strategy and Structure •Integrates across teams Stage 4: Coordination to Manage Complexity
  • 83. DM HD PD PD CS CD PDDM PD CS CD PD PM TL PDPD CS PD UXR UXR SD Service Designer •Strategy and Structure •Integrates across teams Design Program Manager •Communications •Organizational effectiveness •Operations Stage 4: Coordination to Manage Complexity
  • 84. DM HD PD PD CS CD PDDM PD CS CD PD PM TL PDPD CS PD UXR UXR SD Service Designer •Strategy and Structure •Integrates across teams Design Program Manager •Communications •Organizational effectiveness •Operations Design Manager •Might be Team Lead •People manager •Still practices Stage 4: Coordination to Manage Complexity
  • 85. Stage 5: Distributed Leadership HD UXR PM PM UXR DD DD CrD UXR UXR CT CT PDPD CS PD PDPD CS PD DM PD PD CS CD PD PD PD CS CD PD SD SD PD CS CD PD PD CS CD PD DR TL TL DM DM DM
  • 86. Stage 5: Distributed Leadership HD UXR PM PM UXR DD DD CrD UXR UXR CT CT PDPD CS PD PDPD CS PD DM PD PD CS CD PD PD PD CS CD PD SD SD PD CS CD PD PD CS CD PD DR Design Director •Oversees a swath of teams/experiences •Integrates across teams TL TL DM DM DM
  • 87. Stage 5: Distributed Leadership HD UXR PM PM UXR DD DD CrD UXR UXR CT CT PDPD CS PD PDPD CS PD DM PD PD CS CD PD PD PD CS CD PD SD SD PD CS CD PD PD CS CD PD DR Design Director •Oversees a swath of teams/experiences •Integrates across teams TL TL DM DM DM Creative Director •Focused solely on creative leadership •Establishes quality standards
  • 88. Stage 5: Distributed Leadership HD UXR PM PM UXR DD DD CrD UXR UXR CT CT PDPD CS PD PDPD CS PD DM PD PD CS CD PD PD PD CS CD PD SD SD PD CS CD PD PD CS CD PD DR Design Director •Oversees a swath of teams/experiences •Integrates across teams TL TL DM DM DM Creative Director •Focused solely on creative leadership •Establishes quality standards Director of Research •Leads research team/ efforts •Insights hub
  • 89. Stage 5: Distributed Leadership HD UXR PM PM UXR DD DD CrD UXR UXR CT CT PDPD CS PD PDPD CS PD DM PD PD CS CD PD PD PD CS CD PD SD SD PD CS CD PD PD CS CD PD DR Design Director •Oversees a swath of teams/experiences •Integrates across teams TL TL DM DM DM Creative Director •Focused solely on creative leadership •Establishes quality standards Director of Research •Leads research team/ efforts •Insights hub Creative Technologist •Prototypes new experiences •NOT a Front-end Dev
  • 90. The Roles, Revisited Leadership Head of Design Design Manager/Director Creative Director Team Lead Director of Research Director of Design Program Management
 Core Design Product Designer Communication Designer Content Strategist UX Researcher Service Designer Design Program Manager Creative Technologist
  • 91. 12 Qualities of Effective
 Design Organizations
  • 92. Foundation 1. Shared sense of purpose 2. Focused, empowered leadership 3. Authentic user empathy 4. Understand, articulate, and create value 12 Qualities of Effective Design Organizations Management 9. Treat team members as people, not resources 10. Diversity of perspective and background 11. Foster a collaborative environment 12. Manage operations effectively Output 5. Support the entire journey 6. Delivers at all levels of scale 7. Establish and uphold standards of quality 8. Values delivery over perfection
  • 93. Thank You KRISTIN SKINNER MANAGING DIRECTOR, ADAPTIVE PATH HEAD OF DESIGN MANAGEMENT, CAPITAL ONE kristin@adaptivepath.com @adaptivepath @bettay