DesignOps in Changing Organisations: What you do You Become

1. DESIGNOPS IN CHANGING
ORGANISATIONS:
WHAT YOU DO YOU BECOME
@marcela_ospina
www.marcelaospina.com

2. 2BP2017
Transformations in numbers
Digital transformation programmes are
failing…

3. 3BP2017
Transformations in numbers
Only 5% of digital transformation
programmes have successful outcomes.
(Bain, 2017, McKinsey, 2018).

4. 4BP2017
What successful companies
do?
80%of transforming companies that focused
on culture sustained performance.
0%of those who didn’t focus on culture
achieved sustained performance.
(BCG , 2018).

5. 5BP2017
• Promote flatter structures and
collaboration.
• Encourage trust and transparency,
fostering psychological safety for
team effectiveness (e.g. sharing and
transparent culture).
• Attract and retain digital talent.
• Support multi-disciplinary skills.
• Embrace adaptability to change.
DIGITAL CULTURE PRACTICES IN
SUCCESSFUL ORGANISATIONS

6. 6BP2017
HOW MIGHT DESIGNOPS
HELP ORGANISATIONS
BUILD A SUCCESSFUL
DIGITAL CULTURE?

7. BP2017
Change internal processes to
make decisions faster
Upskill employees
Internal digital leadership
Alignment of strategy and
vision
Adopt an experimentation
mindset
Internal aspects
Of change
How to align inward and
outward change?
DesignOps
Integrating
Aligning
Standardising
Scaling
Measuring
and tracking
External
Aspects of change
Technological updates focused
on following trends
Impact of profitability and
industry trends
Focus and knowledge of the
customers’ journey
T

8. 8BP2017
DESIGNOPS ARCHETYPES:
AN ANTHROPOLOGICAL
INTERPRETATION

9. I 9BP2017
“Change is not optional”
The Slow Burner’s
power is to mobilise,
inspire and align.
THE SLOW BURNER
The Slow Burner: Forced to
change
Goal
To simplify service
offering and promote
collaboration across
teams.
Drive:
Achievement/growth
“I want to transform by
influencing people with
a vision”
Barriers/challenges:
Legacy constrains, silos,
low morale, slow
processes, uneven skill
spread.
Superpowers and
achievements:
To set up of a design
practice to develop user-
centred services.

10. 10BP2017
The Slow Burner, a large telecoms
organisation, was responsible for
transforming its IT department to deliver
better services.

11. 11BP2017
But…
The complexities of remote teams, mixed
ways of working and different skillsets
complicated the Slow burner’s goal.
The teams wanted to understand why
change their way of doing things.

12. 12BP2017
So…
The Slow burner geared their efforts
towards placing designers in each of the
teams and setting up a central design hub.
The outcome was their DesignOps
process…

13. 13BP2017
Th Slow Burner DesignOps
model
Disconnected Internal aspects
Disconnected external aspects
Aspects connected to one another

14. I 14BP2017
“MIXING AND
MATCHING”
The hybrid’s super power
is to combine forces to
adapt to the inevitable
THE HYBRID
Hybrid: Mixing and matching to
adapt
Goal
To combine forces
across teams to deliver
common outcomes.
Drive:
Diversity + belonging
“I want to join forces to
design a better future”
Barriers/challenges:
Changing socio-economic
environment and lack of
collaboration and
communication amongst
teams.
Superpowers and
achievements:
To convince multiple
teams to combine forces
towards a common goal.

15. 15BP2017
The Hybrid, a financial organisation, was
responsible for developing a new
operating model for its IT department to
adapt to digital transformation.

16. 16BP2017
The programme was organised across
different teams, responsible for various
services.
But One day, the teams realised that they
were not talking to each other and there
was no collaboration.

17. 17BP2017
Because of that,
The Hybrid set up a central design hub
and created smaller and multi-disciplinary
teams to help other teams complete their
work.

18. 18BP2017
The Hybrid DesignOps Model
Disconnected Internal aspects
Disconnected external aspects
Aspects connected to one another

19. 19BP2017
A WORKING DESIGNOPS
MODEL

20. 20BP2017
All encompassing aspects
An aspiring DesignOps Models
model

21. 21BP2017
Success is driven by social
traits
KEY POINTS
Targeting people’s mindsets at a team level,
upskilling employees and aligning the
workstreams’ goals with the company’s vision are
the ingredients of a successful DesignOps
transformation model.
A balanced and all encompassing DesignOps
model can succeed, by maintaining and
systematically measuring the digital culture.
The role of the organisation’s leadership in setting
a direction, aligning the company’s vision with the
teams’ culture and supporting DesignOps is
crucial to transforming and scaling fast.