10. Drawn from experience running a design firm, going in-
house
Concern that these big investments are not going to
pay off, at least not to nearly their potential
At issue is not the product of design, but the unseen
stuff “behind the scenes” that ultimately affects that
quality
Why Us?
11.
12.
13.
14.
15.
16. →Margaret Gould Stewart, Facebook
→Bob Baxley, Pinterest (formerly Apple)
→Catherine Courage, Docusign (formerly Citrix)
→Phil Gilbert, IBM
→Dave Cronin, GE
→Kaaren Hanson, Medallia (formerly Intuit)
→Mike Davidson, Twitter
→Prof. Sara Beckman, Haas School of Business
→Milissa Tarquini, Scripps (formerly AOL)
→Chris Avore, Nasdaq
Informed by interviews with Design Leaders
→Secil Watson, Wells Fargo
→Lesley Mottla, M. Gemi (formerly Zipcar)
→Matias Duarte, Google
→Braden Kowitz, Google Ventures
→Sara Khoury, Google, Walmart
→Leah Buley, Forrester (formerly Intuit)
→Maria Giudice, Autodesk (formerly Facebook)
→Chris McCarthy, Kaiser Permanente
→Irene Au, Khosla Ventures (formerly Yahoo, Google)
17. “Designers need to show up
like business people first, just
like any other discipline.”
- Bob Schwartz, GM Global Design, GE Healthcare
18.
19.
20.
21.
22. YOU CAN’T CHANGE THE PRODUCT
OR SERVICE WITHOUT CHANGING
THE ORGANIZATION
LESSON #1
24. 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. Value delivery over perfection
25. “Half the decisions in
organizations fail.”
- Paul Nutt, Author and Professor, Ohio State University
30. Stage 1: The Initial Pair
HD
PD
Head of Design
•creative
•managerial
•operational
•(and, at this stage,
a maker)
31. 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
34. HD
PD PD
PD
CS CD
PD
Content Strategist
•Voice and tone
•Content structure
•Copywriting
Communication Designer
• Visual design
• Online and offline
• Brand
• Information design
Stage 2: Full Team
41. DM
HD
PD
PD
CS CD
PDDL
PD
CS CD
PD
DpM
TL
PDPD
CS PD
UXR UXR
SD
Service Designer
•Strategy and
Structure
•Integrates across
teams
Design Lead
•Might be Team Lead
•People manager
•Still practices
Stage 4: Coordination to Manage Complexity
42. DM
HD
PD
PD
CS CD
PDDL
PD
CS CD
PD
DpM
TL
PDPD
CS PD
UXR UXR
SD
Service Designer
•Strategy and
Structure
•Integrates across
teams
Design Practice/
Program Manager
•Practice, communication
and prioritization
•Organizational
effectiveness
Design Lead
•Might be Team Lead
•People manager
•Still practices
Stage 4: Coordination to Manage Complexity
44. Does your team suffer these issues?
• trouble coordinating internally, particularly around process,
communications, and file management
• difficulty collaborating with other parts of the organization
• inappropriate staffing on projects and programs
• lack of visibility into related work streams
• duplicated efforts
• non-existent measurement
• Fragmented decision-making
48. Big “O" Operations
Annual planning to ensure adequate headcount
Compensation packages that are fair for the market
Adjustments to performance reviews to suit designers
Facilities and IT to support collaborative work styles
Policy changes to support real customer research
Big “O” Operations
50. Our mission is to be strategic
partners who ensure cross-
functional collaboration to create
human-centered design.
VISION
DESIGN MANAGEMENT AT CAPITAL ONE
51. A high-performing Design Management
practice coordinates efforts and knowledge
sharing, facilitates prioritization, guides
quality and effectiveness, and enables an
environment where designers want to grow.
OPPORTUNITY
DESIGN MANAGEMENT AT CAPITAL ONE
53. Design Practice Manager
Partner with Heads of
Design to manage the
business matters of
design
Design Operations
Core team of
operations, finance
and relationship
experts providing
shared services across
the design
organization
Design Program Manager
Partner with Design Leads
on the highest priority
initiatives, programs,
platforms
DESIGN MANAGEMENT
DESIGN MANAGEMENT AT CAPITAL ONE
54. Design Practice Managers at the Portfolio
level are partners with Heads of Design
across LOBs to ensure efforts are prioritized
for the highest impact, the right people are
working on those efforts, and that they are
effectively delivered.
DESIGN MANAGEMENT ROLES
DESIGN MANAGEMENT AT CAPITAL ONE
55. Design Program Managers flex from being
strategic to tactical in the design process
ensuring program and team health to deliver
exceptional human-centered services and
products.
DESIGN MANAGEMENT ROLES
DESIGN MANAGEMENT AT CAPITAL ONE
56. Design Operations focuses on the health of
the practice, the people, and the projects.
DESIGN MANAGEMENT ROLES
DESIGN MANAGEMENT AT CAPITAL ONE
57. IMPACT
DESIGN MANAGEMENT AT CAPITAL ONE
→ Design Program Management
Toolkit
→ Finance Program, Playbook &
Toolkit
→ Design Agency & Contractor
Management Program
→ Jira Intake Process: Prioritization,
Pipeline, Qualification
→ Design Measurement
→ Design Showcase
→ Design Management Maturity Model
→ Community of Practice
→ Standardized Reporting- Game Plans
58. Stage 5: Distributed LeadershipHD
UXR
DpM
DpM
UXR
DD DD
CrD
UXR
UXR
CT CT
PDPD
CS PD
PDPD
CS PD
DL
PD
PD
CS CD
PD
PD
PD
CS CD
PD
SD SD
PD
CS CD
PD
PD
CS CD
PD
DR
TL
TL
DL
DL
DL
59. Stage 5: Distributed LeadershipHD
UXR
DpM
DpM
UXR
DD DD
CrD
UXR
UXR
CT CT
PDPD
CS PD
PDPD
CS PD
DL
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
DL
DL
DL
60. Stage 5: Distributed LeadershipHD
UXR
DpM
DpM
UXR
DD DD
CrD
UXR
UXR
CT CT
PDPD
CS PD
PDPD
CS PD
DL
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
DL
DL
DL
Creative Director
•Focused solely on
creative leadership
•Establishes quality
standards
61. Stage 5: Distributed LeadershipHD
UXR
DpM
DpM
UXR
DD DD
CrD
UXR
UXR
CT CT
PDPD
CS PD
PDPD
CS PD
DL
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
DL
DL
DL
Creative Director
•Focused solely on
creative leadership
•Establishes quality
standards
Director of Research
•Leads research team/
efforts
•Insights hub
62. Stage 5: Distributed LeadershipHD
UXR
DpM
DpM
UXR
DD DD
CrD
UXR
UXR
CT CT
PDPD
CS PD
PDPD
CS PD
DL
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
DL
DL
DL
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
63. The Roles, Revisited
Leadership
Head of Design
Design Lead/Director
Creative Director
Team Lead
Director of Research
Director of Design Management
Design Practice Manager
Core Design
Product Designer
Communication Designer
Content Strategist
UX Researcher
Service Designer
Design Program Manager
Creative Technologist
64. THERE IS NO ONE-SIZE-FITS-ALL
FOR DESIGN OPS
LESSON #3
65. IT TAKES A RELATIVELY SMALL
TEAM TO HAVE IMPACT
LESSON #4