An Organizational Story: Salesforce Lightning Design System
Summary
The speaker, drawing on sociological research and internal interviews at Salesforce with UX designers, engineers, and executives, explores how the Salesforce Lightning Design System (SLDS) was conceived and successfully adopted. Unlike a typical executive-driven rollout, SLDS began as a scrappy, grassroots initiative by designers tackling concrete problems such as the disconnect between design and implementation, and the complexity of CSS for engineers. Salesforce’s history as a cloud-based CRM expanding into diverse customer success tools contextualizes this effort. The team learned from challenges faced by customers and partners who reverse-engineered Salesforce’s UI to maintain brand consistency. Trust among team members was crucial, fostered through clear design principles (clarity, efficiency, consistency, beauty) and transparent collaboration methods, including an internal “giving a blank” scale to evaluate passion on issues. The team prioritized building live components to demonstrate value instead of just documentation. Sharing via presentations, internal tools, and Salesforce’s Trailhead platform extended adoption beyond the core team, even as rapid scaling created new documentation challenges. Importantly, the design system elevated UX’s organizational role, securing a consistent presence in company decisions. The speaker highlights ongoing experimentation, including using the design system flexibility for user research. They close noting that despite the system’s maturity, no one has fully figured out design systems yet, underscoring an exciting phase for this evolving practice.
Key Insights
-
•
The Salesforce Lightning Design System succeeded primarily due to addressing real problems for people, not just technological innovation.
-
•
SLDS originated as a scrappy grassroots initiative rather than a top-down executive mandate.
-
•
A core internal challenge was bridging the gap between what designers envisioned and what engineers implemented, especially with CSS complexities.
-
•
Trust within the design system team, supported by explicit communication methods like the ‘giving a blank’ scale, was fundamental for productive collaboration.
-
•
Salesforce’s design principles (clarity, efficiency, consistency, beauty) served as a unifying language across teams and stakeholders.
-
•
Building live components early and fast helped the design system team demonstrate value and gain buy-in rather than relying on documentation alone.
-
•
Sharing extensively using internal communications, office hours, and the Trailhead learning platform accelerated adoption inside and outside Salesforce.
-
•
The design system helped unify disparate codebases and acquired companies, preserving brand consistency at scale.
-
•
The existence of the design system strengthened the organizational role of UX, ensuring UX teams have a seat at the decision-making table.
-
•
Ongoing challenges include managing rapid adoption scale and integrating user research creatively using the design system’s flexibility.
Notable Quotes
"I’m exceptionally qualified to talk about design systems because I’ve never used one until recently."
"The success of SLDS is not about the technology itself but about people and relationships."
"The design system started as a scrappy corner initiative of designers doing the right thing."
"Engineers don’t want to mess with CSS; they want to write business logic."
"One of the biggest problems was the gap between what designers designed and what got built."
"Trust was cultivated with design principles like clarity, efficiency, consistency, and beauty serving as a North Star."
"We built living components as conversation starters, showing instead of telling."
"Sharing is hustle — holding brown bags, office hours, town halls, and surveys to get feedback."
"Making the design system open source put Salesforce and the UX team on the map."
"UX now has a seat at the table — maybe not next to the CEO, but definitely in the room — thanks in large part to the design system."
Or choose a question:
More Videos
"Being humble enough to ask a competitor for feedback changed everything and led directly to job offers."
Corey LongHiring in DesignOps: A Critical Study on How to Hire and Get Hired
September 23, 2024
"We are the problem we’re trying to replace — some legacy digital systems we created 20 years ago are still running."
Sarah Auslander Betsy Ramaccia Gordon RossInsights Panel
November 18, 2022
"You can’t expect people to comply with standards if you don’t know who they are."
Lisa WelchmanCleaning Up Our Mess: Digital Governance for Designers
June 14, 2018
"Community input is invaluable in crafting solutions that work for everyone."
Lena ShenkarenkoCollaborative Wireframing for Creating Team Alignment and Shipping Better Products
October 21, 2020
"Profit making and shareholder value have been a huge part of the problem if we want a sustainable world."
Christian BasonExpand—Rethinking Design for Public Challenges
September 14, 2022
"Everything is a prototype — every program is different based on feedback from managers, participants, and speakers."
Nicole UmphressDelivering Design Education During a Global Pandemic: Lessons Learned
June 9, 2022
"In jazz, the structure is head, I solo, you solo, then back to head—repeated often and universally."
Jim KalbachJazz Improvisation as a Model for Team Collaboration
November 6, 2017
"Building relationships with our internal partners may well be the highest leverage aspect of our jobs."
Bob BaxleyTheme 4: Intro
January 8, 2024
"We often center the point of view of dominant demographics and ignore the needs of those we never speak to."
Megan CamposWhat Did I Miss? The Hidden Costs of Deprioritizing Diversity in User Research
March 12, 2021
