Summary
Digital products and services are experiencing another challenging inflection point, with cautious and shrinking product organisations offset by the as-yet undefined promise and potential of AI augmentation. Design practitioners are right to be nervous, as components of our core craft become increasingly commodified by automated solutions. At the same time, the current AI goldrush risks driving us towards a series of potential negative outcomes: a flooded marketplace, customer fatigue, and potentially serious long-term harms. In a concise and rousing talk, I hope to highlight how designers are already well placed to shape the future of digital experiences, and can be empowered further by a handful of intentional shifts in where we apply our ‘pressure points of design’ within our teams, organisations and client relationships. Far from being sidelined, I believe by challenging some of our assumed ways of working and changing the conversation, design practice can emerge stronger and more crucial than ever.
Key Insights
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Design operations must evolve to support designers moving from craft to strategy and governance.
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Shifting from product to service-level thinking helps align disparate value streams around a shared customer narrative.
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Service design tools like blueprints can be introduced subtly to build cross-team transparency and prioritization.
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Without a clear vision connection, teams drift into silos, retreating to quantity-driven feature delivery and selective customer feedback.
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Designers placed in strategic orchestration roles can elevate discussions leftwards into high-level strategy.
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Design operations should embed ethics, inclusivity, and sustainability principles as core enablers, not afterthoughts.
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Operationalizing behaviors and values through tools like design systems builds both capability and intrinsic motivation.
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Virtual, cross-disciplinary experiment teams offer an effective way to demonstrate design operations' value quickly.
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Overlap between design leadership and design ops roles is context-dependent and pragmatic collaboration is preferable to strict separation.
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Achieving a seat at the table is not the endpoint; designers should stabilize and guide organizations through uncertainty.
Notable Quotes
"Designers should be the voice that stabilizes that wonky table helping our teams, our clients, our organizations to survive and to thrive in this period of heightened uncertainty."
"We are perfectly optimized for where we’re at, but where do we want to go?"
"If you only have time for one topic in a session with VPs and heads, make it the definition of success."
"Service design is such a powerful kind of stealth strategy approach."
"We’ve honed and refined our mechanisms for output, for scale, for growth, and even in moments of high uncertainty, organizations still measure success through quantity."
"Teams stuck in the back room doing API work are only two steps away from the customer."
"Being an essential strategic partner needs visible action and outcomes, not simply evangelism."
"Operations alone might be a tough sell in an organization that has traditionally undervalued design."
"A product mindset is still essential but brings limitations and blind spots we need to address with service thinking."
"Overlap between design leadership and ops is context based; pragmatic collaboration gets things moving faster."
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