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Summary
On paper, UX reviews are a no-brainer. Teams want feedback. Leaders want quality. Experts are willing to help. So why wasn’t it working? What seemed like a simple ask—“let’s offer UX reviews to teams”—quickly exposed a mess of invisible complexity: unclear ownership, inconsistent experiences, too many ad hoc requests, and burned-out senior designers doing unrecognized labor. There was so much willingness to help and share knowledge, but not enough of a system or support to scale. So we decided to design it. This is the case study of how we created an internal UX Review service, not just a process. Co-led by service design and design ops, we mapped the end-to-end journey—from request intake to reviewer matching to documentation and follow-up. We built shared definitions of success. We tackled coordination debt. And we designed for the system, not just the moment so we considered who participates, who decides, who benefits, and who sustains it. The project became a love story between two disciplines (Service Design and DesignOps), between intention and implementation to navigate the ambiguous intersection of what the business needs, what designers say they want, and what actually helps everyone do better work. More than that, it challenged us to apply our design craft to ourselves. What does it mean to design services for designers? How do we balance flexibility and fairness in a knowledge org? And how do we turn a “nice to have” into a performance driver?
Key Insights
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Intentional, structured collaboration outperforms random or ad hoc teamwork in globally distributed UX teams.
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Creating shared language and purpose, such as through a naming workshop, builds strong alignment beyond task-level agreement.
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Forming a dedicated collaboration squad with explicit agreements on logistics, tools, and interpersonal support strengthens team performance.
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Coordinated collaboration includes recognizing distinct but complementary roles, enabling each partner to do their best work while supporting the other.
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Small feedback loops and check-ins sustain momentum and build collaboration muscle memory over time.
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Increasing coordination can triple project impact from 2-3 to 10-11 projects per quarter with less individual effort.
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Service design and design ops partnership drives service innovation and operational sustainability together.
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Collaboration rituals and structured sessions replace reliance on chance hallway conversations, fostering alignment.
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Focusing on learning and adaptive capacity within teams enhances UX knowledge sharing and continuous improvement.
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Looking beyond traditional roles, operational or program managers can fulfill some design ops coordination functions in organizations lacking dedicated roles.
Notable Quotes
"Each of us is a superhero managing our own work and advocating for design best practices in silos."
"Coordinated collaboration is about designing our efforts with purpose to sustain peak performance conditions."
"Naming was nothing about the name; it was about creating alignment and clarity of purpose."
"Once collaboration loops start compounding, they become muscle memory and the structure supports our work."
"You do not rise to the level of your goals, you fall to the level of your systems."
"Small feedback comments like, 'Hey, how’s that going?' keep the momentum alive in addition to structured meetings."
"Our partnership is like cat and dog—sharing a body but having distinct identities and personalities."
"Increasing coordinated collaboration increased our service capacity by 200%."
"We intentionally created space to talk about career goals, stress, and how to support each other as a team."
"Program managers are the unsung heroes who can back up design ops work in many organizations."
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