Summary
In large organizations, design is often sparse or intentionally decentralized in a way that places it subservient to Product and Engineering—and ultimately limits its potential for impact. Knowing that, is it possible to create a basis for change? How might we address the decentralization of design with the goal of increasing design maturity and producing better outcomes? How can we apply the design process organization-wide and across silos? In this session, Jess Greco will discuss how the team at Mastercard is approaching change management through the lens of: Individuals and their needs The organization and its needs Efforts to align those two sets of needs Jess will also share results of Mastercard’s experimental Customer Experience Design Guild; investments in Learning & Development; and Guild-wide efforts to reframe how the organization views the practices and processes that support human-centered design.
Key Insights
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Design maturity is essential for achieving customer-centric product development.
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The pandemic accelerated the need for a shift in focus from legacy products to innovative new offerings.
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Cultural change in design requires ongoing advocacy and leadership support.
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Building a community among design practitioners fosters collaboration and reduces isolation.
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A skills inventory can provide valuable data to align design capabilities with business needs.
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Successful design dependency requires clearly defined roles and collaboration among cross-functional teams.
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Creating support structures and incentives is crucial for motivating change in design practices.
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Evidence-based practices help in securing investment and prioritization for design initiatives.
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Understanding organizational dynamics influences the development and deployment of design skills.
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Continuous learning and adaptation are key drivers for sustaining design excellence.
Notable Quotes
"Design outcomes reflect the quality of customer understanding and collaboration."
"We need to get better at betting that new products will stand on their own sooner than later."
"We can't force people to partner with design, but partnering makes it easier to meet framework requirements."
"Changing the outcomes also means changing the incentives on all fronts."
"Our program teams have to make more customer-centric decisions or risk affecting their budgets or even bonuses."
"If we're not all working from a common set of beliefs and values, lasting change becomes so much harder."
"The guild is more than a community; we're shifting incentives strategically."
"Designing for differentiation can create constructive friction with partners."
"It's crucial to create the conditions our people need to be successful."
"Operating in an evidence-based way has made it so much less difficult."
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