Summary
The hustle of “Uber 1.0” (moving fast and breaking things) is still remnant in parts of Uber's culture today. As a DesignOps team of two to start, Maggie had to break through many barriers to help quickly and effectively implement a new practice. Within one year, the team grew to 14 Design Program Managers working across 6 global, distributed design studios. How does a team scale and find their voice amidst many cultural challenges, negative news cycles, and multiple rounds of layoffs? This talk will explore how DesignOps can remain a constant pillar of reliability when the structures around a Design team are constantly evolving.
Key Insights
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The design ops team at Uber has grown from 1 to 15 members in three years, emphasizing the importance of scalability.
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Creating consistency across teams is essential for navigating change and uncertainty effectively.
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Shifting responsibilities can be uncomfortable, but necessary for team efficiency and focus on core functions.
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Operationalizing great ideas can lead to significant improvements in team morale and output, as seen with initiatives like 'ship magic'.
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Self-service tools, such as the UX research hub, empower teams and alleviate pressure on limited resources.
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Clear definitions of design engagement and responsibilities help maintain focus and prioritize high-impact work.
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Structured flexibility allows teams to adapt quickly to changing business needs, fostering resilience.
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Tactics like stakeholder reviews create visibility into the design process, improving collaboration between teams.
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Promoting social responsibility through design initiatives can enhance team engagement and morale.
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A focus on internal organization fosters a sense of calm within teams during external chaos.
Notable Quotes
"I couldn't really find a home there, so I transferred to the product design team."
"Working at Uber requires grit and who doesn't want a little excitement in their day?"
"Do not judge me by my success, judge me by how many times I fell down and got back up again."
"Our team has lived the effort in the engagement space to really map out our deliverables and activities."
"With less reliance on researchers, we created a toolkit for folks to leverage when doing their own studies."
"We have a shared definition of what quality means across cross-functional teams."
"I believe it’s what makes this type of environment exciting and it keeps me coming back."
"We've found pockets of joy that we've been able to insert into our day to day."
"The power to say no has been the blessing in disguise."
"We've helped create a design culture around resilience."
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