Summary
Product managers and designers, why don't we always get along? One side claims team ownership but often overrides team decisions, while the other longs for a seat at the table but remains quiet in high-stake discussions. Iain and IHan believe that building a genuine partnership begins with aligning leadership. They will share how they established this partnership and cascaded it down to the individual level. Additionally, they will discuss their methods for guiding teams in shifting their mindset toward cross-functional collaboration. Their goal is to cultivate a trusting relationship so that team members can navigate disagreements respectfully and move forward cohesively once decisions are reached.
Key Insights
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Nearly half of teams see product and design as a 'two-headed dragon' with conflicting visions rather than a unified team.
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Mutual commitment from leaders to collaborate can shift teams from siloed roles to shared ownership effectively.
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Including designers in business conversations increases their understanding and confidence, leading to better decisions.
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Designers benefit from direct interaction with cross-functional teams like customer care and implementation to gain real user insights.
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Adopting business language helps designers frame their work in terms that resonate beyond design, facilitating buy-in.
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Viewing ambiguity as assembling a puzzle rather than a fog enables teams to make progress without full clarity upfront.
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Designing in the open—sharing early, imperfect work—sparks conversation and aligns teams, despite initial discomfort.
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Leadership modeling vulnerability, such as sharing unfinished work, shifts team culture towards openness.
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Direct communication between product and design avoids misunderstandings and speeds up course corrections.
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Building personal relationships, especially with quieter team members, is essential to encourage engagement and collaboration.
Notable Quotes
"31% say design just executes product’s vision, 48% say product and design have different visions, only 21% say they work together towards shared goals."
"Our hypothesis was we could create better product faster with more eyes looking at the problem, not just product."
"If you’re not embarrassed by what you share, you’ll share too late."
"Business language is for communication. We use it to explain why user centricity matters to broader audiences."
"Ambiguity is like doing a 3000-piece puzzle without knowing what the end picture looks like. You start piecing edges first."
"Designers tend to work behind closed doors because the design process is messy and chaotic, and they don’t want people to see that."
"When product says no to design, it’s not personal—it’s about prioritization and what’s most urgent right now."
"More frequent, open communication and direct conversations helped us avoid assumptions and deliver something usable quickly."
"Leadership needs to give specific directions to open up space for collaboration and inclusion."
"Knowing your teammates personally helps in remote settings, especially for encouraging shy or quiet engineers to engage."
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