Summary
With the growing turbulence companies face (e.g. recent financial downturns and the pandemic before that), Design with a big D and its sub disciplines (including DesignOps) finds itself deeply and directly impacted by resource reduction and/or resource re-distribution. In this session, we will bring our years of expertise from working with companies of different shapes and forms to explore techniques that help design leadership shield Design Orgs from the impact of uncertainties and be prepared to have those tough conversation when and if needed. Furthermore, we will explore how you can manage the consequences of these events when they become inevitable, but you still need to maintain a strong Design capability.
Key Insights
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Aligning design ops goals with invisible organizational culture reduces risk of team cuts during adversity.
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Using Porter's value chain helps identify which design activities directly impact business value.
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Skills mapping should include resilience factors like comfort with ambiguity and adaptability.
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Risk planning is underutilized in design ops but critical for preparing teams for unpredictable challenges.
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Identifying leading indicators in risk scenarios allows teams to act early before crises escalate.
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Communicating clearly during ambiguity prevents team anxiety and misinformation.
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Risk planning tools enable stakeholders to represent design ops interests when teams aren’t present.
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No single tool solves all problems; combining goal alignment, skill mapping, and risk planning enhances preparedness.
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Understanding primary vs supporting business activities helps prioritize design ops contributions effectively.
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Early conversations with business leaders about risks and team capabilities build mutual understanding and trust.
Notable Quotes
"Our very survival depends on our ability to stay awake, adjust to new ideas, remain vigilant, and face the challenge of change."
"When adversity arises, showing your team aims at the same business target lowers chances of negative impact."
"Design ops is often seen as a cost unit, which makes showing business value even more critical."
"You ask yourself, does this activity directly impact the quality, feature, price, or customer experience?"
"Being comfortable with ambiguity means having team members who can bring structure to uncertainty."
"People often fill gaps in communication with their own anxieties, so clear communication is key."
"Risk doesn’t usually happen out of the blue; there are driving forces you can watch for."
"Leading indicators help you be on the front foot and act before a risk becomes a crisis."
"Sometimes you won’t be in the room for tough conversations, so having stakeholders who understand your views is vital."
"These tools aren’t about adding bureaucracy but enabling teams to perform at their best under pressure."
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