Summary
Building a DesignOps practice from the ground up is not an easy feat especially for a large bank. Everyone looks at DesignOps as the silver bullet. Expectations, right sizing commitments, hiring diverse skills and setting goals and priorities. We started from 2 to 4 then 8 and now 16. Our growth has not been easy. I will share stories and anecdotes how the team has evolved and created visible impact in the organization. The audience will take away key lessons learned and strategies they can apply in their own organizations. We all can become heroes of our own DesignOps story. Takeaways: How to create a visible impact in your organization. How to hire for diverse skills How to set reasonable expectations and priorities
Key Insights
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Design operations used to be an informal part-time role often combined with design leadership before becoming a dedicated discipline.
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Prioritizing design ops work requires deep research and listening to identify true pain points rather than assuming what needs fixing.
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Onboarding programs that are high touch and adaptable enabled seamless transitions from in-person to remote during the pandemic.
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Using a Design Ops Canvas helps document current and future states to guide priorities and book of work.
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Referring to all team members simply as Designers with capital D reduces confusion from overly specific titles.
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There is a critical shortage of genuine junior designer roles, often masked by requiring years of experience.
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Creating development programs for fresh grads and interns cultivates future senior designers and leaders.
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Introducing digital recruiters and HR learning specialists into design ops teams bridges gaps with hiring managers and fosters growth.
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Dual career paths offering equivalent seniority for managers and individual contributors help retain and motivate designers.
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Amplifying impact involves building strong relationships across orgs through regular one-on-ones and sharing design solutions cross-functionally.
Notable Quotes
"Before design operations was a thing, design managers had to do everything, from recruiting to career ladders."
"I don’t know what needs fixing until we listen, observe, and apply research to the organization."
"Week one onboarding was like technology hazing week — dealing with too many systems and passwords."
"We are all designers with a capital D. That’s how I unify the team and reduce confusion."
"If you require five years of experience for a junior role, that’s not junior. That’s killing the next generation of designers."
"We hired a digital recruiter not to become a designer, but to bridge gaps between design and recruiting."
"Dual career paths mean you don’t have to become a manager to grow and get visibility and seniority."
"Results don’t speak for themselves. We have to speak for what we do or others will frame it for us."
"One-on-ones with team members, peers, and senior leaders keep you relevant, caring, and aware of what’s going on."
"Say no relentlessly. If you say yes to too much, you’ll fail at what you promised to deliver."
Or choose a question:
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