Summary
We will see how we developed a design maturity model, adapting models from invision, McKinsey and papers measuring design impact from IBM to our particular context, in order to discover the main growth opportunities we had in our design practice and how we used outcomes/OKRs to define a detailed strategy for the designOps team.
Key Insights
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Organizational restructures can leave design teams feeling lost and without clear guidance, similar to being physically disoriented.
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Creating a design maturity model based on recognized industry reports helps provide a map and compass for teams to regain direction.
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Individual one-on-one conversations are critical to gain team buy-in when introducing complex models or change initiatives.
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Early versions of strategic tools may feel nebulous and need iterative refinement with team involvement to become useful.
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Combining behavioral indicators from multiple sources (McKinsey, Ambition, IBM) strengthens the relevance and applicability of a maturity model.
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A collaborative evaluation of team maturity encourages transparency about current state and highlights key areas for improvement.
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Dividing priority areas into smaller groups and assigning objectives fosters ownership and focused action within large teams.
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Using OKRs or other goal frameworks aligns design teams towards measurable progress within a broader organizational context.
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Understaffing in design ops teams is common even in large organizations but can be overcome through clear strategy and collaboration.
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A maturity model evolves from a theoretical framework to a practical GPS-like tool that guides ongoing team development and strategy.
Notable Quotes
"It was like giving a map that you could not read or even understand."
"We were lost in the forest and you come across this compass, maybe all time rusty, but still something a little bit useful."
"I was not able to come up for them to be involved so I had to learn how to structure it in a way that we could share how this was important for the team."
"After four years we were able to see in a concrete way what happened, the changes that we have been able to do for the organization."
"We finally instead of using the compass and the map we finally were able to build a GPS."
"It was like arriving to your home after a long day and just right to rest but at the same time you know you could not wait to continue working."
"Understaffing is consistent in design ops no matter where in the world you are."
"We chose to focus on research because we wanted to mirror, a bit more robust, the capability of the design teams to understand client needs."
"The model was the work of everybody, it was not just my job."
"I believe that maturity models could help define the strategy of the design team."
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