Key Insights

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  The transition from waterfall to agile shifted focus from outputs to outcomes, profoundly changing how designers collaborate with product managers.

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  Early in her career, Asia experienced design as a constrained role, limited to polished deliverables and strict chain of command.

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  Product management centers on business value, metrics, and prioritization, involving deep work long before design involvement.

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  Design and product management overlap in research, user understanding, and vision, but maintain distinct responsibilities and skills.

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  Common conflicts include late involvement of designers, limited decision-making power, and balancing subjective design goals with objective business needs.

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  Involving designers early in sprint planning and stakeholder meetings improves design estimates and scope clarity.

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  Establishing team rituals like kickoffs, sprint planning, retrospectives, and bonding activities enhances alignment and morale, especially remotely.

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  Protecting designers' time and insisting on meeting agendas help maintain focus and enable effective iteration.

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  Documenting design decisions in multiple linked tools (like Figma and Jira) fosters transparency and cross-functional understanding.

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  Assuming positive intent and practicing curiosity over ego cultivate healthier collaboration between designers and product managers.

Notable Quotes