Summary
As product designers and product managers, working with each other can be confusing, frustrating, and sometimes causes conflict, especially as corporate expectations evolve and our roles increasingly overlap. How do we each play to our strengths, and still find a way to meet at the focus of our product; our users? In this talk, we will learn how our disciplines are both the same and differ, and how to become trusted partners towards our common goals, at any stage of our career.
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
"Project management was focused on outputs, assuming the correct feature was already defined."
"At General Assembly, I learned that product management is focused more on outcomes and iterative discovery."
"Design is not just aesthetics; it’s about what the product feels like, sounds like, and how it differentiates in the market."
"Accessibility isn’t just a checklist; it changes moment to moment for any individual."
"Product managers mean business — they have their hands in multiple pots long before designers join the team."
"Designers are often seen as bottlenecks because our work is harder to estimate and track than engineering’s."
"Collaborate and involve design early and often to better align on user goals and reduce friction."
"Building rapport and rituals helped our remote team foster camaraderie and trust."
"I learned to be relentless about prioritization and to hone in on specific details and use cases."
"Assume positive intent, practice a service mindset, and curiosity over ego — remember we’re all in this together."
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