Summary
Most DesignOps practices, whether new or established, tackle a handful of common areas: hiring, workflows & process, culture & morale, among others. While you can find plenty of tools and best practices for these areas on- and offline, there are no one-size-fits-all solutions. Every company, team, toolset, and timeline is different, and the road to solutions is often, if not always, messy. Based on my experiences co-building DesignOps and Design Management practices at Pandora and Capital One, this talk will pull back the curtain on common problems we’ve been asked to solve and the scrappy, yet effective ways we’ve delivered early solutions, value, and measurable outcomes.
Key Insights
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Organizational ambiguity post-acquisition creates anxiety and low morale which design ops can directly address.
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A scrappy approach—prioritizing progress over perfection—enables design ops teams to deliver impactful solutions quickly.
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Lack of role clarity and inaccessible documentation often cause confusion and inefficiency within design teams.
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Consolidating dispersed knowledge into a simple, shareable playbook improves team alignment and understanding of vision and goals.
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Grounding team guidance in frameworks like Hackman’s Five Factor Model can structure design ops efforts effectively.
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Introducing a common vocabulary (e.g., McKinsey’s Horizon model) helps teams discuss work consistently and facilitates cross-team collaboration.
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Measuring qualitative factors, such as team sentiment and clarity, can provide valid metrics of design ops impact.
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Design ops value must be proven not only upward to leadership but also sideways and downward to teammates and partners.
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Design ops documentation should be visual, high-level, and conversational to encourage engagement beyond wiki deep dives.
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Continuous evolution and iteration in design ops are essential; there is no fixed end state, so regular updates and roadshows sustain momentum.
Notable Quotes
"Being scrappy means being determined to get shit done without letting perfect get in the way of better."
"Nobody knows what design ops is."
"The team doesn’t understand who’s responsible for what or the difference between a design manager and a design lead."
"Without clarity, some of the smallest bumps in the road become harder and harder to overcome."
"People’s eyes glaze over whenever we open our wiki, so we distilled workflow documentation down to high-level visualizations."
"We turned feelings into data—feeling better is a valid success metric."
"Our playbook content started showing up in other people’s random decks without us even knowing it."
"There is no end state in design ops; it’s a constant state of evolution."
"We rolled out the playbook without our manager’s approval—scrappy AF."
"If you don't understand what your audience values, you won’t prove value."
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