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Summary
On January 10th, lean expert and author Jeff Gothelf joined us to take your questions and talk about the intersection of lean and design in general.
Key Insights
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Businesses need to prioritize customer-centric practices and design integration in their strategies.
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Agile transformations require understanding 'being agile' as opposed to merely 'doing agile'.
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Dedicated designers within teams are vital for success, as they mitigate resource conflicts.
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Highlighting the drawbacks of under-resourcing design can aid in securing further investment in UX.
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We must connect outcomes to customer behavior changes, not just internal outputs like reduced load times.
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Using OKRs can align teams with strategic goals, enabling a shared vision across departments.
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Effective knowledge management is essential for scaling design and agile practices in large organizations.
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Cultural alignment is crucial: design must be embedded in the organization's DNA to withstand regime changes.
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HR plays a pivotal role in facilitating organizational transformation, particularly in recruiting and culture building.
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Proactive transparency about design and research work can garner organizational support for UX initiatives.
Notable Quotes
"A designer juggling multiple teams has to decide which two people am I going to piss off today."
"Highlighting productivity gaps can shed light on the counterproductive nature of under-resourcing design."
"When we staff properly, we see faster iteration and better productivity."
"The measure of success should change from output to changes in customer behavior."
"If you don't hire designers, you're still gonna get design. It's just gonna suck."
"The best organizations are the ones where design is part of the organizational value."
"You can measure the success of your team by the behavior changes in your users."
"In a complex organization, HR is the gatekeeper to successful enterprise-wide transformation."
"The key is to align teams with business outcomes rather than project outputs."
"I believe the Learning and Development people in HR are vital for organizational change."
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