Summary
When Rachel pivoted from content design to design operations, it turned out that she had a different understanding of what this meant than her VP, who envisioned a conventional program manager. Rachel brought a very different perspective and set of skills to the role — which was a learning experience for both of them. In becoming involved with the various design ops communities, and later, when she was interviewing to hire three new team members, Rachel was fascinated by the variety of backgrounds of people both already practicing and looking to enter the field. Some are more like what her VP expected, focused on milestone planning and tracking, resource allocation and budgeting. Others design and implement processes and manage shared toolsets. Some serve as chiefs of staff (which can also mean many different things). Some plan and host team meetings, ceremonies, and retreats. Others focus on research ops. And many — especially teams of one — do a little bit of everything. More and more leaders are beginning to understand the value of design operations — but some think the function should look or behave a certain way. DesignOps pros, though, know that every team and organization is different, and the only way they and their teams can succeed is by tailoring their approach to address those specific needs. This facilitated conversation will explore what brings people to DesignOps, how their backgrounds inform their practice, and how design ops practitioners can give themselves the permission and fuel they need to make this argument and structure things the way they believe will have the most impact.
Key Insights
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Diversity in backgrounds strengthens design Ops teams and contributes to more effective organizations.
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Transferable skills, such as strong communication and problem-solving abilities, are crucial for success in design operations.
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A background in project management or mentorship enhances understanding of team dynamics and operational needs.
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Listening tours and engagement with team members are essential for identifying areas needing improvement.
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Hiring candidates with unconventional paths can introduce fresh perspectives and innovative ideas.
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Empathy and curiosity should be foundational values within design operations.
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Understanding and improving onboarding processes are critical for team integration and effectiveness.
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Communicating the value of operational improvements helps in gaining support from leadership.
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Building a community and support networks within the design field fosters continued learning and development.
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Quick wins can demonstrate value in design operations and help secure more resources.
Notable Quotes
"Diversity in our backgrounds benefits everyone involved."
"Each of our roles involves a set of useful transferable skills."
"Building community in the workplace is a key component of design operations."
"A lot of us have been doing design operations since before it was a formal title."
"Relationships are like currency; if you have strong connections, you'll thrive in your career."
"I'm not looking for cookie-cutter candidates; I want people with unique stories."
"Design teams have similarities, but each team has unique needs and challenges."
"Discovering what organizational needs exist requires relentless improvement."
"You can make the biggest impact by showing quick wins."
"The best way to get buy-in for more design ops capacity is to demonstrate the value you're providing."
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