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Summary
A career path to DesignOps can come from various walks of professional life. There isn’t a straight line from design practitioner to design ops manager. During this session we spoke with Peter Merholz, co-author of Org Design for Design Orgs, to explore what skills, backgrounds, and mindsets make for strong DesignOps managers. And what exceptions there might be to the rule.
Key Insights
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Design operations as a formal discipline emerged organically alongside design leadership needs rather than being a pre-planned role.
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Organizational structure deeply impacts whether good design work actually reaches its intended users.
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Salesforce and ExxonMobil exemplify advanced design ops and career architecture programs worth studying.
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Career paths in design are better framed as a ‘trellis’ enabling lateral moves, not just vertical ladders.
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Capabilities, not predefined roles, should form the atomic foundation of career architectures in design and ops.
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High management turnover means relying solely on managers for career growth is ineffective; employees should be empowered to drive their own growth.
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Clear leveling frameworks help define what it means to advance in design ops and design roles, including individual contributor and management tracks.
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The design ops community values open knowledge sharing rather than gatekeeping, helping the discipline evolve rapidly.
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Dual leadership models separating people management from functional design leadership can fracture career growth opportunities and lead to turnover.
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Defining and evolving the practice areas within design ops (e.g., programs, people ops, learning & development) depends on organizational context; no one-size-fits-all.
Notable Quotes
"It didn’t matter how good the design was nor how good the strategy was if the organization delivering the design wasn’t set up to do it well."
"Design ops kind of formed itself around me or alongside me as I was trying to solve a set of problems that executives have."
"People want to grow in a bushy way, not just in a linear ladder fashion."
"We can’t just rely on managers to do everything for career growth because managers change too often."
"Capabilities are the skills, mindsets, and professional abilities that underlie practices and then inform roles."
"Making career architectures explicit empowers employees to drive their own growth independent of managerial changes."
"Salesforce is operating at a scale that is uncommon and reflective, tackling challenges before others."
"This community doesn’t want to hide its secrets because we’re all too new to want to do that."
"Splitting people leadership and functional leadership with a brick wall in between is broken and unsustainable."
"The challenge at senior or principal IC levels is demonstrating leverage without managing a big team."
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