Summary
An acquisition can completely upend an organization, changing how we work—and whom we work with—often with no plan to manage the shift. When Accela acquired eight companies in 2015, we brought on hundreds of employees and dozens of products, but only one designer. Our UX team was now faced with integrating products from unfamiliar industries by working with teams unfamiliar with UX. Ken Hoffmann and Nova Wehman-Brown will discuss how setting aside their egos, and leaning on concrete data and user-centered design (internally and externally) built trust among teammates and turned chaos into collaboration in a fairly short period of time.
Key Insights
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Establishing trust and openness can mitigate the challenges faced during acquisitions.
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Utilizing a 'stupid questions meeting' helps level the playing field and encourages collaboration.
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Creating a shared language among diverse teams is crucial for effective cooperation.
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Engaging team members in hands-on activities can dissolve hierarchical barriers.
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Embracing vulnerability fosters a culture of curiosity and facilitates better teamwork.
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Regular collaboration through design studios can lead to more user-centered products.
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Understanding the emotional context of team members can improve integration and morale during transitions.
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Encouraging creative expression can unlock new ideas and solutions.
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Conflict resolution is often achieved through shared experiences and open communication.
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Recognizing and validating the contributions of all team members enhances collaboration and reduces tension.
Notable Quotes
"When acquisitions happen, an us versus them mentality can develop quickly."
"The fastest way to break down barriers is to ask people to step outside of their comfort zones."
"To prepare us, I set up what I like to call the stupid questions meeting."
"It became okay for me to be in learning mode when I realized I wasn't alone in my doubts."
"By engaging everyone in approaching a problem, you increase their commitment to the end product."
"We aimed to forget about the hierarchy and just focus on getting users from point A to point B."
"Once you start drawing, you open up new possibilities of discovery."
"Most members were willing to challenge what they thought they knew and draw down their ideas."
"Being a leader means being the one who picks up the sharpie first."
"What's the worst that can happen?"
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