book

Org Design for Design Orgs

by Peter Merholz, Kristin Skinner

August 2016

Beginner

198 pages

5h 13m

English

O'Reilly Media, Inc.

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Why We Wrote This BookThe AuthorsHow This Book Is StructuredAcknowledgmentsPeterKristin
“The Power of Design”“Software Is Eating the World”The Consumerization of All SoftwareEverything-as-a-ServiceDouble-Edged Sword of User EmpowermentDesign Can Be So Much More Than “Problem Solving”
All Design Is Service DesignThe Double DiamondDesign DefinesDesign Makes Strategy ConcreteCustomer-Centered PlanningThe Bulk of Design Is ExecutionBringing Design In-HouseThe Three-Legged StoolThe Expanded Role of Design
Foundation1. Shared Sense of Purpose2. Focused, Empowered LeadershipFocused leadershipAutonomyExecutive access3. Authentic User Empathy4. Understand, Articulate, and Create ValueOutput5. Support the Entire JourneyFacilitation: the non-craft design skill6. Deliver at All Levels of Scale7. Establish and Uphold Standards of Quality8. Value Delivery Over PerfectionManagement9. Teams Are Made of People, Not ResourcesAre team members respected as individuals?Do team members work reasonable hours?Are team members encouraged to grow?10. Diversity of Perspective and Background11. Foster a Collaborative Environment12. Manage Operations EffectivelyOur Humanistic Agenda
Organizational Models for Design TeamsCentralized Internal ServicesBenefits of centralizationDrawbacks of centralizationDecentralized and EmbeddedBenefits of decentralized design teamsDrawbacks of decentralized organizationCentralized Partnership: The Best of Both WorldsThe Makeup of a Design TeamTeam leads for centralized partnershipsOrganizing Your TeamsHow this could workOrganize by the customer’s journeyCommitment is keyDesign operations must be made explicitWhere Does the Design Organization Report?New Problems Warrant New Organizational Models
Individual ContributorsProduct DesignerCommunication DesignerUser Experience (UX) ResearcherDesign Program ManagerDesign Program Management skillsetContent StrategistService DesignerCreative TechnologistDesign LeadershipHead of DesignDesign Manager/Design DirectorCreative DirectorDirector of Design Program ManagementFive Stages of Design Organization EvolutionStage 1: The Initial PairStage 2: A Full TeamStage 3: From Design Team to Design OrganizationStage 4: Coordination to Manage ComplexityStage 5: Distributed LeadershipWhere to Go from Here
Establishing HeadcountRecruitingRecruiting Is the Whole Team’s ResponsibilitySourcing CandidatesSchools and training programsWhich schools?Training programsCareer fairsInternshipsCrafting the Job PostingOnline ServicesReaching out to prospective candidateExternal RecruitersNetworkingReviewing PortfoliosThe Candidate Review ProcessInitial Screens (by Phone or In-Person)Day of InterviewsPortfolio presentationThe interviewsCoordinating feedbackReference ChecksMaking the Hire DecisionContract-to-HireExtending the OfferIt’s Not a Sprint, It’s a Marathon
Levels Framework for DesignersLevels and Career PathsCore Design SkillsLevel 1: Becoming a Design ProfessionalCore skillsSoft skillsResponsibilitiesLevel 2: The Solid ContributorCore skillsSoft skillsResponsibilitiesLevel 3: Stepping Up—from Doer to LeaderCore skillsSoft skillsLeadership skillsResponsibilitiesLevel 4: Taking ChargeCore skillsSoft skillsLeadership skillsResponsibilitiesLevel 5: The Complete Design LeaderCore skillsLeadership skillsResponsibilitiesThe Manager PathRules of Thumb for Managing DesignersSet clear expectationsSupport, don’t manageHelp remove obstaclesGo to the mat when necessaryFrequent feedbackIt’s not about designGet to know them as peopleThe Personal Professional MissionDesign Community Participation and LeadershipInvesting in Professional DevelopmentGrowth Through the OrganizationClimbing the Corporate Trellis
The Elements of CultureValuesThere Is No One Best Design CultureThat Said...Articulate Your CharterEnvironmentPhysical EnvironmentsStuff on Shelves and WallsWhere Do People Sit?Virtual EnvironmentsActivitiesOnboardingMeetingsDoing the WorkProviding CritiqueExposure to CustomersCross-Team CollaborationDesign Community InvolvementSpreading Culture

Phase 1: AchievableClear Decision MakingDesign Team as Gating FunctionMaintaining QualityDefined Roles and ExpectationsPhase 2: SustainableProtecting Maker TimeOperating AgreementsCommunicationPhase 3: ImpactfulConclusion
The Untapped Opportunity for DesignKeep Design WeirdBeyond Features and into a World of Experience

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Index

A note on the digital index

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