SUPERSIDE-The-Future-of-DesignOps-v2

The Future of
DesignOps
Why marketing, creative and
design teams need to rethink how
good design gets done at scale
Table of
Contents
03 INTRODUCTION
Scaling Creativity
06 CHAPTER ONE
Design to Win
13 CHAPTER TWO
Break the Bottleneck
19 CHAPTER THREE
02
The Rise and Role of DesignOps
26 CHAPTER FOUR
Are you ready for your own
DesignOps team?
34 CHAPTER FIVE
Do I really have to create a
DesignOps function in-house?
39 CONCLUSION
Design isn’t bound by location.
DesignOps teams shouldn’t be either.
42 REFERENCES
The Future
of DesignOps
INTRODUCTION
Scaling
Creativity
Design has never been more in demand.
As the primary consumer touchpoint for most businesses, it’s
literally everywhere, from the homepage on your favorite
website to the box your new sneakers arrived in. But with the
demand for design comes the inevitable tactical question:
How can any company produce it at the pace and quality
that’s needed to succeed?
04
In recent years, design operations teams—aka
DesignOps—have been embraced by businesses looking to
scale their design production. They help grow and evolve
design teams by operationalizing workflows, managing
projects, budgets and hiring. But most importantly, they help
improve the quality of the designs being produced by
allowing designers to do what they do best: design.
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of DesignOps
Embraced by major brands such as Airbnb, Twitter, Lyft and
LinkedIn, among many others, in-house DesignOps teams
have helped deliver amazing design at the scale the market
demands. But not every company or already overstretched
creative department is ready for the financial and
organizational commitments DesignOps teams require.
In an increasingly distributed working world the future of
DesignOps may be unwritten, but one thing’s for sure: it won’t
be bound by location.
05
The Future
of DesignOps
CHAPTER ONE
Design
to Win
The business value of good design isn’t a revelation—it’s a
reality.
For decades, design luminaries such as Raymond Loewy,
Thomas J. Watson, Jr. and Steve Jobs have championed the
notion that quality design has a direct impact on a company’s
bottom line.
Loewy, an industrial designer responsible for the Coca-Cola
07
bottle and logos for Shell Oil, Greyhound and the United
States Postal Service, wrote in 1951 that success finally
came when he was “able to convince some creative men
Good appearance
[is] a salable commodity.
— Raymond Loewy
industrial designer who created logos for Shell
Oil, Greyhound and the US Postal Service
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[that] good appearance was a salable commodity, that it often
cut costs, enhanced a product’s prestige, raised corporate
profits, benefited the customer and increased employment.”
In 1956, Watson, Jr., IBM’s second president, hired Eliot
Noyes, a respected architect and curator of industrial design
Companies that foster creativity enjoy
1.5 times greater market share.
1.5x
08
27%
NOT DESIGNLED
41%
DESIGNLED
Source: https://landing.adobe.com/en/na/products/marketing-cloud/350450-forrester-design-led-business.html
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at New York’s Museum of Modern Art, to create a
first-of-its-kind corporate design program for IBM. That
decision helped transform IBM’s now-iconic brand. In 1973,
Watson, Jr. summed up the effects of that decision during a
lecture at the University of Pennsylvania: “good design is
good business,” he told the crowd.
Good design is
good business.
— Thomas J. Watson, Jr.,
second president of IBM
09
And Jobs, the late Apple CEO whose obsession with product
kickstarted a revolution in tech design, espoused the design
mantra that “simplicity is the ultimate sophistication,” a maxim
that informed Apple’s clean overall aesthetic and led to the
brand’s cult-like following.
In 2015, The Design Management Institute’s Design Value
Index analyzed the portfolios of 16 publicly traded stocks
from design-centric companies and found that they delivered,
on average, 211 percent over the S&P 500. [1] Those
high-performers included brands like Nike, Apple, IBM and
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Starbucks, among others. In 2018, a McKinsey report “The
Business Value of Design” put the impact of design on the
corporate bottom line in context: Over a five-year period,
companies who invested in good design had 32% more
revenue and 56% more total returns to shareholders. [2]
Then, in early 2019, InVision released “The New Design
Frontier: The Widest-Ranging Report to Date Examining
Design’s Impact on Business.” The study found that 92
percent of companies with the most mature design
functions—roughly five percent of the 2,200 companies
surveyed across 24 industries—could draw a straight line
between their design teams' work and their company's
revenue. Eighty-four percent of those same companies said
design had improved their ability to get products to market,
while 85 percent said they'd been able to deliver cost savings
through design. [3]
10
Simplicity is
the ultimate
sophistication.
—Steve Jobs,
former CEO, Apple
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of DesignOps
Simply put, companies that invest in great design get great
financial results. They also develop a deeper understanding
of their customers and make better decisions for the business
as a result of the continuous feedback loop that the design
process enables.
How much better, on average, that design-led
companies performed over the S&P 500
DESIGN MANAGEMENT INSTITUTE: DESIGN VALUE INDEX (DVI)
2005-2015
Design-centric companies:
Apple, Coca-Cola, Ford, Herman-Miller, IBM, Intuit, Nike,
Procter & Gamble, SAP, Starbucks, Starwood, Stanley Black
11
& Decker, Steelcase, Target, Walt Disney, Whirlpool
S&P 500
2005
DVI
2006
2007
2008
$35,000
$30,000
$25,000
$20,000
2009
2010
2011
2012
2013
2014
2015
211%
$15,000
$10,000
$5,000
$0
2015 The Design Management Institute
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But great design doesn’t come easily, especially when it
needs to be delivered at scale. That’s why many of the
world’s most recognizable brands—from Facebook to Airbnb,
Wells Fargo to Pinterest—have instituted in-house design
operations teams to manage the creative process effectively
and efficiently. Without them, there would be no way to
measurably scale up design production at the speed that the
market demands. And no self-respecting business wants to
be left behind because they couldn’t keep pace, do they?
What happens when a company really commits
to great design over a five-year period?
32
56
%
12
Increase in
revenue
%
Increase in total returns
to shareholders
Source: https://www.mckinsey.com/business-functions/mckinsey-design/our-insights/the-business-value-of-design
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CHAPTER TWO
Break the
Bottleneck
Emails. Meetings. Soul-crushing administrative tasks.
According to the 2019 State of Work survey, the average
American knowledge worker spends 60 percent of their
workday on tasks that aren’t a core part of their job
responsibilities. [4] That’s a lot of time spent not doing what
they’re being paid to do.
When Brennan Hartich, a DesignOps leader working at Intuit,
a financial software company, started to wonder about his
14
own design team’s productivity, he ran a short survey to
better understand their output.
Adding a DesignOps
headcount was even more
important than adding
another designer.
— Brennan Hartich,
DesignOps leader at Intuit
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of DesignOps
3
“I asked them a simple question,” he told the
audience at the 2018 DesignOps Summit.
2
“How much time do you spend designing
every day?”
“The answer was three hours. Which is
1
scary. We hire these people full-time to be
designers or content writers and they’re only
spending three hours per day [roughly 37
percent of their week] doing actual content
work that was going towards our product.”
The rest of their time was being spent in cross-functional
meetings, doing project planning, responding to emails,
managing budgets and staff and on and on.
15
That’s a common experience in large companies where
designers are often expected to wear many hats—creative
genius, talent manager, cross-functional collaborator, culture
maven and project manager to name but a few. And it’s a
recipe for failure.
As Meredith Black, former head of design operations at
Pinterest, asked the audience at the 2019 Leading Design
conference, “At the end of the day, would you rather have
your designer spending their time working on email
communications, project plans, budgets, team development or
do you want them designing?”
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Would you rather have your
designer spending time on
email and budgets or do you
want them designing?
— Meredith Black,
former head of design operations at Pinterest
The answer is obvious, because when your designers aren’t
designing, they create a production bottleneck that can be
detrimental in myriad ways. Employee morale plummets.
16
Customer satisfaction slumps. Cross-functional teams stop
trusting one another. And the business suffers, no matter
what field you work in.
For example, on a marketing team trying to keep pace with
the seemingly endless number of support requests coming in
from across the company, design work is almost always a
point of contention: It takes too long to deliver, the end result
is never exactly right, and when they have to execute it
themselves, it’s time-consuming and never really up to snuff.
Similarly, designated creative and design teams, whether at
an agency or in-house, often find themselves unable to keep
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pace with a deluge of teeny-tiny design requests that cause
them to lose sight of the big picture. The workflow becomes
erratic and unfocused, resulting in sub-par work that leaves
clients underwhelmed.
In both cases, design becomes a bad word. It becomes a
roadblock for businesses that need to move fast and be
responsive to customer needs.
But it doesn’t have to be that way.
37
50
%
17
Amount of time per week, on
average, that Intuit designers
were actually designing
%
Amount of time per week, on average,
that Intuit designers were actually
designing after six months of having
DesignOps on the team
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By implementing DesignOps teams, design can be scaled
across the entire organization, consistency of process can be
established and efficiencies can be found that help expedite
both design and development.
Six months after Hartich ran his first survey at Intuit, he went
back and asked his designers the same question: “How much
time do you spend designing every day?”
The answer, after having had a design project manager
added to the team, was now four hours per day, up from
three. On a team of 14, that meant a net increase of 70
design hours added per week, simply by adding one DPM
into the mix.
“It showed us that adding a DesignOps headcount was even
18
more important than adding another designer,” says Hartich,
“because you actually increase the number of hours in which
you’re actually designing.”
For Intuit, the numbers added up to one thing: A way forward.
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CHAPTER THREE
The Rise
and Role of
DesignOps
Design has a long history of streamlined project
management—agencies and consultancies had that figured
out years ago. As Meredith Black pointed out: Operations
roles are vital to the success of those businesses. Black would
know—her own agency roots stretch back to Ideo and Hot
Studio, design companies where she worked at until Hot
Studio was acquired by Facebook in 2013.
“[At an agency,] producers run a project from beginning to
20
end, overseeing every aspect until the project has shipped.
Literally, no exceptions. That’s their job.”
But in the last decade, as the demand for designers and
design services continued to spike (in 2017, Adobe reported
that 73 percent of managers expected to double the number
of UX designers on their teams within five years time [5]) and
as large companies like Facebook, Capital One and Accenture
started to acquire small design agencies, many organizations
realized they didn’t have any way to operationalize their
design teams. For agency veterans like Black, that kind of
operations role was nothing new—it had just never been
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defined or put into practice in organizations unaccustomed to
focusing on timely delivery of high-quality design.
Enter DesignOps.
“DesignOps is focused on everything but design,” says Black.
Like producers from the agency world, “the role of DesignOps
teams is to allow designers to design, while ops people
handle everything else.”
So, what exactly does a DesignOps team do?
As Collin Whitehead, Dropbox’s Head of Brand Studio,
described it in The DesignOps Handbook, “the job of the
DesignOps team is to protect the time and headspace of
everyone within the design organization—the designers,
21
writers, researchers, and so on—which allows everyone to
focus on their respective craft. That focus benefits managers,
who are able to pull themselves above the fray of the
day-to-day to set a longer-term vision, as well as individual
contributors who gain more time to hone and develop their
skills.” [6]
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What kinds of things does a DesignOps team
typically take care of?
Operations
• Roadmap
planning
• Research
• Headcount
planning
Onboarding
• Training sessions
• Hiring programs
• New staff
orientation
Culture / Teambuilding
• Offsite meetings, workshops,
professional development
• Fostering a design community
• Professional + emotional
support
DesignOps team
Project management
• Running design sprints
• Air cover for busy
design teams
• Daily standups
• Timelines / Project
scoping
Communications strategy
• Weekly design showcase
(company-wide)
• Meeting agendas, action items
• Creation of resource bank and
idea-sharing environments
22
Process design
• Manage design
systems
• Tool management
• Development of
collaboration
frameworks
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DesignOps teams help to manage resourcing, employee and
vendor onboarding, they oversee budgets and drive
day-to-day project workflows—they’re doing everything they
can to enable creative teams to focus on doing their best
work.
From a practical point of view, DesignOps teams help drive
business efficiencies at scale but, perhaps more importantly,
they also help improve employee focus and morale, reposition
design as a part of a company’s DNA and smooth
cross-functional relationships across departments.
For those very practical and holistic reasons, a raft of major
companies have piloted the DesignOps role in the past few
years, from tech businesses like Mailchimp, Airbnb, Twitter,
Lyft and LinkedIn to more traditional finance companies
23
including Wells Fargo, Capital One, JP Morgan and Visa.
Everyone, it seems, is taking some moves out of the
DesignOps playbook.
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DesignOps models
According to Collin Whitehead, there are generally two
models for DesignOps teams: Operations Support and Project
Support. Here’s how they differ.
Operations Support
The DesignOps function in this model is responsible for
setting standards and refining process for the entire design
team.
In this model, the executive producer and the design
managers take a 30,000-foot view of project planning,
24
D ESI
EXECUTIVE PRODUCER
Producer
Designer
Manager
Producer
Designer
Manager
Designer
Project Team
G N DIRECTOR
Producer
Designer
Manager
Designer
Project Team
Designer
Project Team
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helping to smooth production by taking care of things like
communications, team development, recruiting, design tools
and systems, and budgets.
Project Support
The DesignOps function in this model is baked into specific
project workflows to elevate and drive the design process in
tandem with design leaders.
Here, the executive producer and the design managers attend
to the high-level planning, but also get involved in the nitty
gritty, driving the day-to-day creative workflow.
25
D ESI
EXECUTIVE PRODUCER
Designer
Manager
Designer
Manager
Designer
Project Team
G N DIRECTOR
Designer
Manager
Designer
Project Team
Designer
Project Team
Source: The DesignOps Handbook
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of DesignOps
CHAPTER FOUR
Are you ready
for your own
DesignOps team?
So, the big brands are all over DesignOps. There are at least
two annual international conferences dedicated entirely to the
subject. A Google search for “DesignOps” turns up 119,000
results, leading to reams of opinions on the efficacy, practice
and implementation of the function. The mantra, it seems, is
almost universal: If you want to deliver design at scale, you
better have a DesignOps team onboard to help.
The question then, is when to implement one? Jason
27
Henrickson, a creative operations manager at Amazon, has
spent years at the online retail giant helping to streamline
complicated creative projects and solving issues that allow
design teams to scale.
“I think a company is ready for DesignOps when they start
realizing that they're having trouble scaling their design team
or they're having trouble staying on budget,” he says. “If
you're constantly spending too much on creative and having
trouble scaling your creative team—or both of those things at
the same time—then it's time for DesignOps, in my opinion.”
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Now, hold up. Before anyone starts advocating for
headcount, consider some of the most common problems
that precipitate the creation of a DesignOps team:
• Design teams can’t keep pace with the volume of work
requests coming in
• The work being produced is not best-in-class, a direct
result of disengagement and burnout within
overstretched design teams
• Design teams are fragmented and not everyone is
aligned with the company’s overall objective
• There’s no clear path to scaling the design team to meet
corporate objectives
28
Even with all of those commonplace conditions in existence,
most companies don’t need to rush out and formalize a
DesignOps function—it can be implemented piecemeal, says
Henrickson. In fact, many are already solving for these kind of
problems by making the most of freelancers or agencies to
complement their overstretched in-house design team during
peak periods, when they temporarily need specialized skills or
need to save on costs. Managing those relationships is
essentially a DesignOps function that can even be managed
by third-party services, like Superside.
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But as Dave Malouf, a consultant, coach and educator who is
also a speaker and part of the programming committee at the
DesignOps Summit, sees it, most companies already have
design operations in place whether they know it or not.
“DesignOps is really similar to the concept of user experience
insofar as, if you don't do anything about it, you still have it,
right? If I don't design user experience, I still have an
experience. It’s the same thing with DesignOps. If I don't do
anything about it, I still have it. So for me, the question is less
about, ‘What's the right moment?’ But really, ‘How do you
scale?’”
SO HOW DO YOU SCALE DESIGNOPS?
“It usually starts a bit more organically,” says Malouf. “I've
worked for companies or clients where some outside force,
29
some asteroid lands on them, and that's how they figured out
they needed DesignOps. But it best starts organically.”
Consider this: Even a design team of one is still doing
DesignOps. They’re picking the tools they want to use, they’re
deciding how to prioritize, defining what quality means in the
context of workflow. And suddenly that team has grown to
five, and there’s a manager responsible for hiring, developing
and growing talent, providing designers with the air cover
they need to be productive while also starting to think about
strategic growth. By the time the team’s up to 25, there are
multiple managers working on various portfolios outside of
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The DesignOps question is
less about, ‘What's the
right moment?’ But really,
‘How do you scale?’
— Dave Malouf,
design consultant, coach and educator
their daily duties, from workflow management to business
operations. That’s when the managers begin to rebel ("No, no,
no, we also need to have a program manager and three more
producers and...") and the team realizes it needs more people
30
handling more specialized functions to truly succeed.
“Once you start poking a hole into the operations wall,” says
Malouf, “the hole keeps getting bigger. And it never collapses
back. It only keeps widening. It just has to get the right
person's attention.”
HOW DO YOU GET BUY-IN?
When you’ve reached a point of no return—when that
operations hole that Malouf spoke about is the size of the
Kool-Aid Man—formalizing a DesignOps function at your
organization can still be an uphill battle. But it usually starts
with proving the ROI of DesignOps for your business.
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of DesignOps
“The easiest things to start talking about are the numbers that
matter to the business,” says Malouf. “The one that I like the
most, depending on the scale of your organization, is attrition
because it's a huge engagement indicator for your team. And
it's a big cost. Every time you lose a person, that's like
$50,000 thrown away just on the recruitment and the loss of
knowledge by the time you find and onboard somebody.”
If DesignOps can make your team happier and more fulfilled
by the work they’re doing, the more likely they’re going to
stay. So that’s a win.
Next are the ideas that you can evangelize most easily with:
The kinds of things that impact your collaborators are going to
be the things that they think about all the time, like improved
responsiveness, optimization, efficiency, philosophy, etc.
31
At Amazon, Henrickson’s team was able to come in at 44
percent under budget last year. “I'd definitely say that's due to
CreativeOps, because I just looked for ways to cut money the
whole way throughout the year and keep the quality high.”
But at the end of the day, Malouf says, DesignOps is really
about improving design quality. To quantify that argument, be
ready to demonstrate how better design work impacts
customer satisfaction numbers like promotion, referral or
churn rate.
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Start by identifying what
the top needs are for
running your design
team at a higher level of
efficiency.
— Meredith Black,
former head of design operations at Pinterest
GETTING STARTED
32
It’s vital to get all stakeholders—especially those in leadership
positions—onboard. But even once you’ve demonstrated how
a formalized DesignOps function can help your company
achieve its goals and you’ve got the go-ahead to make a hire,
stay calm.
“Go slowly, and carefully,” reiterates Meredith Black. “Start by
identifying what the top needs are for running your design
team at a higher level of efficiency. Then, hire somebody who
is going to embrace ambiguity. You need someone who is
willing to just jump in and do everything.”
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It’s a slow road to success, so have that first hire start by
tabulating the little wins that help demonstrate the value of
DesignOps across the organization. Take meeting notes with
action items. Host a weekly visual status update to show the
ongoing work of designers. Reach out across functions to get
a better understanding of competing needs and demonstrate
how DesignOps have helped to improve the ways in which
staff work together.
You want to create a demand for this role so that, six months
after it’s been implemented, you can prove its ROI in a
heartbeat. You’re winning, says Black, if you can spit out
33
positive answers to each of the following five questions:
• Are our teams resourced properly?
• Is money being tracked effectively?
• Is cross-functional collaboration happening?
• Is design no longer a blocker?
• Are our designers thriving?
Sounds simple, right?
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CHAPTER FIVE
Do I really have to
create a DesignOps
function in-house?
Truth be told, it’s not easy for every business that needs rigor
in their design project management to simply plug a
DesignOps team into their organization. Sure, it’s been
working well for Facebook and Nike, but what about that
small marketing team that can’t even keep pace with its
internal design requests? Or that innovative creative agency
that can’t focus on growing its client list because it simply
can’t handle the volume that scaling up would require? Is it
possible to implement a DesignOps function for your business
35
without having to do it in-house?
“You can do it in pieces,” says Malouf. “I still think you need to
have someone who is considered on the inside who has skin
in the game, like real accountability. But you can outsource
program management. You can outsource procurement and
some of the business ops relationships pieces. People do
already, right? They're already outsourcing their recruitment or
their other operational pieces through the COO's office.”
The reality is that, right now, working with a distributed team
is the norm in most design circles, whether that means
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someone’s working from home three days a week or mocking
up wireframes from Kathmandu. New collaboration tools like
Slack, Zoom and Google software are helping to empower
this shift while automated staffing platforms have now
advanced to a point where it’s easy to assemble experienced
design teams on demand—turning what used to take weeks,
if not months, of talent sourcing, into something that can now
be delivered within minutes.
From a DesignOps perspective, it’s now possible to
successfully run team meetings, decide on effective
collaboration tools, maintain consistent documentation and
onboarding practices and still promote a healthy team culture
in a distributed environment.
“A lot of it is communication and tracking,” says Amazon’s
36
Henrickson. “So those are all things that we have technology
to help us do remotely. We can work globally now. I think
DesignOps is one of those roles that could very easily be
migrated into a remote function.”
JIlanna Wilson is the Director, Design & Research Operations
at Zendesk, a 3,500-employee B2B customer service
software company headquartered in San Francisco. With 16
offices around the globe—from Australia to Europe to South
America—Zendesk’s seven-member DesignOps team
manages 85 team members spread across eight countries.
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You can do external
DesignOps in pieces. You
can outsource procurement
and some of the business
ops relationships.
— Dave Malouf,
design consultant, coach and educator
In a 2019 webchat with Lou Rosenfeld, an information
architect consultant and co-founder of the DesignOps
37
Summit, Wilson described how the DesignOps team at
Zendesk dealt with a distributed team. [7] From loneliness to
mentorship, camaraderie to documentation and design tools,
there were plenty of issues to contend with. But all were
surmountable.
“One big job of the ops team is to always have their finger on
the pulse, if you will, of the temperature of the team.
Oftentimes, you feel, I think in this type of a role that you’re a
counselor to your team and that's great.”
To combat loneliness, Wilson instituted a cameras-on policy
for Zoom calls to encourage participation. (“There's something
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really powerful in just that small act.”) They tackle
camaraderie and mentorship issues by overcommunicating
and maintaining a positive team culture: Team members send
care packages around the world to their fellow designers;
onboarding buddies from different countries get to know one
another’s different perspectives. To make the team’s worklife
simpler, they prioritize and invest in solid virtual tools.
Tactically, having a distributed DesignOps function can have
an even greater impact on efficiency and productivity if that
team spans time zones, allowing for work to continue while
other teams are sleeping. For smaller companies, or ones that
aren’t ready or willing to dive headlong into an in-house
DesignOps function, creating a bespoke team that’s available
to complement workflows when they’re really needed can be
a gamechanger.
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CONCLUSION
Design isn’t bound
by borders.
DesignOps teams
shouldn’t be either.
From Loewy to Watson, Jr. to Jobs, it’s been established that
good design is good for business. And it’s never been in more
demand than it is today. With smartphones, tablets and
digital interfaces at every turn, design is literally everywhere.
It’s the primary consumer touchpoint for most businesses.
But as demand for design services continues to spike across
every industry, it’s become clear that many businesses just
aren’t equipped to deliver high-quality design at scale.
40
DesignOps has provided a solution for many, but it’s not the
cure-all. In the next two to three years, says Dave Malouf,
most businesses will have already caught up to the early
adopters. In the next ten, he says, DesignOps will disappear:
It’ll just be the way things get done.
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DesignOps has
provided a solution
for many, but it’s
not the cure-all.
41
In the meantime, companies wrestling with their ability to
provide design at scale will continue to seek systems that
help them improve their workflows. For those with the
resources and wherewithal to do so that might mean an
organizational overhaul, from culture to staffing. But for most,
getting design right will continue to be a piecemeal project.
And that’s fine—after all, great design can be created
anywhere, under the most unexpected conditions. Design
isn’t bound by borders, and the teams that work together to
create it don’t have to be either.
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REFERENCES
1. Rae, Jeneanne. “2015 dmi: Design Value Index Results and
Commentary.” Design Management Institute. Retrieved Sept.
18, 2019 from: https://www.dmi.org/page/2015DVIandOTW
2. Sheppard, Benedict and Hugo Sarrazin, Garen
Kouyoumjian, Fabricio Dore. “The Business Value of Design.”
McKinsey Quarterly. October 2018. Retrieved Sept. 18, 2019
from:
https://www.mckinsey.com/business-functions/mckinsey-desi
43
gn/our-insights/the-business-value-of-design
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