We can not build the future with tools and methods from the past. Linear, static and fixed models based on prediction and scarcity block innovation across small, medium and large businesses.
The design delivery has forever changed. The hundred years of static graphics now transforming into dynamic and forever-changing environments driven by constantly adopting parameters that update 100 times before the design idea is even finished.
• How should we embrace the change?
• What techniques methods or mindsets do we need to adapt to become fully integrated within the fast-changing world?
• What team we must build that can operate in scale?
• How do the technology and operation evolve to reach the space of control, comfort and trust between the team members?
Let’s look at these challenges together through the Design at Scale lens that helps global teams to recognise the power of Transparency, Scalability and Robustness.
When the Picarro CEO Michael Woelk in 2010 described that “Now Every Company Is A Software Company”, the design discipline reached the final sequential stage. 20th century showed us the impact of creativity in scaling the brand proposition by franchising. By entering 21st-century digitization, automation and algorithms will soon show us how thoughtful design decisions can impact the world in scale.
The basis of the horizontal model lies in one company/brand producing one piece of goods. Let's say and cobbler produces one pair of shoes.
In order to scale, he needs to produce different types of shoes. Yet still remain as one cobbler producing all types of different shoes.
That’s where the basis of the franchises comes into play. Now successful cobbler can take his successful model and go to a different city and open a new factory or better said new store.
For which he’ll need to mos staff, management, production and operation. This brings inevitable complexity.
Functional (sometimes referred to as a centralised model) comes with an idea that all products and services are connected and reuse the existing client base, operation and distribution.
The beauty comes in that it minimises the cost, and creates stronger brand equity and a more loyal customer base.
The mindset changed – rather than communicating the process, let’s think of the mindset first. When do we ask designers how good is their design? We often hear – customer-centric but not:
Using a growth mindset to understand the landscape.
Most understanding phases use critical thinking to define what is wrong with the solution or the opposition. In the first 90 days book, Michael Watkins focuses on laying down the foundation for the very profound move to integrate yourself with the business and then scale.
Rewrite the rules in the spirit of improvement.
Every company has its own dynamics, and you have your habits. Rewriting the rules is not about forcing change, it's about understanding how both sides can leverage the knowledge they offer. In complex companies, the routine is your greatest ally.
Broadcast the change across colleagues and partners.
The broadcasting positive impact will eventually open the doors, yet the greatest success of change comes from helping others through the design.
The very first value is customer collaboration. The objectives for customer involvement lie behind outcome-based rather than output-based deliverables.
It allows the team to reflect and act without resistance and see the change as a particular step to fulfilling the behaviour-based requirement.
The continuous iterations over the big plans and road maps allow the team contribute by creating shared knowledge we obtain actionable documentation and build want matter rather than what is in the product plan.
Prototypes and Software
Our documentation has been completely replaced with well-defined prototypes.
Our designers constantly iterate on the idea through the right kind of automation.
That immediately informs all teams (business, design, product, development) about changes made.
Zero time wasted on ineffective communication.
Change and Response
Our last value is a response to the change – with a minimal impact on the main branch and deliverables.
That's why most of our outcomes are driven by the BDD rather than output-based deliverables.
This structure helps us efficiently navigate the complexity of business and client needs.
The model above does not focus on what needs to be delivered, what needs to be communicated, and why. Therefore, all parties involved will receive enough information to make the right decisions at the given time.
Business, Finance, Human Resources, Operations, Third Patry integration etc.
Design large represents the understanding and fluidity of the overall user experience, whether we look at brand equity, loyalty or trust.
Inevitably well-articulated business objectives in the form of OKRs and KPIs help the targeting, yet the so-called “Hook Model” is not created without the user understanding a value proposition for them – what is the MTP – Massive Transformative Purpose?
Technology, alongside development, plays the role from day one. Underestimating the technology leads to greater challenges in the end while integrating.
Our wider advocation for the design team brought significant improvements in code quality, time to market and flexibility of the proposition.
*With just as 1% of designers share the same principles and etique. We’ll be able to scale the business exponentially and deliver a value of $1b across businesses ranging from 1-400 designers in function.
Adaptive vs Predictive
Adaptive methods focus on quick adaptation to changing realities. When change is required, the team adapts. Automation plays a vital role in informing what impact this “change of request” will have on the overall proposition.
Quality vs Quantity
Thanks to tools like Figma (and many others), designers tend to start with a low-resolution (schema) and move on to more defined functionality and later apply the craft and brand. This allows designers and developers to collaborate and learn from each other throughout the development process.
DaS™ – helps designers be an integrated part of the development cycle to respond to changes learned from the testing. This integrated approach supports product and growth mindset by providing clarity and greater flexibility throughout the development process. Moreover, building the knowledge base (necessary understanding and agreements) vital to the team to growth and move faster (smarter, wiser).
Newly established DaS™ teams start designing and documenting what’s being discussed in meetings in visual form. That allows us to have a history (if using Figma) in reflection to have a knowledge base (if using Confluence) that can be easily linked together and inform anyone about the current state of the product.
Coms vs Direction
Studies have proven that over-communicating your vision is far better than having hundreds of meetings with your subordinates via different channels. Several colleagues in big organisations have confirmed that they’ve followed company updates via email, the intranet or teams and slack, but not all of them.
Design is no longer a singular discipline we are well integrated within business and development functions delivering substantial increments
In this stage, the business usually identifies the customer need or the expectation that turns into a requirement. The business then organizes the discovery with the design and development teams to understand the market and implementation challenges.
Supporting Design Shape
Once the proposition is correctly shaped, the business takes an observing/influencing role and steps back. At this stage, all parties support the design and prototyping of the north start to become a solid PiD for further development.
This phase in business terms is mainly observant. All parties are supporting the development team with additional market analysis, testing perfecting the operational model. Definition of a success matrix and integration of our learnings.
Integrate and Measure
The business is here to drive integration and early adoption from learning and help both the development and design teams with a final delivery stage.
Initial research and design analysis to understand the landscape and challenges that come with the successful adoption of the product or service in play. The knowledge is properly recorded and redistributed across teams to deliver the desired impact.
Design shaping allows the design team to fully invest in the problem exploration and finding an adequate response to all hypotheses discover in the previous phase. We build a set of prototypes that validate all the assumptions. The final output is the prototype validating the desired outcome.
Once the prototypes and validation are ready we aproch the Design delivery stage. Here we move from a creative and vision-defining function to a well-integrated supportive function. The development is in the driver's seat and the design aspires to produce all assets and supporting documentation.
Once the design and delivered the team transfers over to create all supporting materials that help maintain the product and scale it further – training materials, help illustration, social campaigns and so on. Equally, working on the features that were not part of the CR1.0
The development team follow a similar exercise to understand the existing build, its scalability, refactoring and the automation that needs to happen to fulfil the original requirements set in the shaping session with the business.
Alongside the design team, creative technologists test the APIs and methods that help them to load a store the data. The collaborative approach between both teams defines the velocity of the proposition ahead.
Product development is at full speed to deliver the release. All other teams move into supporting functions. Whether it's documenting, copywriting, assets management, translation, etc., the team dictates the speed, quality and outputs.
The product is launched, and the team is moving on to the scaling phase. Reporting bug system is in place to spot the product's malfunction so that appropriate parties can act on the bug fixes while equally improving the features of the proposition.
Basic swimlanes explaining
the flow per each discipline
The tasks and responsibilities oon each stage.
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