Org design for design orgs

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  • January 8, 2018
屏幕快照 2018-01-08 上午11.40.44

Part1:

  • 设计的基本概念

Part2:

  • 优秀设计团队架构的12个特性

Part3:

  • Centralized and decentralized approaches

  • Hybrid model

  • 从2人到60人

Part4:

  • Establishing headcount

  • Sourcing candidates

  • Interview process

  • Grow

  • Leveling

  • Org Identity

Part8:

  • Culture

  • Collaborate cross functionally

Part1

  • Systems have limits to their efficiency. Beyond a certain point, additional streamlining efforts return negligible gains.

  • Design is a powerful tool for problem framing, ensuring that what is being addressed is worth tackling. They connect deeply with people.

Part2

  • 优秀设计团队架构12个特性,用这12点来打分,了解团队的满意度。

Foundation

output

Management

    1. Shared purpose

    2. Focused empowered leadership

    3. Authentic user empathy

    4. Understand, articulate and create value

    1. Support the entire journey

    2. Deliver at all levels of scale

    3. Establish and uphold standards of quality

    4. Value delivery over perfection

    1. Treat team member as people

    2. Diversity of perspective and background

    3. Foster a collaborative environment

    4. Manage operations effectively

  • Shared purpose范例:not just to make it pretty or easy to use. Through empathy, we ensure meaning and utility. With craft, we elicit understanding and desire. We wrangle the complexity of our offering to deliver a clear, coherent, and satisfying experience from start to finish.

  • Focused empowered leadership: A design team needs to be in charge of its own destiny, and this requires focused leadership with autonomy and executive access. 随着团队增大,可能变成两个角色,一个负责管理,一个负责creative matters. (在影视界一个Director, producer)

  • User empathy: nothing beats shadowing and following as user go about their day.

  • Understand, articulate and create value: in order to gain impact and credibility designer needs to contribute to business success.

  • support the entire journey: support the entire journey. marketing to design. end to end service experience requires organizations that software,hardware,enviroment,marketing and communications skills.

  • Deliver at all levels of scale:除了手头的工作,还要做一些概念性的。这样可以激发团队潜能。

  • Establish and uphold standards of quality: 建立标准并且让设计团队之外的人了解。从主观评价变成客观,from like to why.设计团队要完全执行此标准。Design work should only be done when adquately prioritized and staffed and when there is time to develop quality solutions. Critical thinking is essential for delivering great work. one process can’t fit all. design leadership should figure out the best ways to tackle different challenges, drawing from a broad methodological toolkit.

  • value delivery over perfection: 和传统设计有差别,并非一旦发布就不变这一点和完美主义不一样。 需要在发布产品和品质之间达成平衡。

  • management: 区别对待,不要只把设计师当成资源。提供足够的budget作为学习和成长资源。

  • diversity of perspective and background: 避免从同一个学校招聘人才。男女比例,人种。

  • foster a collaborative environment: 礼貌待人,诚恳提设计建议。

  • manage operations effectively:有效的管理能够让大家把时间专注在设计上。

part3

  • Centralized: internal agency/service group is seen as a pool of talent upon which to draw as needed by projects. the benefits: culture, control, work on range of projects, consistent UX,efficiencies.drawbacks: ownership, us vs them attitude,  lack of priority and timing

  • Decentralized and Embedded: designers are embedded in each product/feature team. along side product manager, and dev,并且有一个高级的设计来mentor.这个mentor并没有招聘或者提供设计方向的功能,更多是协助其他的工种了解设计的角色和功能。提供咨询或者策略的建议。

  • Centralized partnership: 设计师归一个人管理。然后设计师们组成一个团队,负责类似的几个功能组。2-7个人构成。每个设计师对应5个开发。每10-15人需要一个design program manager设计师可以在各个层面上工作,Strategy,structure,surface.可以按照业务,也要按照用户群分。举例:Growth team, seller tools team, search/browse team, product page team, shopping cart and checkout team, shopping cart and checkout team, reviews team. 关键:entire journey,根据用户群分。

  • Our bias is toward generalization over specialization

  • Roles(管理层职能描述):

    • Head of design: recruiting,hiring,living the culture, process and practices, vision, represent design for the org,

    • Designer manager/director: 两种通常是同级别,manager中层管人管设计,别把自己当回事。

    • Design program management: 当head of design无法专注设计和人员管理,就需要引入这个。

  • 职能描述:

    • Product designer: UI/UX/frontend=在硅谷叫做digital product designer.可能就是full stack吧?

    • Communication designer: print, visual arts, graphic design,logo,brand,

    • UX Researcher: generative, evaluative,

    • Design program manager: communications within the team and across non design functions. Effective, allow designers to focus on the work. Prioritization, identifying milestones, risk, tools and processes,resources,logistics with vendors,

    • Service designer:

    • Content strategist: 文本文案。

    • Creative technologist:15-20人的时候需要

  • 团队的发展

    • Stage1:2人:head of design, product designer.

    • Stage2:A full team(7people): head of design, 4 product designers, a communication designer, a content strategist.

    • Stage3:Design org: head of design, researcher, two teams: each team may need a team lead depending on the size.两个团队,管理工作都是head of design. 其中一个团队需要有1位lead的角色,负责设计的各个方面。这个阶段head of design承受业务和管理的双重压力如果需要继续扩大规模,可能需要招聘新的head of design.团队人员比较多元化可以让design manager来管理。否则是team lead

    • Stage4:三个小团队。每个团队需要有一个lead. 对于复杂业务,需要引入Service designer他负责提供Journey maps和服务蓝图提供一个系统性的框架让整个设计团队使用。他还需要和一线的销售去了解服务。此时还要增加一个Design program Manager.他负责合作,交流,计划。

    • Stage5:当有了5-6个设计团队的时候,需要加入领导层。3个director(2个设计,1个用研) ,每个director 可以领导最多3个团队,用户研究团队会每个团队一人。增加2个技术人员。一共2个service designer.2个pm

Part4

  • Establishing headcount:

    • 年初和各种团队一起,年中可能会调整数量

    • 根据一年的项目进行设置。然后,注意比例1个设计师对5-10个开发。好好沟通,因为对方是金主。但是设计人员构成需要设计来控制。

    • 招聘:设计师在意能做好的设计,和有趣的人一起工作,并且获得对应的报酬。注意要人性化,钱不是最重要的驱动力。看设计师的驱动力是什么。告诉他们工作发生的场景和业务。不要只说他们爱听的话,要真诚。如果不能让她变成领导就说没有这个机会。招聘是整个团队的工作:

    • 筛选:学校和培训项目。从top的学校里找或者周围的学校,实习生,朋友圈推荐等等。

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