Day 1 – Creating a Basis for Change: Scaling Design Maturity
Businesses want outcomes. No outcome without doing the work: Not asking to switch tools but have different values and behaviors. The work is culture change.
Mastercard: No layoffs — amidst the uncertainties and unknowns.
- Get better in betting
- Shift in focus: New products from Legacy
How to create conditions for design to thrive?
We can create support structures and incentives mechanisms.
- Design practitioners felt isolated, disengaged; feel lonely
- Constantly advocate for the value of role
- Design needed more support and advocacy in higher altitude
And this formed: CX & Design: GUILD
- Three years, 182 members, across locations and job families, 30 groups, 6 business units, 320 friends of guild.
Without attribution, you cannot get funding and without funding, it’s not a priority.
In 2021, formalized guild, raising the bar.
- Skills inventory
- Develop a plan – to help people meet future needs.
- Catalogs experiences
- Strengths and weakness
- Tactically, it is a survey!
Make scores actionable with context. The comparison between job family and secondary skills — instead of looking for unicorns, they could staff with core disciplines.
Org models appear to influence which skills are developed — centralized teams, decentralized networks, tiny teams.
Going big: GUILDCON22!
Shaping on org level, not on designer’s shoulder alone, requires other teams to collaborate.
Changing the outcomes also means changing the incentives. Shift the incentives!
- Motivation to build skills – makes their job easier and makes them feel proud
- Program teams – more customer centric decisions, the risk could bring negative effects