The best operating models for design orgs are mission-driven, evolving, and team-developed. Those criteria might seem daunting, but Daniel Orbach, Lou’s guest and a speaker at the DesignOps Summit (taking place virtually September 23-25), explains how he facilitates a dynamic culture of co-creating with his team at JP Morgan Chase. Daniel outlines his framework, one where the whole team is involved. It’s a dynamic, fluid process that builds teamwork, creates buy-in, and establishes a framework of periodic review, which encourages continual evolution.

Lou and Daniel discuss the impact of rituals and mission statements on both teams and individuals. They also explore the impact of a team’s operating models on the broader organization and how interactions with various teams can foster shared understanding within the broader context of the organization.

What You’ll Learn from this Episode:

• How mission statements can inspire and drive operating models
• The power of organic rituals and the unusual, unifying ritual of Daniel’s team at JP Morgan Chase
• How cross-pollinating between teams can create a shared vocabulary and increase understanding

Quick Reference Guide:
2:36 – Introduction of Daniel
3:14 – Co-creating operating models with a team
4:33 – On mission and operating models
7:19 – Quarterly impact retrospectives
9:16 – Rituals and mission
12:55 – Co-creating operating models
15:34 – Why you need the Rosenverse
18:39 – Operating models’ effects on broader organizations
21:00 – Shared vocabulary
23:07 – Cross-pollinating in organizations to facilitate shared understanding
25:05 – Operating models and the individual
28:09 – Daniel’s gift for the audience