Org design for design orgs

As the move to establish in-house design teams accelerates, there's very little common wisdom on what makes for a successful design organization. Design requires not just process and methods but savvy with organizational and operational matters. Kristin Skinner shine a light on the unsung activities of actually running a design team, exploring what works and what doesn't.

As the move to establish in-house design teams accelerates, there’s very little common wisdom on what makes for a successful design organization. Books and presentations focus on process, methods, tools, and outcomes, leaving a gap of knowledge when it comes to organizational and operational matters. Yet those issues often have more impact on designer happiness and design team success. Peter Merholz and Kristin Skinner shine a light on the unsung activities of actually running a design team, exploring what works and what doesn’t. Topics include: How a service design mindset shifts standard organizational approaches Organizational models for design teams, including centralized, decentralized, and Kristin’s preferred hybrid model, the centralized partnership How to assess the breadth and depth of skills and strategic thinking The five stages of design organizational evolution, from the initial pair to a team of 60 and beyond A new taxonomy of design team roles, including abolishing the UX/UI distinction The untapped opportunity for design, using its leverage to wield greater influence