Maturing design processes

Recognized for my expertise, the Head of Design entrusted me with maturing design processes for an engineering-focused organization of 80+ designers across 10+ teams. I addressed challenges from siloed teams, varied workflows, and decentralized process adoption.

Maturing design processes

Recognized for my expertise, the Head of Design entrusted me with maturing design processes for an engineering-focused organization of 80+ designers across 10+ teams. I addressed challenges from siloed teams, varied workflows, and decentralized process adoption.

Recognized for my expertise, the Head of Design entrusted me with maturing design processes for an engineering-focused organization of 80+ designers across 10+ teams. I addressed challenges from siloed teams, varied workflows, and decentralized process adoption.

Maturing design processes

The problem

  • Lack of alignment across design teams working with different engineering processes.

  • Siloed communication between design teams across the org and between design and engineering in some teams.

  • Duplicative efforts due to a lack of consistency in workflows, highlighting the need for better alignment.

Design Frameworks; Senior Design Director Yvonne Doll
Design Frameworks; Senior Design Director Yvonne Doll

Approach

stakeholder interviews
  • Conducted in-depth interviews with design team members and team leads to understand their existing workflows, challenges, and needs.

  • Gathered insights on what was working well and what wasn’t.

collaborative ideation
  • Facilitated workshops to co-create potential solutions that could align processes while respecting team-specific needs

analysis
  • Categorized tasks into tiers to standardize expectations for design efforts (e.g., simple changes, component redesigns, complex feature development).

  • Identified frameworks such as decision matrices and prioritized collaboration points for design and engineering teams.

Outcomes and takaways

OUTCOMES

This initiative was delayed due to critical projects across the organization. While I do not have solid numbers to speak to its impact, I can offer some insight.

The audit examined:

  • Teams and leads reported feeling heard and valued during the process.

  • Leadership expressed satisfaction with the inclusive approach.

  • I set the foundation for sustainable, team-driven process improvements.

key takeaways

This project highlights my inclusive problem-solving approach, emphasizing the following:

  • Understanding and integrating diverse team needs.

  • A focus on action-oriented, applicable plans over documentation for documentation's sake.

  • Co-creating solutions for alignment without rigidity.

  • Championing team ownership of processes for long-term success.

Outcomes and takaways

OUTCOMES

This initiative was delayed due to critical projects across the organization. While I do not have solid numbers to speak to its impact, I can offer some insight.

The audit examined:

  • Teams and leads reported feeling heard and valued during the process.

  • Leadership expressed satisfaction with the inclusive approach.

  • I set the foundation for sustainable, team-driven process improvements.

key takeaways

This project highlights my inclusive problem-solving approach, emphasizing the following:

  • Understanding and integrating diverse team needs.

  • A focus on action-oriented, applicable plans over documentation for documentation's sake.

  • Co-creating solutions for alignment without rigidity.

  • Championing team ownership of processes for long-term success.