Shaping Designers and Design Teams (Jason Mesut at DesignOps Summit 2018)
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Jason Mesut: "Shaping Designers and Design Teams" DesignOps Summit 2018 • November 7-8, 2018 • New York, NY http://www.designopssummit.com
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Shaping Designers and Design Teams (Jason Mesut at DesignOps Summit 2018)
- 1. Shaping Designers and Design teams 8 Nov 2018 | DesignOps Summit | New York Jason Mesut, Design Partner GROUP OF HUMANS @jasonmesut www.groupofhumans.com
- 2. 8th November 2017 Where were you?
- 3. 8th November 2017 Floripa, Brazil
- 4. 2 weeks earlier London, UK
- 7. Leading design 2017 Jason’s Client (not Julia) in the pic
- 10. Julia Whitney My coach Julia Whitney My coach
- 11. Reflection
- 12. Who and what am I?
- 14. Personal Work Community Who am I? Beyond my work? What do I do for money /vocation? What do I do to connect to others?
- 15. Personal Work Community Who am I? Beyond my work? What do I do for money /vocation? What do I do to connect to others? Husband Dad Bedroom producer DJ Scholar Half Turkish
- 16. Personal Work Community Who am I? Beyond my work? What do I do for money /vocation? What do I do to connect to others? Husband Dad Design leader Strategist Industrial Designer Bedroom producer DJ Scholar Half Turkish Web designer UXer Consultant
- 17. Personal Work Community Who am I? Beyond my work? What do I do for money /vocation? What do I do to connect to others? Husband Dad Design leader Strategist Industrial Designer SpeakerIxDA Local leader Writer Attendee Reader Leader? Bedroom producer DJ Scholar Half Turkish Web designer UXer Consultant
- 18. Personal Work Community Who am I? Beyond my work? What do I do for money /vocation? What do I do to connect to others? Husband Dad Design leader Strategist Industrial Designer SpeakerIxDA Local leader Writer Attendee Reader Leader? Bedroom producer DJ Scholar Half Turkish Web designer UXer Consultant
- 19. Career timeline and emotional mapping
- 20. Some areas I noticed were really important
- 21. Focus
- 22. Outcomes Nurtured a happy family Brought joy to many Progressed practice Developed stars Built a strong community Principles Purposefully passionate Productively provocative Insightfully inspiring Happily humble Creatively curious Driven but fun Silently supportive Ultimate vision (i’m keeping that a secret for now) Vision What I want to achieve Initiatives (too much detail for this talk) Initiatives What I am ultimately aiming for How I want to be when doing them Specific activities and projects
- 23. If you want to make the world a better place, look at yourself and make that change Michael Jackon 'Man in the Mirror’
- 24. 2018
- 25. Five key challenges in our industry
- 26. Five key challenges in our industry Demand Increasing demand for design Hubris Increasing hubris about what design and designers can or should do Confusion We confuse others and ourselves (titles, skills, methods) Hiring Hiring and retention is getting tougher Tech shifts Ever-changing technology contributes to our confusion 1 2 3 4 5
- 27. Five key challenges in our industry Demand Increasing demand for design Hubris Increasing hubris about what design and designers can or should do Confusion We confuse others and ourselves (titles, skills, methods) Hiring Hiring and retention is getting tougher Tech shifts Ever-changing technology contributes to our confusion 1 2 3 4 5
- 28. Five key challenges in our industry Demand Increasing demand for design Hubris Increasing hubris about what design and designers can or should do Confusion We confuse others and ourselves (titles, skills, methods) Hiring Hiring and retention is getting tougher Tech shifts Ever-changing technology contributes to our confusion 1 2 3 4 5
- 29. Five key challenges in our industry Demand Increasing demand for design Hubris Increasing hubris about what design and designers can or should do Confusion We confuse others and ourselves (titles, skills, methods) Hiring Hiring and retention is getting tougher Tech shifts Ever-changing technology contributes to our confusion 1 2 3 4 5
- 30. Five key challenges in our industry Demand Increasing demand for design Hubris Increasing hubris about what design and designers can or should do Confusion We confuse others and ourselves (titles, skills, methods) Hiring Hiring and retention is getting tougher Tech shifts Ever-changing technology contributes to our confusion 1 2 3 4 5
- 31. Five key challenges in our industry Demand Increasing demand for design Hubris Increasing hubris about what design and designers can or should do Confusion We confuse others and ourselves (titles, skills, methods) Hiring Hiring and retention is getting tougher Tech shifts Ever-changing technology contributes to our confusion 1 2 3 4 5
- 32. The answers for profiling often being spreadsheets – Hard to create – Hard to update – Difficult to engage with – Illusion of exhaustiveness – Not flexible to the diversity within teams
- 33. Hired InterviewedReviewed 1000+ 400+ 150+ CVs and folios Of practitioners and leaders Employees Led 60+Practitioners Managed + mentored 40+Practitioners
- 41. MODELS HELP We’re all different To frame our perspectives
- 43. Hypotheses I believed I could use visual frameworks to help
- 44. Hypotheses I believed I could use visual frameworks to help Engage designers in self reflection to help guide their future development Gather data to develop more robust industry- wide models Develop stronger bespoke competency frameworks for organisations 1 2 3
- 45. Hypotheses I believed I could use visual frameworks to help Engage designers in self reflection to help guide their future development Gather data to develop more robust industry- wide models Develop stronger bespoke competency frameworks for organisations 1 2 3
- 46. Hypotheses I believed I could use visual frameworks to help Engage designers in self reflection to help guide their future development Gather data to develop more robust industry- wide models Develop stronger bespoke competency frameworks for organisations 1 2 3
- 47. Hypotheses I believed I could use visual frameworks to help Engage designers in self reflection to help guide their future development Gather data to develop more robust industry- wide models Develop stronger bespoke competency frameworks for organisations 1 2 3
- 48. Different approaches around the world Design conference workshops Corporate workshops Mentored other leaders Florpia, Sao Paolo, San Diego, Amsterdam, London, Melbourne, Manchester, Bucharest, New York BBC, Tesco, Centrica, Autotrader, Fjord
- 49. Map against imperfect visual frameworks Visual tools to gather data, prime the thinking and observe diversity
- 50. Project future development Visual tools to gather data, prime the thinking and observe diversity Bespoke maps, captured areas of development, mentor and mentees
- 51. Frameworks A snapshot of some of the
- 52. Career timeline
- 54. BLOB MAPPING
- 57. UR User Research ExS Experience Strategy IA Information Architecture IxD Interaction Design ID Information Design CW Copy Writing VL Visual Language MG Motion Graphics Old skool UX Visual Designer / Creative territory
- 58. Strategy Research Interface Information Product Strategy Customer Experience VisualDesign InteractionDesign Q ualitativeResearchQuantitativeResearch§ Inform ationArchitectureContentStrategy UX SPECTRUM https://vitamintalent.com/extra/ux-spectrum/ Vitamin T’s
- 59. Strategy Research Interface Information Product Strategy Customer Experience VisualDesign InteractionDesign Q ualitativeResearchQuantitativeResearch§ Inform ationArchitectureContentStrategy https://vitamintalent.com/extra/ux-spectrum/
- 64. SOFT SPREAD
- 65. What are the most important qualities of a modern day designer?
- 66. Qualities
- 67. Back in 2005, I asked what makes a good ‘Experience Architect’
- 71. LEADERSHIP
- 72. Leadership mapping Vision & strategy Wider org. capabilities Advocacy Community Collaboration Quality Team Practice – Vision & strategy Creating the direction and plan for the design offer, team and its culture in relation to the organisation’s needs – Community Engaging external community of designers, peers, and different industry sectors – Advocacy Promoting the design offer and team around the business, to clients or to partners – Wider organisational capabilities Tracking, resourcing and developing design capabilities across the organisation – Team Growing, supporting, nurturing managing the design team of individuals – Collaboration Working with peers, other departments and teams to get work done – Quality Encouraging quality of product/service thinking (doing right thing) and design solution delivery details – Practice Developing toolkits for the team. Methods, techniques, principles, the environment and processes the team needs to function most effectively and efficiently
- 73. Effort distribution across responsibilities Vision & strategy Wider org. capabilities Advocacy Community Collaboration Quality Team Practice Where you spend your time Where the design function should spend more time
- 74. Put charts up
- 77. Over 70 areas and growing Techniques, methods, approaches
- 79. OWN SHAPE CRAFT YOUR OWN
- 80. Influences on desired development Business needs and expectations Industry Team Individual
- 81. Novice Competent Strong Expert Guru Help others Growth area
- 83. Prototyping I would help others: Choose the right prototyping tools for a specific challenge. Working quickly. Sharing prototypes. Setting up for user research. T32 MENTOR Prototyping T32 Mentee
- 87. Soft shaping
- 89. A simple process: reflect, then project Imperfect visual frameworks to gather data, prime the thinking and observe diversity Bespoke models, captured areas of development, mentor and mentees
- 91. I uncovered six key benefits These models and this process could help Explain differences Cast talent to challenge Hire to needs Strengthen capabilities Direct reflection Grow culture – Sell to talent – Fill gaps – Strengthen – Balance – Add to culture – Focus investment – Learn – Practice – Mentor – Activity – Behaviour – Performance – Experience – Retain talent – Encourage learning and giving – Progression – Team culture – Different skills – Different types of design – Value offered – Encourage consistency across the org – Build best teams – Align to capabilities – Align to growth objectives
- 92. These models and this process could help Explain differences Cast talent to challenge Hire to needs Strengthen capabilities Direct reflection Grow culture – Sell to talent – Fill gaps – Strengthen – Balance – Add to culture – Focus investment – Learn – Practice – Mentor – Activity – Behaviour – Performance – Experience – Retain talent – Encourage learning and giving – Progression – Team culture – Different skills – Different types of design – Value offered – Encourage consistency across the org – Build best teams – Align to capabilities – Align to growth objectives I uncovered six key benefits
- 93. These models and this process could help Explain differences Cast talent to challenge Hire to needs Strengthen capabilities Direct reflection Grow culture – Sell to talent – Fill gaps – Strengthen – Balance – Add to culture – Focus investment – Learn – Practice – Mentor – Activity – Behaviour – Performance – Experience – Retain talent – Encourage learning and giving – Progression – Team culture – Different skills – Different types of design – Value offered – Encourage consistency across the org – Build best teams – Align to capabilities – Align to growth objectives I uncovered six key benefits
- 94. These models and this process could help Explain differences Cast talent to challenge Hire to needs Strengthen capabilities Direct reflection Grow culture – Sell to talent – Fill gaps – Strengthen – Balance – Add to culture – Focus investment – Learn – Practice – Mentor – Activity – Behaviour – Performance – Experience – Retain talent – Encourage learning and giving – Progression – Team culture – Different skills – Different types of design – Value offered – Encourage consistency across the org – Build best teams – Align to capabilities – Align to growth objectives I uncovered six key benefits
- 95. These models and this process could help Explain differences Cast talent to challenge Hire to needs Strengthen capabilities Direct reflection Grow culture – Sell to talent – Fill gaps – Strengthen – Balance – Add to culture – Focus investment – Learn – Practice – Mentor – Activity – Behaviour – Performance – Experience – Retain talent – Encourage learning and giving – Progression – Team culture – Different skills – Different types of design – Value offered – Encourage consistency across the org – Build best teams – Align to capabilities – Align to growth objectives I uncovered six key benefits
- 96. These models and this process could help Explain differences Cast talent to challenge Hire to needs Strengthen capabilities Direct reflection Grow culture – Sell to talent – Fill gaps – Strengthen – Balance – Add to culture – Focus investment – Learn – Practice – Mentor – Activity – Behaviour – Performance – Experience – Retain talent – Encourage learning and giving – Progression – Team culture – Different skills – Different types of design – Value offered – Encourage consistency across the org – Build best teams – Align to capabilities – Align to growth objectives I uncovered six key benefits
- 97. Six key benefits of the process Explain differences Cast talent to challenge Hire to needs Strengthen capabilities Direct reflection Grow culture – Sell to talent – Fill gaps – Strengthen – Balance – Add to culture – Focus investment – Learn – Practice – Mentor – Activity – Behaviour – Performance – Experience – Retain talent – Encourage learning and giving – Progression – Team culture – Different skills – Different types of design – Value offered – Encourage consistency across the org – Build best teams – Align to capabilities – Align to growth objectives 1 2 3 4 5 6
- 98. Key learnings
- 99. Designers rarely self-reflect Designers not self- reflecting enough but find it useful Tangible skills dominate Prototyping or visual design, not Information Architecture Softer qualities matter more People are the hardest and most important part Orgs can self develop Don’t need external training — the team can develop itself Strategy Research Interface Information Product Strategy Customer Experience VisualDesign InteractionDesign Q ualitativeResearchQuantitativeResearch§ Inform ationArchitectureContentStrategy Four key learnings
- 100. Designers rarely self-reflect Designers not self- reflecting enough but find it useful Tangible skills dominate Prototyping or visual design, not Information Architecture Softer qualities matter more People are the hardest and most important part Orgs can self develop Don’t need external training — the team can develop itself Strategy Research Interface Information Product Strategy Customer Experience VisualDesign InteractionDesign Q ualitativeResearchQuantitativeResearch§ Inform ationArchitectureContentStrategy Four key learnings
- 101. Designers rarely self-reflect Designers not self- reflecting enough but find it useful Tangible skills dominate Prototyping or visual design, not Information Architecture Softer qualities matter more People are the hardest and most important part Orgs can self develop Don’t need external training — the team can develop itself Strategy Research Interface Information Product Strategy Customer Experience VisualDesign InteractionDesign Q ualitativeResearchQuantitativeResearch§ Inform ationArchitectureContentStrategy Four key learnings
- 102. Designers rarely self-reflect Designers not self- reflecting enough but find it useful Tangible skills dominate Prototyping or visual design, not Information Architecture Softer qualities matter more People are the hardest and most important part Orgs can self develop Don’t need external training — the team can develop itself Strategy Research Interface Information Product Strategy Customer Experience VisualDesign InteractionDesign Q ualitativeResearchQuantitativeResearch§ Inform ationArchitectureContentStrategy Four key learnings
- 103. Start small, start next week 1 2 3 4 Research and reflect regularly By-self and together as a group Use visual tools as a framing lens See yourself & others through shapes For a range of competencies Technical, human, qualities, foundation Encourage learning within Establish in-house mentoring programmes Key recommendations
- 104. One (important) last thing
- 105. Designers are humans Treat designers and your fellow operators as humans first. Sensitive, passionate, incredible humans. One (important) last thing
- 106. Designers are humans Treat designers and your fellow operators as humans first. Sensitive, passionate, incredible humans. We hide our complexity Recognise that we have things going on in our lives which we may not want to share. One (important) last thing
- 107. Designers are humans Treat designers and your fellow operators as humans first. Sensitive, passionate, incredible humans. We hide our complexity Recognise that we have things going on in our lives which we may not want to share. Tread carefully Be sensitive to anonymity, be careful going in too deep, but don’t shy away from trying. One (important) last thing
- 108. Designers are humans Treat designers and your fellow operators as humans first. Sensitive, passionate, incredible humans. We hide our complexity Recognise that we have things going on in our lives which we may not want to share. Tread carefully Be sensitive to anonymity, be careful going in too deep, but don’t shy away from trying.. Let’s find a way to design more human solutions for our design teams and less spreadsheets! One (important) last thing