Key Insights

• •

  Designers spent only about 37% of their time actually designing before adding design ops support.

• •

  Adding one design program manager (DPM) to a team of 14 designers increased design time by 50%, equivalent to adding three to four designers.

• •

  Design ops roles should be tailored to solve specific problems rather than hiring a generic role upfront.

• •

  The three Ps framework—people, process, and priorities—helps clarify design ops responsibilities versus design managers and directors.

• •

  DPMs reporting into a separate design ops team rather than design managers creates a therapeutic, safe space for designers to speak up.

• •

  Global design collaboration needs guidelines on time zones, communication norms, and sharing best practices across offices.

• •

  Removing unnecessary tools boosts efficiency more than continually adding new ones.

• •

  Assigning a DPM to design teams that don't want one leads to confusion and inefficiency.

• •

  Standardizing tools across all design teams is less important than good communication and adaptability.

• •

  Onboarding, mentorship, and team culture programs are critical design ops functions often overlooked in large organizations.

Notable Quotes