Key Insights

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  In utilities like PG&E, delivery failure is catastrophic, so design must prioritize reliability over speed.

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  Enterprise organizations have varied ideas of what constitutes 'good enough,' complicating design consensus.

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  Pair design, involving peers from different roles, accelerates idea iteration and reduces designer blind spots.

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  Designers often feel paranoid and undervalued in large organizations, stemming from isolation and lack of invitation to decision making.

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  Leading through making—creating tangible artifacts like storyboards and prototypes—helps designers invite themselves to the table.

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  Design operations teams act like lawyers for the design system, helping teams adapt and flex guardrails effectively.

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  Fostering authentic, facilitated relationships within the organization combats designer paranoia and increases influence.

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  Designers must balance fighting for the best user experience with pragmatic business considerations and appropriate UX debt.

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  Workshopping and informal team activities like running build community and humanize designers within corporate culture.

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  Human-centered design applies not only to end users but also to the experiences people have working with the design team.

Notable Quotes