Summary
Change is the rule, not the exception, and it’s the catalyst for innovation and growth. Design as a discipline is rooted in the process of iteration and change. However, scaling design requires a certain level of preparation in the system for it to be understood, absorbed, and implemented. This process manifests itself in and through Design Operations. In this session, Alison and Jacqui will lead the audience through some interactive exercises to better understand change and outline how DesignOps can help their design orgs navigate ambiguity.
Key Insights
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Effective design operations requires broad collaboration—no single person can implement change alone.
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Change management blends scientific frameworks with emotional, human-centered art to succeed.
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Starting with a small, focused group builds trust and momentum better than broad, immediate scaling.
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Repeated, targeted communication across the organization is vital for change adoption.
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Design ops leaders often face under-resourced teams but still must deliver significant value.
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Understanding an organization's cultural readiness for change helps tailor realistic strategies.
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Design operations is not just about design—it impacts systems, people, and organizational processes.
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Psychological safety and tactical empathy foster environments receptive to change.
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Failures provide valuable lessons and tools that improve ongoing and future initiatives.
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Building and maintaining a coalition of advocates is critical to sustaining change momentum.
Notable Quotes
"I thought I could single-handedly bring design thinking to MailChimp. It took 1,000 people, not me."
"You can’t have any successes if you’re not trying everything."
"Design ops is about setting the table and sometimes hosting the noisy party at it."
"Don’t be surprised by change. Expect change."
"Process design is also design."
"Move softly and fix things."
"Surviving victory means don’t celebrate too soon. It’s a game of inches."
"If you don’t have a coalition that understands culture, go back to study the organization’s ability to change."
"The best change initiatives are supported by a strong communication plan: say it until someone says it better back to you."
"Failures fill your tool belt with more than one hammer, so you don’t see every problem as a nail."
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