Summary
In an ideal world, Design Operations is one part of a larger team working toward a common goal. However, working with other program management teams - Product Operations, Technical Program Management and Content or Marketing Operations – can be a challenge due to overlap and other common pitfalls. Alnie will discuss these challenges, and present strategies to better define expertise and charter for each program management team, resulting in more effective collaboration.
Key Insights
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Design operations functions are often new and misunderstood, requiring clear communication of their mission and scope.
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Creating a team or individual charter helps define and communicate design ops roles internally and with peers.
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Managing ambiguity is a core skill for design ops, particularly in early, exploratory phases of product development.
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Using tangible tools like prototypes can reduce meetings and align multiple stakeholders effectively.
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Building a program management community of practice facilitates relationship-building and clarifies overlapping responsibilities.
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Design ops should act as strategic operational leaders, bridging silos and connecting people, processes, and tools.
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Successful collaboration is marked by understood expectations, clear swim lanes, healthy team cadence, and minimal friction.
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Regular feedback loops, even informal ones, help surface operational gaps and mature partnerships.
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Balancing where design ops sits organizationally—within design or cross-functional program management—affects proximity to teams and collaboration.
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Engaging HR business partners is critical to resolving leveling and role recognition challenges within operations teams.
Notable Quotes
"Our job is really a lot of managing ambiguity and chaos; it's just par for course."
"A prototype is worth a thousand meetings to create alignment and reduce churn."
"Design ops are strategic operational leaders, not just connectors."
"Build relationships beyond design, including product partners, legal, communications—relationship is the currency of our craft."
"Expect confusion about design ops roles especially if the function is new; be ready to explain it often."
"Say yes or no to projects based on company priorities, user experience impact, and your ability to make a difference."
"Once people see design ops in action, they understand its value and start asking for investment."
"It's okay to evolve your charter; it should be a living document that reflects organizational maturity."
"Not everyone needs to be in every meeting; define clear touch points and handoffs to reduce friction."
"Community of practice meetings grow stronger when ownership is shared and rotating."
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