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Summary
On January 10th, lean expert and author Jeff Gothelf joined us to take your questions and talk about the intersection of lean and design in general.
Key Insights
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Dedicated design resources on teams increase agility, collaboration, and learning speed, while shared designers across many teams cause productivity loss and conflict.
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Sustaining UX teams through leadership or regime changes requires embedding design as a core organizational value, often driven by competitive pressures.
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Effective OKRs focus on customer or user behavior changes, not just technical metrics like load times.
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Mapping team OKRs to executive-defined strategic brand values creates alignment and enables teams to identify overlaps and collaborate.
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Leadership influence at the executive level is crucial to integrating user experience considerations into large technical platform decisions.
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Proactive transparency by UX teams through regular communications builds organizational credibility and visibility of UX work, even in small teams.
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Learning and Development functions within HR have emerged as key enablers of successful enterprise-wide transformation and agile cultural change.
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Changing the organizational measure of success from output (building features) to outcomes (behavioral change) is fundamental to enabling experimentation and pivots.
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Embedded designers as full-time team members, especially interaction designers, ensure design is not an afterthought or bottleneck.
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Presenting research evidence in ways that include leadership and quantify cost impacts can help overcome resistance from powerful stakeholders like CEOs.
Notable Quotes
"When you have one designer on three teams, every day they have to choose which two people they're going to piss off."
"If you don’t hire engineers, you won’t get code; if you don’t hire designers, you still get design, just bad design."
"The only way OKRs work is if your key results are measures of behavior."
"I want to see value in six months with five million dollars, and if you show value, you'll get the next funding tranche."
"The gatekeepers to enterprise-wide organizational transformation are HR, especially Learning and Development."
"Ask: How do we know when we're done? What's the goal? That shifts the conversation from build me a thing to change customer behavior."
"Proactive transparency means sending a regular newsletter sharing research, insights, and work even if no one asks for it."
"Leadership sponsoring shared strategic brand values creates common direction and helps teams discover overlaps and collaborate."
"Design survives regime changes when it becomes part of the organization’s DNA and is driven by competitive necessity."
"Showing executives videos and data from user research can help them experience user pain points firsthand and impact decisions."
Or choose a question:
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