Summary
To be successful, Operations has to be many things to many people. Operations might need to present a different face to innovators and designers, who might fear Ops as an imposer of constraints, than to a more established group, who are comforted by the presence of strong operations. Similarly, decision-makers, Legal, Procurement, and other silos might require different “faces” from Ops. Crystal Philcox will draw on her experience helping lead operations at the IRS and GSA to show us how Operations can be most effective by adapting to the needs and expectations of an organization’s other major players. She’ll also help us resolve those different “faces” so that they remain aligned and true to the overall goals of an Operations organization.
Key Insights
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At the IRS, despite its massive user base, there were initially zero dedicated UX professionals, reflecting the challenge of integrating design in rigid government structures.
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Government agencies develop strict rules and controls often as reactions to isolated incidents, creating a high-risk environment for creative work.
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Strategic communication involves adopting different 'faces' or mindsets tailored to engage effectively with various departments like finance, legal, and HR.
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Deep technical understanding and skill-building within the domain are essential for operations leaders to gain trust and influence decisions.
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Effective risk management requires knowing when and how to push back while using political capital or 'risk budget' judiciously.
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Building internal and external alliances is crucial for navigating bureaucratic constraints and extending organizational capability.
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Involving team members early and transparently in change initiatives prevents resistance and builds shared ownership of new processes.
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Operational excellence means making the organization easy to work within, easy for customers to engage with, and transparent in processes.
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A design operations leader’s role includes facilitating project staffing that aligns with people’s skills and professional growth goals.
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When faced with transformational but unfamiliar projects, relying on established best practices like risk assessment and coalition-building helps mitigate uncertainty.
Notable Quotes
"At the IRS, there was zero UX expertise—no teams, no job descriptions; that’s why many government online transactions feel broken."
"The IRS had a $60,000 video incident that triggered congressional hearings and a video review board that still exists seven years later."
"You can’t fake understanding budgets; I learned the hard way that you must dig into the details early."
"Find your faces—adopt different mindsets depending on whether you’re talking to finance, legal, HR, or purchasing."
"Managing risk is about knowing when to push back and when to save your political capital for the moments that matter."
"Build coalitions with people who understand your business, hold power, and want the same outcomes as you."
"The most important part of asking for feedback is not just the input but introducing people to change so they can get to where you are."
"Operational excellence means it’s easy to work with your organization, easy for customers to do business, and easy to understand your value."
"You can’t do operational excellence alone; it requires everyone’s participation across the organization."
"When facing the unknown, take a breath, restart where you are, and use what you know—consensus and participation lead to richer outcomes."
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