Cutting through the Noise

Key Insights

• •

  Maggie discovered design operations six years into her career, highlighting the role’s nascency even in large companies.

• •

  Uber’s design ops team grew quickly from 2 to 14 in one year, supported by early tactical wins and strong VP advocacy.

• •

  Early skepticism about design ops was overcome by demonstrating distinct value separate from product managers or executive assistants.

• •

  COVID-19 forced Maggie to shift teams rapidly, managing new priorities and resourcing cuts while keeping teams sane and motivated.

• •

  Remote team engagement benefits from lightweight rituals like Screenshot Thursday and optional breakout sessions rather than mandatory Zoom calls.

• •

  Design operations at Uber involves hiring support focused on cultural fit and process mindset, not portfolio vetting.

• •

  Diversity and inclusion efforts are gaining more organizational focus recently but remain an ongoing challenge requiring intentional strategies.

• •

  The design ops team at Uber is predominantly female, reflecting skills such as empathy, multitasking, and communication traditionally attributed to women.

• •

  Collaboration between design ops, product managers, technical program managers, and engineering is crucial but still evolving toward a more integrated operational approach.

• •

  Maggie advocates for servant leadership in design ops, balancing behind-the-scenes support with the need for organizational recognition and influence.

Notable Quotes