Setting the Table for Dynamic Change
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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Failure is inevitable and a critical part of learning in design operations and change management.
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Attempting to implement large-scale design thinking or design ops solo is unrealistic; it requires broad organizational involvement.
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Design operations is still an emerging discipline without widespread formal education or standardized practices.
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Starting change initiatives with small, achievable, high-impact projects builds trust and momentum for larger transformations.
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Building a coalition of cross-functional stakeholders with executive buy-in is essential for successful change management.
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A strong communication strategy, including repeated targeted messaging (effective frequency), aids adoption of change ideas.
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Change management involves both scientific frameworks and relational, empathetic human approaches.
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Organizational readiness and culture dramatically influence how change initiatives must be adapted and paced.
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Design ops leaders often juggle ambiguity, start unraveling a complex ‘hairball’ of processes and relationships without clear beginnings or ends.
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Emotional journeys, psychological safety, trust, and empowerment are foundational to making change stick in organizations.
Notable Quotes
"I thought I could single handedly bring design thinking to MailChimp. Turns out it took 1,000 people."
"You will have zero successes if you’re not trying it all."
"Design ops is not just about design; if we aren’t considering the system, then we’re destined to fail."
"Don’t be surprised by change. Expect change."
"Move softly and fix things."
"Say it until someone says it better back to you."
"Change is a game of inches; we take two steps forward, six steps back."
"We haven’t just invited them, we’ve set the damn table, and sometimes we have to host the damn party."
"Listening with tactical empathy means understanding the full emotional journey during times of change."
"Change requires more than a single vision or a few projects; it takes careful orchestration throughout the organization."
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