The topics of Design Operations and UX Leadership have become extremely popular in recent times due to the increased focus of mid and large size companies to deliver great customer experiences and become design-driven organizations. This has been leading to companies hiring a large number of designers in the recent month and years. But many companies struggle to really unite these new design “forces” to deliver a holistic end-to-end experience. Silos have shifted from departments to product teams.
Best practices for organizational models and processes for large design teams working in agile environments are still being developed. What we see as the working model in a lot of companies are many interdependent agile product teams working towards one or more products or services.
The high amount of designers in an organization typically leads to management roles such as Design Team Leaders, Chapter Leads, Design Directors or even Chief Experience Officers. They are dealing with a wide range of topics such as processes, organizational structures or design guidelines and design systems. At the same time these leaders also are supposed to develop a UX vision and care for the development of their employees.
If you compare the roles and topics of User Experience Management and Leadership to other more established areas such as IT Management, it becomes clear that best practices are still emerging or have to be developed still.
At Intersection 2018 I will present the first version of my self-developed, research-based framework that aims at clarifying and sharpening the field of UX Management. I want to offer this as a tool for current and future UX leaders, to focus on the right things in their organization and implement the right initiatives and changes. I hope for feedback and discussion with the crowd.