From start ups to Fortune 100s, across many sectors, I have learned that a significant part of a design leader’s job is organizational change.
Why?
Because that is often the only way for a company to realize the greatest value from their investment in a design team. And I measure that impact by aligning design goals to the company’s strategic goals.
I often think of myself as a strategic executive with design skills. Those traits help me help the organization find that perfect intersection between company goals and customer goals. My work helps maintain focus on applying the company’s strengths to the competition’s weaknesses.
That’s strategy.
And I put it into practice by aligning the work of the design team with the company’s North Star Metric, OKRs, or strategic goals – whatever metric used to measure progress.
There are never enough designers, researchers, content strategists, etc., so it’s critical to get the most value from the team you have. As a leader, I challenge the team to address complexity, so users don’t have to – and then support them with coaching and mentoring to ensure they meet the challenge. I have found that designers really respond to this, and it inspires them to deliver a better, more successful product.