More frustrating are large organizations that should know better but continue this practice. An example was a Silicon Valley company (that shall remain nameless) that had four design directors as peers, each reporting to the VP of Product Management. While it might seem that design had real presence, in actuality none of the design directors were the head of design — that VP was. And that person was making decisions that affected the design team, even though he didn’t understand the potential that design could be delivering. A design team needs to be in charge of its own destiny, and this
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