Org Design for Design Orgs: Building and Managing In-House Design Teams

by Peter Merholz

To achieve Level 3, team members have a portfolio featuring multiple shipped products; it should no longer contain schoolwork. Arriving at this level, they have demonstrated their understanding of the broader context in which their designs live, the intersection of business, technical, and customer factors that allow their work to be successful. They might not know how to navigate these interests, but they recognize their importance. This level requires the first big professional shift for the team member. To succeed means knowing when to set aside design and focus on the interpersonal aspects of work. No longer is it simply about practicing their craft. They acquire new leadership skills and develop a serious shift in mindset. They must appreciate how all the core design skills, not just those they directly practice, work together to produce a great experience. Understanding the business context in which they’re operating becomes important in driving better design decisions. This shift may prove challenging for designers whose success up to this point has been all about how they practiced their craft. Managers need to play an active role in helping team members navigate this shift. Engage in hands-on coaching, spending more one-on-one time in order to provide guidance through specific challenges. Suggest leadership and communication skills training that will give team members tools to better facilitate, present, and persuade. It takes about five years for someone to get t...