Analyzis
Analyzis
Analyzis
Collaboration
Collaboration
Collaboration
Processes
Processes
Processes
Bootstrapping DesignOps
Bootstrapping DesignOps
Bootstrapping DesignOps
Bootstrapping DesignOps
Bootstrapping DesignOps
Bootstrapping DesignOps
At ZF-SCALAR I grew the design maturity of the company by introducing a DesignOps mindset and experimentation. I did that by leading initiatives to develop our people, product, and process. Nurturing a team of 24 high-performing designers, I helped leading our transportation orchestration portfolio vision and strategy across 44 cross-functional teams touching one in four cargo truck in the EU.
At ZF-SCALAR I grew the design maturity of the company by introducing a DesignOps mindset and experimentation. I did that by leading initiatives to develop our people, product, and process. Nurturing a team of 24 high-performing designers, I helped leading our transportation orchestration portfolio vision and strategy across 44 cross-functional teams touching one in four cargo truck in the EU.
At ZF-SCALAR I grew the design maturity of the company by introducing a DesignOps mindset and experimentation. I did that by leading initiatives to develop our people, product, and process. Nurturing a team of 24 high-performing designers, I helped leading our transportation orchestration portfolio vision and strategy across 44 cross-functional teams touching one in four cargo truck in the EU.
At ZF-SCALAR I grew the design maturity of the company by introducing a DesignOps mindset and experimentation. I did that by leading initiatives to develop our people, product, and process. Nurturing a team of 24 high-performing designers, I helped leading our transportation orchestration portfolio vision and strategy across 44 cross-functional teams touching one in four cargo truck in the EU.
At ZF-SCALAR I grew the design maturity of the company by introducing a DesignOps mindset and experimentation. I did that by leading initiatives to develop our people, product, and process. Nurturing a team of 24 high-performing designers, I helped leading our transportation orchestration portfolio vision and strategy across 44 cross-functional teams touching one in four cargo truck in the EU.
At ZF-SCALAR I grew the design maturity of the company by introducing a DesignOps mindset and experimentation. I did that by leading initiatives to develop our people, product, and process. Nurturing a team of 24 high-performing designers, I helped leading our transportation orchestration portfolio vision and strategy across 44 cross-functional teams touching one in four cargo truck in the EU.
6 months
Timeline
Facilitator / DesignOps lead
Role
6 months
Timeline
Facilitator / DesignOps lead
Role
Background
Background
In 2021 ZF-Group has decided to grow its digital portfolio product. Until that point mainly third party providers took advantage of the data generated by the hardware that ZF produced.
After a rapid succession of several acquisitions, SCALAR was born with the audacious goal of leading the transportation orchestration market. A total of 24 designers, embedded in product and solution teams merged their forces into a single incubator (small independent unit within a giant enterprise) close to 700 employees across the globe.
But with growth comes new challenges. When the number of designers grow from a handful to 24, how do you maintain the agility and innovation of a startup while operating at an enterprise level?
In 2021 ZF-Group has decided to grow its digital portfolio product. Until that point mainly third party providers took advantage of the data generated by the hardware that ZF produced.
After a rapid succession of several acquisitions, SCALAR was born with the audacious goal of leading the transportation orchestration market. A total of 24 designers, embedded in product and solution teams merged their forces into a single incubator (small independent unit within a giant enterprise) close to 700 employees across the globe.
But with growth comes new challenges. When the number of designers grow from a handful to 24, how do you maintain the agility and innovation of a startup while operating at an enterprise level?
Challenges
Challenges
1
Diverse cultural background of designers
Some of us came from a design agencies or a startups, others were working in the same team over 7 years. Expectation for quality was not articulated well. Neither who has the final word on the designs. Hierarchy and the way of working had a major effect on the outputs. On top of that, from Ireland to India we were sitting in many time-zones, limiting the synchronous interactions' timeframe a lot.
1
Diverse cultural background of designers
Some of us came from a design agencies or a startups, others were working in the same team over 7 years. Expectation for quality was not articulated well. Neither who has the final word on the designs. Hierarchy and the way of working had a major effect on the outputs. On top of that, from Ireland to India we were sitting in many time-zones, limiting the synchronous interactions' timeframe a lot.
1
Diverse cultural background of designers
Some of us came from a design agencies or a startups, others were working in the same team over 7 years. Expectation for quality was not articulated well. Neither who has the final word on the designs. Hierarchy and the way of working had a major effect on the outputs. On top of that, from Ireland to India we were sitting in many time-zones, limiting the synchronous interactions' timeframe a lot.
1
Diverse cultural background of designers
Some of us came from a design agencies or a startups, others were working in the same team over 7 years. Expectation for quality was not articulated well. Neither who has the final word on the designs. Hierarchy and the way of working had a major effect on the outputs. On top of that, from Ireland to India we were sitting in many time-zones, limiting the synchronous interactions' timeframe a lot.
1
Diverse cultural background of designers
Some of us came from a design agencies or a startups, others were working in the same team over 7 years. Expectation for quality was not articulated well. Neither who has the final word on the designs. Hierarchy and the way of working had a major effect on the outputs. On top of that, from Ireland to India we were sitting in many time-zones, limiting the synchronous interactions' timeframe a lot.
2
Not well-defined role descriptions
We had a handful of product designers working closely with product managers and solution architects, while UX/UI designers were embedded in product-engineering teams. However the role description for both roles were so vague that neither of these flavor of designers knew who suppose to do what.
2
Not well-defined role descriptions
We had a handful of product designers working closely with product managers and solution architects, while UX/UI designers were embedded in product-engineering teams. However the role description for both roles were so vague that neither of these flavor of designers knew who suppose to do what.
2
Not well-defined role descriptions
We had a handful of product designers working closely with product managers and solution architects, while UX/UI designers were embedded in product-engineering teams. However the role description for both roles were so vague that neither of these flavor of designers knew who suppose to do what.
2
Not well-defined role descriptions
We had a handful of product designers working closely with product managers and solution architects, while UX/UI designers were embedded in product-engineering teams. However the role description for both roles were so vague that neither of these flavor of designers knew who suppose to do what.
2
Not well-defined role descriptions
We had a handful of product designers working closely with product managers and solution architects, while UX/UI designers were embedded in product-engineering teams. However the role description for both roles were so vague that neither of these flavor of designers knew who suppose to do what.
3
How to maintain a cohesive user experience?
Merging multiple legacy products into one cohesive platform was not straightforward. Differing team structures, work processes, levels of maturity, and cultures created obstacles. Seemingly our fragmented communication and organizational structures was prevalent in the fractured user experience of our platform.
3
How to maintain a cohesive user experience?
Merging multiple legacy products into one cohesive platform was not straightforward. Differing team structures, work processes, levels of maturity, and cultures created obstacles. Seemingly our fragmented communication and organizational structures was prevalent in the fractured user experience of our platform.
3
How to maintain a cohesive user experience?
Merging multiple legacy products into one cohesive platform was not straightforward. Differing team structures, work processes, levels of maturity, and cultures created obstacles. Seemingly our fragmented communication and organizational structures was prevalent in the fractured user experience of our platform.
3
How to maintain a cohesive user experience?
Merging multiple legacy products into one cohesive platform was not straightforward. Differing team structures, work processes, levels of maturity, and cultures created obstacles. Seemingly our fragmented communication and organizational structures was prevalent in the fractured user experience of our platform.
3
How to maintain a cohesive user experience?
Merging multiple legacy products into one cohesive platform was not straightforward. Differing team structures, work processes, levels of maturity, and cultures created obstacles. Seemingly our fragmented communication and organizational structures was prevalent in the fractured user experience of our platform.
Finding our way
Finding our way
After a particularly frustrating product demo I called for a design task force to analyze and resolve the issue around the fragmented user experience. Through a series of workshops, we conducted a root-cause analysis to uncover why we couldn’t deliver a cohesive cross-module experience. We grouped and prioritized the findings and brainstormed potential solutions.
The result was a comprehensive action plan focusing on these areas:
Collaboration and communication
Design process
Craft
Vision
Coping with legacy mindset
After a particularly frustrating product demo I called for a design task force to analyze and resolve the issue around the fragmented user experience. Through a series of workshops, we conducted a root-cause analysis to uncover why we couldn’t deliver a cohesive cross-module experience. We grouped and prioritized the findings and brainstormed potential solutions.
The result was a comprehensive action plan focusing on these areas:
Collaboration and communication
Design process
Craft
Vision
Coping with legacy mindset
A step towards an experience-led future
A step towards an experience-led future
I had a vision to turn our company into an experience-led organization. I saw DesignOps as an important enabler for that path. I wanted to clarify the priorities for DesignOps and see how they contribute to my vision. Inspired by the Theory of Change I came up with a framework which helped me categorize the tasks.
I had a vision to turn our company into an experience-led organization. I saw DesignOps as an important enabler for that path. I wanted to clarify the priorities for DesignOps and see how they contribute to my vision. Inspired by the Theory of Change I came up with a framework which helped me categorize the tasks.
DesignOps vision
DesignOps vision
Radical Vision Statement
Today when designers at SCALAR want to create interfaces and seamless experiences they face unnecessary hurdles. They dig through Figma files, chase down colleagues for context, and piece together past decisions, often relying on guesswork.
This is unacceptable because it is inefficient, isolates designers and risks inconsistencies that impact the user experience.
We envision a world where designers have the tools and processes to deliver a unified UX effortlessly—without feeling overwhelmed or constrained in their creativity.
We're brining this world about by introducing the DesignOps Experimentation Framework—a system designed to empower designers while ensuring consistency and efficiency.
Prioritization
Prioritization
Our action plan list was growing over 30 action items. I needed a plan to work on what matters the most and can prove the value of the work.
I adopted a prioritization strategy based on tasks that met three key criteria:
Proven effectiveness (high confidence they would work).
Short-term impact (to demonstrate quick results).
Alignment with my vision of making our organization experience-led and human-centered.
Using this framework, I identified three core areas of focus:
Our action plan list was growing over 30 action items. I needed a plan to work on what matters the most and can prove the value of the work.
I adopted a prioritization strategy based on tasks that met three key criteria:
Proven effectiveness (high confidence they would work).
Short-term impact (to demonstrate quick results).
Alignment with my vision of making our organization experience-led and human-centered.
Using this framework, I identified three core areas of focus:
1
Crafting SCALAR's Vision
Articulating the company’s vision using the Radical Vision Statement framework. Making the vision more accessible and relatable. Aligning team-level visions with the overarching company vision.
1
Crafting SCALAR's Vision
Articulating the company’s vision using the Radical Vision Statement framework. Making the vision more accessible and relatable. Aligning team-level visions with the overarching company vision.
1
Crafting SCALAR's Vision
Articulating the company’s vision using the Radical Vision Statement framework. Making the vision more accessible and relatable. Aligning team-level visions with the overarching company vision.
1
Crafting SCALAR's Vision
Articulating the company’s vision using the Radical Vision Statement framework. Making the vision more accessible and relatable. Aligning team-level visions with the overarching company vision.
1
Crafting SCALAR's Vision
Articulating the company’s vision using the Radical Vision Statement framework. Making the vision more accessible and relatable. Aligning team-level visions with the overarching company vision.
2
Embracing Data-Informed Design and Development
Identifying the best analytics and insights tools. Conducting event storming sessions to pinpoint the most critical steps in the user journey. Implementing UX metrics trees to connect UX changes to business outcomes.
2
Embracing Data-Informed Design and Development
Identifying the best analytics and insights tools. Conducting event storming sessions to pinpoint the most critical steps in the user journey. Implementing UX metrics trees to connect UX changes to business outcomes.
2
Embracing Data-Informed Design and Development
Identifying the best analytics and insights tools. Conducting event storming sessions to pinpoint the most critical steps in the user journey. Implementing UX metrics trees to connect UX changes to business outcomes.
2
Embracing Data-Informed Design and Development
Identifying the best analytics and insights tools. Conducting event storming sessions to pinpoint the most critical steps in the user journey. Implementing UX metrics trees to connect UX changes to business outcomes.
2
Embracing Data-Informed Design and Development
Identifying the best analytics and insights tools. Conducting event storming sessions to pinpoint the most critical steps in the user journey. Implementing UX metrics trees to connect UX changes to business outcomes.
3
Mapping User Journeys and Service Blueprints
Creating detailed user journeys and service blueprints for each of our persona.
3
Mapping User Journeys and Service Blueprints
Creating detailed user journeys and service blueprints for each of our persona.
3
Mapping User Journeys and Service Blueprints
Creating detailed user journeys and service blueprints for each of our persona.
3
Mapping User Journeys and Service Blueprints
Creating detailed user journeys and service blueprints for each of our persona.
3
Mapping User Journeys and Service Blueprints
Creating detailed user journeys and service blueprints for each of our persona.
Crafting a Vision
Data-Informed Design
Business Model Canvas
Crafting a Vision
Data-Informed Design
Business Model Canvas
Crafting a Vision
Data-Informed Design
Business Model Canvas
Crafting a Vision
Data-Informed Design
Business Model Canvas
Crafting a Vision
Data-Informed Design
Business Model Canvas
Investing into the future
Investing into the future
1
Crafting SCALAR's Vision
1
Crafting SCALAR's Vision
1
Crafting SCALAR's Vision
1
Crafting SCALAR's Vision
1
Crafting SCALAR's Vision
Vision workshop
Vision workshop
Vision workshop
2
Embracing Data-Informed Design
2
Embracing Data-Informed Design
2
Embracing Data-Informed Design
2
Embracing Data-Informed Design
2
Embracing Data-Informed Design
Pendo trial
Mapping UX metrics to Business metrics
Pendo trial
Mapping UX metrics to Business metrics
3
Mapping User Journeys and Service Blueprints
3
Mapping User Journeys and Service Blueprints
3
Mapping User Journeys and Service Blueprints
3
Mapping User Journeys and Service Blueprints
3
Mapping User Journeys and Service Blueprints
Business Model Canvas workshop
Business Model Canvas workshop
Quick wins
Quick wins
While these long-term initiatives were essential, I recognized the need for quick wins to build momentum. I kicked off two simple but impactful solutions:
Design Office Hours: A regular slot where teams without dedicated designers could seek guidance.
UX-helps-you Slack Channel: A dedicated space for answering design-related questions and fostering collaboration.
While these long-term initiatives were essential, I recognized the need for quick wins to build momentum. I kicked off two simple but impactful solutions:
Design Office Hours: A regular slot where teams without dedicated designers could seek guidance.
UX-helps-you Slack Channel: A dedicated space for answering design-related questions and fostering collaboration.
Building a strong community through rituals
Building a strong community through rituals
Design Community of Practice
These bi-weekly workshops and presentations were an opportunity for us to share knowledge and train each other on design topics.
Design Community of Practice
These bi-weekly workshops and presentations were an opportunity for us to share knowledge and train each other on design topics.
1
Design Community of Practice
These bi-weekly workshops and presentations were an opportunity for us to share knowledge and train each other on design topics.
1
Design Community of Practice
These bi-weekly workshops and presentations were an opportunity for us to share knowledge and train each other on design topics.
Design Community of Practice
These bi-weekly workshops and presentations were an opportunity for us to share knowledge and train each other on design topics.
Design Community of Practice
These bi-weekly workshops and presentations were an opportunity for us to share knowledge and train each other on design topics.
Buddy Groups
All of us were assigned to a buddy group of three-four designers to have a chance of discussing day-to-day design challenges among others.
Buddy Groups
All of us were assigned to a buddy group of three-four designers to have a chance of discussing day-to-day design challenges among others.
2
Buddy Groups
All of us were assigned to a buddy group of three-four designers to have a chance of discussing day-to-day design challenges among others.
2
Buddy Groups
All of us were assigned to a buddy group of three-four designers to have a chance of discussing day-to-day design challenges among others.
Buddy Groups
All of us were assigned to a buddy group of three-four designers to have a chance of discussing day-to-day design challenges among others.
Buddy Groups
All of us were assigned to a buddy group of three-four designers to have a chance of discussing day-to-day design challenges among others.
Design Office Hours
These bi-weekly office hours helped connect designers with teams who lack UX/UI designers or just want to learn about designg how we approach design, offering new possibilities and challenges. This post aims to explore how AI and machine learning are influencing the field of UI/UX, bringing a new dimension to user experiences and interfaces.
Design Office Hours
These bi-weekly office hours helped connect designers with teams who lack UX/UI designers or just want to learn about designg how we approach design, offering new possibilities and challenges. This post aims to explore how AI and machine learning are influencing the field of UI/UX, bringing a new dimension to user experiences and interfaces.
3
Design Office Hours
These bi-weekly office hours helped connect designers with teams who lack UX/UI designers or just want to learn about designg how we approach design, offering new possibilities and challenges. This post aims to explore how AI and machine learning are influencing the field of UI/UX, bringing a new dimension to user experiences and interfaces.
3
Design Office Hours
These bi-weekly office hours helped connect designers with teams who lack UX/UI designers or just want to learn about designg how we approach design, offering new possibilities and challenges. This post aims to explore how AI and machine learning are influencing the field of UI/UX, bringing a new dimension to user experiences and interfaces.
Design Office Hours
These bi-weekly office hours helped connect designers with teams who lack UX/UI designers or just want to learn about designg how we approach design, offering new possibilities and challenges. This post aims to explore how AI and machine learning are influencing the field of UI/UX, bringing a new dimension to user experiences and interfaces.
Design Office Hours
These bi-weekly office hours helped connect designers with teams who lack UX/UI designers or just want to learn about designg how we approach design, offering new possibilities and challenges. This post aims to explore how AI and machine learning are influencing the field of UI/UX, bringing a new dimension to user experiences and interfaces.
Rolling out a new design system
Rolling out a new design system
The most critical attribute of a well-functioning design system is that it isn’t treated as a “snowflake” project. It shouldn’t be seen as a separate entity, or a side project, or what designers do post-launch. Instead, it should be treated as a product, with its own roadmap, backlog, ownership and resources.
This is how we took care of our freshly made design system, Velocity.
The most critical attribute of a well-functioning design system is that it isn’t treated as a “snowflake” project. It shouldn’t be seen as a separate entity, or a side project, or what designers do post-launch. Instead, it should be treated as a product, with its own roadmap, backlog, ownership and resources.
This is how we took care of our freshly made design system, Velocity.
Defining UX design project types
Defining UX design project types
When navigating design work among multiple teams it is essential to align on a shared definitions for the project types, their timelines, and expected deliverables.
These are the three design project types that we defined for ourselves each with its own unique expectations for deliverables and timeline:
Simple projects with known knowns
Complicated projects with known unknowns
Complex projects with unknown unknowns
When navigating design work among multiple teams it is essential to align on a shared definitions for the project types, their timelines, and expected deliverables.
These are the three design project types that we defined for ourselves each with its own unique expectations for deliverables and timeline:
Simple projects with known knowns
Complicated projects with known unknowns
Complex projects with unknown unknowns
Looking back
My journey from UX design to DesignOps has been as challenging but also rewarding. It has taught me the importance of bridging gaps — not just between legacy systems, but also between teams, processes, and visions. DesignOps isn’t just about operational efficiency; it’s about enabling designers to do their best work, aligning efforts with a shared vision, and ultimately creating experiences that matter.
Embarking on this journey was not an easy ride. The road was uncertain with lots of fears, risk and emotional exposure. But I felt blessed that I’ve found a supportive network: people who trusted me and encouraged me to go forward.
Zita is an excellent UX researcher, designer and a very good workshop facilitator. At ZF we collaborated on various projects both internal and external. One of them was to analyse all existing designs for possible inconsistencies. It was a very difficult task but with her involvement and focus on the final goal we were on a very good path.
Marek Wojdyło
UX/UI designer at ZF
Zita is an excellent UX researcher, designer and a very good workshop facilitator. At ZF we collaborated on various projects both internal and external. One of them was to analyse all existing designs for possible inconsistencies. It was a very difficult task but with her involvement and focus on the final goal we were on a very good path.
Marek Wojdyło
UX/UI designer at ZF
Zita is an excellent UX researcher, designer and a very good workshop facilitator. At ZF we collaborated on various projects both internal and external. One of them was to analyse all existing designs for possible inconsistencies. It was a very difficult task but with her involvement and focus on the final goal we were on a very good path.
Marek Wojdyło
UX/UI designer at ZF
Zita is an excellent UX researcher, designer and a very good workshop facilitator. At ZF we collaborated on various projects both internal and external. One of them was to analyse all existing designs for possible inconsistencies. It was a very difficult task but with her involvement and focus on the final goal we were on a very good path.
Marek Wojdyło
UX/UI designer at ZF
Zita is an excellent UX researcher, designer and a very good workshop facilitator. At ZF we collaborated on various projects both internal and external. One of them was to analyse all existing designs for possible inconsistencies. It was a very difficult task but with her involvement and focus on the final goal we were on a very good path.
Marek Wojdyło
UX/UI designer at ZF
Zita is an excellent UX researcher, designer and a very good workshop facilitator. At ZF we collaborated on various projects both internal and external. One of them was to analyse all existing designs for possible inconsistencies. It was a very difficult task but with her involvement and focus on the final goal we were on a very good path.
Marek Wojdyło
UX/UI designer at ZF
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