In digital product design, I follow the principles outlined in the double diamond process, which supports divergent and convergent thinking within teams. Centered around identifying and solving problems, we define the problem space through extensive research, guided by both quantitative and qualitative data. We create rapid, iterative experiments that deliver measurable user impact. In a nutshell, that’s our approach.
We develop hypotheses using structured frameworks. We identify high-level levers and brainstorm solution approaches that we believe will influence these levers. This ongoing process involves assessing risks, seeking opportunities, and measuring successes and failures. We eliminate what doesn’t work and promote and iterate on what does — a fundamental aspect of modern product design.
A robust design process leverages the skills of the entire team to gather diverse perspectives, brainstorm solutions, and prioritize effectively.
Above is an example of a method I’ve used to prioritize and reach consensus on which solutions to tackle first. In a workshop setting, the broader business team collaborated on our hypotheses. We used a t-shirt sizing method to evaluate ideas, clearly identifying which solutions were more or less impactful and which required more or less effort.
Squads, chapters, and tribes
In a product-led organization, the structure of multidisciplinary teams is crucial for maximizing the potential of talented individuals.
Depending on the organization’s size, squads may be part of larger pillars. Ideally, both squads and pillars should be oriented around significant product moments or high-level customer experiences, rather than low-level features, channels, or technologies.
Teams consist of individuals with specialized functions, who belong to supporting chapters. For example, I belong to the ‘design chapter.’ Common functions in these teams include design, product management, and engineering, often subdivided into more specialized disciplines based on the product’s size, scale, or industry.
Other functions might include Content, Research, QA (Quality Assurance), Legal (for compliance), Visual Design, Search, Data Science, Editorial, or UX Copywriting. These might be specific to certain squads or centralized functions accessible to all squads.
Building great design teams
My approach is straightforward. Hire for diversity, in both background and thinking. Cognitive diversity is crucial in creative disciplines, making it essential to encourage and nurture it.
Create an environment of autonomy and high trust. Foster a space where designers of all levels and experiences can contribute equally and impactfully.
Practice radical candor. Embrace failure but fail fast. Share and learn from failings confidently, knowing that this approach leads to faster, more robust successes.