At our recent Design Leadership Round Table, we delved into some of the toughest questions facing design leaders today: How do we measure the ROI of design? How do we communicate its intangible value? And what are the pros and cons of different design team structures?
Measuring Design ROI:
Quantifying the impact of design is notoriously tricky, with challenges stemming from the myriad aspects of design, including UI, research, accessibility, and usability. During our discussion, we explored whether we should measure the ROI of design as a practice or as an output. The group largely agreed that if an organisation pressures design to produce quantifiable results, it might be too late. While elements like usability, NPS, and accessibility can be measured, aspects like innovation are harder to pin down. The key takeaway? Aligning design’s narrative with business goals is crucial. If a company values innovation, frame design as a tool for disruption. If the focus is on engagement, demonstrate how design drives conversions and loyalty.
Communicating Intangible Value:
Design's intangible value presents a unique challenge. We debated whether design is inherently intangible or if its value can be measured over time, such as through increased user satisfaction or app downloads. Storytelling emerged as a powerful tool to bridge this gap. Crafting a narrative that aligns with what stakeholders care about can help convey both tangible and intangible benefits. Understanding your organisation's values and communicating design’s impact effectively are essential for making the case for design.
Supporting Team Authority:
Building your team’s authority with stakeholders is crucial for elevating design’s role within the organisation. Developing team members’ expertise in their craft and domain knowledge helps build credibility. It’s also important to foster strong relationships with stakeholders by co-creating solutions and understanding their needs. Encouraging empathy and constructive critique among team members can enhance collaboration and support design’s influence.
Design Team Structures:
The round table also tackled the pros and cons of different design team structures. Centralised teams, while offering strategic influence and consistency, can struggle if involved too late in projects. Matrix teams, on the other hand, allow for closer alignment with business needs and quicker impact but can lead to silos and inconsistent outcomes across the organisation. Regardless of the model, the consensus was clear: effective design requires ongoing effort, adaptability, and alignment with business objectives.
Key Takeaways:
ROI Measurement:Â Align design with business goals and focus on relevant metrics to make a compelling case.
Intangible Value: Use storytelling and context understanding to communicate design’s value effectively.
Team Authority:Â Invest in team development, build relationships with stakeholders, and foster empathy and collaboration.
Team Structures:Â Recognise the strengths and limitations of your design team structure and adapt as needed to maximise impact.
In summary, the round table emphasised that while measuring and communicating design’s value can be complex, a strategic approach, clear storytelling, and strong stakeholder relationships are key to demonstrating design’s impact and enhancing its role within the organisation.
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