Design teams often ask for a metric that they could own, improve, and use as a way to demonstrate the value of design in a certain company.
In my experience, there isn’t a single metric but there are ways to evolve a set of metrics that show the value of design.
Short thread 🧵
In my experience, there isn’t a single metric but there are ways to evolve a set of metrics that show the value of design.
Short thread 🧵
First, how you measure the value of design depends on the maturity of the team.
Early on, as you build credibility, the most important metric is how your *internal* stakeholders view you. Especially engineering and PM leaders and teams.
Early on, as you build credibility, the most important metric is how your *internal* stakeholders view you. Especially engineering and PM leaders and teams.
Building credibility with engineering and PM teams by showing the value design brings is critical.
You can do this through education but it’s most obvious when you, as a design leader, pair closely with key engineering & PM leaders to help shape strategy and deliver execution.
You can do this through education but it’s most obvious when you, as a design leader, pair closely with key engineering & PM leaders to help shape strategy and deliver execution.
The credibility of design, early on, is very intertwined with your personal credibility in the org.
If you can help engineering teams, in particular, do less engineering and rework by doing the necessary work to validate end to end experiences early, this goes a long way!
If you can help engineering teams, in particular, do less engineering and rework by doing the necessary work to validate end to end experiences early, this goes a long way!
Second, now that you have the credibility, you can own particular ease of use and time to value related metrics. However, make sure they’re linked to clear business metrics. For example, can you link ease of use of on boarding to adoption?
Use the credibility you’ve built and extend that credibility to others in the design team by also helping them own some metrics in their teams.
Third, as you own more of these metrics in specific products and features, can you grow that to own ease of use across end to end portfolio-wide experiences? Again, you have to keep that linked to the business metrics.
Some of those metrics can be better described through an overall framework here: link.medium.com/41lZX98CEeb
Finally, your metric is how you’re helping make the whole organization, not just the design team, a more experience-led org.
How many of your design practices are now standard operating procedure for the product team, not just the design team?
How many of your design practices are now standard operating procedure for the product team, not just the design team?
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