By following the cross-functional leadership model, a good product strategy (i.e. how we’ll win) should consist of contributions from product, marketing and sales teams (viability), the engineering and technology teams (feasibility) and the design team (desirability and usability). By working closely with these stakeholders I can gain and understanding of and help define the business goals and objectives and how the experience of the product or service can support the needs of the target customers and therefore help reach those commercial objectives.
The responsibility of the design team is to research the needs of the customer, provide contextual awareness of the current product or service offering and identity how to evolve and better meet those customer needs, relative to the goals and objectives of the business. To do this is use the design thinking 'double diamond' model as a way to answer three key questions from a design perspective and use the insights gathered to inform the larger product strategy; Where are we today? Where do we want to be? How will we get there?
The key to good research is knowing the right questions to ask. As a researcher, having a solid understanding of what the team wants to know helps me decide which method to utilise to find the answer. Without having that question or hypothesis before starting the research the team will most likely only identify insights that confirm their existing beliefs (confirmation bias). It is also important never to rely too heavily on just one research method, but instead to gather a variety of insights from complimentary sources (i.e. qualitative & quantitative, attitudinal & behavioural.)
Depending on the size or maturity of the project, there may be several questions or assumptions that need to be researched and validated. In order to work out the order in which each research activity is conducted, I use an ‘assumptions map’ and plot each assumption on an axis of known/unknown and high risk/low risk. The most important research to conduct first is the one with the least existing insight that carries the most risk.
After the initial discovery research has been conducted to ensure the team is building the right product, the next stage is to ensure we are building the product right. This can be achieved by continually creating, testing and iterating prototypes with customers to ensure the final execution that is entrusted to the engineering team to build meets the agreed upon desirability and usability standards set by the team at the start. Even after the product or update is ‘live’, it is crucial that its performance be monitored and optimised with the use of analytics and customer testing.
A strong understanding of design theory and psychology, in addition to creativity, mean I am able to produce intuitive and visually appealing UIs. By combining this work in a ‘design systems’ model and breaking it down into its core ‘atomic’ components, I am able to create a visual design ‘language’ that is repeatable and therefore consistent across other products, journeys or platforms within the ecosystem.
Ensuring that my team knows what success looks like and cares about achieving it is critical to its success. By communicating clearly the wider goals, objectives OKRs etc. of the wider company as well as the product or service, and aligning the members of our team on its purpose I can maximise the chances of us all reaching our desired outcome. Without this, conflicting priorities and mismatched expectations arise.
My top priority as a people leader is to ensure the happiness, wellness and empowerment of those in my team. I practice 'servant leadership' and balance knowing when to provide hands-on guidance and coaching with when to step back and trust in their expertise. I also believe that the same quality of empathy that makes great designers, also makes good leaders. By creating a psychologically safe space that allows everybody to be their true selves and encouraging a culture of ‘radical candour’, I am able to have open and honest conversations with my reports, colleagues, peers and superiors. This allows us all to both give and receive feedback with positive intent which, in turn, helps everybody improve and grow.
By continually working with my team to develop our agreed processes and ways of working, I can be sure that our outcomes are multiplied rather than simply the sum of our individual contributions. Communication (especially when working remotely) is key to this and so having clear, agreed ceremonies, artefacts, channels and cadences for the team to communicate is vital.