Design Strategy, Leadership, Research
Design System Architecture
Web.com’s history of acquiring companies has resulted in a diverse product portfolio. Once a company has multiple software products, the arguments for a design system are overwhelming — they allow better experiences to be built more rapidly at a lower cost.
The company attempted to create a design system before but it didn’t gain adoption. Using strategic design leadership, I drove numerous designers and developers to create a design system to service the needs of various teams across the company.
Surveys were sent out across the organization and I facilitated workshops with key members of more than 10 product teams to discuss their design and development process and their history with design systems.
Product designers conducted an audit across Web.com’s product portfolio to gain an understanding of the variations in UI, UX and tech stacks. They also ran an analysis of the many design systems being used by other companies.
By analyzing the formative data, I hypothesized that successful design systems are not just based on components and tech stack, success is strongly tied to how teams interact with the system on a continuous basis. There was an opportunity to increase the quality and speed at which we make products if teams used highly reusable assets, leaving room for them to solve complex business issues.
Many successful design systems are created when dedicated multidisciplinary teams build with simple, reusable, accessible components. It is also important to pair designers and developers together as they create the system. With a part-time resource of designers and developers, I hypothesized that Web.com could create an MVP of the design system in 3 months.
Web.com’s teams were not empowered to produce high quality brand-aligned, system-minded products.
Many successful design systems are created when dedicated multidisciplinary teams build with simple, reusable, accessible components. It is also important to pair designers and developers together as they create the system. With a part-time resource of designers and developers, I hypothesized that Web.com could create an MVP of the design system within 3 months.
I facilitated a brainstorming workshop where this blended team of designers, engineers, and managers were tasked to create a list of Design System fundamentals.
The group set out to align with a 3-month scope and to meet the business and experience needs of over 15 product teams.
Designing for multiple screen sizes would create a large product backlog. To reduce the scope of work we decided to make our components as device agnostic as possible.
In order to increase the likelihood of adoption across the 15+ product teams, the components of the system must be simple in design and documentation.
Successful systems have highly modular elements. Components for DC will be reused in multiple contexts and they should not be tied to single use cases.
A project roadmap was created.
Assigned individual contributors components to build for the MVP.
To ensure that the behavior of Designcraft elements was logical from a UX and engineering standard, designers were paired with developers when they built components.
Weekly design critiques were held.
We have more consistency across the company, and we have more time to think about higher order problems. There is now a centralized design system team which is a support system to the other teams. The system team collects qualitative data to measure the effectiveness of the Designcraft, and to date, Web.com is benefiting.