Late 2020, I was asked to lead a small team of product designers. Chargemaster had just been acquired and bp had ambitious plans involving the design and shipping of an entire portfolio of digital products.
My role evolved from leading a team of 4, to the management of 25 design practitionners.
This 'case study' is a collection of key activities I have performed to enable the Experience Design team to grow six-fold whilst delivering 15 digital products and channels.
At the end, it looked like the chart below. I established three levels of enablement for my team, in the following order: operational foundations, strategic enablement, and individual growth.
At the core of this enablement lies the organization's purpose and strategy.
The operational foundations inner circle represents the financial and operational setup of the team.
The alignment circle in the middle encompasses strategic alignment and team enablement activities, primarily team rituals and events.
Lastly, the outer circle focuses on the individual team member enablement, where they are supported to achieve their best outcomes.