How to build a high-impact design organisation (without losing your mind)

The reality of design leadership

Design leadership in large and complex organisations is rarely straightforward. When I first stepped into such roles, the design teams were typically small (3-5 people) and largely composed of product designers (UI/UX). Although there was enthusiasm for innovation, the true value and scope of design were poorly understood. Executives often wanted "something different," despite having only a vague grasp of design processes. The frequent complaints (“this takes too long” or “this is too expensive”) highlighted a clear gap between expectations and reality. Scaling a design organisation in a company that doesn’t fully understand the value of design can be exhausting. Over the years, I've learned numerous lessons, far more than I can share in one post. Here are just a few of the critical insights I've gathered. I'll explore others in future posts.

Lesson 1: Structuring a design team that works

In one of the companies I worked for, a critical challenge was breaking the cycle of overworked designers. But I observed similar patterns elsewhere, where designers were forced to wear multiple hats, juggling several teams at once. I firmly oppose double-hatting; it diminishes focus, drains energy, and significantly impacts design quality. As a design leader, providing your designers with protected time and space to focus deeply is crucial.

Once the team was protected from unrealistic demands, the focus shifted to ensuring the right expertise was in place. I often saw organisations make the mistake of hiring the wrong type of designer (such as expecting a service designer to perform rigorous user research). Clearly understanding the specific design disciplines required prevents inefficiencies and frustrations on both sides.

Key considerations for team structure:

• Choose the right structure: Embedded models (placing designers directly into product teams) suit highly integrated, agile-driven environments. In more complex organisations, a hybrid approach (combining embedded designers with a centralised design core) ensures balance.

• Prioritise utilisation: Efficient allocation of roles prevents burnout and under-utilisation, and sometimes a thoughtful balance between full-time and part-time assignments is necessary.

• Balance permanent and contract roles: Permanent designers provide depth and consistency, while contractors offer the flexibility needed to respond swiftly to changing demands. Balance these options wisely.

Lesson 2: Balancing business goals & design needs

One common mistake design leaders make is assuming that good design work automatically proves its worth. Unfortunately, design rarely speaks for itself without active advocacy and clear communication of its business value.

Aligning design with business priorities requires understanding the broader organisational strategy and the specific challenges it faces. This means actively engaging with stakeholders, identifying operational inefficiencies, and showing how design can address their strategic objectives effectively.

The lack of clear metrics in many companies makes this alignment challenging. Without defined success indicators, design’s impact can seem subjective, leaving it undervalued or sidelined for initiatives with clearer ROI. In such environments, it becomes essential for design leaders to create meaningful metrics (such as leveraging qualitative feedback, workflow improvements, and efficiency gains) to clearly articulate design's strategic impact.

Key takeaways for aligning business and design:

• Communicate actively: Design must demonstrate tangible value through clear, measurable outcomes.

• Build business alignment: Understand and frame UX work within the company's objectives to secure support.

• Develop relevant metrics: Establish metrics that resonate with business stakeholders, even if none exist initially.

Lesson 3: Operationalising design

Introducing operational concepts like DesignOps, governance, or design systems can be challenging in organisations unfamiliar with these practices. Rather than rushing their implementation, I found it effective to introduce these concepts gradually, ensuring alignment with organisational culture and readiness.

Business stakeholders frequently struggle with design terminology and practices, requiring translation into concepts they already understand. Furthermore, the scale of these operations should reflect team size (for example, small teams need simple but organised workflows, whereas larger teams may benefit from robust operational structures).

The ultimate goal, regardless of the specific tools or structures used, is maintaining high standards for consistency and quality. Continuous testing, structured feedback loops, and clear tracking mechanisms ensure sustained design effectiveness at scale.

Key insights for operationalising design:

• Adapt to organisational culture: Successful design processes must align with existing corporate norms.

• Scale appropriately: Match the complexity of DesignOps to team size and project needs.

• Maintain consistency and quality: Regular feedback, iterative testing, and clear tracking keep design standards high.

The hardest lessons I learned...

Like many design leaders, I faced moments of doubt and struggled with imposter syndrome. Overcoming these doubts required actively speaking up, seeking feedback, and cultivating internal allies who reinforced my confidence.

Navigating office politics was another unexpected hurdle. Resistance to change, territorial disputes, and internal rivalry often disrupted progress. Learning how to manage these dynamics effectively (even reluctantly) was critical for achieving my goals.

Finally, leadership can be isolating, and stress can quickly lead to burnout. Finding trusted colleagues and advocates within and outside the organisation was essential to sustaining my own mental health and maintaining clarity. Recognising and addressing burnout signs in my team became just as important as any other leadership responsibility.

Final advice for future Design Leaders

Reflecting on my experience, here's my advice for new design leaders:

1. Understand the organisational strategy thoroughly before proposing change.

2. Get to know operational realities - where and how design fits into the existing framework.

3. Establish and nurture a strong design culture from day one.

Closing thoughts

Building a high-impact design organisation goes beyond just hiring skilled designers or managing design tools effectively. It requires carefully balancing business priorities with design excellence, establishing clear, adaptive processes, and continuously advocating for design’s strategic importance within the organisation.

The journey of design leadership is demanding, filled with moments of uncertainty, resistance, and internal politics. But the potential to drive meaningful change, improve experiences, and elevate design’s role makes it profoundly rewarding. There are countless additional lessons I have learned, and continue to learn, which I plan to share in future posts. The truth is, design leadership is an ongoing process of growth, resilience, and continuous adaptation. Despite the challenges, the opportunity to create lasting impact is more than worth it!