Index

A note on the digital index

A link in an index entry is displayed as the section title in which that entry appears. Because some sections have multiple index markers, it is not unusual for an entry to have several links to the same section. Clicking on any link will take you directly to the place in the text in which the marker appears.

A

ABN (Always Be Networking), External Recruiters
Accenture management consulting, Why Design? Why Now?
Achievable stage (collaboration)
about, Successful Interaction with Other Disciplines
clear decision making, Clear Decision Making
defined roles and expectations, Design Team as Gating Function
design team as gating function, Design Team as Gating Function
maintaining quality, Design Team as Gating Function
activities component (design culture)
about, The Elements of Culture, Virtual Environments
onboarding, 12. Manage Operations Effectively, Activities
Adaptive Path
attribute cards, Defined Roles and Expectations
Centralized Partnership in, The Makeup of a Design Team
demonstrating ROI, Executive access
library, Stuff on Shelves and Walls
Open Design Sessions, Cross-Team Collaboration
Personal Professional Mission tool and, The Personal Professional Mission
stakeholder maps, Clear Decision Making
Adobe Systems Inc., The Consumerization of All Software
affinity diagrams, Protecting Maker Time
Agile methodology, Successful Interaction with Other Disciplines
Airbnb marketplace, Design Defines, Physical Environments
Always Be Networking (ABN), External Recruiters
Ammunition design firm, Realizing the Potential of Design
analytical approaches in business
design team composition and, Product Designer, Which schools?
effective design organizations and, Executive access
historical perspective, Design Can Be So Much More Than “Problem Solving”, Design Defines
Andreessen, Marc, “Software Is Eating the World”
Apple Inc.
everything-as-a-service and, The Consumerization of All Software
in-house designers and, The Bulk of Design Is Execution
rise of, Why Design? Why Now?
smartphone market, Beyond Features and into a World of Experience
attribute cards, Defined Roles and Expectations
autonomy of design teams, Focused leadership, Drawbacks of decentralized organization, How this could work

B

Baxley, Bob, Doing the Work, Phase 2: Sustainable
BBVA (bank), Why Design? Why Now?
Behance service, Online Services
Bell Laboratories, The Bulk of Design Is Execution
Big Picture focus (conceptual scale), 6. Deliver at All Levels of Scale, The Makeup of a Design Team
Brown, Tim, “Software Is Eating the World”
Brunner, Rob, Realizing the Potential of Design
business leg (product/service), The Three-Legged Stool
Business Process Reengineering, Why Design? Why Now?
business value, leveraging, 4. Understand, Articulate, and Create Value
BusinessWeek, Why Design? Why Now?

C

candidate review process
about, Reviewing Portfolios
day of interviews, The Candidate Review Process
initial screening, The Candidate Review Process
reaching out to candidates, Online Services
reference checks, Coordinating feedback
Capital One, Why Design? Why Now?, The Elements of Culture, Cross-Team Collaboration
Career Day, Career fairs, Soft skills
career fairs (sourcing candidates), Training programs
career paths (see professional development)
Carnegie Mellon University, Which schools?
centralized internal services
about, Organizational Models for Design Teams
benefits of, Centralized Internal Services
drawbacks of, Benefits of centralization
Centralized Partnership
about, The Centralized Partnership, Drawbacks of decentralized organization
centralized internal services and, Organizational Models for Design Teams
decentralized organizations and, Drawbacks of centralization
makeup of design teams, The Makeup of a Design Team
organizing design teams, Team leads for centralized partnerships
reporting structure, Design operations must be made explicit
team composition, Director of Design Program Management
chat tools, Where Do People Sit?
COGS (Cost of Goods Sold), Design Defines
collaboration for design teams
about, Successful Interaction with Other Disciplines, Conclusion
Achievable stage, Successful Interaction with Other Disciplines
cross-team, Providing Critique
design culture and, That Said..., Providing Critique
fostering, 10. Diversity of Perspective and Background
Impactful stage, Communication
organizing for, Team leads for centralized partnerships
Sustainable stage, Phase 2: Sustainable
virtual environments and, Where Do People Sit?
commitment within design teams, Organize by the customer’s journey
communication and presentation (soft skills), Soft skills
communication designers
about, Product Designer
junior, Core Design Skills
static portfolios and, External Recruiters
team composition stages and, Stage 1: The Initial Pair, Stage 5: Distributed Leadership
communication strategies
cross-team collaboration, Communication
virtual environments, Where Do People Sit?
complexity
and simplicity, Everything-as-a-Service
managing, 5. Support the Entire Journey, Stage 3: From Design Team to Design Organization
confidence (soft skill), Soft skills
The Connected Company (Gray), Where Does the Design Organization Report?
Connor, Adam, Providing Critique
consumerization of software, “Software Is Eating the World”
content strategists
about, Centralized Partnership: The Best of Both Worlds, Design Program Manager, Level 2: The Solid Contributor
junior, Core Design Skills
lead, Level 4: Taking Charge
senior, Responsibilities
team composition stages and, Stage 1: The Initial Pair, Stage 5: Distributed Leadership
contract-to-hire, Making the Hire Decision
convergent thinking (Double Diamond model), The Double Diamond
Copenhagen Institute of Interaction Design, Which schools?
Coroflot service, Online Services, External Recruiters, Making the Hire Decision
corporate trellis, Growth Through the Organization
Cost of Goods Sold (COGS), Design Defines
Courage, Catherine, Physical Environments
creative abrasion, 10. Diversity of Perspective and Background
creative directors, Design Manager/Design Director, Stage 4: Coordination to Manage Complexity
creative leadership role, Creative Technologist
creative technologists, Service Designer, Stage 5: Distributed Leadership
critiques, providing, That Said..., Doing the Work
cross-functional teams (see collaboration for design teams)
customer journey
Airbnb design example, Design Defines
as heart of service design, All Design Is Service Design
organizing teams by, How this could work
supporting entire, Output, Centralized Partnership: The Best of Both Worlds
customer-centered planning, Customer-Centered Planning
customers, engaging directly with, Providing Critique

D

decentralized organizations
about, Drawbacks of centralization
benefits of, Decentralized and Embedded
drawbacks of, Benefits of decentralized design teams
Definition phase (Double Diamond model), All Design Is Service Design, Successful Interaction with Other Disciplines
“delivery over perfection”, 7. Establish and Uphold Standards of Quality
Dell Inc., Why Design? Why Now?
design culture
activities component, Virtual Environments
creating, Creating a Design Culture
elements of, Creating a Design Culture
environment component, That Said...
head of design responsibilities, Head of Design
spreading, Design Community Involvement
values component, The Elements of Culture
design directors, Head of Design, Stage 4: Coordination to Manage Complexity
design managers
about, Head of Design, Responsibilities
career fairs and, Training programs
Personal Professional Mission tool, The Personal Professional Mission
team composition stages and, Stage 4: Coordination to Manage Complexity, Stage 5: Distributed Leadership
design organizations
ascension of, Why Design? Why Now?
Centralized Partnership in, The Centralized Partnership
creating design culture in, Creating a Design Culture
new organizational models and, Where Does the Design Organization Report?
qualities of effective, 12 Qualities of Effective Design Organizations
realizing the potential of design, Realizing the Potential of Design
recruiting and hiring in, Recruiting and Hiring
roles and team composition in, Roles and Team Composition
successful interaction with other disciplines, Successful Interaction with Other Disciplines
team development in, Developing the Team: Professional Growth and Managing People
untapped opportunity for, Parting Thoughts
design potential (see potential of design)
Design Program Management
about, Design operations must be made explicit
director role, Design Manager/Design Director
planning and resourcing, Design operations must be made explicit
process and tool, Design operations must be made explicit
design program managers
about, User Experience (UX) Researcher
establishing headcount, Establishing Headcount
role in interview process, The interviews
team composition stages and, Stage 4: Coordination to Manage Complexity
Design Salary Guide (Coroflot), Making the Hire Decision
Design Salary Survey (O’Reilly), Making the Hire Decision
design teams, Recruiting and Hiring
(see also recruiting and hiring)
about, Roles and Team Composition
centralized internal services, Organizational Models for Design Teams
decentralized and embedded, Drawbacks of centralization
delivering at all levels of scale, 6. Deliver at All Levels of Scale
design leadership roles, Creative Technologist
diversity of perspective and background, 10. Diversity of Perspective and Background
establishing and upholding standards of quality, 6. Deliver at All Levels of Scale
evolution of, Director of Design Program Management
focused and empowered leadership, Foundation
fostering a collaborative environment, 10. Diversity of Perspective and Background
gating functions, Design Team as Gating Function
individual contributor roles, Roles and Team Composition
makeup of, The Makeup of a Design Team
managing operations effectively, 11. Foster a Collaborative Environment
organizing, Team leads for centralized partnerships
shared sense of purpose, Foundation
supporting entire customer journey, Output, Centralized Partnership: The Best of Both Worlds
supporting team members, The Personal Professional Mission
understanding, articulating, and creating value, Executive access
values common among strong, That Said...
valuing delivery over perfection, 7. Establish and Uphold Standards of Quality
working reasonable hours, Are team members respected as individuals?
design tests for candidates, The interviews
The Design of Everyday Things (Norman), Successful Interaction with Other Disciplines
Design Union, Activities
design-for-design’s-sake, 4. Understand, Articulate, and Create Value
designers
about, Centralized Partnership: The Best of Both Worlds, Level 2: The Solid Contributor
lead, Level 4: Taking Charge
managing, The Manager Path
principal, Responsibilities
senior, Centralized Partnership: The Best of Both Worlds, Responsibilities, Growth Through the Organization
Dill, Katie, Physical Environments
director of design program management, Design Manager/Design Director, Stage 5: Distributed Leadership
Discussing Design (Connor and Irizarry), Providing Critique
divergent thinking (Double Diamond model), The Double Diamond, Design Makes Strategy Concrete, 10. Diversity of Perspective and Background
diversity in design teams, 10. Diversity of Perspective and Background
Double Diamond model
about, All Design Is Service Design
customer-centered planning, Customer-Centered Planning
Definition phase, All Design Is Service Design, Successful Interaction with Other Disciplines
design makes strategy concrete, Design Defines
Execution phase, Customer-Centered Planning, Phase 2: Sustainable
Dreyfuss, Henry, The Bulk of Design Is Execution
Dribbble online community, Online Services

E

Eames Studio, The Bulk of Design Is Execution
Emily Carr Institute (Vancouver, BC), Which schools?
empathy in business practice
Centralized Partnership and, Organizing Your Teams
design culture and, That Said..., Providing Critique
Double Diamond model, Design Defines, Customer-Centered Planning
effective design organizations and, 12 Qualities of Effective Design Organizations, Executive access, Are team members respected as individuals?, 10. Diversity of Perspective and Background, 12. Manage Operations Effectively
interacting with other disciplines, Design Team as Gating Function
roles and team composition, Communication Designer, Design Program Manager
team development and, Responsibilities, Responsibilities
empowerment of users, Everything-as-a-Service
environment component (design culture)
about, The Elements of Culture
physical environments, That Said...
virtual environments, Where Do People Sit?
ethnic diversity, 10. Diversity of Perspective and Background
everything-as-a-service, The Consumerization of All Software
evolution of design teams
about, Director of Design Program Management
stage 1: initial pair, Director of Design Program Management
stage 2: full team, Stage 1: The Initial Pair
stage 3: from design team to design organization, Stage 3: From Design Team to Design Organization
stage 4: coordination to manage complexity, Stage 3: From Design Team to Design Organization
stage 5: distributed leadership, Stage 4: Coordination to Manage Complexity
Execution phase (Double Diamond model), Customer-Centered Planning, Phase 2: Sustainable
executive access for design teams, Focused leadership
experience phase (evolution), Beyond Features and into a World of Experience
external recruiters, Reaching out to prospective candidate

F

Facebook social networking service, Which schools?, The Elements of Culture, Design Team as Gating Function
facilitation (soft skill), 5. Support the Entire Journey, Level 3: Stepping Up—from Doer to Leader
feature parity (software), “Software Is Eating the World”
features phase (evolution), Beyond Features and into a World of Experience
feedback
coordinating from interviews, Coordinating feedback
critique guidelines, Doing the Work
managing designers and, Help remove obstacles
file sharing tools, Where Do People Sit?
Fjord design firm, Why Design? Why Now?
focused leadership, 2. Focused, Empowered Leadership
Foundation qualities of effective design organizations
about, 12 Qualities of Effective Design Organizations
authentic user empathy, Executive access
focused and empowered leadership, Foundation
shared sense of purpose, Foundation
understanding, articulating, and creating value, Executive access
Four Ps acronym, Design Defines
Frogdesign design firm, The Bulk of Design Is Execution
frontend development (core design skill), Core Design Skills, Soft skills
“full-stack” designer, Core Design Skills

G

gating function, Design Team as Gating Function
General Assembly program, 10. Diversity of Perspective and Background, Which schools?
General Electric (GE), Why Design? Why Now?, “Software Is Eating the World”, Doing the Work
Golden State Warriors, 12 Qualities of Effective Design Organizations
Google Apps, Where Do People Sit?
Google Inc., Which schools?
Gray, Dave, Where Does the Design Organization Report?
Groupon marketplace
design culture, Values
onboarding, Activities
presenting design team activity, The Untapped Opportunity for Design
recruiting examples, Recruiting, Reaching out to prospective candidate
groupthink, 10. Diversity of Perspective and Background

H

Hanson, Kaaren, Physical Environments
Harvard Business Review, Successful Interaction with Other Disciplines
HCI (human–computer interaction), Recruiting Is the Whole Team’s Responsibility
head of design, Creative Technologist, Stage 1: The Initial Pair, Recruiting and Hiring
headcount, establishing for design teams, Recruiting and Hiring
hiring (see recruiting and hiring)
holistic approaches in business
Double Diamond model and, Design Defines, Customer-Centered Planning
organizational structure and, Drawbacks of decentralized organization
team development and, Soft skills, Soft skills
Hormess, Markus Edgar, All Design Is Service Design
humanistic orientation in organizations, 12. Manage Operations Effectively, Recruiting
human–computer interaction (HCI), Recruiting Is the Whole Team’s Responsibility

I

IBM
design guidelines, Doing the Work
harvesting graduates, Which schools?
in-house designers, Why Design? Why Now?, The Consumerization of All Software, The Bulk of Design Is Execution
recognizing “ready”, 7. Establish and Uphold Standards of Quality
value statements, The Elements of Culture
IDEO design firm, Why Design? Why Now?
IIT Institute of Design, Which schools?
Impactful stage (collaboration), Communication
in-house designers (see design teams)
information architecture (core design skill), Core Design Skills, Soft skills
information management systems, Which schools?
Inneract Project, 10. Diversity of Perspective and Background
innovation, cult of, Why Design? Why Now?
interaction design (core design skill), Core Design Skills, Soft skills
Internet of Things (IoT), The Consumerization of All Software
internships (sourcing candidates), Which schools?, Career fairs
interviewing candidates
about, The Candidate Review Process
coordinating feedback, Coordinating feedback
design tests, The interviews
portfolio presentation, Portfolio presentation
scheduling with team members, Portfolio presentation
Intuit software provider, Why Design? Why Now?
Irizarry, Aaron, Providing Critique
iSchools, Which schools?
Ive, Jony, Where Does the Design Organization Report?

J

Jawbone UP3 fitness tracker, Everything-as-a-Service
job postings, crafting, Internships
job titles (design teams)
about, Roles and Team Composition
communication designers, Stage 1: The Initial Pair, Stage 3: From Design Team to Design Organization, Stage 5: Distributed Leadership, External Recruiters
content strategists, Centralized Partnership: The Best of Both Worlds, Design Program Manager, Stage 1: The Initial Pair, Stage 5: Distributed Leadership
creative directors, Design Manager/Design Director, Stage 4: Coordination to Manage Complexity
creative technologists, Service Designer, Stage 5: Distributed Leadership
design directors, Head of Design, Stage 4: Coordination to Manage Complexity
design leadership roles, Creative Technologist
design managers, Head of Design, Stage 4: Coordination to Manage Complexity, Stage 5: Distributed Leadership, Training programs, The Manager Path
design program managers, User Experience (UX) Researcher, Stage 4: Coordination to Manage Complexity, Establishing Headcount, The interviews
director of design program management, Design Manager/Design Director, Stage 5: Distributed Leadership
head of design, Creative Technologist, Stage 1: The Initial Pair, Recruiting and Hiring
individual contributor roles, Roles and Team Composition
individual contributors, Roles and Team Composition
product designers, Stage 1: The Initial Pair, Stage 3: From Design Team to Design Organization, Stage 5: Distributed Leadership
product managers, Centralized Partnership: The Best of Both Worlds, The interviews
senior designers, Centralized Partnership: The Best of Both Worlds
service designers, Content Strategist, Stage 4: Coordination to Manage Complexity
team leads, Centralized Partnership: The Best of Both Worlds, Organize by the customer’s journey, Stage 3: From Design Team to Design Organization
user experience researchers, Communication Designer, Stage 3: From Design Team to Design Organization, Stage 4: Coordination to Manage Complexity
Jobs, Steve
on design, Design Can Be So Much More Than “Problem Solving”, Realizing the Potential of Design
on design reporting structure, Where Does the Design Organization Report?
on product delivery, 7. Establish and Uphold Standards of Quality
junior communication designers, Core Design Skills
junior content strategists, Core Design Skills
junior product designers, Core Design Skills
junior UX researchers, Core Design Skills

K

Kelley, David, “Software Is Eating the World”
Kniberg, Henrik, Customer-Centered Planning
Kobayashi Maru, Drawbacks of decentralized organization
Kuniavsky, Mike, Everything-as-a-Service

L

Lawrence, Adam, All Design Is Service Design
lead content strategists, Level 4: Taking Charge
lead designers, Level 4: Taking Charge
lead UX researchers, Level 4: Taking Charge
leadership (design teams)
cross-functional design and, Successful Interaction with Other Disciplines
distributed, Stage 4: Coordination to Manage Complexity
focused and empowered, Foundation
participation in broader design community, The Personal Professional Mission
roles supported, Creative Technologist
team development levels and, Soft skills, Soft skills
Lean methodology, Successful Interaction with Other Disciplines
Level Playing Field Institute, 10. Diversity of Perspective and Background
levels of scale in organizations, 6. Deliver at All Levels of Scale
“Leveraging Business Value” report, 4. Understand, Articulate, and Create Value
libraries (physical environments), Physical Environments
linear thinking in project teams, The Double Diamond
LinkedIn social networking service, Online Services, Coordinating feedback
listening (soft skill), Level 3: Stepping Up—from Doer to Leader
Løvlie, Lavrans, All Design Is Service Design
Lunar design firm, Why Design? Why Now?

M

maker time, That Said..., Phase 2: Sustainable
Management qualities of effective design organizations
about, 12 Qualities of Effective Design Organizations, 8. Value Delivery Over Perfection
diversity of perspective and background, 10. Diversity of Perspective and Background
fostering a collaborative environment, 10. Diversity of Perspective and Background
managing operations effectively, 11. Foster a Collaborative Environment
teams are people not resources, 8. Value Delivery Over Perfection, Developing the Team: Professional Growth and Managing People
managing designers
about, Responsibilities
delivering great products, Help remove obstacles
frequent feedback, Help remove obstacles
helping remove obstacles, Support, don’t manage
knowing workers as people, Help remove obstacles
Personal Professional Mission tool, The Personal Professional Mission
setting clear expectations, The Manager Path
supporting not managing, Support, don’t manage
McCallum, Daniel, The Centralized Partnership
McKinsey management consulting, Why Design? Why Now?
Medallia, Physical Environments
meetings
design culture and, Meetings
protecting maker time, Phase 2: Sustainable
scheduling predictably, Meetings, Cross-Team Collaboration
themed weeks, Doing the Work
virtual environments and, Virtual Environments
mentorship (leadership skill), Soft skills
Microsoft Corporation, The Consumerization of All Software
Mint service, Why Design? Why Now?
mobile phones, Everything-as-a-Service, Beyond Features and into a World of Experience

N

Netscape Communications, Everything-as-a-Service
networking strategies, External Recruiters
Norman, Don, Successful Interaction with Other Disciplines
“north star”, Level 5: The Complete Design Leader
Noyes, Eliot, The Bulk of Design Is Execution
NYU, Which schools?

O

onboarding, 12. Manage Operations Effectively, Activities
Open Design Session, Cross-Team Collaboration
operating agreements (collaboration), Protecting Maker Time
operational leadership role, Head of Design
operations
making explicit, Design operations must be made explicit
managing effectively, 11. Foster a Collaborative Environment
organizational culture (see design culture)
Output qualities of effective design organizations
about, 12 Qualities of Effective Design Organizations, Output
delivering at all levels of scale, 6. Deliver at All Levels of Scale
establishing and upholding standards of quality, 6. Deliver at All Levels of Scale
supporting entire journey, Output, Centralized Partnership: The Best of Both Worlds
valuing delivery over perfection, 7. Establish and Uphold Standards of Quality
O’Reilly Design Conference, Realizing the Potential of Design
O’Reilly Design Salary Survey, Making the Hire Decision

P

passive candidate sourcing, Crafting the Job Posting
Personal Professional Mission tool, The Personal Professional Mission
phone screens, The Candidate Review Process
physical environments, Physical Environments
Pinterest photo sharing website, Physical Environments, Doing the Work
Pixar, Design Defines
Place (Four Ps), Design Defines
planning
cross-team collaboration and, Phase 3: Impactful
customer-centered, Customer-Centered Planning
leadership skills, Soft skills
poaching candidates, Crafting the Job Posting
Polaine, Andy, All Design Is Service Design
portfolios (candidates)
candidate presentations, Portfolio presentation
internships and, Internships
reviewing, External Recruiters
potential of design
about, Realizing the Potential of Design
bringing design in-house, The Bulk of Design Is Execution
design as service design, All Design Is Service Design
Double Diamond model, All Design Is Service Design
three-legged stool, The Bulk of Design Is Execution
user experience and, The Expanded Role of Design
power of design, Why Design? Why Now?
Price (Four Ps), Design Defines
principal designers, Responsibilities
problem solving, Design Can Be So Much More Than “Problem Solving”
Product (Four Ps), Design Defines
product designers
about, Product Designer
junior, Core Design Skills
team composition stages and, Stage 1: The Initial Pair, Stage 5: Distributed Leadership
product development/delivery cycle
design process in, Realizing the Potential of Design
design reporting structure and, Design operations must be made explicit
Double Diamond model, All Design Is Service Design
three-legged stool, The Bulk of Design Is Execution
product managers, Centralized Partnership: The Best of Both Worlds, The interviews, Growth Through the Organization
professional development
climbing corporate trellis, Growth Through the Organization
core design skills, Core Design Skills
growth through organization, Growth Through the Organization
investing in, Design Community Participation and Leadership
level 1: becoming a design professional, Core Design Skills
level 2: solid contributor, Level 2: The Solid Contributor
level 3: stepping up from doer to leader, Responsibilities
level 4: taking charge, Level 4: Taking Charge
level 5: complete design leader, Responsibilities
levels and career paths, Levels and Career Paths
rules of thumb for managing designers, The Manager Path
professionalism (soft skill), Level 1: Becoming a Design Professional
project management, Design operations must be made explicit
project plans, Customer-Centered Planning
Promotion (Four Ps), Design Defines
prototyping (core design skill), Core Design Skills, Soft skills

Q

qualities of effective design organizations
about, 12 Qualities of Effective Design Organizations, Output, 8. Value Delivery Over Perfection
authentic user empathy, Executive access
delivering at all levels of scale, 6. Deliver at All Levels of Scale
diversity of perspective and background, 10. Diversity of Perspective and Background
establishing and upholding standards of quality, 6. Deliver at All Levels of Scale
focused and empowered leadership, Foundation
fostering a collaborative environment, 10. Diversity of Perspective and Background
humanistic orientation, 12. Manage Operations Effectively
managing operations effectively, 11. Foster a Collaborative Environment
shared sense of purpose, Foundation
supporting entire journey, Output, Centralized Partnership: The Best of Both Worlds
teams are people not resources, 8. Value Delivery Over Perfection, Developing the Team: Professional Growth and Managing People
understanding, articulating, and creating value, Executive access
valuing delivery over perfection, 7. Establish and Uphold Standards of Quality

R

racial diversity, 10. Diversity of Perspective and Background
Radical Candor (Scott), That Said...
Rand, Paul, The Bulk of Design Is Execution
reading portfolios, Reviewing Portfolios
Reason, Ben, All Design Is Service Design
recruiting and hiring
about, Recruiting and Hiring
as marathon, not sprint, Extending the Offer
candidate review process, Reviewing Portfolios
crafting job posting, Internships
establishing headcount, Recruiting and Hiring
extending the offer, Making the Hire Decision
external recruiters, Reaching out to prospective candidate
head of design role and, Head of Design
making hiring decision, Coordinating feedback
networking considerations, External Recruiters
online services, Crafting the Job Posting
recruiting as team responsibility, Recruiting
recruiting process guidelines, Establishing Headcount
reviewing portfolios, External Recruiters
sourcing candidates, Recruiting Is the Whole Team’s Responsibility
reference checks (candidates), Coordinating feedback
return on investment (ROI), Executive access
reviewing portfolios, External Recruiters
Rhode Island School of Design, Which schools?
ROI (return on investment), Executive access
roles (design teams) (see job titles (design teams))
Royal College of Art (London), Which schools?

S

Savannah College of Art and Design, Which schools?
scale, levels of, 6. Deliver at All Levels of Scale
Schneider, Jakob, All Design Is Service Design
School of Visual Arts, Which schools?
schools (sourcing candidates), Recruiting Is the Whole Team’s Responsibility
schools and training programs, Recruiting Is the Whole Team’s Responsibility
Scientific Management (Taylorism)
about, Why Design? Why Now?, Design Can Be So Much More Than “Problem Solving”
analytical approach and, Design Defines
view of labor force, 12. Manage Operations Effectively
Scott, Kim, That Said...
senior content strategists, Responsibilities
senior designers, Centralized Partnership: The Best of Both Worlds, Responsibilities
growth through the organization, Growth Through the Organization
senior UX researchers, Responsibilities
service design
about, All Design Is Service Design
core design skills, Core Design Skills, Soft skills
Double Diamond model and, The Double Diamond
schools and training programs, Recruiting Is the Whole Team’s Responsibility
supporting entire customer journey, Output, Centralized Partnership: The Best of Both Worlds
Service Design (Polaine et al.), All Design Is Service Design
service designers, Content Strategist, Stage 4: Coordination to Manage Complexity
services firms
design as service design, All Design Is Service Design
everything-as-a-service, The Consumerization of All Software
problem solving and, Design Can Be So Much More Than “Problem Solving”
three-legged stool, The Bulk of Design Is Execution
user empowerment and, Everything-as-a-Service
Shut Up and Color (SUAC), Drawbacks of centralization
simplicity and complexity, Everything-as-a-Service
Six Sigma methodology, Why Design? Why Now?
software
consumerization of, “Software Is Eating the World”
core nature of, “Software Is Eating the World”
design reporting structure and, Design operations must be made explicit
everything-as-a-service, The Consumerization of All Software
sourcing candidates
about, Recruiting Is the Whole Team’s Responsibility
career fairs, Training programs
internships, Which schools?, Career fairs
schools and training programs, Recruiting Is the Whole Team’s Responsibility
Spool, Jared, Realizing the Potential of Design
stakeholders, Design Makes Strategy Concrete, Clear Decision Making
standards of quality
establishing and upholding, 6. Deliver at All Levels of Scale
maintaining, Design Team as Gating Function
providing review sessions, Doing the Work
static portfolios, External Recruiters
Stewart, Margaret Gould, Design Team as Gating Function
Stickdorn, Marc, All Design Is Service Design
storytelling, Values, Communication
strategy (leadership skill), Soft skills
Strategy focus (conceptual scale), 6. Deliver at All Levels of Scale, The Makeup of a Design Team
Structure focus (conceptual scale), 6. Deliver at All Levels of Scale, The Makeup of a Design Team
SUAC (Shut Up and Color), Drawbacks of centralization
subscription services (software), The Consumerization of All Software
Surface focus (conceptual scale), 6. Deliver at All Levels of Scale, The Makeup of a Design Team
Sustainable stage (collaboration)
about, Phase 2: Sustainable
communication and, Communication
operating agreements, Protecting Maker Time
protecting maker time, Phase 2: Sustainable
swagger (soft skill), Soft skills

T

Tabrizi, Behnam, Successful Interaction with Other Disciplines
Taylorism (Scientific Management)
about, Why Design? Why Now?, Design Can Be So Much More Than “Problem Solving”
analytical approach and, Design Defines
view of labor force, 12. Manage Operations Effectively
team charters, Foundation, That Said...
team development
about, Developing the Team: Professional Growth and Managing People
climbing corporate trellis, Growth Through the Organization
design community participation and leadership, The Personal Professional Mission
empathy in business practice, Responsibilities, Responsibilities
encouragement for, Are team members respected as individuals?
growth through organization, Growth Through the Organization
holistic approaches in business, Soft skills, Soft skills
Manager Path, Responsibilities
professional development, Developing the Team: Professional Growth and Managing People, Design Community Participation and Leadership
service design and, Core Design Skills
undergraduates, Which schools?
team leads
about, Centralized Partnership: The Best of Both Worlds, Team leads for centralized partnerships
adding to teams, Stage 3: From Design Team to Design Organization
commitment and, Organize by the customer’s journey
managing across, Team leads for centralized partnerships
managing down, Team leads for centralized partnerships
managing up, Team leads for centralized partnerships
teams (design) (see design teams)
technology leg (product/service), The Three-Legged Stool
technology phase (evolution), Beyond Features and into a World of Experience
theme weeks (Pinterest), Doing the Work
This Is Service Design Doing (Stickdorn et al.), All Design Is Service Design
three-legged stool (products/services), The Bulk of Design Is Execution
touchpoints (interactions with companies)
historical, Everything-as-a-Service
service design considerations, All Design Is Service Design, Core Design Skills
shifting from products to services, Design Can Be So Much More Than “Problem Solving”, The Bulk of Design Is Execution
Tradecraft program, 10. Diversity of Perspective and Background, Which schools?
training programs (sourcing candidates), Recruiting Is the Whole Team’s Responsibility

U

“unicorn” designer, Core Design Skills
University of Washington, Which schools?
USAA services firm, The Elements of Culture
usability testing, The Three-Legged Stool, Organizational Models for Design Teams, Drawbacks of decentralized organization
user empowerment, Everything-as-a-Service
user experience, The Expanded Role of Design, 4. Understand, Articulate, and Create Value, Recruiting Is the Whole Team’s Responsibility
UX researchers
about, Communication Designer, Level 2: The Solid Contributor
core design skills, Core Design Skills, Soft skills
junior, Core Design Skills
lead, Level 4: Taking Charge
senior level, Responsibilities
team composition stages and, Stage 3: From Design Team to Design Organization, Stage 4: Coordination to Manage Complexity

V

values component (design culture)
about, The Elements of Culture
articulating, Values
team charters, That Said...
video conferencing, Virtual Environments
virtual environments, Where Do People Sit?
vision (leadership skill), Level 5: The Complete Design Leader
visual design (core design skill), Core Design Skills, Soft skills
VP of Design, Responsibilities

W

Wall Street Journal, “Software Is Eating the World”
writing (core design skill), Core Design Skills, Soft skills

Y

Yahoo!, Everything-as-a-Service
Yodlee technology, Why Design? Why Now?
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