Google

Problem Statement

Google Cloud Platform started a multi-year “Nextgen” work on its Design System for 2,200+ internal designers and engineers. The modernization of components will allow internal users to be more efficient and produce more quality products for external customers.

The fledgling program was chaotic with miscommunication and a lack of transparency. Constant turnovers resulted in a new team with 4 key leads. There was a need for structure and cohesion for the UX, Product Management and Engineering leads. There also needed to be established Rhythms of Business and documentation for the cross-functional teams.

Users

140 internal teams use the Google Cloud Platform Design System, including a developer community of 1600+ engineers and 600+ UX professionals.

Role

I created and led the GCP Design System Modernization Operations program that scales processes to increase transparency and minimize work duplication and confusion. My main goals were establishing program milestones, setting a clear UX shipping cadence, and limiting side-channel conversations.

Scope and constraints

Partners were resistant to structure with information not shared or omitted. The lack of transparency fostered mistrust and gaps in knowledge. The constant staff turnover also hindered progress.

The lack of cohesion resulted in leadership receiving conflicting information, hindering decision-making. The lack of process, planning and tendency to ad hoc initiatives (before my arrival) also hindered progress.

Process

My Approach to Components Modernization Operations Program

1. Strategic analysis

  • Identified business needs
  • Assessed program fit into overarching business initiatives
  • Analyzed historical data to inform

2. Understand the problem

  • How would this program solve it?
  • Identified blockers and how to unblock them
  • Weighed outside impact and risks
  • Pinpointed work duplication

3. Identify partners

  • Built relationships and trust
  • Created transparency and open communication
  • Ensured 2-way dialogue
  • Nurtured relationships to ensure mutually beneficial

4. Execution

  • Initiated and aligned UX, Engineering and Product Management
  • Unblocked 30 partners who were working in silos
  • Created consistent Rhythms of Business, which included Design Reviews, Crits and Engineering Reviews and Accessibility Reviews
  • Designed a cross-functional documentation system, partnering with Engineering Manager, to ensure we were consistent in tracking information and resources
  • Set clear deadline for teams

5. Measure the impact

  • Am I getting the data points needed to gauge impact?
  • What is the data telling me?
  • Be agile and iterate as necessary

Outcomes and Lessons

The program allowed for a unification of the 3 pillars of UX, Product Management and Engineering. I played the connector role, taking time to build trust with each of my partners despite the constant turnovers and restarts. A robust and unified tracking system enabled the leads to focus on executing a cohesive plan. Established UX deadlines ensured we worked ahead of engineering. Moreover, the audit resulted in consolidated meetings, reducing 25% of the time spent.