Manageable: Spaces shouldn’t become so busy that files aren’t easy to organise and access. There should be no lingo, no hunting for files, and no getting lost. Unifying: People should be organically exposed to other relevant work, regardless of where they sit in the org.ĭiscoverable: Work should have a clear home. To start, the group defined a set of principles that reflected our objectives and would guide our ideas: So we had a goal, and we knew the challenges that lay ahead, but how did we tackle the problem? Design Ops used our trusted working group (WG) model and pulled together a crew of designers from across Spotify that were able to represent the design teams in their business units. We had to take every detail of these behaviours into consideration before moving forward. Spotify careers project how to#Seemingly small decisions flow into processes with engineers and PMs and define their understanding of how to find work. While some people iterate on features and document specs within the same file, others separate them into different documents. Guidelines have to be clear and intuitive to break through individual instincts. People interpret structure in their own way using various mental models-teams, products, projects, people-and standards rarely develop organically. While standards can improve speed in the long run, individual workflows seem more immediately beneficial. People naturally optimise for speed, creating personal workflows and carving out private spaces for themselves or their squad. Some of the things we anticipated when designing the Figma workflow were: Previous attempts at storing our design files helped us understand how the migration might play out if we weren’t thoughtful enough. The challenge was to balance our need for both visibility and speed. Our decisions could easily increase the effort required to keep work organised or make it slower to navigate to files, potentially resulting in fewer sketches, prototypes, and iterations. Increasing visibility can be detrimental as it introduces more people, more structure, more rules, and more thinking to simple tasks. In our pursuit of greater visibility of work, we needed to be mindful of how we impacted speed and effort-two important factors in a designer’s workflow. Not only are we spread out amongst cross-functional squads, but we’re also spread across multiple product areas-which we call “business units”-and numerous offices around the world. Our squad model is optimised for autonomy, which is beneficial for many reasons but can result in designers working in isolation. This is especially true in organisations like Spotify. After all, you can’t collaborate on work that you can’t find. Our files would need to be organised in a way that is visible and discoverable by everyone. New tools such as Abstract and Figma offer the ability to work together like never before, but allowing multiple people into the same file doesn’t automatically lead to better collaboration. So as we were planning the migration, we set a goal to boost this effort and guide us through the whole process: organise our work in ways that improve collaboration between designers. Defining our goalĪt Spotify Design, we actively encourage everyone to explore problems together, get inspired by one another and find harmony across design solutions. We hope this information will be useful for other design teams seeking more organisation for their work in Figma. Check out our Figma Ways of Working above, and have a read of this article to understand some of the rationale behind it.
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