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TripAdvisor’s
Journey into
Design Ops
1
My journey to Tripadvisor2
20+ Years in creating digital
experiences
My journey to Tripadvisor3
20+ Years in creating digital
experiences
9
Years building & scaling multi-
disciplinary teams
95% Agencies and consultancies
My journey to Tripadvisor4
20+ Years in creating digital
experiences
9
Years building & sca...
95% Agencies and consultancies
~4
My journey to Tripadvisor
Major design systems a year
5
20+ Years in creating digital
ex...
Major. A single source of truth that
allows the team to efficiently scale
while addressing design challenges
like platform...
It’s the world's
largest Travel
destination
7
16.3
Million average daily visitors
Quick Stats8
1.6Billion in revenue a year
OLD20 years to be exact
49
Localized Markets...
Product People9
Hotels RestaurantsAttractions
Cruises Vacation RentalsCars Rentals
Flights
Core
10
1
2
Deep/Live Testing Methodology
.5% increase = ~+$2,000,000
Feature optimization vs journey
Feature wins over overall...
11
Expectation
Centralized design org
User-centered
Ensure usability & user insight
VS
Reality
Stand alone groups
Business...
Design Landscape12
● Each team has their own process
● No single source of truth.
● No centralized governance or communica...
13
14
The Problem15
01
Teams were not collaborative
PEOPLE
The Problem16
01
Teams were not collaborative
PEOPLE
02
Lack of efficiency and scalability
PROCESS
03
Change resistant
CULTURE
The Problem17
01
Teams were not collaborative
PEOPLE
02
Lack of efficiency and scalability
PRO...
18
19
Assess current
State
STEP 1
20
We talked with our users21
Design wanted...
navigate & find
access and contribute
download the latest
...when and why to u...
We talked with our users22
“WHAT’S
OFFICIAL”
New Design System Principals23
● One place for all teams.
● Anyone can access
● Easy to update
● Easy to search & navigate...
Assessed platforms ~(2018)24
Frontify Widen
Pattern Library Y N Y Y Y N
Tool Integrations Y N N N N N
Ease of Use Y Y Y N ...
Define how we
use it
STEP 2
25
The Approach26
Pattern Library
Production UI Elements
Story Book
• UI Elements
• UX Guidelines
• Templates
• Type Styles
•...
27
BU controls decision
(BU informs CoreEx / design review
board for material changes)
Change approved
(Other BU designers...
Organize for
change
STEP 3
28
May June July August Sept
Assign 3-5 Patterns to
each designer across
the company
Migrate old designs to
confluence.
Resea...
The Interim solution30
31
VS
On Brand
Follows best practice
Tested
UX Research Winner
Off Brand
Not best practice
Un-tested
UX Looser
“The Clean ...
Make them Care
STEP 3
32
Incentives
33
Best Overall
Most Helpful
Most Timely
Best Research
Let’s
Go
It went
something
like this
03
No sense of ownership,
Never updated
04
Overall lack of adoption
Inconsistent levels of
craft & fidelity
36
01
Lack of ...
03
User centered design driving
successful patterns
04
People are talking though
Design has a larger seat at the
table for...
38
39
40
41
Re-Assess
Step 5
42
43 How are people using the design system?
Survey Says...
● 72% design system novices
● rarely then daily
● 85% want to find patterns
● Hard finding what you need
● ...
We must...
● Provide better onboarding and training
● Use card sorting exercises to create a better taxonomy
● Focus on pa...
Re-Define
46
Product Design
Steering Group
(PDSG)
47
Decision making at multiple levels
Target % of Decisions
5%
15%
20%
60%
48
Business Unit (BU) Presidents
PDSG
User Experie...
Re-Organize
49
03
Invited product managers to
participate
04
Changed Our Reviews
Had research team play a more
prominent role
50
01
Escal...
“I want X pattern”
A Business unit wants
to make a or introduce
a change
Is it new?
PDSG sees this affects
multiple user t...
52
+
Design and Development both want consistency & scalability. Let’s do it together!
Better partnership with Development53
Keep them
caring
54
Enable others to care55
● Stopped talking about patterns and
consistency
● Created Cross-BU “Tiger” Teams
● Started talkin...
What’s Next
@ TRIPADVISOR
56
What’s next57
● A dedicated design-ops lead
● Better growth management
● Full design to code parity
My thoughts
for you
5 Key Takeaways
58
● You won’t know until you Do
● Create a steering group
● Use real time chat
● Really understand how it’s working
● Enable...
60
61
Thank You
Eniola Oluwole
Chief Strategy officer at Velir
eniola.oluwole@velir.com
eniola@eniola.com
62
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Lessons From the DesignOps Journey of the World’s Largest Travel Site (Eniola Oluwole at DesignOps Summit 2019)

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Eniola Oluwole: “Lessons From the DesignOps Journey of the World’s Largest Travel Site”
DesignOps Summit 2019 • October 23-24, 2019 • New York, NY, USA
http://www.designopssummit.com

Publié dans : Design
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Lessons From the DesignOps Journey of the World’s Largest Travel Site (Eniola Oluwole at DesignOps Summit 2019)

  1. 1. TripAdvisor’s Journey into Design Ops 1
  2. 2. My journey to Tripadvisor2 20+ Years in creating digital experiences
  3. 3. My journey to Tripadvisor3 20+ Years in creating digital experiences 9 Years building & scaling multi- disciplinary teams
  4. 4. 95% Agencies and consultancies My journey to Tripadvisor4 20+ Years in creating digital experiences 9 Years building & scaling multi- disciplinary teams
  5. 5. 95% Agencies and consultancies ~4 My journey to Tripadvisor Major design systems a year 5 20+ Years in creating digital experiences 9 Years building & scaling multi- disciplinary teams
  6. 6. Major. A single source of truth that allows the team to efficiently scale while addressing design challenges like platforms, internationalization, business and governmental rules 6
  7. 7. It’s the world's largest Travel destination 7
  8. 8. 16.3 Million average daily visitors Quick Stats8 1.6Billion in revenue a year OLD20 years to be exact 49 Localized Markets 60+Million Web Pages 70Languages 1.5Years with no design leader
  9. 9. Product People9 Hotels RestaurantsAttractions Cruises Vacation RentalsCars Rentals Flights Core
  10. 10. 10 1 2 Deep/Live Testing Methodology .5% increase = ~+$2,000,000 Feature optimization vs journey Feature wins over overall experience 3 Business Autonomy Divergent goals and measures Company Culture 4 Lack of pattern ownership Design doesn’t own design
  11. 11. 11 Expectation Centralized design org User-centered Ensure usability & user insight VS Reality Stand alone groups Business - Centered Visualizer of product spec Design Culture
  12. 12. Design Landscape12 ● Each team has their own process ● No single source of truth. ● No centralized governance or communication ● Make it Green Responsive Web Style Guide Logos Icons Mgmt Center Style Guide Email Style Guide Relaunch Style Guide Flights Style Guide VR Style Guide Brand Guidelines Native Style Guide B2C UX Guidelines B2B UX Guidelines Brand Voice Communication Guidelines Positioning/Brand House 20+ “Guides”
  13. 13. 13
  14. 14. 14
  15. 15. The Problem15 01 Teams were not collaborative PEOPLE
  16. 16. The Problem16 01 Teams were not collaborative PEOPLE 02 Lack of efficiency and scalability PROCESS
  17. 17. 03 Change resistant CULTURE The Problem17 01 Teams were not collaborative PEOPLE 02 Lack of efficiency and scalability PROCESS
  18. 18. 18
  19. 19. 19
  20. 20. Assess current State STEP 1 20
  21. 21. We talked with our users21 Design wanted... navigate & find access and contribute download the latest ...when and why to use Developers requested... my own instance render with production JS, CSS, and HTML. test what I care about ...with real data
  22. 22. We talked with our users22 “WHAT’S OFFICIAL”
  23. 23. New Design System Principals23 ● One place for all teams. ● Anyone can access ● Easy to update ● Easy to search & navigate ● There is someone accountable
  24. 24. Assessed platforms ~(2018)24 Frontify Widen Pattern Library Y N Y Y Y N Tool Integrations Y N N N N N Ease of Use Y Y Y N Y N Style Guide Y Y Y Y Y Y Customisable Y Y Y N N N Digital Asset Management Y Y Y Y N Y Custom User Access Y Y N Y N Y Multiple Format Download N Y N Y N N Robust Search Functionality Y Y Y Y N Y Usage Analytics N Y Y Y N Y
  25. 25. Define how we use it STEP 2 25
  26. 26. The Approach26 Pattern Library Production UI Elements Story Book • UI Elements • UX Guidelines • Templates • Type Styles • Layouts • Etc.
  27. 27. 27 BU controls decision (BU informs CoreEx / design review board for material changes) Change approved (Other BU designers consulted) BU wants to make a change (component / pattern / layout) to its own surface/servlet Is the change in compliance with style guidelines? Does tested or anticipated value of change exceed threshold (e.g., $500K run rate revenue increase)? Design review board / PM discuss change and value at stake. Is change approved? Does change meet escalation threshold (e.g., $5M run rate revenue increase)? BU does not make change (No interaction needed) Management Team / Board decides, based on input from BU and CoreEx Start No Yes BU does not make change No No YesYes No Yes Partnered with business and product to define process
  28. 28. Organize for change STEP 3 28
  29. 29. May June July August Sept Assign 3-5 Patterns to each designer across the company Migrate old designs to confluence. Research pattern space for an informed recommendation Decide on pattern of truth Update pattern with usage and research Migrate entire pattern library to new system Everyone has a hand in managing 29 5 Month timeline
  30. 30. The Interim solution30
  31. 31. 31 VS On Brand Follows best practice Tested UX Research Winner Off Brand Not best practice Un-tested UX Looser “The Clean Up”
  32. 32. Make them Care STEP 3 32
  33. 33. Incentives 33 Best Overall Most Helpful Most Timely Best Research
  34. 34. Let’s Go
  35. 35. It went something like this
  36. 36. 03 No sense of ownership, Never updated 04 Overall lack of adoption Inconsistent levels of craft & fidelity 36 01 Lack of communication Status? , changes?, process? 02 What is in the library didn’t match the website
  37. 37. 03 User centered design driving successful patterns 04 People are talking though Design has a larger seat at the table for product decisions 37 01 Design team feels the value in the idea of one team 02 More communication between design and engineering
  38. 38. 38
  39. 39. 39
  40. 40. 40
  41. 41. 41
  42. 42. Re-Assess Step 5 42
  43. 43. 43 How are people using the design system?
  44. 44. Survey Says... ● 72% design system novices ● rarely then daily ● 85% want to find patterns ● Hard finding what you need ● 0% wanted to understand ● 63% reuse old patterns 44 Design system insight
  45. 45. We must... ● Provide better onboarding and training ● Use card sorting exercises to create a better taxonomy ● Focus on pattern examples, not usage, or research ● Increase new pattern awareness ● Keep patterns approved and up to date 45 Identify opportunities to Improve
  46. 46. Re-Define 46
  47. 47. Product Design Steering Group (PDSG) 47
  48. 48. Decision making at multiple levels Target % of Decisions 5% 15% 20% 60% 48 Business Unit (BU) Presidents PDSG User Experience Review Project Team
  49. 49. Re-Organize 49
  50. 50. 03 Invited product managers to participate 04 Changed Our Reviews Had research team play a more prominent role 50 01 Escalate debates to PDSG 02 Questioned and stopped non- pattern work going forward
  51. 51. “I want X pattern” A Business unit wants to make a or introduce a change Is it new? PDSG sees this affects multiple user types or business units PDSG PDSG discusses considerations, solutions, research Share Results Let everyone know how the pattern performed. Add it to the system Decision PDSG decides direction and if necessary asks for additional research / testing 51 Streamlined The Approval process 5 steps
  52. 52. 52
  53. 53. + Design and Development both want consistency & scalability. Let’s do it together! Better partnership with Development53
  54. 54. Keep them caring 54
  55. 55. Enable others to care55 ● Stopped talking about patterns and consistency ● Created Cross-BU “Tiger” Teams ● Started talking about wins
  56. 56. What’s Next @ TRIPADVISOR 56
  57. 57. What’s next57 ● A dedicated design-ops lead ● Better growth management ● Full design to code parity
  58. 58. My thoughts for you 5 Key Takeaways 58
  59. 59. ● You won’t know until you Do ● Create a steering group ● Use real time chat ● Really understand how it’s working ● Enable others to broadcast wins And Understand ... 59 Lessons Learned
  60. 60. 60
  61. 61. 61
  62. 62. Thank You Eniola Oluwole Chief Strategy officer at Velir eniola.oluwole@velir.com eniola@eniola.com 62

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