The best operating models for design orgs are mission-driven, evolving, and team-developed. Those criteria might seem daunting, but Daniel Orbach, Lou’s guest and a speaker at September’s DesignOps Summit, explains how he facilitates a dynamic culture of co-creating with his team at JP Morgan Chase. Daniel outlines his framework, one where the whole team is involved. It’s a dynamic, fluid process that builds teamwork, creates buy-in, and establishes a framework of periodic review, which encourages continual evolution.
Lou and Daniel discuss the impact of rituals and mission statements on both teams and individuals. They also explore the impact of a team’s operating models on the broader organization and how interactions with various teams can foster shared understanding within the broader context of the organization.
2:36 - Introduction of Daniel
3:14 - Co-creating operating models with a team
4:33 - On mission and operating models
7:19 - Quarterly impact retrospectives
9:16 - Rituals and mission
12:55 - Co-creating operating models
15:34 - Why you need the Rosenverse
18:39 - Operating models’ effects on broader organizations
21:00 - Shared vocabulary
23:07 - Cross-pollinating in organizations to facilitate shared understanding
25:05 - Operating models and the individual
28:09 - Daniel’s gift for the audience
Resources and Links from Today's Episode:
DesignOps Summit
Boyd: The Fighter Pilot Who Changed the Art of War by John Coram https://www.amazon.com/Boyd-Fighter-Pilot-Who-Changed/dp/0316796883
Pieces of the Action by Vannevar Bush https://www.amazon.com/Pieces-Action-Vannevar-Bush/dp/1953953204
“If we’re going to develop a healthy operating model, we need a team mission.”
“The operating model isn’t static. It’s a contract, but it’s something that you continue to evolve over time.”
“Inspiration is a strong motivator. It provides clarity, especially in moments of adversity.”
“The rituals and ceremonies are a scaffolding for our culture.”
“Openness as a leader, telling the team, ‘I'm open to evolving this. You also have a pen to write the story with me,’ is a huge lever you can pull to get the team bought in and get them owning the process.”
“You either happen to work or work happens to you. Having a strong personal operating model is the best defense against having work happen to you.”
