2021 PRODUCT DESIGN
TRENDS REPORT
2
Design a path forward
Will design systems unlock team potential?
Will design hold its seat at the table?
Will organizations create systemic change?
Will generalists be the key to collaboration?
Will work and life be separate again?
Will digital-first remain a competitive
advantage?
Will we continue to focus on what matters?
Stay the course
03
04
09
13
17
21
26
30
34
TABLE OF CONTENTS
100% of the Fortune 100–brands like IKEA, Slack and
Netflix–use InVision to build products customers love.
Interested in learning more?
Let’s talk.
2021 PRODUCT DESIGN TRENDS REPORT
© 2020 INVISIONAPP INC. ALL RIGHTS RESERVED.
3
What a decade 2020 has been.
All of us experienced our world
undergoing a radical reordering
overnight. 2021 was a beacon
on the horizon, offering hope
for a potential return to stability.
And while much about what next
year looks like is up in the air, we
approach it with a new sense of
resilience, resourcefulness, and
purpose.
So much of what has gotten us through 2020 was the
knowledge that, despite never experiencing anything
as cataclysmic in our lifetimes, history is filled with
examples of similar disruptions. A world connected
by the Internet allowed us, for the first time, to share
our experiences of what was happening writ large, in
real time. Though we could do nothing to stop history
from being made, every individual could do their part in
helping to build a cohesive narrative of what was actually
happening through our e-mails, digital whiteboards,
Slack messages, blog posts, Tweets, Instagram stories,
and more. We didn’t have to wait decades for a historian
to splice it together. And we found that, though we were
mostly going through the pandemic alone, there was a
shared experience. We’ve all been doing independent
work—on ourselves, in our companies, etc., with self-
reflection and mental shifts taking place largely internally,
off the clock, and outside of shared communities.
DESIGN A PATH
FORWARD
Each December, Inside Design publishes trend
predictions for the upcoming year. But since this
year is wildly different than any before, we decided
to use the occasion to create a contextual framing
for the year ahead, specifically for product design
teams and collaborators. The first step was to
check in with our community and gauge how
those seemingly personal shifts are actually more
ubiquitous than we think.
In order to get an accurate read, we surveyed
hundreds of our readers, and consulted experts,
analysts, and those engaged in the most innovative,
multidisciplinary work on the ground. We scoured
our library to find the most read, discussed, and
shared ideas, too. From our research, seven
prominent themes emerged from 2020, which we
predict will have the greatest impact on product
teams in the new year. Many were not necessarily
“new,” but rather transformations and progressions
of several we’d already been tracking.
Putting this report together has made us
realize that, being at the epicenter of essential
technological infrastructure and rapid digital
transformation, the digital product space has had a
unique vantage point in the year’s biggest universal
shifts. We also realized this community offers
some of the most tangible opportunities to make a
material impact as we forge ahead.
A bright future begins now: Let’s dive in.
WILL DESIGN
SYSTEMS
UNLOCK
TEAM
POTENTIAL?
01
5
hile design systems have been around for over 20 years, large
companies only started to seriously invest in them in 2016.
Since then, they’ve expanded rapidly, both in impact and prevalence, due
to their promise of increasing speed to market and creating efficiencies
over time. Many companies wouldn’t be where they are today without
their design system, Google’s Material and IBM’s Carbon, for example.
While design systems bring order to handoffs and create a shared
source of truth, they still require resources to be divested from more
immediate needs, along with purposeful governance and maintenance.
Many companies entered 2020 questioning when the reward was going
to eventually warrant the investment.
But then Covid happened, and no longer could ideas easily be shared
during a drive-by. Meetings had to be scheduled; Brainstorms, organized.
The design process had to be systematized unlike ever before—but
many teams were more prepared for the switch than they realized.
Design systems are the way you talk about all the decisions
that you make as a design and coding organization. It’s the
way you collaborate to hand off those decisions and create
an experience in using that system.”
NATHAN CURTIS
Principal and Design Systems
Consulting Lead at Eight Shapes
01 WILL DESIGN SYSTEMS UNLOCK TEAM POTENTIAL?
In other words, design systems were already an in-between step that
required teams to rethink collaboration and communication. Having a
design system in place before the pandemic allowed for a smoother
transition in our new, more asynchronous work environment.
W
“
6
That’s nearly a full work day that designers, developers, and PMs could
dedicate to the more important tasks of developing great products.
As we’ll mention again later in this report, 2020 saw many organizations
being asked to do more with less—whether that was due to slashed
budgets or employees working with lower mental health—and having
a design system in place helped lessen the intangible costs of rapidly
switching to working from home.
We’ve found that the more mature a design system is, the greater the
cost-savings are on average. However, many companies are missing
out on these potential savings. According to our survey, only 7.7% of
respondents said that their design system was the most mature, or
“optimized,” meaning they had scaled it across multiple product teams,
sub-brands, and/or platforms, and that they had a contribution process
in place for designers, developers, and other stakeholders. Of those with
a design system, the majority qualified as “basic”—that they had begun
to build components and usage guidelines for designers or developers,
but had not yet aligned them cross-functionally so that both teams are
using a shared language.
In 2021, we expect to see a larger percentage of teams reporting
“integrated” and “optimized” design systems, as the investments in
people, resources, and time from years past will exponentially increase
the design system’s value to the org (and therefore it’s collective use).
And we’re predicting that the design systems savings gap will grow, as
those who saved big in 2020 will be able to reinvest those savings in new
technologies like connecting big data and installing AI to optimize. As
accessibility and inclusivity also become more important to consumers
(we’ll discuss this later as well), design systems allow product teams to
easily scale these modifications.
According to our survey, of those who were
using a design system in 2020, 83% said
that it saved them at least 2 hours per week
as part of their normal workflow, with 34%
estimating more than 6 hours saved.
01 WILL DESIGN SYSTEMS UNLOCK TEAM POTENTIAL?
7
For those who still have room to grow, the opportunity to reinvest in a
design system becomes even more urgent. And while making the case to
invest in something that isn’t seen as creating an immediate competitive
advantage in the marketplace can be a fight for resources—especially
when teams are already being asked to cut budgets and stretch limited
funding, our advice to organizations earlier in their design system journey
is to stay the course and keep doing what you can. You’ll also find at the
end of this section a few of the guides we’ve put together on the topic,
from building a design system community to getting started with an MVP.
And for those in the middle of the maturity spectrum, Nathan has this
piece of advice: Keep the quality of the design system’s core as high
as possible.
Part of the mission of a system is remaining connected to all
of its customers, all the other teams making experiences. How
can you orient yourself or your team to where you’re going to
net the most value? Participate in that.”
NATHAN CURTIS
Principal and Design Systems
Consulting Lead at Eight Shapes
01 WILL DESIGN SYSTEMS UNLOCK TEAM POTENTIAL?
“
8
Article: Why a design system is the key to
scaling accessibility
Article: Digital products are having their
“assembly line” moment—here’s how to stay
relevant
Article: How Vodafone built one of Europe’s
biggest design systems
Handbook: Design systems
Guide to: Building a design system community
Webinar: Benchmark your design system
Podcast: Creating, scaling, and championing
design systems with Kim Williams
DIG DEEPER INTO
DESIGN SYSTEMS
ADDITIONAL RESOURCES
WILL DESIGN
HOLD ITS
SEAT AT THE
TABLE?
02
10
hen we began 2020, we were expanding on the idea introduced
in The New Design Frontier, that in order for design to get to
the next level in business, designers themselves would need to uplevel
outside of their craft. No longer could they work in the purely “creative”
space. Just like their suit-wearing associates, they needed to connect
findings and user experience to direct, tangible business results. Heidi
Munc, vice president of user experience at Nationwide, shared with us
that, over the past couple of years, her team has made real progress
aligning with their business partners and gaining their trust. For example,
in the past, if they presented design solutions in terms of optimal
customer value, they would receive pushback because of the additional
time and cost it would have for the business. Now, they reframe those
same “unpopular opinions” to focus on what’s in it for the business, first
and foremost—and as a result see greater executive buy-in and future
business opportunities. This strategy worked:
But the pandemic changed everything: Not only was there a steep
downturn in revenue for many companies resulting in a renewed focus
on cost-cutting, but operational efficiency became mission critical, as
much of the workforce experienced reduced productivity due to lack of
childcare and heightened physical and mental considerations. Rather
than thinking of possibilities and growth opportunities, everyone was
trying to just get through the day. Businesses slid into reactionary mode.

As we’ll delve into later, organizations underwent a renewed focus on
what really matters. But that doesn’t mean the path forward for design
became any easier. As designers were frequently being pulled into
hybrid positions across engineering and product, collaboration entailed
calculating impact not only against one metric, but multiple metrics that
were co-owned with other teams. And while some design teams weren’t
Not only were we supporting the businesses, but in a lot
of cases we were helping create that North Star and really
getting the business to [rethink their experience strategy]
in order to compete and thrive over the next 100 years.”
HEIDI MUNC
Vice President of User
Experience at Nationwide
02 WILL DESIGN HOLD ITS SEAT AT THE TABLE?
W
“
11
as impacted by resource constraints, it doesn’t change the fact that
they’re being asked to do more. The challenge for designers, Munc says,
became not only keeping the business focused on customers, but how to
do it in a way that also takes operational efficiency into consideration.
The answer for product teams across industries, of course, was quickly
toning their business muscles to help executive leadership steer the
organization through the next quarter without sacrificing gains they’d
made in their North Star.
Next year, we predict that those who have invested in their own
understanding of business principles, and how design creates business
value, will become leaders in the space.
We also expect to see designers in those companies and teams more fully
reap the benefits of their work, as they will spend less time articulating their
value to the business and more time leveraging that value.
“It’s not just about advocating for design to be there,” says Megan Man,
vice president of product design at Squarespace. “If you can really shift
your thinking into being more of a business leader who just happens to be
really good at design, I think that’s where success is. It’s all about speaking
that language.”
80.4% of our survey respondents said that
they felt their company expected them
to understand their business’ strategic
direction, and 72.7% reported spending time
sharpening their business skills in 2020.
02 WILL DESIGN HOLD ITS SEAT AT THE TABLE?
12
Article: How to estimate the ROI of design
work
Article: My secret weapon for helping
executives understand the value of design
Article: How IBM works with InVision to
unlock design’s potential and grow their
109-year-old business
Handbook: Business thinking for designers
Webinar: How to speak the language of
business
Podcast: Be a business leader, not a design
leader with Jehad Affoneh
Podcast: Learning to take risks, be generous,
and make a ruckus with Seth Godin
BUILD CREDIBILITY WITH
BUSINESS THINKING
ADDITIONAL RESOURCES
03
WILL
ORGANIZATIONS
CREATE
SYSTEMIC
CHANGE?
14
n 2020, the dominos fell. The systemic challenges that have always
been there became visceral and ubiquitous. It was clear that we needed
change now—and fast.
While the gaps in many of our local, national, and global institutions were
brought to the forefront, we didn’t feel we had many options in our toolkit
to change things. We needed widespread actions—and had record
support for them—but the path forward was unclear. There weren’t any
“best practices” available and we lacked cohesive leadership across
private and public sectors.
So we decided to do what we could. This year, we saw proof of the amazing
power that small, individual actions have on affecting larger change.
Though this idea started through the public health measure (staying home
and wearing masks, anyone?) it quickly rippled across all of society.
We realized that diversity, equity, and inclusion wasn’t just a business
acronym relegated to our jobs. In many countries, businesses—not local
communities or other organizations—are now how society is organized.
If you want to change society, you need to change how organizations
operate. And organizations are made up of individuals. So we, as people,
have to take it upon ourselves to really think about how our actions are
holding up or reinforcing these structures of massive inequity.
In 2020, individuals restarted grassroots organizing within their
companies with newfound importance.
These are the individuals who no longer allude to change, but are being overt
in their language, marketing, product, organizational design, etc. Their stance
on diversity, equity, and inclusion are not just words, but actions.
03 WILL ORGANIZATIONS CREATE SYSTEMIC CHANGE?
62.3% of survey respondents said they had
a team conversation about diversity, equity,
and inclusion at work—and 26.4% said it was
the first time they had done so.
I
15
“We’ll continue to root out racist and non-inclusive language in our products,
as well as wider designs,” predicted one of our survey respondents.
“Designers will start to organize and discuss a code of ethics, and there will
be a rise in justice design (both volunteer and paid).”
This year, too, we saw how we can use our power as individuals to hold
corporations accountable.
“Design will play a more active role in driving the conversation around
tech and ethics,” wrote another survey respondent. “We see it with the
big unicorn B2C companies, and I expect that especially in the B2B world,
it will no longer be acceptable to say retrospectively, ‘We never thought a
user might abuse our platform and do X. We had no idea.’ Being proactive
when designing desirable solutions will mean that we also need to test and
consider the negative edge cases more systematically.”
Next year, don’t be surprised to see more people leave design and the
corporate tech world.
Take Bruno Bergher, who this year left a VP of product design position
to explore work he finds more impactful and meaningful—beyond just
receiving a paycheck. While he is not so sure about his next step, he says
that 2020 made it clear to him what he doesn’t want to be doing, and the
types of companies he doesn’t want to work for.
“I think this is the decade that tech realizes that there’s a little bit of ‘tobacco’
in what we do,” Bergher says. That said, tech isn’t going anywhere: Many will
still stay in the industry to refashion and solve these hairy programs.
03 WILL ORGANIZATIONS CREATE SYSTEMIC CHANGE?
74.4% of survey respondents said that in
2020, they had always or sometimes dreamt
about leaving everything behind and building
a new digital product focused on social good.
And many are making that dream a reality.
16
Article: The 5 do’s and don’ts of starting an
employee resource group
Article: Why we need to rethink what
“belonging” actually means
Article: Why this Brooklyn-based design
leader thinks design needs to explore beyond
the binary
Article: Why traditional design won’t save us
in the COVID-19 era
Article: Design needs to actually champion its
Black community—us included
Article: Why the ‘nobility complex’ is the
design issue we all need to deal with
Podcast: Designing for diversity with Project
Inkblot’s Jahan Mantin and Boyuan Gao
UNCOVER HOW TO DRIVE
SYSTEMIC CHANGE:
ADDITIONAL RESOURCES
04
WILL
GENERALISTS
BE THE KEY TO
COLLABORATION?
18
t’s an adage we’ve heard over and over again: In order to deliver
great, innovative products, you need to collaborate. And over the past
couple of years, we, as a design community, have taken this to mean
“Sit next to developers.” But in 2020, we learned that collaboration can’t
just extend from proximity or even simply “talking more.” It is a distinct
communication muscle that has to be intentionally built through practice.
“It’s become really critical to be deliberate about how you communicate,”
says Bruno Bergher. “You can’t embrace serendipity or trust that good
accidents are going to happen.”
The issue was always that there had been so many different viewpoints
and “languages” being spoken, that it was almost impossible to achieve
alignment. This year, we realized that effective collaboration depends
on having team members who are uniquely able to efficiently translate
each discipline’s nuances and considerations—and know how to
measure them against each other. Not every team needs to be filled with
generalists—but there needs to be at least one person with the special
talent of translating and integrating a team’s multi-disciplinary skills and
expertise. Companies have even taken to designating special positions,
like design engineers, on EPD teams to fill this need. Like Bruno, many
product and engineering leaders we’ve talked to this year are former
designers and vice versa.
04 WILL GENERALISTS BE THE KEY TO COLLABORATION?
This overlapping of roles is reflected out
in the industry, too, as 39% of survey
respondents said that they had been required
to take on a hybrid role at work. And that’s
not just from happenstance: It’s by design.
I
19
To put it simply, a designer can’t just wear one hat anymore—they have
to wear at least two or three. But rather than letting the business order
which hats each person on the team wears, they can share a couple, and
DIY a distinct one of their own.
Let’s not forget that in 2020, many individuals had more time to fill
at home. While many chose to take up old hobbies, others invested
in personal and professional development, taking advantage of free
at-home learning resources. In 2021, we’ll see that some of the new
perspectives gained during our self-isolations will be injected not only
into our pixel-level work, but the different ways we can explain our
viewpoints as well. Expect some interesting innovation because of it.
“Art, culture, and business principles throughout history have swung
through pendulums. In the West, it’s been from a very structured,
rationalistic way of doing them, towards something more humanistic or
natural, and then back again,” Bruno says. “Maybe with everyone thinking
‘What really does matter,’ we’ll have another swing now.”
As a team leader, my approach has always been to build
teams as portfolios. I try to hire people who are generalist
enough, but also have skills that complement the rest of
the team.”
04 WILL GENERALISTS BE THE KEY TO COLLABORATION?
“
BRUNO BERGHER
20
Article: The definitive megalist of the best
design books, podcasts, movies, and more
Article: Your UX job title ultimately doesn’t
matter—but this does
Article: How to turn an unexpected career
pivot into your next great job
Handbook: Design engineering
Webinar: Setting a new bar for design-dev
cooperation at The New York Times
Podcast: Working at the intersection of
design, business, and technology with John
Maeda
Podcast: Knitting different disciplines
together with Pinterest’s Naveen Gavini
RESEARCH CHANGING
ROLES ON PRODUCT TEAMS
ADDITIONAL RESOURCES
05
WILL WORK
AND LIFE BE
SEPARATE
AGAIN?
22
f you worked remotely before February 2020, you likely worked at
a progressive company (and fielded many questions about how
you kept yourself motivated during the day.) But once Covid hit, having
a team that could manage to translate the office into a home setting
became table stakes.
Translating the in-person experience to a forced work-from-home
situation with unprecedented childcare, societal, and health
considerations was hard. However, once enough of us worked
remotely long enough, the question transformed. It became clear that
certain tasks we thought weren’t translatable to a digital experience,
like collaboration and brainstorming, were actually just structural
inefficiencies we were holding onto.
“Collaboration, discussion, and feedback all happen in a very company-
dependent way,” says Erin ‘Folletto’ Casali, a product design director
at Automattic and startup advisor with a hybrid background in design,
psychology, business, and technology. “From weekly review meetings,
to a creative director hovering over a designer providing feedback,
these are ways for teams to share their approaches—but they aren’t
necessarily as explicit as they need to be for a remote environment.”
I don’t really think people were thinking, ‘How can I optimize
my work for remote work?’ They were mostly thinking ‘How
can I just keep doing the things that I was doing before—but
now at home and on video—until this is over?’”
LEISA REICHELT
Head of research and
insights at Atlassian
Author of How to debug
distributed teamwork, as
suggested by new research
05 WILL WORK AND LIFE BE SEPARATE AGAIN?
I
“
23
Our off-hour lives that were previously kept separate (and could
remain mostly hidden) from our work-selves were not only made
visible by the transition to remote, but for the first time, our two selves
merged. Work and home became one place, the expression of our
whole self. Many survey respondents mentioned that this year was
the first time physical and mental health, racial and economic justice,
childcare, ethics, and even politics were directly addressed in
the office.
It’s become clear that the only way forward, now, is to create a new
definition of efficiency/effectiveness, one that includes a wider, more
holistic approach bridging the gap between professional
and personal.
Our business-as-usual practices actually allowed us to get away
with poor communication, exclusionary practices, and a lot of
unintentional/unfocused work. And what may have been efficient or
effective for the business before March 2020 was now seen as wildly
inefficient due to visible physical, emotional, and social constraints.
There is much more to burnout than just workload, there’s all
of these other different contributors that are making people
feel less full of vim about their work on a daily basis right
now. Some of them very much have to do with where in the
world you are, and what’s going on politically and in terms of
the pandemic.”
05 WILL WORK AND LIFE BE SEPARATE AGAIN?
“
LEISA REICHELT
Head of research and
insights at Atlassian
Author of How to debug
distributed teamwork, as
suggested by new research
24
“That potential expanded amount of information means we have a
responsibility to deal with that properly,” Leisa says. “There’s a whole
lot more we have to be really thoughtful about.”
This year showed that businesses are realizing that they cannot
continue with a one-size-fits-all approach—both in terms of their
organizational structure, but also with their products. We already saw
that those who designed and built for the edge cases were the winners
early in the pandemic. Over the next year, we’re predicting that this new
mentality will result in a new take on inclusivity and accessibility as well.
In other words, we’re not going to see either/or products anymore—
we’re entering into a new phase of “yes, and.” The winners will be those
who design for endless opportunities and combinations.
05 WILL WORK AND LIFE BE SEPARATE AGAIN?
59.8% of survey respondents said that they
addressed accessibility in some capacity in
2020, many stating that it was the first time
it was discussed as an irrefutable business
advantage.
25
Article: The 3 problems everyone has when
first working remotely (and how to solve
them)
Article: How Spanish startup Jeff came
together while working apart
Article: How a developer and designer duo
at Deutsche Bank keep remote collaboration
alive
Podcast: How to run remote design sprints
and design reviews
Webinar: Best practices for creative teams
working remotely
Handbook: Remote work for design teams
Report: Scaling remote collaboration for
digital product teams
EXPLORE MORE ABOUT
WORKING REMOTELY
ADDITIONAL RESOURCES
06
WILL
DIGITAL-FIRST
REMAIN A
COMPETITIVE
ADVANTAGE?
27
efore 2020, digital transformation was still perceived as an
option (and not an imperative) for companies looking to grow
their business. Once Covid hit, digital as an “option” was thrown out the
window. In order to stay alive, everyone had to think like a digital-first
company—and without skipping a beat. Surprisingly, many businesses
were able to pull off the previously unthinkable—radically changing
processes and even business models overnight.
“We’ve seen an incredible shift from the traditional brick and mortars
that were just using their website as a marketing tool, essentially, to
having to pivot their entire business online,” says Megan Man, VP of
product design at Squarespace.
In some more traditional, non-digital first business models, we saw
executive leadership having to work digitally themselves. According
to an IBM study, a large portion of c-suite executives are finally
understanding firsthand the special skills, structural challenges, and
organizational support needed to accelerate a transformation.
06 WILL DIGITAL-FIRST REMAIN A COMPETITIVE ADVANTAGE?
51.9% of survey respondents report their
company strategy has pivoted since Covid.
B
28
Digital-first companies, on the other hand, took home some early
wins given a slight change to their day-to-day functioning. However,
in 2021, don’t expect this “business-as-usual mentality” to last for
long. As bigger, traditional companies divest resources from in-person
business arms and reinvest in digital, expect to see a more even
playing field than ever before. With internal roadblocks out of their way
and a renewed consumer interest, the most innovative product teams
in these companies will finally be able to guide the company forward
as they re-disrupt themselves—this time on a larger scale. Unlike
their start-up competitors, they’ll bring out more diversified revenue
streams, too, and will be able to remain resilient against impending
changes.
There will be a little bit more of a leveling out just based on the
fact that people are living, breathing, and working digitally,
but I think that there’s still going to be a pretty big difference
between those who think of themselves as product companies
building something for users to leverage to make their lives
better, versus companies that have a different motivation
behind the scenes.”
MEGAN MAN
VP of product design
at Squarespace
06 WILL DIGITAL-FIRST REMAIN A COMPETITIVE ADVANTAGE?
“
29
Article: How Ireland’s biggest bank executed
a complete security redesign
Article: How Goldman Sachs Marquee
connects design innovation with financial
services
Article: The secret behind BBVA’s award-
winning digital transformation
Handbook: The new design frontier
Webinar: Investing in digital transformation
Webinar: Design sprints–spark innovation
and go to market faster
Report: Become digital-first, faster with
InVision
DEEPEN YOUR
UNDERSTANDING OF
DIGITAL-FIRST STRATEGIES:
ADDITIONAL RESOURCES
07
WILL WE
CONTINUE TO
FOCUS ON
WHAT MATTERS?
31
efore 2020, “focus” was a flow state achieved by individuals to get
more things done. The mentality was that you’d get out of it what
you put into it—and that great products sometimes required some night/
weekend work, and many, many iterations. The marketplace was driven
by output: shipping fast and often—making sure a customer had multiple
options for every situation.
But once our days filled up with Zoom meetings, children who needed to be
supervised, roommates crammed in an already small shared space, parents
that had to be checked in on, and three meals a day to be made, focus
seemed not like a mystical muse that would come if you waited around for it,
but a very finite resource that had to be tapped into on demand.
Many businesses are now dealing with the fact that optimized output is no
longer possible—and nor should it be. Though many individuals are still
pushing through workdays that have increased by 40% since the start of
the pandemic, some have found they’re able to maintain or even improve
productivity with less time spent at a desk.
“I’m trying to fit an eight-hour day of work into five or six hours of work in the
morning and afternoon,” says LaDonna Witmer Willems, associate editorial
director at Dropbox. “There are projects that I can’t do, or things I can’t do to
the level that I would have done a year ago.”
After adjusting to the new normal, many managers are questioning if the
previous focus on output is as important as outcome.
07 WILL WE CONTINUE TO FOCUS ON WHAT MATTERS?
I tell my team that the work will always be there. There’s
never going to stop being work. Once you’re done with this
project, there’s more coming. If you need time, take it.”
B
“
KYLE LEBLANC
Design Leader, Design Infrastructure
at Github
32
“When you’re busy and taking the kids to school, and then you go to work,
and then come home, and then go out with your friends, you’re constantly
moving,” LaDonna says. “You don’t always sit long enough to get the real
answer from yourself.”
But it’s not just employees going through this. Seeing that work can be
done without offices has made organizations rethink their budgets from
end to end. Many are now swapping out snacks and commuter benefits
for childcare subsidies and increased mental health benefits. Others,
dealing with budget cuts because of the recession, are now looking at their
expenses and evaluating what can display proven ROI for the business.
And it’s not only employees they have to think about:
While some are anxiously waiting for “things to go back to normal” in
2021, we predict that this shift in perception will mean that employees,
consumers, and customers won’t be satisfied with frills: They’ll actually
want something that meaningfully works for them. They’ve learned that
other options exist—and that they may actually prefer the new way, now.
07 WILL WE CONTINUE TO FOCUS ON WHAT MATTERS?
Once you have consumers who are in a disrupted mode for
a period of time, there are some things that stay with them
for a really, really long time. How do we help the business
understand that what was really important for our customers
in February 2020 might not ever be important again?”
“
HEIDI MUNC
Vice President of User
Experience at Nationwide
33
Article: The 4 ingredients John Maeda says all
the best products share
Article: Want to become a better designer?
Start by rethinking your A/B tests
Article: D-Ford is rethinking UX—and saving
lives in the process
Article: How to optimize your workday,
according to recent designer-turned-
developer Lenora Porter
Handbook: Enterprise design sprints
Webinar: Adopting practices of high impact
teams
Podcast: Designing your work life with author
Bill Burnett
FIND OUT MORE ABOUT
FOCUSED PRIORITIZATION:
ADDITIONAL RESOURCES
34
While all of us experienced a radical shift in 2020, the year ahead promises
more change. The expanding maturity of design systems as their value is
more broadly realized; designers no longer demanding a seat at the table,
but rightfully owning their place; change coming from individuals and
corporations, and materializing in real systemic change (and further social
unrest); the continued rise of generalists on product teams as the need
for understanding a shared language demands more “translators”; remote
work becoming codified, and shepherding in new ways of collaborating
and connecting; digital-first yielding the floor to digital-or-bust; and a
deepening focus that comes from doubling down on what matters at home
and at work (which, by the way, are now the same place).
These changes are coming, and we have a responsibility to reflect on their
catalysts, as well as their likely outcomes.
Digital products have kept the world together during these unprecedented
times. But they’ve also revealed deep inequity and exploited opportunities
for disinformation and chaos. Our industry has an opportunity to do
better, to focus on the unprecedented insights we’ve gained into equality
and diversity, health and wellbeing, family and local relationships—and
do something about it. As a product design community, we have a
responsibility to lean in more. Don’t let the inherent difficulties of our
industry stand in the way of learning from, and creating change out of, all
that we’ve gained.
Bring it on, 2021. We’re ready.
STAY THE
COURSE
STAY THE COURSE
The thing that is on my mind a lot at the moment is, as the
world moves on and the pandemic becomes more of a memory
for us, how can we keep what we’ve learned and experienced
and take advantage of the opportunities that have been
uncovered as a result of this process? There is an enormous risk
of just going back to the way things were. It’s such a human
thing to do—to learn everything and then forget it.”
LEISA REICHELT
Head of research and
insights at Atlassian
“
35
InVision is the leading product design and development platform for teams
building world-class digital products. Our platform and services enable
effective collaboration across roles and time zones for improved speed to
market and powerful business results.
More than 7 million people at both large enterprises and small startups
come to InVision when they are looking for digital transformation. Our
platform allows teams to ideate, prototype and test new ideas; create
repeatable and streamlined processes in design, product and engineering;
and up-level workflows to move more efficiently from inspiration to
production.
ABOUT
INVISION
100% of the Fortune 100–brands like IKEA,
Slack and Netflix–use our platform to build
products customers love. Interested in a
demo? Speak with InVision today.
36
KYLE LEBLANC
DESIGN LEADER, DESIGN INFRASTRUCTURE AT GITHUB
As a design leader, Kyle empowers teams to push the envelope and challenge the status
quo to deliver experiences that users never knew they needed.
MEGAN MAN
VP PRODUCT DESIGN AT SQUARESPACE
Megan leads the award-winning team of designers, researchers, and content strategists
behind the platform that provides millions of dreamers, makers, and doers the tools they
need to bring their creative ideas to life.
ERIN “FOLLETTO” CASALI
HEAD OF DESIGN, JETPACK AT AUTOMATTIC
Erin has a hybrid background in design, psychology, business, and technology—with a
people-centered approach.
BRUNO BERGHER
Bruno is a product leader with a design background and people-oriented approach. He’s
built products and teams at Google, YouTube, Gladly, and Expa.
HEIDI MUNC
VP USER EXPERIENCE AT NATIONWIDE
With over 20 years of experience, Heidi has successfully demonstrated the value of using
design thinking to solve business problems in large organizations.
LADONNA (WILLEMS) WITMER
ASSOCIATE WRITING DIRECTOR AT DROPBOX
Creator of “Permission to Speak,” the conference keynote and workshop designed to
address the many ways voices are silenced and offer solutions designed to help people
find their personal voice.
NATHAN CURTIS
FOUNDER OF EIGHTSHAPES
Nathan is a designer, engineer, leader, author, and speaker on the topic of design systems
in digital product development.
LIZ STEELMAN
SENIOR EDITOR
Liz is the editor of Inside Design, where she helps the design community and its
collaborators tackle the new world of work.
LEISA REICHELT
HEAD OF RESEARCH AND DEVELOPMENT AT ATLASSIAN
Lisa helps unleash the potential in every team by helping build a better understanding of
users and customers.
KEEGAN SANFORD
ILLUSTRATOR
Keegan is a Brooklyn-based senior art director and freelance illustrator with six years of
fast-paced agency experience.
CONTRIBUTORS