Susan writes about the challenges when trying to get widespread adoption of a design system. Spoiler: the challenges aren’t technical.
Change is hard. Communication and collaboration are absolutely necessary to make a system work. And the more people you can get involved from various disciplines the better chance you have of maintaining your system.
- No shared (and contextual) sense of purpose
- Overbuilding, or scaling too early
- Inability to make decisions and move forward quickly
- Lack of clear ownership and dedicated resources
- Lack of cultural alignment
The common thread among these issues is that none are related to technical or tooling decisions —or even to the components themselves.
Software quality is more the result of a system designed to produce quality, and not so much the result of individual performance. That is: a group of mediocre programmers working with a structure designed to produce quality will produce better software than a group of fantastic programmers working in a system designed with other goals.
This talks about development, but I believe it applies equally—if not more—to design.
And this is very insightful:
Instead of spending tons of time and effort on hiring because you believe that you can “only hire the best”, direct some of that effort towards building a system that produces great results out of a wider spectrum of individual performance.
I remember Lara telling me a great quote from the Clarity conference a few years back: “A design system needs to be correct before it’s complete.” In other words, it’s better to have one realistic component that’s actually in production than to have a pattern library full of beautiful but unimplemented components. I feel like Robin is getting at much the same point here, but he frames it in terms of correctness and usefulness:
If we want to be correct, okay, let’s have components of everything and an enormous Figma library of stuff we need to maintain. But if we want to be useful to designers who want to get an understanding of the system, let’s be brief.
Speed for the sake of speed means nothing. If our design systems don’t ultimately lead to better quality experiences, we’re doing it wrong.
When we rush to release one-size-fits-all components, without doing the work to understand different contexts before curating and consolidating solutions, we sacrifice quality at the hands of speed.
The irony? In the long run, this will slow us down. We end up having to undo the work we’ve done to fix the problems we’ve created.
Ultimately, when we prioritise speed over quality, we end up with neither.
I’d maybe simplify this people problem a bit: the codebase is easy to change, but the incentives within a company are not. And yet it’s the incentives that drive what kind of code gets written — what is acceptable, what needs to get fixed, how people work together. In short, we cannot be expected to fix the code without fixing the organization, too.
The difference between inclusive design and accessibility.
A problem shared is a problem halved. And the web has a big problem with awful overlays.
A presentation at An Event Apart San Francisco 2019
The pattern library map is not the design system territory.
A veritable feast of outstanding talks and workshops on design systems and design ops.