This past year, I’ve helped a few companies looking for design executives (“Head of Product Design,” “Chief Design Officer,” someone reporting into the C-suite, and may be in the C-suite) by developing a profile of the role that they can hire against.
Often, these companies begin with a fairly rudimentary understanding of the role, focused on some form of “being a creative leader.” Through my efforts, I’ve developed a four-part framework (different than the other four-part framework I shared earlier) to break down the responsibilities of what it means to be a design executive.
With these four aspects identified, the next challenge is figuring out how much effort the Design Executive is expected to put against each area. It won’t be an even 25-25-25-25 split. It will vary from company-to-company, depending on the context in which this role resides. Generally, I think the following percentages are a good place to start:
Executive: 33%, Creative: 32%, People: 20%, Operational: 15%.
The idea being that the bulk of the Design Executive’s effort is on the content of the work (Executive + Creative being nearly 2/3rds), while recognizing that there are very necessary People and Operational efforts necessary to maintain organizational health.
Also, what often happens as an organization grows, is that the People and Operational aspects end up taking the majority, if not all available time, because they are the elements that must be addressed in order for anything to work.
When that happens, a framework like this can be a helpful diagnostic for that design executive to go to their boss with, and say, “I need to hire a Head of Design Operations” or “I need Design Directors,” so that they can return focus to the Executive and Creative work that is expected of them.
In my next post, I’ll address the makeup of the Design Leadership Team, that includes that Head of Design Operations and Design Directors.