Design - An Overloaded Term in Product Management

When people talk about “design” in product management conversations, they often mean visual or interaction design – the look and feel of a web application, mobile app, or physical product. But design encompasses far more than aesthetics. Companies like IDEO have shown us this through design thinking, and Google demonstrates it through their design sprints. These approaches reveal design’s true nature as a comprehensive problem-solving framework.

Understanding Design’s Broader Scope

Merriam-Webster’s dictionary offers three essential meanings of design: to plan and make decisions about something, to plan and make something for a specific use or purpose, and to think of or plan something in your mind. These definitions hint at design’s true scope – it’s about solving problems thoughtfully and intentionally.

I’ve noticed that many organizations create design as a separate entity, delegating all “design tasks” to that team. In my experience, this approach fundamentally misunderstands design’s role in product development. When we isolate design, we create unnecessary silos that can harm the product’s overall quality.

The Journey from Problem to Solution

Design thinking, as practiced by successful companies, follows a journey that begins with understanding the problem and ends with validation. It starts by examining the challenge from multiple angles, defining what success looks like, sketching potential solutions, making informed decisions, creating prototypes, and testing with real users.

This process applies whether we’re designing a new feature, restructuring our pricing model, or reimagining our entire product strategy. The principles remain the same – we’re using design thinking to solve problems effectively.

Breaking Down Organizational Barriers

I believe product leaders must recognize that an eye for design and understanding of best practices should permeate the entire product team. All goals – whether technical, visual, marketing, or sales – must connect with product goals in a two-way street. These product goals, in turn, must align with organizational goals in the same bidirectional manner.

Think about it: an organization and its brand are essentially embodied in its product or service. Often, a product’s name becomes more recognizable than its parent company’s name. This reality underscores why design can’t be isolated in a single department.

The Power of Self-Organizing Teams

In agile environments, product teams are meant to be self-organizing. This principle applies perfectly to design integration. While some team members may have stronger visual design or interaction design skills, these talents should be incorporated naturally into the team’s workflow rather than separated into a design silo.

Personal Growth in Design

I remember being quite good at painting and drawing in school, but I didn’t maintain these skills over time. Now, I’m working to rebuild my visual design capabilities – understanding colors, typography, and interactions. I’m learning tools like Adobe XD and Figma to unlock my creative potential in visual design.

However, I recognize that design encompasses much more than visual elements. My experience has given me a good grasp of design thinking and an eye for visual and interaction design principles. These broader design skills are crucial for effective product management.

Clear Communication About Design

When discussing design with your team, it’s essential to be specific about which aspect you’re addressing. Are you talking about visual design elements? User experience design? System design? Strategic design? Each aspect requires different considerations and expertise.

Looking Forward

The future of product management lies in embracing design’s full scope. We need to move beyond thinking of design as merely the visual layer of our products. Instead, we should recognize it as a fundamental approach to problem-solving that influences every aspect of product development.

Success in modern product management requires understanding and applying design principles across all dimensions of our work. Whether we’re planning new features, structuring our teams, or defining our product strategy, design thinking should inform our approach.

When you hear the word “design” in your next product meeting, take a moment to clarify which aspect of design is being discussed. This simple practice can help ensure everyone understands the conversation’s true scope and can contribute meaningfully to the solution.