The Challenge: A Talented Team, Stuck in Neutral
At Vodafone, we had an incredible group of designers—talented, creative, and driven. But despite their potential, the team was facing some roadblocks that were holding them back from truly excelling.
Numbers First
25% increase in the Design First Product Score:
10% boost in team collaboration
85% of designers showed measurable growth
Scalable Model
The issues were clear:
Inconsistent design quality: Without clear and structured feedback loops, our design improvements weren’t landing as effectively as they could.
Siloed collaboration: Designers were working in isolation, limiting knowledge sharing and preventing the cross-pollination of ideas.
Limited skill development: There weren’t enough opportunities for designers to grow and develop new skills within the team.
The business impact was significant. We weren’t meeting our design goals, which reflected in suboptimal product outcomes. This created disengagement and a lack of motivation within the design team, and to make matters worse, retention was starting to become a real concern. We needed to change that.
The Solution: A Three-Pillar Framework to Empower & Grow
Rather than relying on external resources or one-time training programs, I proposed a sustainable, self-managed initiative to address these challenges. The plan was built around three key pillars designed to nurture talent, encourage collaboration, and elevate design quality across the team.
Pillar 1: Design Critiques – Strengthening Design Quality
Design critiques aren’t just about nitpicking—they’re about creating a culture of constant improvement. By structuring regular, Figma-based design critique sessions, we set the foundation for shared learning and alignment with business goals.
Goal: Foster a strong design culture with actionable, constructive feedback.
Method: Collaborative team discussions around product designs, linking them to KPIs and business objectives.
Impact: 30% of the feedback from critiques was directly incorporated into product backlogs, leading to a 25% increase in the Design First Product Score, which proved that our design quality had improved.
Pillar 2: Design Workshops – Driving Innovation & Collaboration
To break down silos, we needed to create opportunities for designers to co-create and innovate together. This wasn’t about sitting through dull meetings—it was about hands-on workshops, where new ideas flowed freely.
Goal: Encourage co-creation and spark fresh thinking within the team.
Method: Peer-led workshops, focusing on emerging trends, brainstorming sessions, and practical problem-solving exercises.
Impact: Team collaboration rose by 10%, with internal satisfaction scores improving as designers felt more engaged and involved in shaping the future of design at Vodafone.
Pillar 3: Design Learning Sessions – Upskilling & Growth
Continuous improvement isn’t just about feedback—it’s also about learning. We needed to provide structured, ongoing skill development opportunities. The goal was simple: elevate the team’s expertise so they could tackle bigger, more complex challenges.
Goal: Offer practical learning experiences that aligned with Vodafone’s design ecosystem.
Method: A mix of case studies, expert insights, and hands-on application, both internally and through external speakers.
Impact: 85% of designers showed measurable skill growth, as measured through the Talent Matrix. And the Learning Session NPS hit our target score of +8, reflecting high satisfaction.
Implementation: A Collaborative, Iterative Approach
Engagement & Vision Alignment:
We kicked off by collaborating with the team to ensure everyone was on board. Workshops and brainstorming sessions helped us align the initiative with both team needs and business objectives. This wasn’t something imposed from the top down; it was a team effort from the start.
Execution & Iteration:
With the framework in place, we rolled out each pillar gradually, gathering feedback along the way. Performance metrics—such as the Design First Product Score, Talent Matrix progress, and collaboration improvements—were tracked to measure success. We also used regular surveys from the team to refine and adjust the initiative as we went.
Sustainability & Scalability:
One of the most important aspects of this initiative was that it didn’t require external funding or resources. This meant that it was not only sustainable but also easily scalable. The three-pillar model—critique sessions, workshops, and learning—became a replicable framework that could be scaled across other teams within Vodafone.
Results & Business Impact: Empowered, Engaged, and Growing
In just three months, the Design Reboot initiative produced results that went beyond expectations:
25% increase in the Design First Product Score: This meant that the overall quality of our designs had improved significantly.
10% boost in team collaboration: With more cross-functional work, designers were building better solutions, faster.
85% of designers showed measurable growth: This was the real win—the team was getting better, not just at design, but at collaborating and problem-solving together.
Scalable Model: The initiative was successful enough that it's now being considered for implementation across other teams within Vodafone, ensuring that the design culture can flourish organization-wide.
Key Learnings & Future Steps: Growing, Evolving, and Scaling
Lessons Learned:
Self-managed initiatives can lead to transformative change without external resources. Empowering the team to drive its own development is key.
Structured feedback helps improve design quality by aligning team efforts with strategic business goals.
Continuous learning is crucial for retention and engagement, making designers feel valued and invested in their growth.
Future Iterations:
As we look ahead, there are a few exciting developments to consider:
Scaling beyond the design team: We’re now looking to extend this model to other teams, including development and product management.
Mentorship programs: Deepening knowledge sharing by introducing mentorship between senior and junior designers.
Stronger feedback loops: Enhancing the critique methodology with more cross-team participation to encourage greater collaboration.
Final Thoughts:
The Design Reboot initiative was a game-changer for Vodafone’s design culture. By focusing on empowerment, collaboration, and continuous learning, we were able to create a design team that wasn’t just surviving—but thriving. This model has now laid the foundation for a self-sustaining, scalable design ecosystem that will continue to evolve and grow, setting a new standard for what design teams can achieve.
We’ve proven that when you give designers the tools, support, and space to grow, they will rise to the challenge and exceed expectations. The future of design at Vodafone is looking brighter than ever, and I’m excited to see where it goes next.
