The Beginning of a New Era
In 2018, Vodafone Spain was at a crossroads. The company was embracing agile squads and tribes, but design operations were struggling to keep up. The teams were dispersed, the tools were inconsistent, and there was a lack of clear processes. Design, once seen as a support function, had little influence on strategic decisions. Without change, we risked falling behind—not just in terms of product delivery but also in how design could be integrated as a driver of business success. The question was: How could we transform design from a fragmented, isolated function into a powerhouse that could contribute directly to Vodafone’s business objectives?
Numbers First
30% Faster Time-to-Market
20% Cost Savings
+15 NPS Points
Global Adoption
The Challenges: Fragmented and Inefficient Operations
When I joined Vodafone Spain, it was clear that the design function was scattered, with different teams using different tools, working in silos, and struggling with a lack of consistent processes. The absence of a centralized framework made collaboration difficult, and this inefficiency slowed down product development and negatively impacted customer satisfaction.
Key challenges included:
Inconsistent tools and processes: Design teams used a variety of tools, making it hard to collaborate and share assets seamlessly.
Fragmented teams: Designers were spread across various squads and had limited interaction, resulting in a lack of cohesive direction.
Limited influence on strategic decisions: Design was not fully integrated into the strategic decision-making processes, which impacted the quality and consistency of the customer experience.
Without a clear, unified approach, design was operating reactively rather than proactively. This needed to change—and fast.
The Solution: Building the Foundations of Change (2018-2019)
To tackle these inefficiencies, we focused on standardizing tools, streamlining processes, and embedding design into the agile transformation. The goal was to create a cohesive and scalable design operation that could fuel innovation and drive business impact.
Key Initiatives:
Unified Design Tools: We transitioned all design teams to Sketch & InVision, tools that could improve collaboration and reduce design cycle times by 20%.
Design Libraries: A shared design library was created to ensure consistency across digital platforms, reducing redundant work and enhancing team cohesion by 40%.
Streamlined Onboarding: We centralized onboarding materials into a Confluence space, allowing new team members to ramp up 30% faster and integrate seamlessly.
These foundational improvements allowed us to eliminate inefficiencies and set the stage for more complex changes. We were no longer just fixing immediate problems—we were setting the stage for a transformation in how design operated at Vodafone.
Scaling Up: Embedding Data-Driven Design (2019-2020)
With a solid foundation in place, we shifted focus to embedding data into design decision-making and expanding our influence. Design was no longer just about creating beautiful interfaces; it was about driving measurable impact and making design decisions grounded in user insights and business metrics.
Key Initiatives:
Source Design System: We created a centralized design system, reducing redundant design work by 45%. This system not only streamlined collaboration but ensured that all teams worked with a unified set of guidelines, driving consistency across platforms.
UX Loves Data Framework: We integrated data analytics into our design process, improving design accuracy by 35%. Designers now had access to real-time insights, enabling them to make decisions based on user behavior rather than gut instinct.
Research Lab: We set up a user research lab to increase user testing by 50%. This enabled faster iterations, more user-centered designs, and quicker validation of new ideas.
By introducing this data-driven approach, design’s role evolved from executional to strategic. We were no longer just executing tasks—we were directly shaping product direction through informed, data-backed decisions.
Breaking Barriers: Expanding Beyond Digital (2020-2022)
By 2020, Design Ops had matured within the digital product space. But we didn’t stop there. We knew that design’s impact could extend beyond just digital products—it could influence all aspects of the business.
Key Initiatives:
Re/Source Squad: We evolved the design system further, cutting time-to-market by 20% and improving cross-team collaboration.
Web Simplicity Initiative: We undertook a major overhaul of Vodafone.es, reducing complexity and improving the user experience, which contributed to a 10-point increase in NPS.
Digital First Strategy: We prioritized the creation of digital products, driving a 25% increase in customer satisfaction by providing a more seamless, efficient, and engaging experience.
At this stage, design was not just a part of the product process; it was a core component of Vodafone’s broader strategy. We were now influencing customer experience, operations, and marketing strategies, making design an integral part of the company’s growth.
Results & Business Impact: Delivering Tangible Outcomes
The results of our Design Ops transformation were nothing short of remarkable. Not only did we overcome the initial challenges, but we also delivered measurable business outcomes that impacted Vodafone’s bottom line and customer experience.
Key Achievements:
30% Faster Time-to-Market: Streamlining processes and improving collaboration allowed us to deliver products faster, accelerating time-to-market by 30%.
20% Cost Savings: Standardizing workflows and eliminating redundancies helped us reduce operational costs by 20%.
+15 NPS Points: By prioritizing user-centered design and continuous testing, we boosted customer satisfaction, reflected in a 15-point increase in NPS.
Global Adoption: The Source Design System became a reference across Europe, setting a new standard for design excellence at Vodafone.
Challenges Overcome:
Breaking Silos: Aligning design with other departments like HR, legal, and product teams was a challenge. It required persistence and ongoing communication to ensure alignment and support.
Balancing Governance and Agility: While we sought standardization, we had to maintain the flexibility necessary for design to stay innovative. Finding this balance was crucial.
My Role: Leading the Charge
As the Design Manager and later Head of Design, I was at the forefront of this transformation. My role was to drive the adoption of the Source Design System, champion the integration of data-driven design, and ensure that design was seen not just as a tactical function but as a strategic enabler for Vodafone’s broader business objectives.
I led by example, fostering a collaborative environment where design wasn’t just about creating products—it was about shaping the future of the company.
Conclusion: Design as a Catalyst for Growth
The Design Ops transformation at Vodafone Spain was more than just an operational overhaul. It was a cultural shift that positioned design as a strategic partner in business growth. By embedding design into business processes, we achieved:
Scalable, efficient workflows that accelerated product development.
Higher customer satisfaction through user-centered improvements.
A strong design culture that was recognized across Vodafone Group.
The impact of Design Ops was far-reaching. It wasn’t just about creating better products—it was about creating a better business. This journey showed me that when design is fully integrated into business strategy, it doesn’t just enhance products—it enhances the entire organization.
Final Takeaway:
When Design Ops operates at its best, it creates not just products—but a culture of innovation, efficiency, and business transformation.
