Co-Creating Operating Models for Design Teams with Daniel Orbach

The best operating models for design orgs are mission-driven, evolving, and team-developed. Those criteria might seem daunting, but Daniel Orbach, Lou’s guest and a speaker at September’s DesignOps Summit, explains how he facilitates a dynamic culture of co-creating with his team at JP Morgan Chase. Daniel outlines his framework, one where the whole team is involved. It’s a dynamic, fluid process that builds teamwork, creates buy-in, and establishes a framework of periodic review, which encourages continual evolution. Lou and Daniel discuss the impact of rituals and mission statements on both teams and individuals. They also explore the impact of a team’s operating models on the broader organization and how interactions with various teams can foster shared understanding within the broader context of the organization. What You'll Learn from this Episode: How mission statements can inspire and drive operating models The power of organic rituals and the unusual, unifying ritual of Daniel’s team at JP Morgan Chase How cross-pollinating between teams can create a shared vocabulary and increase understanding Quick Reference Guide: 2:36 - Introduction of Daniel 3:14 - Co-creating operating models with a team 4:33 - On mission and operating models 7:19 - Quarterly impact retrospectives 9:16 - Rituals and mission 12:55 - Co-creating operating models 15:34 - Why you need the Rosenverse 18:39 - Operating models’ effects on broader organizations 21:00 - Shared vocabulary 23:07 - Cross-pollinating in organizations to facilitate shared understanding 25:05 - Operating models and the individual 28:09 - Daniel’s gift for the audience Resources and Links from Today's Episode: DesignOps Summit Boyd: The Fighter Pilot Who Changed the Art of War by John Coram https://www.amazon.com/Boyd-Fighter-Pilot-Who-Changed/dp/0316796883 Pieces of the Action by Vannevar Bush https://www.amazon.com/Pieces-Action-Vannevar-Bush/dp/1953953204 Quotes: “If we’re going to develop a healthy operating model, we need a team mission.” “The operating model isn’t static. It’s a contract, but it’s something that you continue to evolve over time.” “Inspiration is a strong motivator. It provides clarity, especially in moments of adversity.” “The rituals and ceremonies are a scaffolding for our culture.” “Openness as a leader, telling the team, ‘I'm open to evolving this. You also have a pen to write the story with me,’ is a huge lever you can pull to get the team bought in and get them owning the process.” “You either happen to work or work happens to you. Having a strong personal operating model is the best defense against having work happen to you.”