Product Design Leadership�TOM SCOTTO - FINAL INTERVIEW PROMPTS
PRODUCT DESIGN LEADERSHIP
TOM SCOTTO |
PROMPT #1
Leading a Design Initiative Through Significant Change
PROMPT #2
Sunsetting a Beloved Feature
2
PRODUCT DESIGN LEADERSHIP
TOM SCOTTO |
PROMPT #1
Leading a Design Initiative Through Significant Change
3
DESIGN SYSTEM
NAVIGATING CHANGE�
PRODUCT DESIGN LEADERSHIP
TOM SCOTTO |
PROMPT #1: Leading a Design Initiative Through Significant Change�Design Landscape
4
DESIGN SYSTEM TEAM
�CROSS-FUNCTIONAL PARTNERS
PRODUCT DESIGN LEADERSHIP
TOM SCOTTO |
PROMPT #1: Leading a Design Initiative Through Significant Change�Corporate Acquisition
5
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CVS acquired aetna in 2018. When we started this initiative in 2020, the integration of the 2 companies was still in progress.�
PRODUCT DESIGN LEADERSHIP
TOM SCOTTO |
PROMPT #1: Leading a Design Initiative Through Significant Change�Design Adoption
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Both companies had invested considerable resources in their design systems. Friction between the systems and respective teams resulted in a challenge to adopt a path forward.�
This led to the creation of the Enterprise Digital Design System (EDDS) as a unifying effort:�
PRODUCT DESIGN LEADERSHIP
TOM SCOTTO |
PROMPT #1: Leading a Design Initiative Through Significant Change�Accessibility Challenge
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One of the requirements was to ensure WCAG 2.1 AA compliance across all platforms.
This caused some initial challenges as existing components appeared disabled when combined with new accessible components.��Instead of having teams wait until all needed components were completed, we integrated logic that allowed accessibility attributes to be adjusted.
Collaboration with Client Architecture.
WCAG 2.1 AA Compliant
Select
Existing Component
Select
PRODUCT DESIGN LEADERSHIP
TOM SCOTTO |
PROMPT #1: Leading a Design Initiative Through Significant Change�Multiple Platforms (& Brands)
8
WHITE
LABEL
Engaging and aligning with the multiple brand teams was a considerable factor in the adoption of the design system.
The brand teams had limited collaboration amongst themselves, and little to no interaction with the product and design teams.
They were excited to be included as a partner, leading to faster adoption, and the establishment of clear design and brand identity ownership.
KIOSK
Retail / Pharmacy
…and more
PRODUCT DESIGN LEADERSHIP
TOM SCOTTO |
PROMPT #1: Leading a Design Initiative Through Significant Change�Corporate Budget
9
The Enterprise Design System initiative was a global mandate from C-Suite. I provided an executive overview and status report during each monthly meeting.
When we were not receiving support from the 14 product teams, it was determined that a budget was never allocated.
I worked with each of the product and engineering leaders to negotiate 10% of each sprint for dev and implementation.
SIDE NOTE: The need for consistent collaboration and communication resulted in 54 1:1s. Some were weekly, some monthly, and a few were quarterly.
PRODUCT DESIGN LEADERSHIP
TOM SCOTTO |
PROMPT #1: Leading a Design Initiative Through Significant Change�A Pandemic
10
CVS was a part of Operation Warp Speed for the registration and distribution of the COVID-19 vaccine.
The urgency and importance of this initiative required the design, product, and engineering teams to think outside the box to meet the dire need.
The result was a significant change in how we approached design and application development.
Old design and code components were resurrected to save lives!
Over the years, when stress was high, we would often put things in perspective by saying, “no one is going to die as a result of what we are doing.” This was the first time in my career that this statement was no longer true.
PRODUCT DESIGN LEADERSHIP
TOM SCOTTO |
PROMPT #1: Leading a Design Initiative Through Significant Change�Results
11
The initiative was successfully released on time in Q1 2021 including:
DEPARTMENTS
PRODUCT DESIGN LEADERSHIP
TOM SCOTTO |
PROMPT #1:�Leading a Design Initiative Through Significant Change
12
PRODUCT DESIGN LEADERSHIP
TOM SCOTTO |
PROMPT #2
Sunsetting a Beloved Feature
13
PRODUCT DESIGN LEADERSHIP
TOM SCOTTO |
PROMPT #2: Sunsetting a Beloved Feature�Transparency and Understanding Business Objectives and Impact
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In my experience, friction and apathy amongst design teams is often caused by a lack of understanding of business priorities.
It is important to include all teams (especially design) in how different aspects of our products and services contribute or detract from the business.
This effort goes a long way in unifying everyone, even when there is disagreement with the overall direction.
PRODUCT DESIGN LEADERSHIP
TOM SCOTTO |
PROMPT #2: Sunsetting a Beloved Feature�Creation of a Clear Feature Map to Explore Options and Trade-Offs
15
Feature maps are very helpful in understanding alternative options for users when changing functionality.
This step can be revealing and provide additional considerations that can impact the overall decision and timeline.
For example, if the alternative to the sunsetted feature is overly cumbersome or limiting, it may be necessary to delay the decision until additional features are further developed.
PRODUCT DESIGN LEADERSHIP
TOM SCOTTO |
PROMPT #2: Sunsetting a Beloved Feature�Form a Power User Group
16
Forming a power user group can provide numerous benefits, including consistent feedback on critical features, active users for research and testing, and valuable opportunities for product promotion.
When sunsetting a feature, including this power user group early in the process may help to avoid frustration, as well as provide critical insight on the usability of other features.
PRODUCT DESIGN LEADERSHIP
TOM SCOTTO |
PROMPT #2: Sunsetting a Beloved Feature�Aggregate and Synthesize Related Research, Customer Support, and Usage Metrics
17
Sunsetting a beloved features can prompt an emotional response for everyone involved. This response has value and should be listened to.
It is important to balance this response with research data, customer support efforts, and usage metrics to assess the proposed change and impact to the product and brand.
This step goes a long way in helping everyone understand the “Why” behind the decision and promotes alignment around communicating changes.
PRODUCT DESIGN LEADERSHIP
TOM SCOTTO |
PROMPT #2: Sunsetting a Beloved Feature�Gain leadership Alignment on Direction and Communication
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It is not uncommon for numerous details and factures to change during the course of sunset planning.
It is important to include senior leadership on changes and proposed impact.
This is particularly critical if research, data, usability, and changes in workflow and tech capabilities are more significant that initially scoped.
PRODUCT DESIGN LEADERSHIP
TOM SCOTTO |
PROMPT #2:�Sunsetting a Beloved Feature
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PRODUCT DESIGN LEADERSHIP
TOM SCOTTO |