Stop separating product and marketing design–how rebranding Snag showed me it’s all one design

On my personal site,, I’ve written a four-part series on how we rebranded Snagajob to Snag (Parts 1, 2, 3, 4). In the context of “org design for design orgs,” there’s a key learning worth sharing.

Some context will help. Traditionally, when building internal design capabilities, companies distinguished design for marketing, which would report up through a marketing executive, and design for the product, which reported up through product management or engineering. This may have made sense in a pre-Web era where what was developed, and how it was packaged, advertised, and sold, were vastly different activities. Product design involved industrial design, hardware design, user interface design. Marketing design involved the design of the packaging, the sales support material, advertising across a variety of media. These activities were often outsourced to different kinds of firms that specialized in one or the other.

In this post-Web, post-mobile era, where products are becoming services, and the media and modes of use are the same as the media and modes of marketing, these distinctions become blurred. Old Webheads like me saw this repeatedly in the early days of digital transformation. I worked with a number of traditional companies that had their marketing team in charge of the website, because they initially saw it as a platform for acquiring customers, only to then realize that the website was also a way for existing customers to conduct business (think online banking). These companies would have wholly different teams working on the “public” and “private” parts of the website, which would lead to vastly different designs and experiences pre- and post-login.

As digital services evolve, these distinctions are meaningless. Is the home page of Snag a marketing page or a product page? The answer is yes. But if you have two different teams, reporting up to different executives, working on it, they’re distinct mandates (“drive acquisition!” “drive engagement!”) will conflict, and will cause consternation.

This is why, in the book, we argue for taking a service design mindset, one that orients on the customer journey, and that recognizes that “marketing” and “product” are simply way stations on that customer journey, and what matters more is orchestrating that entire experience.

Getting back to brand

In rebranding Snag, particularly in developing a new brand identity, I had marketing and product design leaders involved throughout. And I couldn’t have imagined it any other way – while marketing is responsible for how we communicate about our business, the product designers are responsible for the day-to-day interactions with our services, and those interactions define how people experience our brand. It might seem obvious to say, but I feel obliged to say it, as I know of rebrands that were wholly run out of marketing, where the product development teams were at best a stakeholder, and typically simply a recipient, of a style guide built without their direct input.

Having marketing and product people work closely together to build our new style guide and design system made the brand identity work much stronger. And this works best when those marketing and product designers are on the same team, with the same boss, and have developed great working relationships over time, and aren’t just thrown together for the first time on something as hairy and arduous as a rebrand.



My chat with Stanley Wood

Over on Invision’s blog is an interview with Stanley Wood, a design director at Spotify. Stanley conducted a world tour and spoke with design leaders at many companies, and this conversations captures what he learned. I had the fortune of meeting him when he visited San Francisco, and Stanley shares what he took from our discussion:

At one point in the discussion, he said, “designers like to play together too.” It was so simple, because of course designers need to collaborate as much with designers as with non-designers; otherwise how do you ensure a consistent and delightful experience? It had always seemed like a binary choice—either sit together or sit apart—but in that one statement it was clear that both were important. There’s so much more I could add here, but instead I’ll just say the guy knows his shit and you would be wise to check out his book, Org Design for Design Orgs.

That’s an endorsement!

The whole interview is great. Read it!

Design Your Organization as Thoughtfully as Your Products & Services (From 2017 CX Outlook)

I contributed to Kerry Bodine and Doberman’s “The 2017 Customer Experience Outlook”, a collection of 14 smart pieces about design and user experience in the coming year, with the following short essay.

Design Your Organization as Thoughtfully as Your Products & Services

In the six years since Forrester Research first wrote about customer journey maps in 2010, the drumbeat for such service design practices and deliverables has grown steadily louder. In 2017, the penetration of smartphones and cloud computing has turned every company not only into a service firm, but one where customers expect 24/7 engagement through their channels of choice.

Companies must be thoughtful and intentional in how they coordinate the delivery of their service offerings across multiple digital and analog touchpoints, or they risk confusing and losing their customers to companies that prioritize customer experience.

Most organizations have not yet fully come to terms with the implications of this shift, and still exhibit a product mindset while delivering services. They structure their teams around specific features and pay most attention to launching new functionality, but customer insights (drawn from research or analytics) don’t feed into product development. Marketing focuses on communications and campaigns that are tenuously connected to the product, with more emphasis on building awareness and traffic. Customer service and support consist of overworked front-line employees who do not learn of changes to the service until they hear it from customers. These departments are siloed, connected only at the most senior levels.

At the heart of any service is the relationship between the company and the customer. Understanding and delivering on that relationship distinguishes great services. This is why journey mapping has become so crucial—it illuminates the experience a customer is having and encourages insights for improvements.

Journey mapping also suggests that design teams should be organized by customer journey. For example, if you have a marketplace model with buyers and sellers, discard the old approach of embedding designers in product teams. Instead, have one design team dedicated to buyers and another to sellers.

This approach is gaining traction outside the design world. Ken Norton, a product management thought leader who advises the companies in Google Ventures’ portfolio, wrote on his blog:

“Organize your product managers around customers, not code repositories. Connect product management (PM) areas of ownership to users and their product experiences. Maybe you have a buyer PM and a seller PM instead of back-end and front-end PMs. Or in a healthcare company, you’d have a PM responsible for the patient experience and another for the medical providers. When each PM has discrete ownership over an experience end-to-end, they can understand the customer problems more deeply and go all-in on representing their needs.”

This is a deep foundational shift in how companies organize their teams. It requires recognition that in a services world, the relationship with the customer is the most important thing. It makes “customer- centered” literal in structuring the org. For design teams, one of the clearest implications is that it no longer makes sense to separate marketing design and product/UX design. Marketing experiences and product experiences (and sales experiences, and support experiences) are all simply way stations along the customer’s journey. They should be orchestrated and coordinated through one design organization, with teams structured by customers and their journeys.