Link tags: organisations

Why “AI” projects fail

“AI” is heralded (by those who claim it to replace workers as well as those that argue for it as a mere tool) as a thing to drop into your workflows to create whatever gains promised. It’s magic in the literal sense. You learn a few spells/prompts and your problems go poof. But that was already bullshit when we talked about introducing other digital tools into our workflows.

And we’ve been doing this for decades now, with every new technology we spend a lot of money to get a lot of bloody noses for way too little outcome. Because we keep not looking at actual, real problems in front of us – that the people affected by them probably can tell you at least a significant part of the solution to. No we want a magic tool to make the problem disappear. Which is a significantly different thing than solving it.

Efficiency trades off against resiliency - Made of Bugs

Past some point, making a system more efficient will mean making it less resilient, and, conversely, building in robustness tends to make a system less efficient (at least in the short run).

This is true of software, networks, and organisations.

When we set metrics or goals for a system or a team or an organization that ask for efficiency, let us be aware that, absent countervailing pressures, we are probably also asking for the system to become more brittle and fragile, too.

Your design system contribution practice is doomed to fail by Amy Hupe, content designer.

This is a great analysis by Amy of the conflicting priorities tugging at design systems.

No matter how hard we work to foster these socialist ideals, like community, collaboration, and contribution, it feels as though we’re always being dragged to a default culture of individualism.

How to build a bad design system | CSS-Tricks

Working in a big organization is shocking to newcomers because of this, as suddenly everyone has to be consulted to make the smallest decision. And the more people you have to consult to get something done, the more bureaucracy exists within that company. In short: design systems cannot be effective in bureaucratic organizations. Trust me, I’ve tried.

Who hurt you, Robin?

The Ugly Truth about Design Systems

The video of a talk in which Mark discusses pace layers, dogs, and design systems. He concludes:

1. Current design systems thinking limits free, playful expression.
2. Design systems uncover organisational disfunction.
3. Continual design improvement and delivery is a lie.
4. Component-focussed design is siloed thinking.

It’s true many design systems are the blueprints for manufacturing and large scale application. But in almost every instance I can think of, once you move from design to manufacturing the horse has bolted. It’s very difficult to move back into design because the results of the system are in the wild. The more strict the system, the less able you are to change it. That’s why broad principles, just enough governance, and directional examples are far superior to locked-down cookie cutters.