Early 2021, after expanding the team, I faced a paradox: more designers led to more problems. Three new product designers worked in isolation, each with their own approach. Our products became increasingly fragmented, and tension between designers and developers grew daily.
Design System for dasreda.ru
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Challenge
The hardest part was seeing the need for systemic change but lacking resources. When I pitched the design system to top management, they didn't see the value. But this rejection led to an unexpected turning point.
Solution
After sharing the management's response with the team, something remarkable happened: designers and developers volunteered to work on the system during their free time. This moment showed we were on the right path.
We moved in three directions:
Built Design-Development Alliance
- Held first-ever joint team meeting
- Openly discussed each side's pain points
- Made design system a shared mission
Proved Value Through Action
- Chose new product as pilot
- Delivered 5x faster than usual
- Used success as proof of concept
Secured Top-Down Support
- Presented tangible results to management
- Had one-on-one with CEO
- Gained his backing as system guarantor
Results
The transformation exceeded expectations:
- 3-5x faster time-to-market
- 100% product needs coverage
- 71% company products adoption
- Enhanced team collaboration
Unexpected Bonus
The design system became our shield in challenging times. When bank shareholders pushed for potentially harmful changes, our systematic approach helped defend our position. Eventually, our solutions became a model for other banking products.
Key Lesson
This project taught me that while technical solutions matter, success depends on people. Understanding stakeholders' fears and motivations, uniting teams behind a common goal, and supporting each other turned an idea into reality. Even without official resources, a united team can transform design approach across an entire company.