Browser not supported

Sorry, the InVision Help Center does not support Internet Explorer. Please download Microsoft Edge or another modern browser.


InVision ambassador ambassador
Caitlin Cambron Caitlin Cambron Edited

How do you scale a UX team across locations?

I'm curious to know how UX teams are structured in situations like these:
- An organization has multiple physical locations, with multiple UXers at each location.
- Completely remote organization - UXers collaborating across time zones and projects.
- A mixture of physical location(s) and some individuals that work remotely.

So what are the reporting hierarchies? Are there more management and leadership positions involved to facilitate communication and strategy? Are the tools the same? Does the UX team operate as a single large unit, or as many individual units? If this is the case how is that managed from a leadership perspective (e.g. training)?

I have had the opportunity to work with multiple scenarios mentioned above, albiet at small companies. I've seen many different therorerical ways to approach larger UX teams and am curious to hear what anyone else has experienced.

0

comments

sort by


Lala Galindo
InVision ambassador Lala Galindo , ambassador

Hi Caitlin!

In my experience, I've been a part of the teams where it's been structured by skills or product leadership, not necessarily by location. However, usually Art Directors would be In-House or in HQ for communication and strategy throughout the departments leads and executives. As far as hierarchy and management, depends on the size of the team. 1 manager to 6-8 colleagues it's what I've learned.

What are the ways you've seen in your experience?

Lala

0

Michéle (Mikele) De Sousa
InVision ambassador Michéle (Mikele) De Sousa , ambassador

Hi Caitlin!

Hope you are doing awesome! This is an interesting question.

@Lala, really great feedback. That is a good ratio to keep in mind. Thanks! 

In my experience, the best way to handle this is to try an figure out a way of work or process that everyone can agree too. Once that get's done the rest falls into place over time and becomes natural. When you allow the team to collaborate on a solution to these problems the outcome is really valuable. 

Usually, it does take a leader to get the ball rolling. The trick is to get the ball rolling but to have the rest of the team come up with a solution to the questions you propose. I have been lucky to work in a team previously where we used a tool like Jira and Slack and communication was so streamlined we eventually didn't have to have standups and only spoke at specific times of the day to collaborate and had our bi-weekly planning session.

When a team agrees on a process then magic happens.  

 

 

0

join the conversation

to comment, sign up or sign in.