After spending over a decade navigating the product design landscape across both corporate South Africa and our vibrant startup ecosystem, I’ve gathered critical insights that I wish I’d known earlier in my career. Some were learned the hard way and still true to this day, others through amazing people and environments that mentored me, but all of them have shaped how I approach product management today.
Recently I came across a linked in post that inspired this blog post today, I have been thinking about this the whole week and some of the recent experiences I have had at my latest engagement. Let me share my thoughts and what I’ve learned along the way.
When I first started my journey as a UX designer, like many others, I was obsessed with creating pixel-perfect interfaces and revolutionary features. Each project felt like an opportunity to reinvent the wheel, to create something that would revolutionize the industry. However, as the years passed, my perspective shifted dramatically. Today, I find myself nodding knowingly when junior designers show me their elaborate solutions, remembering my own journey from complexity to clarity.
1. Not everyone needs a Swiss army knife
The most profound lesson I’ve learned is that the best solutions often require minimal changes to existing systems, especially in a diverse market like South Africa. Here, we balance first-world technological capabilities with varied user needs and infrastructure challenges, making simplicity and accessibility crucial.
A hypothetical case of a fintech startup illustrates this point. After initially creating a feature-rich mobile banking app, they discovered during user testing that many customers, particularly those in rural areas, found it overwhelming.
By redesigning the app to focus on simplicity and core functions, while maintaining a USSD service for users without smartphones, they achieved higher adoption rates across diverse user groups. This scenario underscores that in South Africa’s market, true innovation often lies in simplification rather than complex features.
2. Yes, this is also what you will do most of the time
Nobody tells you in design school that stakeholder management would become as crucial as your Figma skills. This often means navigating complex organizational structures where traditional corporate culture meets startup agility. Your ability to present designs, handle feedback, and build consensus becomes your secret weapon.
I’ve learned that success in senior product roles is 50% technical know how expertise and 50% organizational diplomacy. This involves understanding various stakeholders’ motivations, knowing when to push back and when to compromise, and most importantly, how to frame design decisions in terms of business value. The ability to “speak business” while maintaining design integrity has opened more doors than any perfectly crafted interface.
3. Don’t design anything?
Sometimes, the most powerful design decision is choosing not to design anything new. This was a hard pill to swallow early in my career, when every problem seemed to demand a novel solution. As I gained experience, I realised that often, the existing systems and processes already contained the seeds of the solution we needed. The art of “no design” isn’t about inaction; it’s about recognizing when refinement, simplification, or better utilization of existing resources can solve the problem more effectively than creating something entirely new.
This approach has proven particularly valuable in the South African context, where resource constraints and diverse user needs often demand pragmatic solutions. I’ve learned that before jumping into design mode, it’s crucial to thoroughly analyze the current state, understand user behaviors, and identify any underutilized features or processes. Sometimes, the most impactful solution lies in educating users about existing functionalities, streamlining current workflows, or making minor tweaks to existing systems.
4. This one is the one you should read if you are just scrolling, short but impactful
In both startups and corporations, I’ve learned that company politics can influence design decisions more than user needs. Understanding this reality isn’t cynical – it’s practical. Success comes from learning to navigate these waters while still advocating for user needs effectively.
This is particularly true in most of the organisations I have worked with, where traditional hierarchical structures often intersect with modern agile methodologies. I’ve found that building strong relationships across departments, understanding the informal power structures, and knowing how to package user-centered design decisions in ways that align with various stakeholders’ goals are essential skills that no design course teaches. This is one essential skill if I would remove all the other 10 on this list.
5. But why?
Often, the real problems aren’t what stakeholders initially present. As a senior designer, I’ve learned the importance of digging deeper and questioning initial assumptions. This process involves looking at the problem from various perspectives and reframing it in different ways. It’s not just about accepting what we’re told at face value, but about exploring the underlying issues and motivations.
In our market, where resources are often limited, this ability to step back and redefine problems has become incredibly valuable. It allows us to find creative solutions that maximize impact while minimizing costs. This approach is all about asking the right questions and challenging our initial thoughts. For example:
- “Do we really need to build an entirely new platform, or can we improve what we already have?”
- “Is there a way we can use existing behavior patterns to our advantage?”
- “What’s the core problem we’re trying to solve here? Are we addressing the symptoms or the root cause?”
- “How might this solution look different if we had unlimited resources? How can we achieve a similar outcome within our constraints?”
By asking these types of questions, we often uncover insights that lead to more effective, efficient, and user-centered solutions. This process of problem redefinition isn’t always easy or comfortable, but it’s essential for creating products that truly meet user needs and business objectives in our unique market context.
6. Find the spider deep within
The ability to spot potential issues before they arise isn’t something you’ll learn from reading Medium articles or attending design conferences. It comes from experience – from failed launches, from user feedback, from seeing patterns across different projects and industries. This sixth sense has saved countless projects from potential pitfalls.
I’ve developed what I call a “design spider sense” that tingles when I see certain patterns emerging. Whether it’s an overly ambitious feature set, a misalignment between user needs and business goals, or a technical architecture that won’t scale, these early warning signals have become invaluable tools in my product management career to help steer conversations in the right direction early on in the process.
7. Choose your battles wisely, not every button is worth dying for
Knowing which design battles to fight and which to concede is crucial. Not every hill is worth dying on, and sometimes compromises lead to better long-term outcomes. This wisdom comes from understanding both the design and business contexts intimately.
I’ve learned to categorize design decisions into three tiers:
- Non-negotiables: Issues that directly impact core user needs or business objectives
- Preferred approaches: Design decisions that would be ideal but have viable alternatives
- Nice-to-haves: Elements that can be compromised on without significant impact
This framework has helps me maintain focus on what truly matters while building political capital for the battles that count.
8. Speak the language, the one that business speaks
As you advance in your career, translating business strategy into design strategy becomes increasingly important. In the South African market, this often means balancing innovation with accessibility, considering our unique market conditions and user needs.
Understanding business metrics, being able to speak the language of ROI, and knowing how to tie design decisions to business outcomes have become essential skills. This isn’t about compromising design principles – it’s about framing them in ways that resonate with decision-makers.
9. Think about the full product, not just the UI/UX Design
Understanding post-launch maintenance and long-term product evolution is crucial. Too many designers focus solely on the initial design and not even the development of the product, forgetting that products need to live and breathe in the real world. This means considering:
- How the product will be launched and evolve over time
- The maintenance resources available
- The impact of technical debt on future iterations
- The scalability of design systems
- The long-term viability of chosen solutions
This perspective has helped me and the stakeholders I work with make more sustainable business and technical decisions that last for the lifetime of latest technology and can be scalable to new platforms as technology and how users use digital products evolve.
10. Speak the language, the one that the developers speak
Basic knowledge of front-end development has repeatedly proven invaluable in my career as a product designer. It’s not about becoming a full-fledged developer, but rather about gaining the ability to speak their language, understand their constraints, and bridge the gap between design and implementation. This technical awareness has transformed the way I approach design challenges and collaborate with development teams.
By understanding the fundamentals of HTML, CSS, and JavaScript, I’ve been able to:
- Make more feasible design decisions: Knowing what’s easily achievable versus what might require complex coding allows me to create designs that are both innovative and practical.
- Communicate more effectively with development teams: Speaking the same language as developers has significantly improved our collaboration, reducing misunderstandings and streamlining the design-to-development handoff process.
- Understand the true cost of implementing certain features: This knowledge helps me prioritize features more effectively, balancing user needs with development resources and timelines.
- Find creative solutions within technical constraints: Instead of viewing technical limitations as roadblocks, I can now see them as opportunities for innovative problem-solving.
- Anticipate potential implementation challenges: By foreseeing technical hurdles early in the design process, I can proactively address them, saving time and resources down the line.
Moreover, this technical understanding has enhanced my ability to create more robust design systems. I can now design with a better grasp of how components will be built and how they’ll interact within the larger system architecture. This has led to more scalable and maintainable design solutions, benefiting both the development team and the long-term evolution of our products.
11. Local is Lekker (Bonus)
This last point comes from my years working specifically in the South African market: Understanding our unique context is crucial. A solution that works in Europe or the US might fail here, and vice versa. Our users span vastly different technological and economic spectrums, and successful products need to account for this diversity.
Some key considerations I’ve learned to always keep in mind when designing for the South African market include:
- Data costs and accessibility: With varying internet infrastructure and high data costs, designs need to be data-efficient and offer offline functionality where possible.
- Device diversity and constraints: From feature phones to high-end smartphones, designs must be responsive and adaptable to different screen sizes and capabilities.
- Varying levels of digital literacy: User interfaces should cater to both tech-savvy users and those new to digital platforms, often incorporating intuitive visual cues and simplified navigation.
- Cultural nuances and preferences: South Africa’s diverse population means designs must be culturally sensitive and inclusive, considering language preferences, cultural symbols, and local customs.
- Economic disparities and their impact on user behavior: Solutions should address the needs of users across different income levels, often requiring flexible payment options or tiered service models.
- Infrastructure reliability challenges: Designs should account for intermittent connectivity, incorporating features like offline mode and low-bandwidth options to ensure functionality in various conditions.
- Mobile-first approach: Given the high mobile penetration rate, designs often prioritize mobile experiences over desktop, focusing on touch-friendly interfaces and mobile-optimized content.
- Security and trust: In a market where digital fraud is a concern, designs must incorporate visible security features and build trust through transparent communication.
- Accessibility considerations: Designs should cater to users with disabilities, ensuring compliance with accessibility standards to serve the entire population.
Closing Thoughts
I understand that many of you have already encountered these points in your professional journeys and are actively navigating these topics on a daily basis. I certainly do, and it’s important to note that there’s no one-size-fits-all solution. The application of these principles varies greatly depending on the specific context and scenario at hand.
The dynamic nature of product design means that we must constantly adapt our approach. What works in one situation might not be suitable for another. This flexibility and contextual awareness are crucial skills that develop over time and with experience.
For those who have worked alongside me, you’ll know that I apply these learnings in various forms and conversations. It’s a nuanced process – I don’t apply all of these principles simultaneously, but rather select and adapt them based on the unique requirements of each project or challenge.
I want to emphasize that these insights are not meant to be rigid rules, but rather guideposts to help navigate the complex landscape of product design. They’re meant to provoke thought, encourage discussion, and inspire continuous learning and growth in our field.
Lastly, I’d like to express my sincere gratitude to Matt Przegietka on LinkedIn for inspiring this reflection and post. Matt’s recent post was truly insightful and served as a catalyst for me to share my own experiences and learnings. I highly recommend checking out Matt’s original post and following him for more valuable insights in the field of product design.
Remember, the journey in product design is ongoing. We’re all learning and growing together, and it’s through sharing our experiences and insights that we collectively advance our field. I encourage all of you to reflect on your own journeys and share your unique perspectives – your insights could be the spark that ignites someone else’s growth and understanding.
