A design system as a community builder

Sartorius’ products, diverse and technologically complex, are designed to drive innovation and scientific progress. An outstanding UX is essential and crucial to living up to the brand promise of “Simplifying Progress.” This goal must be reflected in a minimalist yet bold UX that aligns with the brand. However, various factors stood in the way of this. Among other things, due to numerous acquisitions, product development took place independently of one another. This led to multiple design libraries developed in parallel, inconsistencies in the user interfaces, and limited cross-project collaboration. The lack of internal UX resources, the varying levels of UX maturity among teams, and the expansion of the product portfolio all heightened the urgency for a standardized and user-centered UX approach.

Sartorius approached UX&I to collaboratively develop a company-wide, strategic solution. The goal was to create a cohesive brand identity and an improved user experience across the entire product portfolio. It was clear that a design system was needed to strengthen all future UX activities. This system was not only to be structured as a set of guidelines but also ultimately implemented company-wide. With regard to the new corporate design, which was created as part of a comprehensive brand relaunch in 2020, the design system was

also intended to serve as the framework for all future product developments and to support the adjustment of existing user interfaces as needed. 

In addition, UX&I was to contribute its expertise from the perspective of an external consulting firm, serve as a sparring partner, challenge existing practices, and help build up internal UX resources. The goal was always to empower the internal teams to help themselves and gradually transfer these competencies to them. 

First, we had to determine how such a mammoth task could be tackled in such a complex environment with the resources at our disposal. One fundamental challenge, for example, was how to adapt the design system to the many different technologies used in Sartorius products.

From the very beginning, there were many stakeholders and a wide range of views and requests. These had to be reconciled into a set of shared design requirements. On top of that, various teams were already working independently on their own initiatives: at least four design libraries were being developed in parallel, and a significant amount of time and effort had been invested in them. We couldn’t simply ignore this.

The most important challenge was to ensure from the very beginning that the design system would be accepted and used. It was crucial to secure the commitment of designers and developers and to involve all stakeholders. We needed to foster a sense of community and a shared purpose. To do this, we had to take a two-pronged approach: First, we had to communicate the benefits of design systems and make it clear that they provide valuable support for brand-compliant design (brand compliance had previously been vague and difficult to ensure in the software sector). Second, and even more crucially, we had to adopt a bottom-up approach that allowed everyone involved to contribute and make the design system their own. A great deal of communication was necessary, including to break down barriers between teams. 

We began by taking stock of the situation and, through in-depth research, sought to capture and understand the diversity of development processes and designs. We conducted stakeholder interviews, spoke with various project teams, and discovered that the most important thing is to bring everyone to the table and involve them in the process.

After a series of internal discussions, we established a roundtable where all relevant stakeholders, such as developers and designers from various project teams and representatives from the Corporate Branding & Design department, meet every two weeks. Together, we analyzed individual components, gathered requirements, asked questions, and collaboratively found answers. A major advantage was that the various experts were directly involved, allowing us to clarify a range of questions, such as “What is essential to the brand?” In addition, the different teams now had insight into each other’s designs and could understand design approvals, and rejections, much more easily. This helped counteract the “not invented here” syndrome.

In UI design, we built components based on the results of the roundtable discussions, then collectively discussed them, optimized them as needed, and finally integrated them into the design system. Everyone was involved and played a direct role in creating the design system. We were able to analyze, conceptualize, build, iterate, and test at a healthy pace. Yet no one was left out, and we always had the stakeholders’ approval.

The first release of the “Elements” design system is live. The documentation is growing alongside the Figma Library. User numbers are steadily rising, and most importantly, the components and patterns are being used and actively requested. Overall, the Figma architecture has had a very positive impact on the company. It’s been so well received that even existing libraries have been restructured along these lines, and designers are voluntarily switching to Figma so they can work with the library. Even non-designers, such as product owners, are starting to use the library for their own purposes. The inclusive and communicative approach is paying off; the design system is truly being put into practice.

Originally more of a byproduct of building the design system, the Round Table has become an effective link and anchor point for a wide variety of teams and product landscapes. It has become clear that communication is at least as important as design, and that silos can be broken down when communication is encouraged.

Although participants are spread across a wide range of time zones, the format has become firmly established and is enthusiastically embraced. At times, it has even been a challenge to keep the number of participants from growing too large.

Designers, who often worked in relative isolation, have now gained insights into the work of other product teams and can exchange ideas with them to collaboratively create consistent products. At the same time, the Round Table, alongside other formats such as the UX Community Call, serves as a cornerstone for a community of practice focused on UX processes. Communication feels natural (in line with the brand campaign “We’re In This Together”), and user-centered design has also taken root internally.

From the very beginning, our goal at UX&I was to eventually make ourselves redundant. The expertise needed to be brought into the team and distributed throughout it. That’s why it’s a major success for us to have established processes and ways of working and to have laid a foundation upon which internal resources can be built. Those in charge are equipped with solid arguments for their approach, and the design system can be further developed internally on its own. There’s a strong push from the UI designers: they want to contribute more to the topic and take it on themselves.

The design system is continuously being expanded and established as an anchor for all UX-related topics within the company, such as methodologies, research, and testing. Various activities are taking place to further increase awareness and UX maturity and to expand the community of practice.