Context

I worked with DT, later AKQA, to define and embed a more structured approach to learning and capability development within the experience design team.

This began during the merger of UX and UI teams and continued as the organisation evolved.

The situation

The merging of disciplines created uncertainty within the team.

UX and UI had previously operated in silos, with limited visibility of each other’s work, resulting in gaps in understanding, capability, and collaboration.

As the organisation scaled and evolved, there was a growing need for a more structured and transparent approach to skills, development, and progression.

The work

I developed a comprehensive view of the experience team’s capabilities by documenting the full range of tasks across the discipline.

Each team member assessed their current level of proficiency and interest across these tasks, creating a clear picture of both capability and aspiration.

Using this, I designed a learning programme based on peer led training, supported by a structured curriculum of sessions delivered over the course of a year.

This established a culture of shared learning, where team members contributed to developing each other’s skills.

As the organisation evolved, I extended this approach by creating skills matrices across teams, working with subject matter experts to define expectations and progression.

I also introduced evaluation rubrics and scorecards, enabling teams to understand how their skills could be developed and how performance could be measured.

What changed

The work established a more structured and transparent approach to capability development, improving both individual growth and team effectiveness.

It embedded a culture of continuous learning, with peer led training continuing beyond the initial programme.

It also enabled a clearer link between capability development and commercial outcomes, demonstrating how investment in learning contributed to the organisation’s value proposition and performance.