Building a design system within an organization like Cleveland Clinic offers a valuable case study in navigating collaboration challenges. Initially, the design and development teams worked in isolation, business leaders showed limited interest in a unified system, and some team members guarded their roles closely. These hurdles are common in many workplaces, and addressing them requires a thoughtful approach to teamwork and communication.

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Securing Support to Start Strong

Before bridging gaps between teams or convincing leadership, gaining support from a manager and peers is a critical first step. In an environment where a design system’s value isn’t immediately obvious, this backing provides credibility and a safety net for navigating resistance. Consider these reasons for engaging leadership early:

• To align efforts with the organization’s broader goals, even if formal support is lacking.
• To secure approval for work that might overlap with others’ responsibilities.
• To tap into practical advice for overcoming organizational roadblocks.

This foundation helps frame the initiative as a collective effort rather than a solo endeavor, setting the stage for collaboration.

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Engaging Stakeholders by Solving Problems

When design and development teams operate separately, uniting them requires demonstrating tangible benefits. A frontend developer, for instance, is well-positioned to bridge this divide by focusing on shared pain points. Here’s a practical strategy:

1. Identify key contributors from both teams—those whose involvement is essential to success.
2. Involve them early, gathering their input to foster a sense of shared purpose.
3. Target quick wins that address existing frustrations, such as inconsistent designs or redundant work.

For example, building functional solutions—like reusable components—can showcase the value of collaboration. Resistance often arises from territorial instincts, but emphasizing how these solutions ease workloads can soften opposition. Early alliances with supportive colleagues amplify this approach, proving that value-driven work can break down silos.

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Spreading Awareness Across Teams

Once a few stakeholders are on board, broader adoption depends on effective promotion. Highlighting real improvements—like faster workflows or consistent outputs—can shift perceptions among skeptical team members and leaders. This phase isn’t about self-promotion but about making the case for a unified system. When efficiency gains become visible, even hesitant business leaders may begin to see the initiative’s worth. The goal is to normalize cross-departmental collaboration, turning an idea into a sustainable practice.

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Knowing When to Step Back

As a design system takes root, a new challenge emerges: relinquishing control. After investing heavily in uniting teams, it’s natural to feel attached to the outcome. However, true success lies in the system becoming a shared asset, not a personal project. To navigate this transition:

1. Practice empathy—recognize that territorial feelings can surface in anyone, including oneself.
2. Reframe success—celebrate when others take ownership, such as when a designer and developer collaborate independently.

Stepping back allows the system to integrate into the organization organically, ensuring it thrives beyond any single contributor.

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Sustaining Momentum Over Time

Design systems, like any collaborative effort, require ongoing care to remain relevant. Without it, teams may revert to old habits, especially in organizations where support is inconsistent. A cyclical approach can help:

• Step in to address emerging issues or reinforce collaboration.
• Step back to observe how the system is used.
• Repeat as needed, adapting to new challenges.

Since internal initiatives often lack robust initial backing, progress can stall amid competing priorities. Being prepared to advocate for the system’s value—backed by evidence of its impact—keeps it alive and evolving.

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Key Takeaways

The Cleveland Clinic experience underscores a broader lesson: building a design system is as much about people as it is about process. Overcoming silos, navigating territorial dynamics, and securing leadership buy-in are universal challenges. By securing support, solving real problems, promoting benefits, stepping back strategically, and maintaining momentum, teams can create lasting change. These steps offer a roadmap for anyone looking to unite disparate groups around a shared goal.