Project № 05
Nagarro
Designing Nagarro's Design Systems Audit offering — two versions, two audiences, one strategic proposition.
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Designing Nagarro's Design Systems Audit offering — two versions, two audiences, one strategic proposition.
Nagarro is a global digital-engineering firm, and its consulting arm wanted a repeatable Design Systems Audit offering to sell into enterprise clients. The challenge was that the buyers of such an engagement are not one persona — they are two. IT Delivery Project Managers buy on technical efficiency and velocity. Product Owners buy on strategy, scalability, and cross-platform consistency.
I partnered with Carlos Sousa to design the offering end-to-end: research, framework, deliverables, and the packaging Nagarro's account teams could walk into a client room with.
Design systems fail for the same reasons across most enterprises: scalability breaks when volume rises, technical debt accumulates in UI components and tokens, and the experience becomes inconsistent across products. Everyone agrees it's a problem. Almost nobody agrees on the price of fixing it, because the buyers value different outcomes.
An IT Delivery Manager needs to see delivery velocity, reduced rework, and a cleaner handoff between design and engineering. A Product Owner needs to see strategic alignment, consistent cross-platform experiences, and a path to scale without technical debt eating the next three quarters.
Our task was to design one offering, two voices: a framework that could speak to either buyer without losing coherence, and a set of deliverables flexible enough to serve organisations with a mature design system and organisations just starting out.
Seven in-depth interviews with Nagarro's own Delivery Managers to surface the real pain points their clients were voicing, and the language each buyer persona actually uses when describing design system problems.
Packaged the first version for IT Delivery Managers: audits of UI components, design tokens, and development processes. Goals framed as velocity and technical debt reduction. The vocabulary of sprints, not slides.
Packaged the second version for Product Owners: cross-platform consistency, governance, scalability, alignment with product strategy. The vocabulary of quarters and roadmaps, not tickets.
Both versions converge on the same three deliverables: a detailed audit report, a governance model recommendation, and a design system prototype demo. The coherence is in the deliverables. The difference is in how the offering is sold.
The audit is flexible enough for clients who already have design systems and want them improved, and for clients at the starting line who want to know what's possible. — Offering positioning
The interview agenda, the script, and the synthesised insights that shaped the two-version offering.
The outcomes of the engagement, as delivered to Nagarro's offering library.
The easiest mistake in offering design is to build for the average buyer. There is no average buyer. An offering that tries to be everything to everyone becomes nothing to anyone. The discipline here was to split deliberately — one voice for delivery, one voice for product — and then converge cleanly on the deliverables, so Nagarro's account teams could speak fluently in either room.
Thanks to Carlos Sousa for the partnership and the access to the seven Delivery Managers whose voices shaped the final framework.