Objective: This notion explores how a competency matrix can be designed to work across multiple functions by establishing shared foundational skills while preserving role-specific expertise.
Role: Design Lead, Initiator
One of the most crucial responsibilities of a leader is the ability to observe people closely—understanding what they need and how we can best support them. In the design domain, this responsibility becomes even more important, as our work is deeply collaborative. Designers rarely work alone; we constantly partner with researchers, writers, illustrators, and other specialized roles to deliver meaningful outcomes.
The Competency Matrix serves as a framework to help define and align expectations within an organization. Its primary purpose is to guide team members in understanding what is expected of them—not only in how they work with their peers, but also in how their performance is assessed and supported by their own managers.
Typically, each design domain has its own manager. But what happens when the organization is smaller, or when you find yourself leading multiple functions at the same time? This cross-functional collaboration highlights the importance of a leadership skills in managing diverse teams and facilitating effective communication and cooperation across different specialties.
This approach also helps close skill gaps across functions by establishing a shared language among designers, writers, and illustrators—while still preserving the hard skills that remain unique to each discipline.
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This article explores that challenge and offers a perspective on building competency models that support cross-functional teams, strengthen collaboration, and enable leaders to guide diverse disciplines with clarity and fairness.
Let's start with a story back in 1904…
In London, 1904, the city was loud with ambition — factories humming, streets crowded, concert halls full. Music was flourishing, but behind the curtains, many musicians felt trapped.
They played beautifully night after night, yet had little control over their own fate. Conductors and managers made the decisions. Pay was uncertain. Substitute players appeared without warning, diluting the sound they worked so hard to perfect. For musicians who cared deeply about excellence, this was painful. Among the finest players of the Queen’s Hall Orchestra, a quiet frustration grew.