figmaDec 15, 2021

Frame 2021: design by the numbers | Figma Blog (opens in new tab)

Figma’s 2021 data shows how remote and hybrid work reshaped design collaboration. Teams increasingly worked across borders and included product managers and developers earlier, using FigJam for ideation and Figma for interface design and handoff. The overall trend was toward a more open, continuous design process spanning idea to implementation. ## Building Across Borders - Figma users represented 235 countries and territories. - Collaboration activity grew across regions and time zones as organizations adopted virtual-first and hybrid work. - In the U.S., New York and California remained major collaboration hubs, while Washington and Texas gained activity. - Globally, the U.S. and Russia were established hubs, with India, Brazil, and Indonesia increasingly active. - Nearly 14% of collaboration occurred between different continents, up from 8% in early 2020. - Examples included teams collaborating between Madrid and Wellington, and between Beijing and Buenos Aires. ## From Ideas to Shipped Products - About 52% of users collaborated with others in 2021. - Shared files had a median of four invited collaborators. - Product managers and developers were the largest groups of Figma users outside designers. - FigJam supported early-stage brainstorming and freeform exploration before teams moved into Figma to build interfaces. - Around 15% of active FigJam users began with templates, with brainstorming templates the most popular. ## A More Open Design Process - The first collaborator viewed a Figma file an average of 10 days after creation, compared with 19 days in 2019. - This suggests cross-functional partners were being involved earlier in design. - Developers participated in 40% of collaborative files. - When developers joined, handoff typically began 33 days after design creation and continued for 45 days after the first code inspection. - Handoff activity often continued well after the final design edit. ## Collaboration Beyond Design - Teams increasingly used digital tools for activities traditionally held in person. - FigJam supported stand-ups, icebreakers, roadmapping, retrospectives, and other team exercises. - The shift reflects a broader move toward virtual-friendly collaboration across the entire product development process. Figma’s findings recommend treating design as a shared, end-to-end process rather than an isolated stage. Bringing cross-functional partners into FigJam and Figma early can improve collaboration across locations, disciplines, and the full path from concept to code.

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figmaOct 14, 2020

Learning and failing as a team | Figma Blog (opens in new tab)

Config Europe highlighted how better products emerge from better teamwork. Figma argues that inclusive processes, cross-functional collaboration, and a willingness to fail openly help teams build more human-centered experiences. The success of its Variants feature demonstrates that iterative testing and diverse perspectives can turn early shortcomings into meaningful improvements. ## Learning Through Collaboration - Figma’s virtual Config Europe conference explored both product craft and team culture. - Sessions covered: - Accessibility-first design - Keeping design aligned with code - Technology ethics - Collaboration and shared failure - The central theme was balancing product function with human feeling while working more effectively together. ## Expanding the Team - UX designer Declan Talbert presents design systems as services for entire product teams, not merely pattern libraries for designers. - An inclusive design system can contain: - UI components - Accessibility guidance - Data resources - Project-management tools - Designers, developers, product managers, and other contributors should all be able to participate. - Broader collaboration and diverse skills lead to more human-centered products and services. ## Failing Together on Variants - Product Manager Kelsey Whelan and Product Designer Nikolas Klein describe shared failure as a major factor in the development of Figma’s Variants feature. - Early testing showed that the feature was powerful but difficult to approach, contradicting the team’s initial assumptions. - Usability testing expanded from a planned couple of weeks into four rounds over six weeks. - Figma invited employees from different roles—including design advocates, product educators, and engineering managers—to participate remotely through Zoom. - Participants identified usability problems and bugs, while a dedicated Slack channel helped coordinate fixes. - Repeated testing made the feature more intuitive and reinforced the idea of “failing forward”: using visible mistakes to improve the product and strengthen team culture. Figma’s practical recommendation is to open product development to more people, test ideas early, and treat failure as shared information rather than individual blame.

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figmaMar 1, 2020

The Dropbox guide to building creative culture | Figma Blog (opens in new tab)

Culture shapes team happiness, belonging, productivity, innovation, and business outcomes. The Dropbox design team argues that creative culture should be built intentionally rather than left to develop by accident. Its Team Values Toolkit turns abstract beliefs into shared values, observable behaviors, reinforcing habits, and an iterative process. ## Culture as Intentional Practice - Culture is how teams act on their beliefs. - It exists at company, organizational, team, and working-group levels. - Although culture forms inevitably, intentional design helps creative teams innovate and deliver stronger work. - Dropbox developed Culture Kits to help teams make culture concrete and actionable. ## Defining Beliefs and Shared Values - Team members share stories about meaningful work experiences to uncover their individual values. - Including everyone’s perspective helps prevent culture from reflecting only dominant viewpoints or top-down directives. - The team then identifies recurring themes and combines related ideas into shared values, such as grouping “teamwork,” “partnership,” and “clear goals” under “collaboration.” - Shared values should support the team’s goals and connect with broader company values where appropriate. ## Turning Values into Behaviors - Values become useful when translated into specific actions. - Teams should discuss how their values guide: - Decision-making - Conflict and tension - Collaboration - Feedback - Day-to-day working relationships - These behaviors make cultural principles visible in actual team practices. ## Establishing Reinforcing Habits - Teams should define communication styles, norms, and processes that encourage desired behaviors. - For collaboration, this might include cross-functional practices and regular feedback. - The relationship between values, behaviors, and reinforcement creates a shared social contract. - Consistent habits determine how culture is experienced and understood by the team. ## Evaluating and Iterating - Cultural change takes time, so teams should preserve practices that work and remove those that do not. - Teams should define ways to assess whether their culture supports both people and outcomes. - Regular events, such as quarterly offsites, provide opportunities to revisit and refine the framework. - Like a product, culture should be continuously tested and improved. A healthy creative culture requires more than choosing inspiring values; teams must practice and reinforce them consistently. The Team Values Toolkit offers a structured way to build that culture collaboratively and keep adapting it over time.

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figmaApr 3, 2019

We refreshed Figma's UI: An inside look at our process | Figma Blog (opens in new tab)

Figma’s 2019 UI refresh aimed to modernize the product without disrupting users. Rather than redesigning its structure, the team focused on visual inconsistencies in typography, layout, color, and iconography, using extensive research and internal discussion to guide decisions. The process began by cataloging problems, then organizing them into broader themes. ## Why Figma Needed a Refresh - The interface had evolved piecemeal as the product expanded. - Teams created custom components when existing patterns no longer fit, producing inconsistent: - Tables, buttons, and input controls - Shades of gray, red, and blue - Visual and interaction patterns - The original UI foundation predated major features such as Multiplayer and Components. - Both users and employees increasingly noticed the inconsistencies. ## Step One: Brainstorming the Problems - Figma held a two-hour session with the entire design team. - Designers explored the product firsthand, documenting quirks, shortcomings, and successful patterns with notes and screenshots. - Findings were collected in a shared Figma file and text document. - Strong group reactions—such as an “oh shit, that’s bad” response—helped identify issues likely to have broad impact. - The team deliberately paused for several days afterward, allowing opinions to settle and new insights to emerge. ## Step Two: Organizing and Synthesizing Findings - The team revisited the brainstorm after the reflection period and debated which problems mattered most. - Designers converted detailed observations into broader post-it themes. For example: - Several notification inconsistencies became “We need a system for how we handle notifications.” - Notes were grouped by similarity, such as: - Color - Legibility - White space - Notifications - This clustering reduced noise and revealed larger systemic issues, including typography, icons, dialogs, toolbars, sharing, layers, components, and file browsing. - Figma found that grouping was useful but overly complex classification was not. - The team abandoned an additional “visual to foundational” axis because it made the framework harder to use. ## Lessons from the Process - A visual refresh often becomes necessary gradually rather than because of one decisive moment. - Broad, understandable categories are more useful than abstract or overly narrow ones. - Time between brainstorming and synthesis helps teams reassess initial reactions. - The refresh prioritized surface-level improvements so users could benefit from a more coherent interface without learning an entirely new product.

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