remote-collaboration

18 posts

figma

How a Figma Slide Deck Helped Indie Rock Duo Tanlines Launch a Comeback | Figma | Figma Blog (opens in new tab)

Tanlines’ comeback album, *The Big Mess*, grew out of Jesse Cohen and Eric Emm’s changing lives as parents, professionals, and musicians. To promote the album’s first single, “Outer Banks,” they turned a corporate presentation deck into a music video, using Figma and Google Meet to parody workplace communication while expressing the song’s emotional themes. The project shows how familiar professional tools can become creative, collaborative artistic formats. ## Returning to Tanlines - Cohen and Emm have made music together since 2008, evolving from experimental electronic work and remixes into pop music. - After the band’s second album, Cohen stepped away to raise his first child and later made a children’s record. - Emm eventually assembled songs that became the foundation for *The Big Mess*, and Cohen helped finish them during a working trip to rural Connecticut. - Cohen now views Tanlines as an ongoing life project, similar to the documentary series *7 Up*, revisiting the band as their circumstances change. ## Turning a Corporate Deck into a Music Video - Cohen’s years at YouTube Music and Nike introduced him to decks and meetings as a dominant form of professional communication. - He wanted to tell the story of “Outer Banks” using that shared workplace language. - Former coworker Hunter Ellenbarger created the presentation in Figma. - The original idea was to make a deck for every song and release them through Google Drive or a Figma folder. - Hunter’s deck was strong enough to become the centerpiece of the video, with Emm singing the lyrics as though he were reading the presentation aloud. - Presenting the Figma deck through Google Meet reinforced the joke and connected the video to remote-work culture. ## Making the Deck Feel Authentically Corporate - Cohen’s initial design leaned toward Nike’s polished, editorial presentation style. - Ellenbarger deliberately made the visuals more generic, using: - Graphs and arrows - Flow charts - Corporate phrases such as “insights,” “year over year,” and “results” - Inspirational quotes and familiar meeting-slide conventions - The overly recognizable format creates both humor and emotional resonance for viewers accustomed to workplace presentations. ## The Emotional Meaning of “Outer Banks” - The song references North Carolina’s Outer Banks, a place Cohen has visited throughout his life. - Rather than presenting the beach as a carefree party setting, the song explores memory, family, and mixed emotions. - Its upbeat sound carries a melancholy undertone, consistent with Tanlines’ recurring balance of light and darkness. - The video reframes an ordinary corporate tool as a medium for music, art, and humor, allowing professional audiences to feel recognized rather than mocked. ## Building a New Visual Identity - Longtime collaborator Teddy Blanks helped shape the album packaging, promotional poster, and merchandise. - The visual material draws on 1950s photographs taken in Greece by Emm’s wife’s grandfather while documenting folk tales and songs. - The new artwork moves away from the band’s earlier practice of featuring the musicians’ faces on album covers. - Blanks’ simple, clear design choices support the sense that *The Big Mess* represents a new era for the band. ## Embracing Change and Uncertainty - Cohen describes “aging gracefully” as adapting creative expression to new responsibilities and circumstances. - Returning to music was unexpected but allowed him to reconnect with an important part of his identity. - Unlike earlier album cycles, the band’s future is less predictable, with more uncertainty around touring, work, family, and sustaining a music career in middle age. The project suggests that creative work does not need to reject familiar professional formats; it can transform them. By combining Figma’s collaborative presentation tools, Google Meet’s remote setting, and the language of corporate decks, Tanlines made a comeback video that was both a workplace satire and a sincere reflection on adult life.

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The Right Jams for Your Jam | Figma Blog (opens in new tab)

Music in FigJam was designed to help remote teams share momentum without becoming a distraction. Figma drew on the psychological effects of musical “entrainment,” using rhythm and atmosphere to support collaboration, timed work sessions, and periods of focused silence. The resulting challenge was to create music that felt inclusive, varied, and useful across different teams and working styles. ## Music as a Collaborative Tool - Fast-paced sounds can influence people to move and work faster, potentially increasing focus or stress. - In remote collaboration, shared music can create a sense of collective flow and help teams feel “on the same page.” - The wrong music can disrupt concentration or become a blocker, making musical choice especially important in a diverse group. - Figma partnered with Sounds Like These to develop a sound portfolio suited to collaborative work. ## From Jam Sessions to Timed Work - The concept came partly from the familiar practice of playing music while working together. - It also addressed a practical FigJam problem: silent timers create an abrupt contrast between lively discussion and quiet, heads-down work. - During Figma’s Maker Week, engineer Chris Brainerd created an interactive music sequencer that could function as an alternative to a conventional timer. - The prototype revealed a broader opportunity: music could fill awkward pauses and sustain momentum rather than merely signal the end of a timed exercise. ## Designing Music That Stays in the Background - Music in a group setting needed to be: - Inclusive but not bland - Attention-supporting but not attention-grabbing - Diverse while still feeling connected - Suitable for unpredictable design and brainstorming sessions - Because music is personal and emotional, recognizable artists or songs could excite some users while alienating others. - The composers’ goal was the opposite of conventional advertising or entertainment music: create a comfortable “audio area” that supports thought without pulling focus away from the work. ## The Tradition of Functional Background Music - Figma’s approach connects to the older tradition of “functional,” “furniture,” or “elevator” music—sound that is intentional and present but not demanding. - French composer Erik Satie’s early-20th-century “furniture music” provided a historical model for music designed to accompany activities rather than command attention. - Satie’s work, including *Vexations*, later influenced minimalist and conceptual music. - This tradition suggests that effective background music should accommodate different levels of attention and remain easy to ignore when necessary. Ultimately, FigJam’s music was conceived less as entertainment than as a collaborative workspace tool. The best tracks create atmosphere, smooth transitions, and shared energy while allowing teams to decide how much attention the music deserves.

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Jamming on FigJam: a journey from beta to GA | Figma Blog (opens in new tab)

FigJam emerged from Figma’s shift to remote work and the growing need for a shared digital space for collaboration and connection. Figma launched it in beta to avoid perfectionism, learn quickly from users, and balance immediate needs with a longer-term product vision. Its path from inception to general availability was driven by cross-functional teamwork, rapid decisions, and continuous user feedback. ## A Collaborative Product Culture - Product Manager Emily Lin describes her role as a facilitator rather than a sole decision-maker. - Figma’s culture encourages ideas and decisions from anyone, with designers, engineers, product, support, sales, and marketing working together. - This collaborative model was especially important for building Figma’s second product. ## Why FigJam Was Created - As Figma began working remotely, the company saw users using its design tool to connect, brainstorm, socialize, and collaborate beyond traditional design work. - Figma employees experienced the same need for a digital gathering space during a difficult transition to remote work. - Because the need was urgent and FigJam became a company-wide priority, teams across Figma contributed to its development. ## Using Beta to Avoid Perfectionism - Building a second product created pressure to match the quality and care associated with Figma. - The team recognized that trying to perfect every detail could slow development and prevent them from responding to real user needs. - A beta launch allowed Figma to ship sooner, gather feedback, and iterate while continuing to pursue a broader product direction. ## Prioritizing Decisions and Feedback - The team focused first on questions that could block future decisions, such as how FigJam should relate to Figma and whether it needed to be a separate application. - Rather than extensively deliberating over every detail, they made decisions, consulted stakeholders, and adjusted based on feedback. - Hundreds of alpha testers participated through a shared Slack workspace and supplied ongoing insights. - Requests were divided into launch-critical fixes and fast-follow improvements: - Author names on sticky notes were required for the initial launch. - A timer could be released after launch as a follow-up feature. ## Iterating After the Beta Launch - After FigJam’s April 2021 beta introduction, product decisions continued to center on solving user problems. - A panel of users opted into new features and provided proactive feedback. - Ideas also came from support conversations, Twitter, and internal teams across the company. - The process emphasized giving active FigJam users the functionality they actually needed rather than following a rigid predetermined roadmap. The FigJam launch demonstrates the value of shipping an adaptable beta, resolving foundational questions early, and involving users and cross-functional teams throughout development. For products facing uncertainty or time pressure, iterative learning can be more effective than waiting for a perfectly defined first release.

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Rethinking a design thinking workshop for good | Figma Blog (opens in new tab)

Design the Future adapted its two-week design-thinking program for more than 100 high school students to work remotely during the pandemic. Using FigJam, students collaborated with university coaches and people with disabilities to design practical solutions to real-world challenges. The virtual format not only preserved the program’s hands-on approach but also made it more inclusive by enabling students from across the country to participate. ## Finding the Right Collaborative Tool - The program required up to eight hours of online collaboration each day, making ease of use and engagement essential. - The team initially considered Figma but chose FigJam because students could learn it quickly and interact directly within shared boards. - Existing Figma templates could be copied into FigJam, reducing preparation time. - FigJam supported collaboration among large groups and smaller project teams without relying entirely on video meetings. ## Structuring the Design Process with Team Whiteboards - Students followed the full design process, from gathering requirements and developing empathy to creating a shippable app. - Program creator Durrell Coleman built a central FigJam whiteboard to organize each stage and provide a single source of truth. - Templates served as activity worksheets, giving students structure while preserving space for experimentation, feedback, and iteration. - Designs created in Figma were migrated into FigJam for use throughout the workshop. ## Building Community Online - FigJam was also used for social activities between project sessions. - Students participated in icebreakers, mapped their hometowns, and completed IDEO’s “30 circles” creativity challenge. - These activities helped transform the shared workspace into a virtual lunchroom where students could connect informally. ## Empathy as the Central Lesson - The remote format expanded access, allowing more students to join from different parts of the country. - Working with project partners who had disabilities encouraged students to understand challenges from perspectives different from their own. - Participants gained not only design skills but also greater appreciation for people with different backgrounds, experiences, and needs. - The program demonstrated that remote collaboration can support meaningful, inclusive design education when tools combine structure, interaction, and community. Design the Future’s experience suggests that virtual workshops can be highly effective when collaboration is designed intentionally. A shared workspace like FigJam can connect large groups, guide complex activities, and create opportunities for empathy and belonging alongside practical project work.

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A Q&A with Figma’s VP of Product | Figma Blog (opens in new tab)

Figma VP of Product Yuhki Yamashita describes FigJam as a response to how customers and Figma employees adapted collaboration during the shift to remote work. He argues that design, engineering, and product roles are becoming more collaborative and less ownership-driven. FigJam supports this by providing an informal space for exploration, brainstorming, and human interaction before ideas become polished interfaces in Figma. ## Why Figma Built FigJam - Figma observed users stretching the product beyond interface design. - During the early pandemic, customers used Figma for: - Brainstorming - Team warm-ups - Social events - Other offline activities moved online - Figma’s own transition to remote work reinforced the value of gathering in a shared virtual space. - FigJam emerged to support these broader collaboration needs. ## Design and Product Work Is Becoming More Collaborative - Design teams are riffing together more frequently. - People outside design are joining earlier in the development process. - Figma and FigJam links are increasingly shared across organizations for everything from copy edits to major product changes. - The boundaries between engineering, design, and product management are becoming less rigid. - Collaboration is shifting away from role-based ownership toward collective problem-solving. ## The Changing Role of Product Managers - Product managers and designers have always had overlapping responsibilities, but previously lacked shared tools for exploration. - Design files were once treated as belonging primarily to designers, making edits from PMs feel intrusive. - Today, product development is viewed more as a shared endeavor. - PM and design roles are increasingly interdependent. ## Designing Through “The Mess” - Design is nonlinear and requires repeated exploration, iteration, evaluation, and revision. - Teams may abandon ideas early or develop them significantly before seeking new perspectives. - Effective tools should support multiple levels of engagement: - Zooming into detailed work - Stepping back to evaluate broader direction - Figma and FigJam together create a more fluid workflow from ideation through development. ## When to Use FigJam Instead of Figma - FigJam is best for ambiguous, early-stage work. - It supports: - Brainstorming - Mapping - Gathering reactions or “temperature checks” - Exploring ideas before they become interface designs - Figma is more appropriate when teams begin building and refining a concrete interface. ## Making Meetings More Expressive - Yamashita values FigJam’s informal and expressive character. - Unlike polished, linear shared documents, FigJam emphasizes collaborative problem-solving over status updates. - Cursor chats, emojis, and stickers let people respond naturally without interrupting or formally speaking. - Ephemeral interactions can communicate emotions such as laughter or encouragement without creating a permanent record. - These features help make remote meetings feel more human and can change the tone of collaboration. ## Future Development - Users are applying FigJam to many workshops and collaborative exercises. - Figma sees opportunities to improve facilitation for these activities. - Features such as the timer are examples of efforts to make workshops easier to run. FigJam is positioned as a flexible space for early exploration and shared participation, complementing Figma’s more structured interface-design workflow. Teams should use it to embrace uncertainty and involve broader groups before committing to polished solutions.

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By the numbers: one year of remote work | Figma Blog (opens in new tab)

Figma’s shift to remote work prompted an experiment to understand how teams collaborate when offline workflows move online. By introducing a template picker with remote-work-focused files, Figma increased collaboration and helped users discover more features and community resources. The findings suggest that curated templates can make remote collaboration easier and encourage broader cross-functional participation. ## Moving Offline Workflows Online - Figma increasingly used its platform for brainstorming, research, team building, and other activities previously handled in person. - The growth team hypothesized that templates designed for remote work could reduce collaboration challenges and increase activity beyond traditional design work. - Figma built a template picker offering blank presets and curated templates, then tested it with a portion of its existing user base. ## Results of the Template Experiment - Users who received the template picker had a **5% higher collaboration rate**, measured by edits or comments in shared files. - The picker improved feature discovery: - **10% more users** discovered frame presets. - **90% more users** used files from the Figma Community when creating files. - The benefits applied to both designers and cross-functional collaborators. - Popular templates covered design-specific activities, such as remote design sprints, as well as broader uses like whiteboarding and team-building. ## Collaboration Across Teams and Locations - After a year of remote work, Figma observed more collaboration across regions and time zones. - Designers worked more closely with cross-functional colleagues. - Teams began involving collaborators earlier in the design process. - User feedback on social media and requests for additional templates indicated that people valued and actively wanted these resources. Figma’s experience shows that thoughtfully curated templates can turn a collaboration tool into a broader virtual workspace, helping distributed teams work together more effectively.

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Inside Figma: tips from the team that builds Figma | Figma Blog (opens in new tab)

Figma’s team uses the product for far more than interface design, including brainstorming, branding, team activities, and remote research. The post presents practical methods and templates that make creative collaboration more approachable, regardless of design experience. Its central recommendation is to use Figma as an open, flexible space for exploration rather than focusing immediately on finding the “right” answer. ## Figma for More Than Product Design - Figmates across engineering, product, design, and research shared favorite workflows in a livestream. - Topics included: - Keyboard shortcuts and speed tips - Brainstorming exercises - Templates for different skill levels - Blend modes and easing curves - The team also uses Figma for team-building and remote user research. ## Brainstorming with Mind Maps Brand designer Remilla Ty recommends a “mind map sketchbook” for gathering inspiration and exploring creative directions. - **Prompt:** The project name or a statement describing the work. - **Image:** Visual references and sources of inspiration. - **Keywords:** Words connected to the images and the original prompt. - The framework helps teams identify themes and turn them into creative concepts. - Figma used this approach while developing branding directions for Figma Community. - The goal is open exploration rather than judging ideas as right or wrong. ## Lists and Mood Boards A second brainstorming method combines structured prompts with visual references. - **Prompt:** A literal description of the project. - **Beyond:** A more abstract interpretation of the project. - **Look and feel:** The emotions the finished work should create. - Teams extract recurring themes and keywords from the lists. - They then build mood boards using images and color palettes. - The resulting visual direction can be distilled into a concept statement and eventually a brand identity. - Figma used this process for its remote Maker Week branding. ## Creating a More Comfortable Research Environment Researcher Nannearl Brown describes using Figma to make participant activities feel less intimidating. - The research team prioritizes helping participants feel comfortable sharing information. - Participants may receive Figma trading cards as pre-work. - The cards encourage them to introduce themselves and prepare for the session. - Questions cover both Figma-related topics—such as favorite features and use cases—and personal information. The practical takeaway is to use Figma’s collaborative canvas not only for polished design work, but also for low-pressure ideation, visual thinking, and human-centered research.

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Redesigning Dropbox’s ways of working | Figma Blog (opens in new tab)

Dropbox’s shift to a virtual-first model required more than moving meetings online; it meant redesigning how teams collaborate and maintain creative energy. Having already adopted Figma, the design team expanded its use from design production to brainstorming, reviews, handoffs, and cross-functional communication. Figma ultimately became a shared visual workspace for teams across Dropbox, helping recreate some of the spontaneity and connection of the physical office. ## The Challenge of Virtual-First Work - Dropbox’s culture and workspaces had been designed around in-person collaboration across twelve global offices. - Design teams relied on physical workshops, post-its, whiteboards, and informal interactions to generate ideas. - Remote work made creative flow and team connection less automatic, requiring more intentional collaboration practices. ## Redesigning Collaboration with Figma - Dropbox’s design organization had migrated from Sketch to Figma in 2018 and already used it for: - Brainstorming - Wireframing - Prototyping - Commenting - During the pandemic, designers increased their reliance on Figma to reduce communication gaps. - Observation mode replaced some in-person design reviews, allowing participants to follow a presenter’s work directly. - Designers shared files for rapid iteration instead of pairing at a desk or brainstorming in a physical room. - Design sprints brought engineers and product managers directly into Figma, making participation easier for non-designers. - Teams also created asynchronous workflows, such as using checkmarks in an icon template to signal that assets were ready for inclusion in the master library. - These file-based processes reduced unnecessary communication and improved the efficiency of recurring library releases. ## Expanding Figma Across Dropbox - The design team became an example of how remote collaboration could work for the broader organization. - Cheechee Lin led workshops teaching cross-functional teams how to navigate Figma and use features such as commenting, exporting, viewing, and following. - More than 200 people from marketing, research, data science, and other teams attended the workshops. - Figma provided a shared visual space that compensated for the lack of physical whiteboards. - Teams beyond design began using Figma for test plans, research presentations, survey data, qualitative insights, and collaborative presentations. Dropbox’s experience suggests that successful virtual-first work depends on deliberately rebuilding collaborative habits, not simply adopting video calls. Making a shared, accessible workspace central to communication can help distributed teams preserve creativity, speed, and cross-functional involvement.

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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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Creating moments of connection | Figma Blog (opens in new tab)

The Figma post reflects on Config Europe and argues that design’s greatest value lies in creating meaningful human connections. Across organizational change, personal branding, and digital products, the contributors emphasize that successful design combines function with empathy, emotion, and purpose. The central conclusion is to develop technical mastery without losing sight of humanity. ## Designing Beyond a Single Product - Posti Group, Finland’s postal service, used digital transformation to rethink its entire customer journey—not merely build a new app. - The organization established four guiding principles: - **Grow:** Adapt as users’ needs change. - **Delight:** Turn frustrating experiences into positive ones. - **Reduce:** Deliver reliable, efficient services. - **Listen:** Give customers ways to express their needs. - Design became a company-wide framework for defining “what great means.” - Posti’s work recognizes that postal services carry emotional significance, supporting important communications such as love letters, tax documents, and newborns’ social security cards. ## Character Matters as Much as Skill - ConvertKit’s Charli Marie Prangley argues that a designer’s reputation depends on more than technical ability or visual craft. - Personal brand is shaped by character: kindness, creativity, authenticity, and how others experience working with you. - Designers should consider how they want people to describe them and assess whether their public presence reflects their values. - Sharing work and participating in the design community can help build an authentic reputation. - Her advice is to remain genuine because there is an audience that will value an individual perspective. ## Combining Function with Feeling - Halli Thorleifsson of Ueno encourages designers to create work with meaning rather than treating products as “just” websites, apps, or tools. - Design systems and software matter because of the work, relationships, and experiences they enable. - Technology can help people feel connected and that they belong, especially while working remotely. - Config Europe’s virtual format demonstrated this potential by bringing nearly 10,000 participants from more than 150 countries together through talks, chats, networking, and community groups. The practical recommendation is to master your craft while deliberately developing empathy, authenticity, and a sense of purpose. Design is most powerful when it improves both what people can do and how connected they feel.

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Building an open and inclusive design process | Figma Blog (opens in new tab)

The post argues that inclusive products emerge from inclusive design processes built on trust, empathy, transparency, and collaboration. Teams should look beyond ideal users, involve localization and accessibility perspectives early, and create open working practices—especially in remote environments. These approaches improve both the product and the way teams understand one another. ## Designing for More Than the “Perfect” Use Case - User research should include diverse users, situations, and challenges—not only the primary persona. - Designers are encouraged to experience products “in the field,” such as considering delivery workers dealing with broken elevators or unreliable GPS. - Inclusive thinking can reveal accessibility needs that are: - Permanent, such as visual or motor limitations - Temporary or situational, such as hearing difficulties in crowded spaces or using a phone with a shattered screen - Small improvements to copy, color contrast, font size, and layout are useful, but accessibility requires broader organizational prioritization. - Teams should establish clear ownership for accessibility. - Designing for essential needs often produces features that benefit everyone. ## Making Localization Part of Product Design - Localization involves more than translating text; it requires attention to syntax, cultural nuance, and how designs adapt across languages. - Deliveroo replaced a siloed handoff process with the Phrase Figma plugin, allowing designers and localization teams to review localized prototypes earlier. - Localization experts can identify inaccurate translations or insufficient space before engineers build the final pages. - Seeing the complete user journey gives localization teams more context and improves collaboration. - Localization becomes an integrated part of product development rather than a transactional final step. ## Creating Transparent Team Processes - Remote work increases the need for visibility into teammates’ work, availability, and priorities. - Kate Pincott’s Team Capacity Template helps teams map weekly schedules and identify meeting or workload gaps. - Regular meetings and short stand-ups can replace informal office interactions and maintain personal connection. - Teams should make room for what matters during difficult periods rather than optimizing only for efficiency. - Shared working sessions, such as open Zoom rooms, can recreate some of the spontaneous collaboration of an office. Inclusive design is ultimately a process practice: broaden the perspectives involved, invite feedback early, and make work visible. Teams that build these habits are better equipped to create products that work across users, cultures, and circumstances.

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Inside Figma: the product design team’s process | Figma Blog (opens in new tab)

Figma’s product design team uses deliberate rituals and meeting cadences to maintain connection, consistency, and a high quality bar across designers embedded in different product areas. The article distinguishes the horizontal design-team culture from the vertical product-team culture, arguing that both require investment. Its processes are intended as adaptable examples rather than prescriptions, especially during the disruption of the COVID-19 pandemic. ## Two overlapping team cultures - Designers belong to both: - A **horizontal design team**, which supports consistency, craft, and shared quality standards. - A **vertical product team**, which focuses on shipping improvements and building expertise in a product area. - As companies grow, designers tend to move from close collaboration across the whole design team into specialized product-area groups. - Figma, with around 10 product designers, was encouraging designers to prioritize relationships with product teams while relying on design-team processes for alignment and community. ## Process during the pandemic - The article was written during COVID-19, when remote work and personal disruption affected productivity and morale. - Design leadership encouraged people to make space for mental health and acknowledged that output might fall significantly. - Regular collaboration became especially valuable because it helped replace some of the social connection normally created in an office. - The author cautions teams not to adopt new rituals automatically; each organization should decide whether it has the capacity for process changes. ## Weekly processes ### Monday warm-up - **Participants:** Product designers, with optional participation from research and brand team members. - **Schedule:** Mondays, 9:30–10:00 a.m. Pacific Time. - **Purpose:** Start the week with a light, social activity rather than immediately focusing on work. - The 30-minute meeting includes a “weekend update” segment lasting roughly five to ten minutes, along with additional activities designed to help the team reconnect. ## Scope of the article - The post focuses on **design-team processes**, not the broader product-development process. - It covers recurring weekly activities, monthly and quarterly rituals, and practical advice for designing team activities. - Product roadmapping, product-team collaboration, hiring, and design critiques are treated in other Figma resources. Figma’s approach emphasizes creating intentional, repeatable moments for connection while keeping the process flexible. Teams should adapt these rituals to their size, structure, working environment, and the personal needs of their members.

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Bringing Figma to even more classrooms | Figma Blog (opens in new tab)

Figma expanded its Figma for Education program in response to the growing need for remote teaching during COVID-19. The program now supports online courses, bootcamps, school-sponsored hackathons, and other virtual or informal classrooms—not just accredited degree programs. Its goal is to make collaborative design education accessible to more learners. ## Expanding Eligibility Beyond Traditional Institutions - Figma had previously offered free access and discounts to students and educators at accredited institutions. - More than 100,000 people worldwide were already using Figma in classrooms. - The expanded program now includes: - Online courses - Bootcamps - School-sponsored hackathons - Other in-person and virtual learning environments - This broader eligibility supports students pursuing degrees, changing careers, improving their skills, or simply learning about design. ## Supporting Remote Classrooms - The shift to remote education created significant challenges for educators and students. - Figma worked with educators such as Miguel Cardona of RIT and Students Who Design to publish teaching materials and guidance for organizing online classes. - These resources cover onboarding students, structuring files, teaching remotely, and providing project feedback. ## Benefits of the Education Plan Applicants accepted into the program receive: - A free Education plan with Professional-level features. - Unlimited editors, files, and projects. - Classroom-focused templates and other teaching resources. - Access to a community of educators and students. - Invitations to virtual events and meetups. ## Collaborative Design Learning - Figma emphasizes that its browser-based, collaborative workflow fits naturally with how students already work together online. - UC Berkeley professor Eric Paulos highlighted the platform’s ability to bring rich online collaboration into visual design education. - The program reflects Figma’s broader mission of making design more accessible. Educators and students can apply for an Education plan through Figma’s education program, while feedback and ideas are welcomed through the dedicated education team.

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Keeping that tight-knit feeling, at a distance | Figma Blog (opens in new tab)

Figma argues that remote work requires more than moving meetings online: teams must intentionally recreate the informal interactions that build trust and community. Its approach combines aligned leadership, recurring social rituals, playful meeting practices, and collaborative activities in Figma. The goal is to preserve connection and morale even when colleagues cannot share an office. ## Keeping the Team Close - Remote work removes spontaneous interactions such as coffee breaks, shared meals, and hallway conversations. - Teams should preserve these moments deliberately rather than treating them as unnecessary. - Meetings that could be replaced by email or Slack can still provide valuable opportunities to check in socially. ## Coordinating Leaders - Figma’s CEO brought managers together to brainstorm ways to maintain team cohesion. - Leaders shared practices such as daily morning check-ins and virtual coffees. - A dedicated Slack channel lets managers exchange ideas, articles, and resources. - Individual teams can choose different approaches while maintaining a shared sense of collective responsibility. ## Creating Moments of Joy - Figma organizes optional workouts, pet-owner meetups, and other informal gatherings. - Zoom chat is used to applaud presenters, add comments, and ask questions. - All Hands meetings end with everyone briefly turning on video to see one another. - Biweekly “Show and Tell” sessions let employees share work, stories, or personal interests. - The company introduced playful elements such as sharing favorite Zoom backgrounds. - Daily Slack prompts encourage upbeat conversation, including recommendations for weekend television. - Donut pairs employees with one or two random colleagues for informal conversations. - Coworkers have adapted walking one-on-ones into Zoom or FaceTime walks. ## Collaborative Activities in Figma - **Figma Tennis:** Participants volley images back and forth, building on each other’s designs. - **Trash Dinosaur:** Teams collaboratively assemble a dinosaur from five virtual pieces of trash. - **Virtual bookshelf:** Colleagues display favorite or currently read books. - **Word-guessing game:** A Pictionary-style activity tests drawing and guessing skills. - These activities can stand alone or be used as short, energizing additions to regular meetings. Teams working remotely should intentionally schedule informal connection, support leaders in sharing successful practices, and make room for playful collaborative experiences—not just task-focused calls.

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How to run a remote brainstorm | Figma Blog (opens in new tab)

Figma argues that remote brainstorming requires more deliberate structure than in-person sessions, especially when teams can no longer rely on spontaneous huddles or whiteboards. Clear goals, shared tools, advance preparation, and smaller breakout groups help remote participants contribute more comfortably and creatively. The central recommendation is to preserve space for ideas while adding enough organization to keep the session focused. ## Why Remote Brainstorms Are Different - Fully distributed teams lose many informal collaboration habits, such as quick conference-room discussions. - Brainstorms require more creative energy than routine status meetings. - Uncertainty and remote-work challenges can make it harder for people to generate and share ideas. - Remote sessions therefore need both structure and room for exploration. ## Preparing the Session ### Define the Goal - Decide whether the session should produce many new ideas or refine a few existing options. - Tailor the level and type of input requested to the project’s current phase. - Communicate the goal clearly so participants understand how they can contribute. ### Set Up the Tools - **Video conferencing:** Put the call link in the calendar invite and encourage cameras where possible to create stronger personal connection. - **Shared Figma file:** Create one central workspace with edit access for all participants. - Use separate pages or frames for different themes. - Share a dedicated brainstorming file rather than relying on scattered documents. - **Chat channel:** For ongoing work, create a Slack channel for updates, notes, and follow-up feedback. - Add the working-document link to the channel topic for easy access. ### Share Materials in Advance - Send the brainstorming file the night before or the morning of the session. - Explain what the group should accomplish. - Add initial ideas or questions for participants to review and develop. - Allow people to ask questions privately or leave comments in the file before the meeting. ## Running the Brainstorm ### Start with Context and Guardrails - Restate the goal and explain what kind of help is needed. - Expect the conversation to go off track; enthusiasm can be a positive sign. - Create a “Parking lot” in the shared document for relevant but out-of-scope ideas to revisit later. ### Use Structured Exercises and Small Groups - Structured activities are generally more effective than completely freeform discussion when everyone is remote. - Divide participants into groups of two or three during video calls. - Smaller groups make it easier for quieter people to participate. - They also reduce technical and communication problems. - In each group, appoint a lead to report key takeaways to the wider team. - Share the Figma file on screen or have participants follow along using Observation mode. - Use video-conferencing breakout rooms when available. A successful remote brainstorm combines thoughtful preparation with a collaborative shared workspace. Teams should define the desired outcome, distribute materials early, use small-group exercises, and capture tangential ideas without letting them derail the main discussion.