The challenge
A fast-growing mobility company was operating websites, mobile experiences, and internal tools across several teams and markets. A shared design system existed to create consistency, but products would not improve unless teams trusted and used it.
Some teams did not know what the system offered. Others expected it to slow delivery, limit design choices, or fail in their particular product context.
What we did
We treated designers, developers, and product managers as users of the system. Interviews and surveys revealed their goals, pressures, objections, and support needs. Those findings influenced both what the system contained and how it was introduced.
We also designed and tested reusable elements for different devices and markets. For example, several approaches to choosing a time were tested with people in Europe and North America before implementation guidance was created.
Onboarding sessions, collaborative workshops, visible roadmaps, contribution recognition, and regular feedback turned the system from a distant rulebook into a shared product teams could influence.
The value created
Teams gained a reliable starting point instead of repeatedly solving familiar interface problems. Customer-facing and internal products became more consistent, while leaders gained ways to see who was using the system, who was contributing, and what was still missing.
- The reasons teams were not using the system were identified and addressed
- Reusable experiences were tested across devices and markets
- Teams received practical guidance, onboarding, and ways to contribute
- The shared foundation could support additional brand themes without losing consistency
The public documentation remains visible today, providing independently checkable evidence that the system developed into a maintained product rather than a one-off presentation.