Karol Dulat

Atomic Design by Brad Frost (https://lnkd.in/d3HQ7EK6 )is a brilliant methodology that helps UX/UI specialists construct robust, modular design systems—not just isolated pages. The hierarchical stages are: Atoms: Fundamental UI elements like buttons, labels, and inputs. Molecules: Simple assemblies of atoms—e.g. a search field with label, input, and button. Organisms: Distinct interface sections built from molecules and atoms, such as headers or cards. Templates: Layout structures that organize organisms and molecules, shaping content hierarchy. Pages: Fully realized templates filled with real content—this is where the user experience is validated. This methodology allows us to navigate between the abstract and the concrete, ensuring consistency, scalability, and a shared vocabulary across design and development teams. It’s a mental model—not a rigid, linear process—and remains highly relevant for building modern, collaborative design systems. #UXDesign #UIDesign #AtomicDesign #DesignSystems #ScalableUI #ComponentDesign #AtomicDesignMethodology

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Design Systems should evolve — but with intention. I just published a new article about the Design System Contribution Process — how to propose new components, avoid duplication, and keep consistency intact across products. Start with the problem Reuse before reinventing Propose non-breaking, well-documented changes I also included a great visual flowchart from Helsinki Design System that helps teams make better decisions. 👉 Read it here:https://lnkd.in/d9agFNpQ #DesignSystems #UXDesign #ProductDesign #DesignOps #ComponentLibrary #DesignProcess #MediumArticle

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Great design delivers value to users faster. In my Glaringly Obvious conversation with Thomas Sutton, he made the case that product design teams must clearly define what design quality means, own it, and connect it directly to both user and business value. Without this clarity, design risks being misunderstood, undervalued, and ineffective. Love the conversation, check it out: https://lnkd.in/gVTU5jS5 Thomas’s product design quality framework maps a causal chain: → If design, technology, and support are good, people use the product. → If people use it and it works, you get product outcomes like user benefit, business value, and systemic impact. But here’s where it got me thinking: the speed of that chain matters. → Time to value for users How quickly someone feels the product is usable, useful, and enjoyable. → Time to create value for users   How fast the team can release improvements that increase that value. These two clocks run in parallel. When teams reduce the lag between user benefit and product iteration, design signals become clearer, trust builds faster, and business value compounds sooner. When they drift apart, users wait too long to see progress, and teams stall in endless refinement. In my conversations, here are some of the reasons decisions slow down: 1. Teams wait too long to test ideas, losing momentum. 2. They don’t have fast, clear ways to see what’s working. 3. Design work gets stuck in narrow solutions or tech limitations. 4. Research is incomplete, feedback overlooked, or siloed. 5. Too much refinement, not enough real signals. 6. Confirmation bias clouds decisions. 7.  Leaders struggle to align on user needs vs. business goals. 8. Limited resources stall iteration. That’s where collecting the right signals comes in. In our open framework Glare, we use UX metrics like usability, usefulness, and sentiment to quickly test whether design quality is landing. Helio helps us gather the metrics. They shorten both timelines: showing where users already get value, and where teams must act to deliver more. Building on Thomas’s framework: design quality goes beyond end outcomes. Quality also ensures the path to those outcomes is fast, clear, and measurable. #productdesign #uxmetrics #productdiscovery #uxresearch

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New, from me: Hiring for Creativity in a World of UX Design Systems https://lnkd.in/gJY-Efdn Leaders depend on designers who can work within system constraints that demand assembly‑level consistency, yet when hiring, they value candidates who challenge assumptions, reframe problems, and propose unexpected solutions. Portfolios, however, often show neither, a gap many managers attribute to the rapid‑training pipelines of contemporary bootcamps. Managers express concern that the systems enabling efficient production may be narrowing the range of skills they see when hiring, leaving a profession caught between creative ideals and the industrial machinery shaping modern product design. Citations (and thanks) to Josh Therese Joe Matic Rahul Jeff Joshua Elizabeth Jude Emma Craig

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