Encouraging design system adoption through empathy and empowerment

A design system, at its core, is about creating order out of chaos — bringing consistency and efficiency to how teams design and build digital products. Even the most beautifully crafted design system will falter if it isn’t adopted, understood, and maintained by the people it was built for. Adoption doesn’t hinge on perfect components or sleek documentation alone — it requires empathy for your users (this includes your internal teams) and a governance model that empowers rather than dictates.

What is design system governance?

Governance refers to the set of rules, processes, and structures that keep a design system running smoothly – it ensures consistency, prevents duplication of effort, and keeps components aligned with organisational goals. But governance is more than just rules… it’s also about creating a culture where the design system feels accessible, adaptable, and inclusive.

Without governance, a design system can quickly devolve into chaos: components lose consistency, documentation becomes outdated, and the trust that teams place in the system erodes. Yet governance done poorly – rigid rules, opaque decision-making, or a top-down approach – can create its own problems, alienating the teams it aims to serve.

The role of empathy in governance

Empathy isn’t just a buzzword in design; it’s a foundational principle for governance. Why? Because governance touches people – designers, developers, product managers, and stakeholders alike. Each of these groups has its own challenges, priorities, and workflows. Failing to consider these nuances can lead to governance structures that feel restrictive or irrelevant.

1. Understand your users (internal teams)

Just as we research end-users when designing products, we need to understand the people who will use the design system – what are their pain points? How do they currently work? What are their goals?

For example: Developers might be frustrated by inconsistent naming conventions in components, while designers might struggle with components that lack the flexibility they need for customisation. Empathetic governance starts with listening and responding to these concerns.

2. Involve teams early and often

Empathy also means involving teams in the decision-making process. People are more likely to adopt and advocate for a system they’ve had a hand in shaping. Host regular workshops, feedback sessions, or even informal coffee chats to gather input and address concerns. Governance should feel collaborative, not imposed.

Empowerment: Giving teams ownership

Governance often carries a connotation of control, but it’s more effective when it feels like a partnership. Empowerment is about giving teams the tools, autonomy, and confidence to engage with the design system.

1. Create clear, flexible guidelines

Rigid, overly prescriptive rules can stifle creativity and lead to workarounds that bypass the system altogether. Instead, provide clear guidelines with room for flexibility.

For example: Instead of stating that “All buttons must follow this exact style,” offer a framework: Here are the primary button styles, but here’s how you can adapt them for unique use cases, and here’s who to contact for review. Flexibility acknowledges that not every feature fits into a tidy box.

2. Establish governance roles

Empowerment also comes from clarity. Assign roles within your governance model – design system owners, component maintainers, and contributors. These roles should be clearly defined, with responsibilities and decision-making authority laid out. For example:

• Owners might oversee the system’s overall health, vision, and alignment with organisational goals.
• Maintainers might ensure components stay up to date and resolve issues.
• Contributors might suggest and build new components or patterns.

When teams know who to approach – and how they can contribute – they’re more likely to engage.

3. Offer accessible tools and training

No matter how well-structured your governance model is, teams won’t adopt the system if they find it hard to use. Invest in tools that make it easy for teams to access, implement, and contribute to the design system. For example:

• A component library that integrates directly with your design and development tools (e.g., Figma, Storybook).
• Self-service documentation that’s easy to navigate and kept up to date.
• Regular training sessions or onboarding materials for new team members.

Empowerment comes from reducing barriers – make using the design system the path of least resistance.

Balancing control with collaboration

The challenge of governance lies in balancing control (to ensure consistency) with collaboration (to encourage creativity and adaptability). Striking that balance can be tricky, but here’s a few pointers that have helped me throughout my career:

1. Define non-negotiables

Some elements of your design system need to remain consistent – for example, brand colours, typography, or accessibility standards. Define these as non-negotiables, and explain why they matter. When teams understand the why, they’re more likely to respect the rules.

2. Encourage innovation

While some rules are fixed, others should encourage experimentation. Provide pathways for teams to propose new components or patterns. For example, a team might discover a need for a specific design pattern that doesn’t yet exist in the system. Governance should enable them to propose, test, and contribute it back to the system.

3. Regularly review and update

A design system is a living product, and governance should reflect that. Set up a process for regularly reviewing components, patterns, and guidelines. Retire what’s no longer relevant, and introduce new elements based on team feedback and evolving needs.

Metrics for measuring success

A strong governance model should drive measurable results, but how do you know if it’s working? Success lies in balancing quantitative data with qualitative feedback, offering a complete picture of your design system’s impact and how it resonates with the teams using it.

Quantitative metrics

Start by tracking adoption and engagement with metrics that highlight whether teams are actively using and benefiting from the system:

• Component usage: Are teams consistently using components from the design system in their projects? A high adoption rate indicates that the system is fulfilling its promise of efficiency and consistency. Tools like Storybook, Figma analytics, or design system dashboards can help you track usage patterns.
• Feedback volume: How often are teams providing feedback or raising suggestions for improvement? A steady flow of feedback suggests that teams are engaged and view the system as a collaborative resource rather than a static set of rules.
• Time saved: Are teams completing features faster due to the design system? This can be measured through developer velocity, fewer design handoffs, or reduced QA cycles – clear indicators that your system is streamlining workflows.

Qualitative feedback

Numbers can only tell part of the story. Pair these metrics with qualitative insights that dive deeper into the user experience:

• Team satisfaction: Conduct surveys, retrospectives, or informal interviews to understand how teams feel about the system. Are they satisfied with its functionality and flexibility? Do they trust it to meet their needs?
• Empowerment and engagement: Do team members feel they can contribute to the system or have their voices heard? If contributors feel empowered to suggest new components or raise concerns, it’s a sign that your governance fosters collaboration.
• Pain points: Identify any frustrations teams might have – perhaps certain components don’t meet their needs, or processes for submitting new ideas are unclear. Knowing these pain points helps refine governance and build trust.

Spotting trends over time

Rather than looking at metrics in isolation, track them over time to identify trends. For example:

• If component usage is rising but feedback volume is dropping, teams might be hesitant to engage or may feel the system is “set in stone.”
• If teams report consistently high time savings but express frustration in surveys, this could point to gaps in flexibility or support.

Celebrating success

When metrics show positive results – whether it’s increased adoption, faster delivery, or glowing feedback – don’t let those achievements go unnoticed. Celebrate wins with the broader team, whether through internal newsletters, showcase presentations, or informal shout-outs. This reinforces the value of the design system and encourages continued buy-in.

Iterate based on what you learn

Finally, treat the governance model as a living system, just like the design system itself. Regularly review both quantitative and qualitative data, and use these insights to refine governance processes. For example, if teams struggle with onboarding new contributors, consider creating more accessible training or revisiting submission guidelines.

At the heart of governance lies culture. A design system succeeds not just because it’s well-built, but because it’s well-loved. When governance is empathetic and empowering, teams view the design system not as a restriction but as a resource.

By involving teams, reducing friction, and fostering collaboration, you can create a design system that feels like a shared achievement – a foundation that evolves with your organisation, rather than a static set of rules collecting dust in a documentation portal.

Governance isn’t about control; it’s about trust. Build that trust, and your design system will thrive.