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Case study 03E.ON · Enterprise UX & DesignOps2021–2023

DesignOps that works
in everyday delivery.

One UX team, several dev teams, and contacts in each grid company, all working on the same B2B workflows of a platform that kept changing. My lever: a shared way of deciding and delivering.

ChallengeDistributed teams with grown workflows, and every team had its own idea of what quality means.
My roleSenior UX Consultant · Design Lead
Key contributionWorked out user stories with contacts at the grid companies (e.g. Westnetz), moved legacy workflows toward SAP Fiori-aligned target states, continued and expanded the design system in Figma.
Outcome & evidenceMore repeatable delivery across teams.Observed in the program

Measured means the figure comes from a documented survey inside the project. Observed means the change was visible in everyday work but was not formally captured.

E.ON case study with enterprise platform, components, and process visuals
Figure 03 — context, system, and impact

01 — The Context

Where the differences came from.

When several teams work on the same workflows, differences appear almost automatically. The problem becomes visible in the interface. Its cause usually lies in missing rules, roles, and decisions.

The context:A B2B platform, one UX team, several dev teams. E.ON Grid Solutions later described Smart Extranet publicly as a daily work platform for around 15,000 users (the figure is from after my engagement).

The real task:Detach UX from the single project and establish it as a shared way of working. Enough structure for quality, without building new bureaucracy.

02 — The Impact

Individual decisions turned into a shared basis for work.

15kusers — later communicated publicly by E.ON Grid Solutions (Smart Extranet)
1UX team for several dev teams
Figmadesign system continued and expanded

After the modernization, workflows ran more consistently, and a decision made in one team could be reused in the others. The figures describe the context, not an outcome caused by me alone.

What may be shown publicly from this platform context is tightly limited. Public artifacts are limited by confidentiality; examples of routines and system work can be discussed anonymized in a direct conversation.

Schematic: the delivery cycle of plan, build, test and ship, with three UX hook-in points — review, documentation and handover.
Where UX hooks into the running delivery rhythm

03 — The Approach

DesignOps is good when you barely notice it.

01

Spot what repeats

Bring similar processes and states together before every team builds its own variant.

02

Routines instead of rules for their own sake

Anchor reviews, documentation, and handovers where delivery is happening anyway.

03

Connect system and product

Test and evolve components against real workflows.

“A design system scales when teams trust it. It does not have to be complete for that.”What stayed from enterprise DesignOps

04 — Key Learnings

What stayed from this work.

Adoption is part of the design.

The best system does not help if it is built past the everyday work of the teams.

Standards need room.

Good rules solve what repeats. They do not stop new problems from being thought through anew.

Working on a similarly complex product?

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