Always Twisted

The Faculty Of Design Systems

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I reached my late teenage years at almost the perfect time for a horror fan. The late 1990s saw a resurgence of the genre in the film industry. Sparked by the success of Scream in 1996, Dimension Films went through every drawer of its writer, Kevin Williamson, to see what other delights he’d written.

In 1997, I Know What You Did Last Summer was released, and in 1998, Williamson’s cross-genre The Faculty brought science fiction and horror to a small town in Ohio.

Much like Dawson and Joey discussing the best Spielberg films in Dawson’s Creek (another Williamson creation), these movies were packed with references to older films in their respective genres. They didn’t just tell their own stories, they built on the cultural DNA of what came before, remixing familiar tropes in clever and unexpected ways.

It’s fitting, then, that one of my favourite lines from The Faculty has stuck with me:

If you were going to take over the world, would you blow up the White House *Independence Day* style, or sneak in through the back door? Casey Connor (The Faculty, 1998)

This question isn’t just about alien invasions, it’s a perfect metaphor for introducing something new, like a Design System, into a complex organisation.

Do you go in with fireworks and a grand unveiling, or do you quietly work your way into the structure until it becomes part of the system’s DNA?

Invasion of the Design System

Like a subtle sci-fi horror movie, building a Design System doesn’t have to involve loud bangs and big drama. Sometimes, it’s about quietly embedding it into existing workflows and teams until it becomes an essential part of how your organisation works.

Your Design System doesn’t need to arrive in a spaceship over the White House to make an impact. Instead, think of it like the creeping unease of Invasion of the Body Snatchers, quietly infiltrating workflows and processes until it’s simply part of the organisation’s DNA.

When a system is gradually built, integrated into workflows, and consistently demonstrates its value, it has the power to become indispensable. It’s like a well-executed plot twist: surprising when revealed, yet inevitable in hindsight.

This method can be particularly effective when resources are scarce, or when approval for a formal Design System isn’t yet on the table. Start small: address a persistent inconsistency, introduce a handful of design tokens, or offer a reusable component that saves a team time. Each small improvement fosters trust, demonstrates value, and lays the groundwork for broader adoption.

Like the best slow-burn horror films, this approach leaves a lasting impression. A Design System developed this way isn’t just a tool—it becomes part of the culture, shaping how teams think, work, and collaborate.

The Big Explosion vs. The Quiet Revolution

You could launch your Design System with fireworks, a grand unveiling like the Independence Day mothership making its dramatic entrance. But while a big, bold debut gets attention, it can also create chaos.

The reality is that a “big bang” approach can cause as many problems as it solves. It risks alienating the very people you need to win over. This is where the quiet revolution comes in—slowly integrating the system into workflows, proving its value piece by piece, and growing adoption naturally over time.

The Risks of the Big Bang Approach

The “big bang” might sound appealing, but it can backfire:

Big explosions might grab attention, but they often fizzle out when enthusiasm fades or resistance builds. The initial buzz doesn’t guarantee lasting adoption.

Why a Quiet Revolution can work

The quiet revolution is about creating change subtly, like the creeping takeover in Invasion of the Body Snatchers. By solving immediate pain points and offering tangible benefits, you build trust and adoption naturally.

Over time, these small wins add up, creating a network of advocates who spread the system organically. By the time the system is fully adopted, it will feel like it was always meant to be there—an integral part of how your organisation works.

Small Team, Big Impact

Many Design Systems don’t begin with fanfare but with a handful of dedicated individuals—designers, developers, or both—quietly working behind the scenes. They’re like the small group of survivors in a horror movie, spotting the patterns others miss and taking action before it’s too late.

A grassroots approach often starts with small, practical observations:

These individuals think, "What if we standardise this?" And with that, the seeds of a Design System are planted.

Success Through Subtlety

Small teams have the advantage of working under the radar, avoiding the pressure of delivering a fully-formed system from day one. Instead, they focus on incremental improvements, such as:

Over time, these efforts create momentum. The Design System becomes less about imposing change and more about solving shared problems. As teams experience its benefits, they naturally adopt it—and even advocate for it.

Incremental Buy-in: One Step at a Time

Invasion isn’t about force; it’s about persistence. Securing buy-in for a Design System works the same way—through small, meaningful steps that show value without overwhelming anyone.

Rolling out the system incrementally—one component, one team at a time—reduces resistance. Start with something manageable: a shared button component, a small set of tokens, or a consistent typography scale. These changes demonstrate immediate value, building trust and encouraging further adoption.

Creating a Network of Champions

When teams see tangible benefits, they become advocates. A developer might share how a component saved hours of work, or a designer might explain how tokens improved consistency. These champions spread enthusiasm, making adoption feel natural and organic.

From Steps to a Movement

Incremental improvements grow over time, turning the Design System into something larger—a movement. By the time the system is fully integrated, it won’t feel like an external addition but a natural extension of how the organisation operates.

Communicate First, Build Second

A quiet revolution thrives on communication. Without clear dialogue, even the best-crafted system risks being misunderstood or ignored. Start with the why? Why does the system exist? What problems does it solve? When teams understand its value, they’re more likely to engage and advocate for it.

Communication isn’t just about delivering a message; it’s about fostering collaboration. By gathering feedback and involving teams in the process, the system becomes a shared effort rather than a top-down directive. Like the subtle infiltration in Invasion of the Body Snatchers, effective communication quietly plants the system’s seeds, helping it take root and grow naturally within the organisation.

Design Systems as Culture: A Movement, Not a Mandate

Much like Invasion of the Body Snatchers, a Design System’s success lies in its gradual and understated integration. Over time, it reshapes how people think, work, and collaborate until it becomes an inseparable part of the organisation’s DNA—something so ingrained that no one remembers a time without it.

By the time the system is fully adopted, it won’t feel like a revolution—it’ll feel like the way things have always been done. And like the best slow-burn stories, its impact will be enduring, shaping how the organisation evolves and grows for years to come.

By the time anyone notices, it’s already everywhere.

Unsure how to create a Design System that balances consistency and flexibility?

I’ll help you design a system that’s both consistent and adaptable.

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