Case study · Lucid Motors · Change management + tooling architecture

Four teams, one Figma ecosystem, and change management that stuck

Large-scale tooling change works when the architecture is designed around how teams do their work, not imposed on top of them. This is the proof.

The before

Creative, Experiential, Product Marketing, and Legal were working in disconnected tools. Files lived in different platforms, version control was inconsistent, and the same asset frequently existed in multiple versions across multiple tools with no source of truth. Every handoff between teams created friction. And the teams had grown comfortable with the workflows causing it, so resistance to change was high, which is the normal state of any migration worth doing.

What we built

The migration didn't just move files. It redesigned the collaboration model:

  • A unified Figma ecosystem spanning all four cross-functional teams.
  • Working sessions with each team to align on collaboration patterns and address resistance directly instead of steamrolling it.
  • Templates and conventions for file naming, version control, and handoffs.
  • Review structures built into Figma instead of routed through email and scattered chat threads.
  • Onboarding sequenced per team, meeting each one where its existing workflow was rather than forcing a uniform rollout.
  • Technology partnerships supporting the broader creative ops infrastructure, which contributed to a 525% increase in rendering output capacity across the production pipeline.

The wins

  • 1,560+ global marketing assets per year flowing through the ecosystem across four teams.
  • 525% increase in rendering output capacity from the related infrastructure work.
  • Version control friction resolved at every cross-functional handoff.
  • Output capacity up across the creative operation without adding headcount.

The same instinct drives the AI enablement work now: watch how people do the work, design around it, and adoption follows (the tools change, the method travels).

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