Does it sometimes feel like design has become a four-letter word? As I interact with product teams lately, design seems to have become a bit of a groan inducer. And I had thought we were beyond that! It had been a while since I’d encountered this particular issue, but it is starting to creep back in.
Why are we experiencing this déjà vu? Simple. Teams are again treating design like an embellishment, a superficial veneer whose purpose is to cover flaws—that dreaded lipstick on a pig. I blame this sorry state of affairs on agile and Lean methods. These so-called iterative processes are all the rage. Their focus is on fast execution and ditching documentation. But in focusing on production, some teams set up a situation in which they fail to think and plan. And, without any vision, teams are heading down a treacherous path. Read More
This edition of Ask UXmatters discusses how to communicate and sell the UX message across all levels of an organization. Our experts share what strategies and tactics for evangelizing UX have worked for them.
Ask UXmatters is here to answer your questions about user experience matters. If you want to read our experts’ responses to your questions in an upcoming edition of Ask UXmatters, please send your questions to: [email protected].
Q: Executive buy-in is important, but communicating and selling the UX message across the organization, at all levels, is just as important. I would be most interested in learning more about the corporate cultures that embrace UX or customer-centered thinking and understanding more about why they have and what makes them ripe. What worked in the organizations you’ve worked for? What caused frustrations? It seems when everyone is trying to improve the user experience, it can help empower a usability / UX / design team to work on more strategic initiatives instead of facing roadblocks along the way.—from a UXmatters reader.
This column is the first in a series that will offer insights on how to help companies progress from delivering mediocre user experiences, as is all too common, to producing truly great experiences that differentiate their products and services in the marketplace. Doing so requires a radical transformation in the way business executives and UX teams engage in creating user experiences.
This series is not about making incremental improvements to the way UX teams work. It is about taking a different approach and driving radical transformation within organizations. No major changes in history have ever come about by playing it safe. Having said this, all of the ideas that we’ll share in this series have proven effective in one business context or another. Read More