Over the last 15 years, I’ve had a recurring conversation with senior UX professionals: “I want to progress in UX, but I’m not sure I really want to manage teams.” It seems to many that the one way up is the management track—and in many organizations, this is the only upward path for UX professionals.
In my long and varied career working on staff within companies and for clients in agencies and consultancies, I have seen many roles in User Experience that need a senior, mature person—some with people-management responsibilities; others that continue to focus on product design. These roles include the following:
UX Project Lead
Each of these UX professionals plays a specific role within an organization. For senior UX professionals, their quandary is to work out which role is required when and what role suits them best. Read More
In this edition of Ask UXmatters, our experts consider what it takes to stand out in the growing field of User Experience. As more and more companies realize the importance of good UX design and hire more designers, many people outside the field of User Experience are attracted to the opportunities this field offers and becoming UX designers. While some have the necessary education and talent to become good UX designers, others do not. Unfortunately, the field of UX design is becoming commoditized because some weak UX designers are willing to work for ridiculously low wages, and companies that aren’t able to discriminate between great, good, and poor designers just go with the least expensive option.
Our expert panel explores how to make yourself stand out in the current competitive environment, making specific recommendations for how and what you should communicate about not only your skills, but also about how your design work can fit within a company’s goals. Because it is important to balance business goals and design goals in our work, we need to consider how our work will affect a company—and maybe society at large—over the long term. Our panelists also encourage designers who are working for companies that do not value them to look for other opportunities. Of course, this discussion could be applied to many fields. Read More
If you have been to your local mall recently, you have probably noticed that virtual reality (VR) and augmented reality (AR) products and services are now hitting the market in much greater numbers than last year. These digital experiences mix with or even completely replace physical reality, letting users get out from behind their devices’ screens.
From sports to retail, entertainment, and medicine, there are clear signs that we are approaching a tipping point with immersive technology. These signs are similar to those we experienced before other major platforms—such as the Web and smartphones—exploded on the scene. Businesses are investing strategically in what will be the biggest platform introduction since mobile. For example, Mark Zuckerberg offered a strong business rationale for Facebook’s decision to pay $2 billion for Oculus Rift: “Strategically, we want to start building the next major computing platform that will come after mobile. … Immersive virtual and augmented reality will become a part of people’s everyday [lives].” Read More