To stay relevant and avoid disruption through advances in technology or globalization, more and more organizations have embraced user-centered design and UX research methods. Thus, after years of fighting for a seat at the decision-making table, it is becoming more common for UX professionals to find one there. Still, executives often ask UX teams to quantify the value and return on investment (ROI) of their UX efforts. While calculating the ROI of User Experience can be challenging for consumer products and services, it can be truly daunting in enterprise organizations.
This series of articles will describe our journey of discovery in learning how to measure the ROI of User Experience at a large, Fortune-500 company that develops human capital management software and services.
The company had made the decision to invest in several innovation centers throughout the US. Observing the adoption of User Experience in other large enterprises such as IBM, General Electric, Capital One, Honeywell, Philips, and JPL, they came to believe that user-centered design was an essential component of the innovation equation. Therefore, they established our UX team just over three years ago. Read More
In Part 6.1 of my series, “Applied UX Strategy,” I focused on strategy implementation, discussing organizational redesign, design-management patterns, and planning and tracking changes. Now, in Part 6.2, the concluding part of this series, I’ll discuss how some exemplary companies are transforming product design within their organization.
In recent years, we’ve seen huge leaps forward in digital-product design, with more and more companies institutionalizing design. As Thomas Lockwood wrote in his Fast Co.Design article, “5 Key Trends in Design Leadership”:
“In the past, business competition was between companies with good design and not-so-good design. In the future, companies with good design will be pitted against companies with good design. So the competitive advantage will be on internal design leadership, not just design alone.” Read More
Shifting trends are forcing technology companies to reimagine their value proposition. IBM has chosen to create disruption through design. In embracing the future, the company is essentially invoking its past. Back in 1956, IBM was the first large company to establish a corporate-wide design program. But this time, the company’s goals are more ambitious.
Recently, we interviewed Karel Vredenburg, Director of IBM Design’s worldwide client program and head of IBM Studios in Canada, who told us, “We’ve put everything into this transformation.” The company is investing more than $100 million in becoming design centered. Read More