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
The field of user experience is rife with terms that lack a mutually agreed-upon meaning. Even the name of the field itself can vary depending on the communicator and the audience. Are we User Experience (UX)? Design Research? Human-Centered Design? Are all of these the same thing?
Often, this lack of clarity on terms leads to debates even among UX professionals about the meanings of certain terms and their appropriate use. Is user experience still the right term if it doesn’t involve a digital component? Where do you stand on the term design thinking? Which term is preferable: human-centered design or user-centered design? Does it matter?
As User Experience develops and gains industry awareness and acceptance across domains, we’ll inevitably engage in more terminology debates. 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