When information architecture (IA) arrived on the scene in the late 1990s, it brought attention to an aspect of user-interface design that was then only marginally understood: structure. The need to focus on structure is still a significant concern—especially in environments of large scale and complexity.
Digital product and services organizations and large institutions regularly fall short of their desired goals because their user interfaces lack sufficient structure. With today’s complex landscape of human-digital experiences, it is necessary to be mindful of the importance of structure—and its relationship to the practice of information architecture. Read More
In the first part of my series on applied UX strategy, I outlined a UX maturity framework. Parts 2–4 of this series provided in-depth coverage of some operational and tactical aspects of implementing UX strategy, including requirements for product designers, employing platform thinking to ship quality products, setting up a design team, and creating a design culture. Now, I’ll begin my discussion of how to solve business problems through design.
In Part 5.1, I’ll discuss the use of a shared language between business and design, then solving business problems through design. Finally, I’ll consider the transformation of the product designer’s role in depth, which progresses through three stages:
Helping product teams identify and solve user problems, which I’ll cover here in Part 5.1
Evaluating maximal outcomes for problem solutions, which I’ll cover in Part 5.2
Moving from problem solving to innovation, which I’ll also cover in Part 5.2Read More
This month, the Ask UXmatters expert panel considers how best to make user research relevant to the company vision and integrate the learnings from research into product and corporate strategy. Key discussion points include making user research part of the product design and development lifecycle from the beginning of a project and establishing a clear connection between user research and product and corporate strategy.
Our experts also discuss the value of aligning on a shared vision and strategy that have user research at their foundation, our ability to influence corporate strategy, as well as the importance of getting out of our silos and involving key stakeholders throughout the user-research process to prevent their perceiving user research as a phase that is separate from the rest of product development. Finally, our experts describe how to become strategic and consider the benefits of having a C-level leader—or at least someone in a very senior position—oversee User Experience. Read More