When your organization’s goal is to differentiate on the experience, you must start every product-development project by defining the experience that you want people to have with your product or service. Companies that differentiate on the experience do not begin by defining feature sets. They first define a vision for the experience outcome that they intend to deliver to their users and customers. Only once your team fully understands the experience outcomes that you want users to have can you make good decisions about what features and technologies would optimally support that vision.
This is the fourth column in our series about what companies must do if they want to stop producing average user experiences and instead design great experiences. As we have already stated in our previous columns, great UX teams focus on differentiating their companies through design. If that’s your goal, you need to work for a company that shares your aspirations. Read More
In this edition of Ask UXmatters, our expert panel discusses the desire that many UX professionals have to make the world a better place and how that altruistic impulse can align with the profit motive of the businesses that employ them.
To prevent our work colleagues from trivializing UX design, UX professionals must play an integral role in defining product strategy. That is where we can add the most value—to the business and users alike. In describing how User Experience can contribute to product strategy and business success, we’ll debunk some common misconceptions that many product companies have about User Experience and its place in a product-centric company.
In the course of this conversation, we’ll talk about how important it is for UX professionals to work for companies that value User Experience, the impacts corporate culture has on the ability of UX professionals to successfully engage with teams around product strategy, the alignment of User Experience with business goals, the value that UX design can contribute to the bottom line, and what you should do if your organization doesn’t appreciate the value of User Experience. Read More
If you give users what they ask for, they’ll continue to ask for more. As I sat reading the children’s book If You Give a Mouse a Cookie to my son one evening, I started thinking about its applicability to our consulting for clients. If you do not know Laura Numeroff’s story, it is what some might describe as a circular tale. The plot centers around a little boy and a mouse. The mouse asks for various items and, when the little boy gives the mouse what he wants, the mouse asks for something else. If you give a mouse a cookie, it will want a glass of milk to go with it. If you give it some milk, it will eventually want something else—until you get to the very end of the story, when the mouse wants just one more cookie. So, the tale could conceivably go on forever.
My children love this book. They think it is very funny and ask me to read it again and again. It was during one of these countless readings that I realized this story holds some great messages about how I find myself interacting with clients every day. How many times have we gone through multiple iterations of designs, only to come back to our original design? How many times have we given the users what they want, only to find out the solution tests poorly and user adoption is low? Sometimes, during an engagement with a client, I feel as though the biggest impact of a request I’ve granted is simply that it begets yet another request. Read More