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
This month in Ask UXmatters, our expert panel discusses how to prevent a project whose goal is defining UX strategy from devolving into a tactical exercise. First, our panelists considers how important it is that a project team have a shared understanding of what strategy is, but also acknowledge that, even among UX professionals, not everyone defines UX strategy in the same way. Our panelists define the terms strategy, tactics, business strategy, product strategy, UX strategy, and design strategy.
Our expert panel agrees, only once a business and a product team have aligned on their strategic goals can UX professionals understand how best to support all of those goals. Our panelists also recognize the importance of understanding where UX strategy work fits within a company’s projects and roles. Finally, the panel looks at how to create UX strategy artifacts that support business goals and propel their company toward achieving them. Read 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