Organisations are increasingly putting UX design at the centre of their operations. The reason for this is not concerned with aesthetics factors but more so around how design principles can solve business issues. However, with the introduction of UX design, organisational, people and process driven challenges are being created. We find out more about three common issues experienced and potential solutions to these.
Features are tangible assets that can be controlled, however experiences may be harder to master as they are intangible. Delivery for instance is much easier to quantify than experience. As a result, teams tend to be incentivized in releasing as many products as possible as they can outline functionalities to be followed in specification briefs and pass it on to the relevant teams to track sales once products are released making it easy to assess success. On the other hand, no specific metric values can assess the emotional attachment of a customer.
When hiring designers, make sure they understand the culture of complexity of a more problem-focused method, instead of looking for a short term solution. Many non-designers such a product managers or developers are focused on how quickly they can find a solution over taking a longer route that could potentially unveil deeper problems. Rapid prototyping can be used by UX designers to teach their peers how to think more broadly to get a precise solution. Shifting an organisation’s way of thinking isn’t easy. It takes slow and steady efforts. When the team is facing challenges on how to improve the UX of products, remind them to think of products they love and interact with everyday. Brands such as Apple, Telstra and Nespresso are all focusing on an experience-centric approach rather than feature focused.
Large organisations don’t operate following heedless actions. These companies have the tendency to promote a stable and reliable environment which means most employees are risk-adverse.. If the existing situation helps to satisfy their personal needs they are most likely to be risk-adverse to a new design vision in case it could lead to failure given the pressure from their managers and the responsibility of the team they manage.
Exploring new ways of working can be implemented in small steps to generate creative thinking. Reward employees when they take the initiative to introduce design thinking. . Here are some hacks you can implement with your team:
Executives and designers don’t always understand each other when it comes to choosing a creative direction, understanding business strategy and the impact design can have on the development of a project. Marketers tend to worry about how to set it apart, developers are concerned with system feasibility while designers think about equivocality.
It takes more than team building activities when it comes to UX design:
Encourage the designers’ team to become business-savvy by framing how a design can solve a certain business issue such as delivering greater user conversion.
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