Strategy: Enterprise UX Strategy

How many times has this happened to you? You’ve finished presenting the results of your usability testing, heuristic evaluation, or other user research activity, feeling great about the positive impact your recommendations will have on a product’s user experience. The audience smiled and nodded along during your presentation. Most of them agree with your findings and seem genuinely impressed by the work you’ve done. But, later on, you face the reality that few of your recommendations have gotten implemented fully—and many, not at all.

Why don’t usability problems get fixed? If we point out obvious usability problems and provide reasonable solutions for them, why doesn’t someone fix them? In this column, I’ll explore these questions and provide some tips to help ensure your recommendations get implemented. Read More

Until recently, I never saw the value in customer journey maps. In fact, throughout my career, I’ve even struggled with the value of personas and scenarios. Many times, stakeholders would just skim over them after our presentations or use them only to prove we were making progress on a project. Design teams, with the best intentions, made every effort to keep personas alive and breathing, only to succumb to other project pressures that demanded annotation, use cases, and itemized requirements.

So why have I written an article on the value of customer journey maps? How did I manage to reach the conclusion that customer journey maps are not only a worthy and effective tool, but also a crucial element on large, enterprise user experience (UX) projects? Because I saw them have a significant impact on a recent project with The Boeing Company, and I’m now a believer.

In this article, I’ll attempt to illustrate the virtues of customer journey maps, the necessary ingredients that make them an intelligent deliverable that encourages conversation and collaboration, and the role they can play in effecting real change in large organizations. Read More

Within the corporate world, the clash between marketing and IT (Information Technology) teams is a well-known, but little discussed subject. Often, the marketing or corporate communications team owns the vision for online efforts, while the tech team owns their execution.

The stereotype of the suits vs. the geeks is too simple to capture the situation. Still, there’s no doubt the conflict has often boiled down to two polarized positions.

On the one hand, we have marketers who feel that technologists don’t understand the value of brand communication; on the other, technologists who feel that marketers don’t understand the practical and architectural implications of technology decisions. Read More