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There are always burning questions about how to get organizations to be more design-centric and what better way to learn than from someone who has done it. Marc Rettig has been helping organizations make the transition for 30 years. In this podcast, Karen McGrane shares why he was chosen as one of the keynote speakers for UX Advantage.
The belief of public failure or marketplace irrelevance can drive an organization to change. How does a UX leader exploit this corporate fear? What transforms the momentum from fear into positive change within the organization?
Usability in products and websites is what most organizations strive for. The more usable the product, the more likely that people will use it. Through research and testing, you can root out many issues with clunky interactions that hinder the experience. What isn’t as immediately clear is if some perceived usability issues are actually understandability problems. Your content could be the culprit.
When some people hear the term Lean UX, they dismiss it as simply a nouveau buzzword. There can be some confusion as to its relationship to Agile, both the methodology and the adjective. Some of the biggest resistance came from the idea that Lean UX was shortcutting and lazily undoing much of the groundwork to get organizations to buy into the value of UX. But as waterfall development increasingly becomes “the old way” of doing things, teams are operating in more agile, or Lean, ways.
Product Managers are responsible for the success of a product. As we’ve seen, UX is not misaligned with business goals, in fact it helps achieve those goals. If UX has become a necessity in terms of a driver of business, product managers need to adapt to it. Those who have a respect and understanding for the value of UX, and incorporate it into their product strategies, can better serve their users and customers, as well as the business.
Traditional organizational silos are the nemesis of delivering great experiences. How do you scale multidisciplinary teams to enterprise size? Does a culture of design require a fundamental structural shift in how the organization operates?
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