I hope that everyone that reads this knows that I am one of the biggest advocates in our industry for user experience. Because I generally work with the CEO’s, VP Product, and product managers of technology companies, I am probably in the best position to explain to them the importance of user experience design in coming up with great products. I am not a designer, and I don’t have a design agency I’m trying to sell, so they know I have no personal interest other than I just want them to create better products.
Regular readers of this blog know that I’m all about true collaboration, where product leaders, designers and engineers work together to discover products that customers love. Mostly I talk about the process and techniques involved in this, but today I wanted to talk about the physical space and work environment that can be optimized to nurture and support this.
Most of my writing is aimed at the product organization, and in helping that organization evolve to where it needs to be to truly serve the needs of the company. I have also written about how the leaders of the company can help facilitate this. This article, however, is aimed at those leaders that are not actually helping, even though their intentions are typically good.
In the early 1980’s, I was a very young software developer working at HP Labs, and this was when personal computers had been out just a few years. The computers were getting faster and more powerful every few months, yet users really struggled to interact with them. The head of our research lab, Joel Birnbaum, posed the question: “Why do most people not like their computers?”
There’s a debate that’s been going on in the design and user research community because the legendary Don Norman wrote an essay in which he did an about-face and decided that doing user research to start a project was mostly a waste of time.
Article: Product Discovery for Non-Technology Products
I’m often asked whether or not the concepts that I advocate and write about are applicable to non-software products as well as the consumer and business internet services that I almost exclusively focus on. My answer has always been that I really didn’t know because in my career I have only built software technology products.
In my last article I talked about the importance of knocking down walls, especially the wall between product management and engineering. In this article, I want to describe a technique that helps achieve this, along with several other significant benefits.
One of the great things about startups is that they are so small that there’s almost no organizational structure to speak of. Basically everyone there is just trying to create something people want.
In my last article, I talked about the problem where your product organization has been relegated to the role of a service organization, largely documenting the decisions and desires of others. I must have struck a chord because I received a record number of comments, mostly from people that felt trapped in this very situation and were anxious to see if there’s hope for change.
Probably one of the most common complaints I get from CEO's of mid- to large-sized companies is the lack of innovation and thought leadership from their product organization. They see the money they spend on product managers, designers, engineers and QA, yet they often see only marginal improvements to the business. Yet in most of these organizations, when I look at their roadmaps (these organizations rarely have product strategies), they’re littered with literally hundreds of specific features and incremental enhancements.