ux strategy

Mapping Business Value to User Experience

Published on September 18, 2013

Last week I had the esteemed privilege of co-presenting at the first ever UX Strat Conference, a conference dedicated to the practice of User Experience Strategy. I was lucky enough to co-present a case study on an experiment that fellow UXer Paul McAleer and I conducted earlier this year. The main component of that experiment was showcasing, to UXers and non-UXers alike, a new method of mapping user experience activity to business value, and boy did we learn alot! But before I get into our learnings, let me tell you why we conducted this experiment in the first place.

The Current State

It’s no surprise to the UX community that our profession is not always valued to the extent that we think it should be. Often times, UX and especially strategic UX is seen as a luxury or a quick add-on to projects. Frequently, we are brought on to teams solely to make it “pop” or to make it work “like Pinterest”. In these situations UXers are seen as quick fixers who have some magic fairy dust that makes even the most useless idea “go viral”. Obviously, this is not the case, nor is it the nature of what we desire our profession to be.

To be fair to all the Non-UXers out there that have this perception of User Experience Design, we, as UX professionals, have not done a good job of claiming our value otherwise (see Want to Sell UX? Stop Talking UX! For more).

Thus UX is sitting in a current state where our value is not recognized by others, in large part because we don’t do a good job of showcasing that value in a meaningful way.

The Problem

To UX professionals, the problems that occur because of this current state are obviously. For those non-UXers reading this, they may not be. Thus let me explain the main point. Perhaps, the biggest problem that we all face when we don’t value User Experience in a meaningful, non-interface-only way is the fact that, when not seen as a high business value, UX cannot be used to bring all the immense business value that it should be bringing. Simply put, our businesses and users suffer, because they UX experience is used solely for interface updates, and jazzing things up, as opposed to doing things like better matching product needs to user needs to ensure more purchases and more happy users. Focusing on UX’s value as a quick fix, therefore, wastes a whole lot of money.

The Solution

Thus, Paul and I put together a 3 hour workshop to conduct our experiment in a better way to explain the value of UX to Non-UXers. Our intent was to show a graph that mapped different levels of business value to the different UX activities. The hope was that those outside of UX would visually see proof that having more UX activities in the company, outside of interface design, would bring the business exponentially more business value. How could they not love that, right?

The workshop was split up with the first 1/3 being a 101-102 level introduction to the totality of what User Experience is, and the last 2/3 being a workshop where we walked the attendees through an exercise of showing business value in regards to UX activity.

In our audience were people from across the company including people from: Engineering, User Experience, Quality Assurance, Brand, Product, Project Management, Business and more. This was a huge positive for us because Paul and I felt that we could affect and educate those that we really needed to reach.

The Outcomes

Unfortunately, our outcomes did not match our hypothesis. We found that many people, even with proof that more strategic UX meant more business value, really didn’t care what we had to say. They simply weren’t interested. Instead, they were interested on how all this wonderful ware we were selling would affect their job. How did this fit into Agile? What about lean? How do I keep my project on schedule and budget and add all this glorious UX stuff in?… these were only a few of the questions we heard.

What we found was that, by not starting with the effect, we were unable to capture our audience at all. Further, people in this company didn’t see the gaps that we were claiming to fill with UX. “Isn’t product already doing all of this?”, was but one point we heard.

We realized that, although our message is sound, in order to spread it we needed to show a great deal more empathy for the audience that we were trying to report into.

In conclusion…

In the upcoming months, I’ll be writing more about the mapping method, as I believe it is extremely useful in building a case for more UX. However, I will conclude this piece by reminding us UXers that, only we see the gaps. What is that I say? I’m saying that only UX sees the need for UX education, and only UX sees the real business value of UX. Until we have empathy for our business and company partners, we will never be able to expose the gaps that we see to them in a meaningful way, and then be able to fill those gaps with the knowledge we have.

Keep this in mind as you go forth to bring the message that is User Experience. That is, explain why there is a problem, and THEN show them how UX solves it. Oh, and don’t forget to let your partners know how it will affect their jobs too :-).

Thanks to Paul for being an amazing co-presenter, and I look forward to seeing all of you at the next UX Strat Conference.

Here are the slides from our talk. Simple, but the main point slide drives the idea home:

Mapping UX Strategy to Business Value from Lis Hubert

The Real Business Value of UX

Published on July 3, 2013

For the past few weeks, I have been the client for a discovery process to better understand the entrepreneurial mindset. It has been an eye opening exercise, and I have learned a lot from our user research team about the workings of the “entrepreneur brain”. This brain is the same one that many of our business people, even in corporations, have. It is an incredibly creative, hugely passionate, but, often times, an unable to execute on the idea brain. These folks usually just know that their ideas are good ones, that people and society need their help, and that, at whatever cost, they will succeed in making the world a better place. This brain is a noble one, however, there is just one tiny problem. This brain often doesn’t know how to build software products, and worse, it thinks that this whole UX thing, is just to make the product look good. Lastly, it thinks that if it makes the product look good, people will love it. Oh boy are they wrong.

“Can you help us make the UX better? We’re certain if we have a great design that people will like and use our product, and it will become viral.” These were the words of one startup founder that attended some recent advisory sessions that I was holding at their co-working space in NYC. This startup, like many businesses, knew they had a good idea, and they were convinced that if only someone could fix “the UX”, they would become hugely successful.

I have to admit I run into these types of people in all types of businesses. From the largest corporations to the smallest startups, there is always someone who concepted the idea and is pushing it to become reality. Thing is they don’t really know how to do that except for sweat equity. I.e. They work as hard as possible and viola their dream becomes reality (at least in their point of view this is how it “should” work). These folks are also the ones that tend to think that design can save them, and that a great interface will make their product the next Facebook (I have seriously heard this several times… in one day), and that interface they need can be found through one person, a UX person.

We are use to business people seeing UX as the interface. Famous individuals like the late Steve Jobs and Facebook CEO Mark Zuckerberg have used the term “the experience” in all the wrong ways to fail to market the real value of UX. And, to be fair, many UXers themselves still do the same thing in talking about the experience and what UX is.

However, I’m not writing today to scold UXers and business folks on using the incorrect terminology. Nor am I writing this piece to lament the failure of UXers and business folks to properly market the UX profession. Instead, I want to point out that this entrepreneurial mindset, one that so desperately needs help to see their ideas come to life, overlooks one big thing when they think about UX. It is something that is not talked about outside of UX walls, but it is probably the most valuable thing that we UX professionals can provide to our business people. That thing? Process.

Process Diagram

Yes, UX is all about Process, or at least I believe a big part of it should be. And business folks overlook this for two reasons: 1. UX doesn’t market it and 2. Most don’t know software development at all, and don’t want to. They just want their idea to save the world, and their blood, sweat and tears will get them there. Thus, they don’t NEED to know that UX is process. OK Lis, this information is all well and good, but, so what?

Well after studying business folks and entrepreneurs for a bit, I, and my teammates, have come to realize that process is the biggest gap they need to fill in order to see their dreams become reality. For years UXers have been convinced that businesses need to know their users, that they need to understand their technology, that they need personas, and card sorting and insert another UX term here. “If only the business had these things it would be successful.”, is a term we UXers often say. But, we have been looking at the tree, not the forest. All of these things are owned up to Process. What do I mean?

I mean, the business needs to know the users so that they build the right product for them and don’t waste all their resources churning on technology. This is solved with process. They need personas so that they have empathy for their user and can speed up their design and development prioritization and execution, another outptut of process. They need card sorting so that they can understand how users will find stuff on their site so that the business doesn’t, once again, spend money to fix and fix and fix the navigation. Another component of the UX process. Our business folks need process, and the outputs of it, and that is what we provide as UXers.

Because UX doesn’t sell our process we get overlooked as the process people. Thus Business people don’t hire us to help them to execute their product in total, just to design the interface. So, what tends to happen is they either 1. Spend all of their money churning on developing software that is good, but that their users don’t want. 2. They build too early, and end up losing money trying to “see” what it would look like or 3. Their product doesn’t meet user needs and, somehow, doesn’t go viral as “it should”…. Or we see a combination of these.

The point, products aren’t successful, money is wasted and the world never becomes the better place that the business person’s idea should have made it.

Person pushing failing stock arrow

However, there is good news. UX can help! How? We first need to start selling UX as a process to an end. Business people are our users, and we know what they need. That is, help figuring out the most cost efficient way to build the most successful software. That is what we UXers need to be selling.

But the onus is not just on UX. The second solution is that the business people themselves need to realize there is a new set of solutions in town and it is not all out of Tech Crunch, Harvard Business Review, and Mashable. Although these are all great sources, if you want to execute on products that are successful, are not cash drains and that meet user needs, you need the UX process. You can find the UX process by looking at other resources such as Boxes and Arrows, UX Magazine, this blog, and others like it.

The outcomes of seeing UX as a Process are simple. Business people can finally see their ideas really change the world. Why? Because the solutions include the user, are tailored towards them, and the business itself didn’t waste all of it’s money developing what it “thinks” users need. Therefore there are still resources to develop further and make the product even better.

On the UX side of things we maybe, just maybe, are seen as more than interface people. Any step towards that is a good thing.

The moral of the story is, UX, we have a market that needs our help. We have handfulls of business people with great ideas, but no idea on how to not screw them up (and I’ve seen the user research on this!). Business people you have success right on the tip of your fingers, if you are humble enough to take the help. You, business people, need process and lucky for you that is what UX is. Are we all ready to admit that?

UX… It’s time to be the force!

Published on May 29, 2013

Last Spring, I came across an article entitled Better Revenue Through UX out on Adaptive Path’s site. After spending the months before giving my Learn The Business Behind the IA Business talk, I realized running into this piece was fate. The article features a video of Melissa Matross’s MX Conference talk, and I highly recommend watching. But today’s piece is not just about promoting a great speaker and their great content. You see, once I saw this post I had even more evidence for many of the claims I make in the Learn the Business talk. And that is what I hope to share with you today. But first, allow me to back up a bit.

Sign with person walking backwards

Lack of UX leadership in an organization is one of the biggest, if not the biggest, epidemic to plague the User Experience community. Even though the role of Chief Experience Officier has been popping up in companies more than ever, many UX practitioners are still seeing the consequences of this lack of UX leadership plague. All we UXers want is representation at an executive level, but it seems that will never happen. In fact, sometimes it can feel like we’ll never really “get a seat the table”.

Further, the problems we see with a lack of UX leadership, even though well voiced, are still very much alive. First, because we don’t usually see someone with a solid UX background sitting “at the table” it is impossible for UX thinking to flow through the rest of the organization. Thus, there is no one with a big enough budget, or with enough power, advocating for real UX, and this literally stifles all movement towards creating a company that extends a great user experience to its users.

Second, without a real UX leader who knows how to grow a solid user experience, organizations try to stop the bleeding with process changes and new trends. They thing that shortening the UX process, putting UX into Agile, or making UX deliverables less formal (and anything else you can think of that is a quick fix), without making an organizational change at the same time, will guarantee a solid user experience for their users. These organizations only see the face of UX (I.e. The interface) as the experience, and, once they’ve created that “experience” more quickly than before, they assume that a great user experience can be achieved. With no one there, in power, to disprove these claims, the Wireframe Machine rages on.

The Wireframe Machine

But dear reader, do not fear, for there is hope. There is a way that we can begin to get that seat at the table, and stop our organizations from seeing UX as just a pretty face. That way? We Learn the Business Behind Our Business, and once we do that, we use our knowledge and UX expertise to not only affect our businesses, but to prove that effect. And, in her talk, Melissa shows us how she did just that (Read the article and view the video here).

Melissa knew her business, she knew her data, and she knew both so well that she was able to use creativity and UX know how to couple business need and user need into a new way to generate revenue for the company. Without having a in-depth knowledge of her data and business, she would not have been about to do this. And, THIS… this is what User Experience really is to me. It’s not just about the users, it is creating a partnership between users, business and technology. But, Melissa didn’t just stop there. Once she saw her ideas make real business value, she talked about it! She spread the word and made sure every knew that UX was at the center of this success

Once we start to do the same, we’ll see changes in leaps and bounds. Our organizations will WANT user experience in a leadership role, becuase doing so will just be better for business. Having more UX leadership will help us to extend great UX throughout our companies, and even more to our users.

Sir Issac Newton’s First Law of Motion (also known as the Law of Inertia) states “An object at rest remains at rest unless acted upon by a force. An object in motion remains in motion, and at a constant velocity, unless acted upon by a force.”. My advice to you today is to be that outside force. Be the one that changes your organizations trajectory and speed. Learn the Business Behind your business, and then use your new knowledge to create real UX change in your organization. Lastly, be sure to publicize that change and provide UX the credit it deserves.

Yes UX… Business IS Creative

Published on April 25, 2013

Building Business models is one of the most creative things we can do ~ Lou Rosenfeld, WIAD NYC 2013

It’s no surprise that I’m writing more about business and its intersections with UX. I see the many crossovers each and every day; from attending an event like World IA Day in NYC, to working on client projects. The theme even infiltrated the membership meeting at this years IA Summit. We are starting to see, more clearly, the rift that is being created by our field and it’s ignoring the need to understand better how businesses work. When I heard Mr. Rosenfeld say the above quote this year, it started to make me think that among the many misconceptions we have about business that help to cause this rift, the fact that we think it is not creative is probably one of the biggest.

Business? Creative? Is she serious? Yes, indeed! We as IAs and UXers tend to look at “the business” as the opposite of our field. Business is calculated and structured. We are adaptive and free flowing. They care only about profit. We care about and advocate for our users!

The reality is, our outlook is simply not true. Business is very much rooted in creativity. Especially when you think about the overall concept for how to structure businesses. Things like which roles should be involved, and how are we going to make money, these are, in essence, problems for information architects to solve.

However, we never get invited to help solve these problems, do we? We don’t even have the knowledge to go out on our own and start creating UX and IA led businesses, and this is why we all need to change our minds.

The reasons why we aren’t invited to the right conversations, or we aren’t using our creativity to create businesses are simple. We not only don’t know business, but we see it as the exact opposite of what we should know. This does not go unnoticed by our business partners who then decide that:

They don’t trust us to have their best interests as a priority.
They don’t think we “get it” so they don’t give us responsibilities outside of our little design sandbox.

No wonder you aren’t getting invited to the cool conversations to help make businesses better! Would you invite a person that not only didn’t understand UX, but saw it as “the enemy” to your UX party aimed at defining how UX should be structured? I didn’t think so.

But worse, if we don’t switch our frame of mind to seeing business as a partner, then we’ll never take the step to learn more about business. Further if we don’t know business, then we can’t start businesses. “No big deal”, you may be thinking, “I don’t want to start a business anyway”. The thing is, we NEED IA and UX first businesses to see our profession earn the respect we think it deserves. (Read more of my thoughts on this in my piece The Only Way).

What are we to do then? First we need realize that UX, as well as business, has a calculated side as well as a creative side. We have processes we stick to, and mantras (User First!) that we shout from the rooftops. Just like business has processes and mantra (Where’s the ROI??). Our professions are not so very different after all.

This mind shift, this realization, is really the only key. Because once we realize that business can be creative, and that it is not so different than us, several paths can unfold.

First, UX will see and take advantage of more opportunities to partner with our businesses to help make them better, instead of colliding with them. This will not go unnoticed by our business partners who will then be able to see our real value, instead of our omnigraffle skills. They will see that we can help them with their creative thinking around business and its necessary structures. Our sandbox will, in effect, grow.

With the walls down, many of us may also start to learn more about business. This can only set our profession up for more success as we move into an age where IA lead businesses will rule the day.

Thus, do we continue down this path of alternate reality where we see business as the opposite of us, uncreative, uncaring, inflexible OR do we start to see businesses and their ultimate potential? The choice is yours, but I caution you to choose wisely. The wiser of the two choices is the one that puts us in a place where we can help set our businesses up to be more geared towards our users, and how do you expect to do that, when you don’t understand how the business is run in the first place?

The Only Way

Published on March 7, 2013

“The only way we are going to get recognized for what we do is to make money doing it” ~ Lou Rosenfeld, World IA Day NYC, February 9, 2013

When I heard Mr. Rosenfeld speak these words, I thought to myself “Yes, that’s it! That is the only way that this UX thing can work.”. It’s no secret that information architects and designers are sick and tired of being seen as ‘just the interface people’ churning out deliverables to make our project teams feel productive (whether those deliverables are paper or electronic). We all know that our skillsets are more than just ‘Yes people’, and we are waiting patiently for the day when some one or some thing emancipates us from this stronghold. And up until this moment I, along with many of you, had been racking my brain to couple this complex problem with a simply stated solution. I think that Mr. Rosenfeld brings us just that (Thanks Lou!).

Associating IA, UX and Design with business, and making money doing the things, all the things, that we say we can do and should be doing (instead saying that we should be doing one thing, and only creating the interface) is the way, the ONLY way, for information architects and designers to get recognized for our true expertise. The problem is… none of us really wants to get into the money side of things.

The Current State of UX and Business

It is no surprise that our industry currently sees business and business people as immoral, evil, greedy and only motivated by profit and gain. Businesses and advertisements that profit and gain by taking advantage of consumers are exposed daily in the news. Further, not only do we see this immoral business behavior in the news, but many of us see it within our own companies and project teams as well. Thus, it’s no wonder that when I put out a short, informal, non-statistically based and some would say biased poll (I think I covered all the rants here), that the responses I got were fairly skewed.

In this poll, I asked respondents to finish this sentence: “Most business people are motivated by”. Of the 30 respondents, 24 replied “profit” and only 1 answered “the best interests of the user.”. Other answers I received include “client deadlines and money”, “their own beliefs regarding what is best”, “winning”, “their personal interests”, and “the two are not mutually exclusive”. (A big thank you to all that responded!).

As you can see profit and gain as the motivator for business people was far and away the winner, and I agree with this notion. I also most definitely agree with the idea that user interests and profit and gain are not mutually exclusive options, and that is part of the point of today’s post. As architects and designers, hell as people, we tend to view profit and gain as greedy and evil, as the opposite of helping our users. But, who said that profit and gain is wrong? In fact, profit and gain can be quite good! For instance, we all love Apple products. They are not only beautiful but they make our lives easier, better and more delightful. You can bet your bottom dollar (pun intended) that Apple profits and gains from our consumption, and yet we still love them for it! But that same emotion is not garnered for a rival company… let’s say Microsoft. Microsoft makes similar products to Apple, but the love for them is not nearly as strong. In fact that company is construed as ‘only in it for profit and gain’, and that makes them… evil.

We should ask ourselves, what makes Apple a good business in our eyes and Microsoft a bad business if both are motivated by profit and gain? We can say that we support Apple because in return for the profit and gain they get, they provide us actual value. Apple has, in essence, earned their profit, whereas, in most cases, Microsoft has not. With this example, we can see that being motivated by profit and gain in and of itself isn’t morally bad, it is when you are motivated by profit and gain without giving value in return you are acting immoral. More, because we usually only hear about profit and gain in these evil business scenarios, we start to associate being motivating by profit and gain as evil. Lastly, because we see profit and gain as evil, and because businesses and business people are motivated by it, we then associate business and business people as evil too.

Whew, ok, let’s get to the point here. The 24 people who said that business people are motivated by profit were right. And we, as a community must not see this motivation as wrong, or our business partners as evil, because that is holding us back in a big way.

The Problems with Viewing Business as Evil

Perhaps the biggest problem that we face when we view business and its hunt for profit as evil, is that we as designers and architects separate ourselves from our businesses and business teams. We see ourselves in opposition to them instead of thinking of ourselves as their advisors and partners. They want profit and gain (bad for our users), we want delightful experiences (good for our users), and this must mean that we aren’t like them. Thinking this way means that we don’t see our businesses for what they are, the organizations and systems that we are hired to help and support because they are the ones providing a good or service that will make our users lives better.

This separation and opposition holds architects and designers back because it 1) prevents us from seeing ourselves as business people which 2) means that we can’t get better at being business people which means 3) we have to continue to work for the bad companies in order to ensure an income because we are scared to leave these jobs or to start our own awesome businesses.

If only we were armed with business knowledge we’d understand the economics behind this and then we could strike out on our own or to better places with real experience work. But, alas, we’d rather keep up the UX and Business divide. We’d rather push back on the idea that we, too, are business and as such should learn more about business to be better. But, let’s face it, you are a business person too!

A businessperson (also business person, businessman, business man, businesswoman, or business woman) is someone involved in a particular undertaking of activities, commercial or industrial, for the purpose of generating revenue from a combination of human, financial, and physical capital. ~ Wikipedia

You may not rack up numbers, create product goals, attend board meetings, or wear suits to work, but work designing and architecting for good user experiences… i.e. Experiences that generate more company revenue, is what you do.

Shunning this fact prevents us from learning more about and understanding business. And business, is what drives our economy, feeds us and our families, and provides us homes. When we don’t understand business, we have to become more dependent on the “business people” (both good and bad) to make money for us and to pay us (and our bills). This setup, one in which only the “real” business people know how to be fiscally successful, makes it even harder for those of us working for the bad business people to leave to find morally good work that is UX based.

And finally, if we don’t associate ourselves with and better understand business, we can’t negotiate better work or start our own companies that do great work. Meaning, we will never, ever really make money doing what we say we should be doing (facilitating experiences that are delightful, doing real ethnographic research, creating useful research based personas, need I go on?)… and therefore we will never be recognized for that really fun, awesome, valuable stuff that we should be doing.. aka we’ll still be only involved in the interface.

Solutions

It may be obvious to you at this point, but the first steps that we should take to combat our separation from business is to 1. See that each and every one of us is “in business” and 2. Realize that the occupation of business is moral, noble and worthy. As Rabbi Daniel Lapin writes in his book Thou Shall Prosper – Ten Commandments for Making Money, most people believe that business is inherently bad, but as we saw above, this is not the case. In fact, it is time to start seeing business for what it really is: The way that we create and exchange valuable goods and services that people want and need. And, doing this in a way that upholds morals and virtues, while still making a profit, is not only morally good, but it is the entire point of not only a successful business, but of architecting and designing for delightful user experiences! Therefore, not only are we business people, but we aim to be great business people who stay moral, nobel, and worthy by advocating for our users, while matching their needs with business needs.

Outcomes

The outcomes of us realizing we are business people, and seeing that business and profit can be good (if done through moral means) are us not only closing the gap between UX and business, but making it almost invisible. This enables us to be not only user advocates for good businesses, because we know more about business and don’t fear losing or changing jobs as much, but can even help us decide to start our own morally good businesses with IA, and great UX as the output of great IA, at the forefront! In either case, knowing more about business helps us to do what we say we should be doing, what we want to be doing to really provide value. It helps us to not only do the work, but to make money doing it, so that we can be recognized for our true value and not for our software manipulation skills only.

I’ll leave you with this…

The only way we are going to get recognized for what we do, for the value we know we provide, is to make money actually doing the things we say we should be doing. The only way to get to do those things is to learn more about, and get closer to business. It is your choice which path you go down, but I recommend the business path… otherwise plan on keeping that Omnigraffle file open.

UX… The Ultimate Advertisement

Published on February 20, 2013

Several months ago I wrote a post entitled “Finally! Real Proof that Good UX Equals Business Success”. In it I talk about how Airbnb has begun utilizing a new feature, Neighborhoods, that helps inform users about the areas of the city where they are looking to stay. I also talk about how Neighborhoods is an ad-free way for Airbnb to increase user engagement, and, hopefully, business success. Shortly after I wrote the piece, I received a great email from Caleb Brown, posing to me several interesting questions. After a few back and forth emails filled with in-depth comments and ideas, Caleb responded with this.

“I am wondering if – rather than being a site without ads – Neighborhoods is really one big undifferentiated ad? A piece of content that is designed to hook you in and make you consume something? Maybe the next age is when we stop being able to detect advertisements…They’re still there, but they have stopped being rectilinear distractions from the main tasks in a page. I am thinking of Pinterest, which could be described (very well) as a big pool of ads or visual miscellany that is stoking consumption.”

It was this thought that eventually led me down the path to the realization that even though I architect for experiences, what that really means, in many respects, is that I am one hell of an advertiser.

The current state of ads on the web is, for the most part, for them to be explicit and, many times, intrusive. Because of this, many of us UX professionals, have started to see them as evil. They only get in the way of the progress of our user, and because of that we should try to decrease their presence as much as possible.

We hound the marketers by telling them that ads have no place in the experience of, say, trying to get an auto quote, or purchase a watch online. Ads simply are clutter and distraction. Because of this many of us have also pushed ourselves away from thinking about our roles as marketers. We are experience designers damn it! We don’t just sell stuff… right? Wrong!

Taking a step back, many of us think that we only design great experiences to make the world a better place for the user. We want to make their experience delightful and ensure that they have a voice in what they do online. But, why do we do all that, really? Our intentions are usually pure, meaning we really do want to help people. But is making it easier and more delightful to spend more money virtually really something that users need to make their lives better… is it really? Or, on the flip side, does creating a delightful and enjoyable experience work in the business’ favor to get the user to consume more, buy more, engage more. Thus, as architects and designers of these experiences that are created in order to hook users to get them to consume more, what we really are are some of the best darned advertisers around.

Granted, many of you IAs and UXers out there already know this. I’ll admit that it has probably crossed my subconscious once or twice, but that I have never fully embraced this fact. And, I’m also willing to wager that many of you out there right now are standing up, yelling at your screen, saying that you aren’t an advertiser (those greedy, manipulative people!) but you are an advocate for the user!

It may be true that you are an advocate for the user, but it is equally true that you are an advertiser, meant to manipulate (probably in a good way) user’s behavior in order to get them to use your product or service much more than they normally would. And, that, dear reader, is OK. The problem comes in when we don’t realize and own the fact that we are advertisers.

When we pull away from this fact, several things can happen. First, we leave the advertising of products and services up to a separate unit (usually marketing) in our organization. What this means is that someone else, who may be completely unaware of the intended user experience across channels, has a job that involves making sure their content gets seen. Because they have this goal, and because they are outside of your purview, they usually have no choice but to create something that will take the user out of their task flow. If this advertiser doesn’t know about the experience you’ve architected, then they surely don’t know how to fit their content and goals into it, after all.

Second when we as UX professionals don’t see ourselves as advertisers, we are not being real about our responsibilities. This means that we may not be aware that it is our job to figure out how to integrate advertising and marketing goals into our user flows and designs. Both of these issues can cause us to have ill relationships and outlooks on our advertising and marketing partners. The main problem with all of this is that we have a disjointed approach to crafting the user’s experience. And, a disjointed approach means a disjointed experience for all.

What then, is the solution to these problems? First and foremost, we need to embody our roles as supreme advertisers. Many of us, as I mentioned, have already done this. I would bet the farm on the fact that those of us who have embodied our roles as advertisers are creating more fluid experiences for our users.

In order for us to embody our role as advertisers, we first need to realize that advertising in and of itself is not always bad. If an advertisement is not a distraction, but is instead something that enhances the user’s experience by providing them more information that they need (ala Neighborhoods for Airbnb) than it is actually making the world a bit easier for the user, while better for your business.

Once we realize that advertising is not evil, we can begin to see our roles in it. By doing so, by embodying our roles as supreme advertisers we will better integrate with our internal, as well as, client teams to create products and services that enhance the user experience while helping the business to succeed. We will also stop seeing advertising and marketing as evil, and instead see them as partners who can help us do our job better. All in all, taking on and embracing this role makes us better at what we do, and that is how we really help all the users out there.

Poll: UX and Business – How different are we?

Published on January 22, 2013

Some time ago, a good friend and fellow UX colleague recommended I read the book “Thou Shall Prosper: Ten Commandments for Making Money” by Rabbi Daniel Lapin. This friend (who is Chris Pallé over at Wisdom & Craft. Check him out, he’s awesome) knew that I had been increasingly curious about the intersections of UX and Business (especially after he saw my Learn the Business Behind the IA Business talk). It is my duty to say that I’m glad he made this recommendation. It is a book that I highly recommend for any professional out there; from those working in Corporate America to those working for themselves!

The other night, as I was reading more of the book I started to think about the UX community and our reactions towards the Business community. I found myself making many assumptions based off of my own personal views, but realized that I should probably verify those assumptions. That is what this blog post aims to do.

I have included below a question that I’d greatly appreciate your response to. For being generous with your opinion, expect a follow up post with additional insight (hopefully good insight :-)).

[polldaddy poll=6841281]

More thoughts to come when the results are in!

Finally! Real Proof that Good UX Equals Business Success

Published on November 14, 2012

“Ads are the way that many companies can afford to maintain websites. If you don’t like them in your designs, then you need to design a better solution that makes your company money. Until then, ads are it.” I heard the amazing Karen McGrane speak these (paraphrased) words back in 2009 (they are from her 2009 IA Summit talk entitled “Designing For, With, and Around Advertising”). To this day, those words still ring in my ears. I couldn’t agree more with what Karen was saying. And, thankfully, on November 13, 2012, somebody finally did design a better solution. That solution, a more complete user experience.

I was introduced to Ann Montgomery in the Fall of 2010. Her startup, Nabewise, was one of Hubert Experience Design’s very first clients (in fact, my second client… to be exact). At the time, Nabewise was still in the very early stages, so my time with Ann was usually spent in a coffee shop, somewhere in NYC, commenting on and discussing her ideas for how the product should work (a product which I loved from the get go!). Although I wasn’t able to remain a “certified” Nabewise employee for the duration of their growth, I was able watch the product develop from the sidelines. As I did, it was easy (and awesome!) to see that the product decisions that we hammered out in those coffee shops had a great impact on the trajectory it took. I am thrilled to say that yesterday marked the announcement of Nabewise’s acquisition by Airbnb, a tremendous feat indeed. In only two years Nabewise had built a tremendously successful product. Kudos to Ann and the rest of the Nabewise team… you guys are truly amazing and successful to boot!

But what, pre-tell, does this have to do with ads and a better solution? As I was digging through all of the coverage of Neighborhoods, the new Airbnb product from their Nabewise partnership, I found this article from CNNMoney. Here is the relevant quote:

“Unlike the glossy travel magazines and travel review sites it mirrors, Neighborhoods offers no advertising opportunities; Airbnb’s primary revenue stream continues to be the fees that it collects when users book listings on the site. The beautiful images and stories will likely keep potential travelers on the site longer and lead to more bookings. What’s more, Neighborhoods expands Airbnb’s position in travel beyond home-share opportunities alone, making it a go-to platform for dreaming up ideas—and putting it more firmly into competition with sites from TripAdvisor to Frommers, which Google (GOOG) has agreed to acquire. It begins to open up the opportunities for Airbnb to expand into other travel-related services. (Local tour guide, anyone?) And it creates new opportunities for the 21st century travel journalists, a couple dozen of which are still hanging around Airbnb’s offices this week.”

That’s right, Neighborhoods will be ad free. And, the way that Airbnb can afford to do this? They know that the product will not only keep potential travelers on the site longer and lead to more bookings, but it also expands Airbnb’s position in travel and opens up more opportunities for them.

You see, Neighborhoods creates a more holistic user experience for Airbnb users. The product fulfills the user’s mental model of wanting to know about a neighborhood before actually staying there. By closing this gap for the user, right there on the Airbnb site, users don’t have to leave Airbnb to get more information on a neighbordhood before booking. By users not having to leave to find information, it means that they are more likely to book right there on Airbnb. Badda bing… Badda boom!

This is a sure-fire example of a more holistic user experience creating more revenue, and thus more success for a company. When you hear me mention this in any of my talks, posts, meetings, wherever you hear me or others mention it, know it’s true! Once again congrats to Nabewise and Airbnb for getting this right. And thank you both for providing a clear example of how a good UX = a more successful business!

The Awakening of UX Design

Published on May 2, 2012

Today I want to invite you on a journey in which we UX designers take a step outside of ourselves and look closely at our world. In doing so, we can see that our kind is a splice of two different personalities. We are a cross of those that want to lead the world in designing a better place for everyone, and those that want to be directed as to which problems to solve and when to solve them. Being natural perceivers we operate on our own wavelength and thus find it annoying when people screw with our genius. On the flip side, we are generally not always great at staying grounded because our creativity takes us to new heights and allows us to go places with our ideas that others could only dream! The impressive amount of imagination, creativity, and innovative thinking that we posses contributes to the fact that we expect people to recognize the power of our work and the immense value we bring. At the same time, we are unable to reign in our own genius to the biggest design constraint of all, that of our reality.

Of course, in order to put our untapped creativity and genius to use, we have to look outside of reality. I mean, that is the whole point of what makes UX Design so powerful, is the ability to look beyond the now to the how it should be. However, there is a time and a place for everything, and I would argue that there is a time and place for us to come to the realization of the world in which we work. The problems that we see due to our natural personality types coming into combat with our economical way of producing success are many, however, there is a specific problem that I think we should discuss today, and one that was brought up in Cameron Koczon’s post on A List Apart, An Important Time for Design. The simple fact is that design thinking, although it is the latest word on every company’s lips, is still only seen as important for executing the idea, and is not seen as integral to coming up with the ideas in the first place. Cameron does an amazing job of illustrating this through his narrative on how startups view design. He also points out to us that another group was in our same position not so long ago. Who was that group? Developers (seriously, read the article before you continue this post. Here it is again.)

As you just read, there are several solutions to the problem of UX Design being seen as useful only during execution of an idea, however the big one is that we need to see the forest through the trees. We absolutely need to admit to ourselves that we work within the world of business, and thus we need to recognize that world as the biggest constraint in which we do our work (for more thoughts see UX… It’s Time to Start Keeping It Real). This means that we need to stop playing by our own rules without considering the rules of business. We need to stop designing solely for design’s sake or only for the user’s benefit, and start realizing the environment in which our solutions are developed. We need to stop waiting for the day when someone else realizes the genius of what IA and UX really is, and figure out how to sell that genius to others. In short… UX it’s time we wake up, rise up, and take our place next to our development and business partners instead of hiding behind our processes and methodologies… instead of hiding behind our users. This means that we take responsibility for our fate, and we aim to change that fate by coming out of our community’s shell and integrate UX into the world of business. How do we do that?

First and foremost, we need to take responsibility for the cultivation of the UX industry. We need to push ourselves to stop talking only about how to do UX, and start talking about how the constraints around the UX world (i.e. business, startups, etc), work. We then need to figure out how we can fit UX into those constraints. Lastly, we need to admit that we do this work, not only because we love it, but because we love doing something we love in order to provide for ourselves and our families. We need then, to start keeping it real and bring that fantasy part of our personalities out of the clouds for a moment or two, and start realizing that we aren’t in our own little bubble anymore, in fact that we never were in that bubble in the first place.

By taking responsibility for improving UX over and by admitting that we work within businesses and that is our biggest constraint, we begin to create a profession of people that can work within the business structures around us. This doesn’t mean that we sell out and become a part of the machine, but that we study and learn the machine so that we can change it from the inside out. Right now we are only on the perifery… only there to execute… not there to think. But in order to be the thinkers we need to know more than just UX, so that we can navigate UX through anything that comes at us. Cameron was right in his article… it is an important time for design. My only question for us is will we answer to our call of duty or hide behind what we know to stay safe. The choice, is up to you.

The Problem with “It depends”

Published on December 14, 2011

Today, was just another day for this UX Consultant. I had another amazing opportunity to meet with a NYC based startup in order to sell my User Experience wares. Walking away from this particular meeting (and feeling slightly discouraged… *sigh*) I was thinking about how to improve the outcome of similar meetings, and how to move UX forward in the fast paced world of startups. There was one realization that stuck out in my mind… using the term “it depends” just doesn’t work in this world.

We, as UXers, are some how secretly trained to use the term it depends to answer questions about our work. This is not necessarily a bad thing and we usually do this for very good reasons. Those reasons being 1. we don’t want to over promise to our clients and/or partners in other parts of our organizations, and 2. we want to be sure that they understand the breadth of UX’s ability to solve problems so we can promote UX to others and make sure people know its value. Thus, when we are asked how long it will take to design a page, do user interviews and testing, figure out the solution, etc we respond with it depends. We then go into our long winded explanation of how there are so many different techniques that could be appropriate to this situation, that it really depends on nailing down the situation at hand, and defining the problem appropriately. This, of course, is still a valid way for us to sell our capabilities in larger organizations or to well established clients, but is probably a bad idea to do so in world of startups.

In startup world things move fast. Very fast. The business could be void of revenue one day, and the next have 1 – 2 million dollars in funding to spend. Thus, things in startup land really do happen overnight. Therefore, the problems with using “it depends” in this world are two fold. First, startups have no time to listen to our long winded explanations about our process and how great UX is. And, to be honest, they really don’t care. They, instead, care about their product being awesome and serving their users as best it can. Knowing the UX technique to use to get them there is your skill and is the main part of the service you are offering them. Therefore, save your explanation with these guys and gals because they don’t want the “it depends” answer. What do they want instead? The answer. The second issue with using it depends in the world of startups, is that by not tailoring the answer right away to the startup you are talking with, you are showing that you have not taken the time to listen to what they have been saying, and are not expert enough to tailor your UX process, on the spot, to their needs. Why would they spend their precious funding or revenue on you as a resource if you cannot pull this rabbit out of your hat?

Lucky for us, it’s not about magic or pulling anything out or your hat (except maybe a flushed out proposal). It’s very easy to solve the problems that it depends brings you in the world of startups. First, stop using “it depends”. At least, stop using it in the way that you have been. Instead of using it depends to preface a long explanation about how amazing UX is, use it depends to serve up options that are relevant to the specific problem the startup is looking to solve. For example, when a startup asks you how they motivate users from a competitors product to instead use their product, don’t answer like this “Well, it depends. We could do user interviews or focus groups or contextual inquiry. There are so many different methods in our tool belt to choose from!” Instead answer like this “Well, it depends on what we want to learn. If we want to get a throughout understanding of this, we could interview our target users to understand their mental models and behaviors. If we wanted to get a throughout understanding of this as well as know how our product stacks up we could do user interviews as well as some targeted usability testing with tasks that can be done on both websites. These are really the two options that are relevant to this product. In your case, given you needs, I would recommend the second option.”. See the difference? With or without it depends you need to tailor your response to your potential client. Of course, you are not going to have the exact answer, however, you should know the technique that applies to the outline of the situation that has been provided to you. If you don’t have a clear idea of the situation, use your knowledge gathering skills to get it.

How then do you get to a point where you can surface up tailored information and feedback on the spot? Easy, learn the whys behind each and every part of your process (for more on this see: The Ultimate Key to UX Success). It is only then that you can eliminate the inappropriate use of it depends with startups. By knowing the whys, you can match the information that the startup is giving you about their problem with the appropriate tool in your tool belt. You don’t have to take the time to sell UX to them, instead you are taking their time to sell a tailored service to them and calling it UX.

By changing or eliminating your use of it depends when working with startups you are getting to the point and saving them time, as well as coming off as much more of a service professional. The only way for one to get to a point where they can tailor their wares on the spot, is to really understand the whys behind the different parts of their process. By learning these whys, you set yourself up for success. It stops being about educating others (who have little time or interest anyway) on what UX can do, and instead becomes about what you, as a UX designer, can do for others. You can know immediately what would work for this particular client and why, and this not only makes you much more of an expert in your field, but it also does one thing that the startup will be ever thankful for, saves them from having to think (pounds to Steven Krug).