This article is a guide on what to expect, and how to get the most from your UX researcher–a user manual, if you will. You will invest a lot in your researcher and you deserve the greatest return. You should have high expectations for this critical component of your UX team, and following the recommendations…
Designing the experience of company transition
As designers, we grapple every day with challenging projects. This of course is part of what keeps us coming back. Some challenges, although not directly related to project work, can still be looked at through a UX lens. In this case, I’m talking about a phenomenon you’re likely familiar with: company reorganization. If you’ve been…
Part 1: A New Apprenticeship Architecture
The user experience design field is booming. We’re making an impact, our community is vibrant, and everyone has a job. And that’s the problem. A quick search for “user experience” on indeed.com reveals over 5,000 jobs posted in the last 15 days (as of March 15, 2014) in the United States alone! Simple math turns…
Podcasts from MX San Francisco
The MX San Francisco conference focused on helping managers and designers deal with the complexity, challenges, and opportunities that make every day so entertaining. Jeff Parks and Chris Baum sat down with several of the conference speakers and organizers to further examine the issues that the sessions revealed.
Failure is a matter of timing
Some failure allows organizations to learn and grow; others times it can be catastrophic. In Part 2 of his series, Peter Jones explores timing dynamics of large projects and alternatives to the framing of UX roles and organizations today.
The organizational architecture of failure
Some failure allows complex organizations to learn and grow; others can be catastrophic. Peter Jones explores
how, as designers, we have a
responsibility to detect and assess
the potential for large-scale failure.
How can we help stop the train?
Starting Two Steps Earlier
Information architects working within enterprises are confronted by unique challenges, relating to organisational culture, business processes, and internal politics. James Robertson pulls the strands of situational spaghetti to get to the root of the project.
As information architects, we are not just architecting information; we are using information to architect change. Bob Goodman shows us how we can use business and management techniques to help us be more effective agents of change.
Within most corporations, taking ownership of an intranet is an unglamorous, exhausting, and thankless job for a new intranet manager. But if approached with the same rigor, discipline, and focus as any other business initiative, the task can quickly become much simpler.