Chapter 1: A Shakespearean Analogy for UX Designers

In the workplace, it sometimes feels reminiscent of a Shakespearean tragedy, where UX Designers take on the role of the Soothsayer, cautioning those in charge—much like warning Caesar of the 'Ides of the MVP release'. Imagine standing in a public space, waving a customer journey map, desperately trying to capture the attention of the Product Centurion and their Developer platoon as they charge into Sprint Planning. While we voice our concerns, proclaiming, “Alas, the Minimum Lovable Product neglects the needs of users!” we often find ourselves overlooked or dismissed. Despite this, fellow UX professionals commend our efforts, and we continue on, telling ourselves we at least tried. But why does this happen? How do UX Designers end up in this predicament?

Key Reason: Misplaced Confidence in Passion and Simplistic Checklists

I recall a video from my early career that ignited my excitement for UX design. Its straightforwardness made it seem easy: just chat with the BA about business goals, conduct some interviews, sketch a bit, and voilà—a customer journey map ready to be followed!

After viewing it, I thought, “That seems simple! All I need to do is talk to the BA, gather insights, sketch, and then create a customer journey map that will be universally accepted!” While the video serves as a great introduction to customer journey mapping, it overlooks crucial considerations necessary before creating any UX artifact. The steps detailed in the video are well-intentioned but fail to address the foundational work needed before embarking on this mapping exercise. For instance, the suggestion to “Shout from the rooftops with fervor!” could lead to unwanted attention from HR. Communicating the customer journey map relies on more than mere charisma; it necessitates a deeper understanding to secure sustained support.

Questions Worth Considering Before Creating a Customer Journey Map

1. Purpose
   • Do we genuinely need a map, or are we merely identifying obvious points?
   • Which users or customers are we aiming to understand better?
   • What gaps exist in our organization’s understanding of user/customer X?
   • What objectives are we trying to accomplish with this map?
2. Planning
   • Who should be involved in this process?
   • What types of research insights do we need—qualitative, quantitative, or both?
   • What expertise is required on the team to ensure success?
   • What tools, frameworks, or kits do we have access to?
   • How much time will this project realistically take?
3. Budget, Bandwidth, and Scope
   • Are there existing insights we can leverage?
   • How much time can we dedicate to this mapping if we are juggling multiple projects?
   • Is there existing research or SMEs available to streamline the process?
   • Do we have a budget for this initiative?
4. Optics
   • Does this initiative conflict with another team's priorities?
   • Will the insights from the journey map negatively impact the perception of another team?
   • Are we clear on how to communicate the business case for this mapping effort?
   • Is the visual representation accessible and understandable for those unfamiliar with UX?
5. Business Value
   • Are the outcomes of this mapping exercise aligned with short-term and long-term business goals?
6. Execution
   • Is there a development team ready to implement the designs derived from the journey map?

As UX Designers, we must prioritize preparation before pushing user-centered design to the forefront of product and service experiences. Without addressing these questions, we risk undermining our efforts.

Collective Responsibility in Design

It is essential to recognize that effective design correlates with business success, reflected in shareholder value. Between 2005 and 2015, companies emphasizing design as a strategic priority saw a remarkable 211% increase in performance compared to the broader S&P 500. Notable names like Apple, Coca-Cola, Nike, Starbucks, and Disney exemplify this trend.

However, the significance of design must be acknowledged as a fundamental element of business success, starting with design leadership. Leaders must respect and integrate the efforts of their teams, enabling bottom-up initiatives to promote UX priorities. For example, at Pepsico, Chief Design Officer Mauro Porcini collaborates closely with CEO Indra Nooyi to implement Design Thinking, fostering innovation. Porcini states, “It is impossible to isolate the design function to claim credit for anything as it is totally integrated into the business.”

Without champions for design within the organization, even well-considered initiatives may be overlooked or deprioritized. In many companies, the design team is often perceived merely as a support function for product and technology.

Final Thoughts

This discussion is not just about the specific questions to ask; it urges a proactive approach to uncovering critical considerations before launching into action. It’s not merely about being the passionate UX advocate shouting, “This MVP neglects user needs!” The reality is that businesses are often aware of suboptimal user experiences and may be working on long-term improvements.

While passion is crucial, it is insufficient on its own. A strategic mindset and clarity regarding the purpose behind each UX artifact, workshop, proposal, prototype, and design are vital. There’s a distinction between merely performing ‘UX’ tasks and genuinely addressing user needs to create customer value.

Remember, you’re not alone in this journey. You should expect support from your leaders, who should be advocating for the same goals. Everyone in your department has a role to play in enhancing UX. Seek out organizations that value UX, as they can become your ideal environment.

What are your experiences? Have you felt overlooked as a UX Designer? What do you think contributed to that situation, and how did you address it? Share your thoughts below. If you found this discussion valuable, please give it a clap! It helps immensely.

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