I bring up this story because it underlines a point that comes up a lot in my conversations with user experience practitioners at conferences and client projects:
Said another way: you can give the smartest answers in the world, make the most brilliant recommendations; but if the organization doesn't actually change the user experience, it's all worthless. Your final report, nicely printed and bound, with such carefully chosen words, will gather dust in some forgotten pile, forever.
If you really want to become a better user experience practitioner, learn how to work with and change the organization. This is in contrast to most UX books and events, which are endless discussions of methods: Card sorting. Remote usability. User profiles (ohh, this industry's obsession with user profiles and personas, ohh my aching head).
Next time you're at an event, check the agenda for sessions on how to measure business results; or how to get Marketing and IT to work together better; or how to present the results of a UX project to a senior VP; or how to build a customer experience team, with a VP of Customer Experience at the helm; how to change the organization. Those will serve you much better.
This isn't to belittle traditional UX methods, which of course have their place. Rather, I simply point out that the dialog in our community is so fixated on particular usability methods that we've missed "the elephant in the living room": none of this matters if it doesn't result in the organization actually making the improvements.
User experience only matters if it has real-world results.
Results only come if the organization is the primary focus of user experience work. And yes, there are some particular methods to organizational work (and, for that matter, measuring results). I'll get to those in a future column.
А годы-то идут...
- The Most Important User Experience Method @ goodexperience.com