This is the secondÂ post in a series of rambles around the topic of strategy in the general vicinity of user experience which Iâ€™m posting as a kind of obituary to the book I almost finished writing then realised was pretty much completely wrong. This is some of the stuff Â I probably should have written instead. You can see the first post here.
I started trying to write a book about UX Strategy not long after my youngest son was born. This all started because Bruno Figueiredo, who does a wonderful job organising the great UX-LX conference, had asked me whether I thought I could run a workshop on UX Strategy for him. I figured I did strategic type stuff whilst doing user experience workÂ all the time, so how hard could it be?
Turns out, pretty hard.
I spent the following years trying to write about UX Strategy and find myself, with my youngest son about to start school, still not knowing what UX Strategy is. I’ve met plenty of people who are employed as UX Strategists, and I’m still not clear that what they do is specifically a part of the discipline of user experience.
Certainly,Â there is user experience workÂ that is done more or Â less strategically but there is isn’t a role for a person in the UX team to come up with the UX Strategy.
(Of course, along the way I have also been convinced that it’s not legitimate to use the label ‘UX’ when defining a job role or a team either, so perhaps I’m just going through my nihilisticÂ phase?)
Of course, corporate strategies are incredibly influential when it comes to impacting the overall user experience, but they only really effectiveÂ when initiation and ownership comes from the highest level of the organisation.
Let’s take the my current workplace as an example. If you asked people who work at the Government Digital Service what our strategies are you will almost certainly be referred to one or more of the following:
- simpler, clearer, faster. You can find this headlining an actual government policyÂ and you fill find it as the tagline on GOV.UKÂ This is not something that a UX team came up with, but it is something that the entire organisation and all of the different disciplines within that organisation use as guiding principles for deciding what to do and how to do it.
- our design principles. These are called ‘design principles’ and I’m pretty sure they mostly came from the design team (although, GDS people, feel free to correct me), but they are now used by people to make important strategic decisions, like whether or not a project should even be started (is there a user need?)
- similarly,Â what the UK Government now considers to be essential practice for teams building digital services is now enshrined in the Digital by Default Service Standard. Again, parts of this might read like what could be a UX strategy, but even those parts are also important guiding principles for people who are doing very different things that making wireframes and journey maps.
- Probably the most important strategy ofÂ all is delivery. Doing less hand waving, white paper writing, frameworking making, and just actually making things and letting people use them so that we can start learning and iterating and actually improving the experience that people are having every single day. This might be a strategy that radically improves the user experience, but it is certainly not a UX Strategy. It’s a statement of intent that informs every decision made across the organisation every day.
This is not just true for UX Strategy. It is the same for technology strategy, security strategy, social media strategy, content strategy. None of these can be effective in isolation, the only strategy that works is cross-disciplinary, multi-disciplinary, integrated across the organisation.
Users win when the whole organisation orients itself around the users so that the technical team, the security team, the content team, the social media team and the designers and researchers all make decisions in the users best interest. Otherwise, all you get is handwaving and frameworks.