Why do we see so many corporations with user experience teams, yet their products do not reflect this investment? For years, we have focused on educating individuals on the user-centered design process, however, the whole company must embrace and understand design with a response that entails more than just headcount. Design needs to be part of the company DNA.
Like death and taxes, it is certain that things will change. The role you are in now may be different three months from now. What got you here might not get you there. The same thing goes for your team, your organization, and your product. As leaders, one of our hardest jobs is managing change effectively.
GE is the 14th largest software company in the world and is growing fast as it builds software to connect the industrial internet. Massive change is forcing GE to adopt and adapt design methods to solve some of its biggest challenges. This talk discusses GE's strategy for developing UX practice from the top down and from grassroots up within an engineering culture. Greg Petroff is General Manager of GE's UX Center of Excellence.
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For Baby Boomers and Gen X'ers, a career ladder in UX was either non-existent or barely emerging when they were establishing themselves in industry. Fast-forward to 2012, and many of these design, research, and technology professionals are in senior executive positions at top-tier technology companies. Find out how these early UX practitioners got to where they are today... and how they find their leadership roles to be a function of good design. Ian Swinson, Director of UX at Salesforce.com
As User Experience professionals, we are often faced with features that produce revenue but are counter productive to a good user experience. In her role as Director of User Experience for Hotwire.com, Melissa Matross regularly lamented the global navigation banner ads on the site. The response: “If you want to get rid of them, find a way to replace the the revenue.” By understanding the Hotwire experience, you will gain insight in ways to manage the difficulties of changing systemic experience-poor (but money making) features and turn “bad” revenue into good.
How do you take a commodity product like email and create something unique and useful? And how do you do it in the face of so many negative perceptions of the AOL brand? In 2012 AOL launched the private beta of Alto — a re-imagining of the inbox for today's modern world. This is the behind-the-scenes story of how Alto came to be.
Jeff Veen - Vice President of products, Adobe Jeff is currently focusing his attention on Adobe’s Creative Cloud service. He joined them in October, 2011, when they acquired Typekit, the company Jeff co-founded and ran as CEO. In addition to Typekit, Jeff was one of the founding partners of the user experience consulting group Adaptive Path. While there, he lead the development of Measure Map, which was acquired by Google. During his time at Google, Jeff redesigned Google Analytics and lead the UX team for Google’s apps.
Smart companies no longer just “sell product” — they build ecosystems of genuine value, comprised of dynamic, interconnected touch points that stoke customer interests and support their needs. Customer experience becomes an essential business strategy. In the midst of this shift, where lagging businesses struggle to follow suit, our role as UX professionals is evolving and forcing us to work differently.