Hereâ€™s the view of Ray McCune, managing partner at Flow, on some of the peaks we still have to climb if experience design is to become a mainstream business discipline.
It’s quite excellent.
1. Targets and incentives within businesses must be aligned with long-term value
As long as business managers are incentivised only to deliver against short-term goals in narrow areas of business performance, companies will struggle to make significant improvements in their relationships with customers.
2. We need to stop designing experiences based on company structure
Weâ€™re already seeing a rush by individual business units within large organisations to launch their own individual mobile offerings, often with little thought for the overall experience.
3. The User Experience community needs to get out more
We are talking to ourselves more than anyone else. […] We need to seek out opportunities to speak with politicians, business owners, executives and managers on their own ground and use a vocabulary that resonates with them: tying UX to social benefit, improved business performance and new marketing opportunities.
4. Improve the user experience of boxed products
All too often the out-of-the-box experience offered by third-party products simply isnâ€™t flexible enough to create a valuable, differentiated experience for customers.
5. Most digital agencies are charlatans
Ten years ago, few digital agencies had any user experience offering, so it should seem like progress that today the majority of agencies make the vocabulary of UX central to their pitch and their proposition. Or perhaps not.
6. Pitches are a uniquely bad way of finding a good design agencyâ€¦
â€¦but they remain a very good way of finding a bad design agency. The traditional pitch process is flawed because it requires agencies to begin the process of making decisions about creative ideas and complex interactions in the absence of insight and understanding.
7. NPS is a blunt tool
While Net Promotor Score (NPS) is good at telling a company what is happening, itâ€™s less good at telling a company why. What influences advocacy is subtle, and NPS lacks the subtlety to help inform experimentation and optimisation of customer experience.
8. The cult of data
Even if data is infallible, the high priests interpreting the data are not. In almost every company we know, data analysts find patterns in the numbers and then guess at their meaning. That guesswork is passed up the line, sometimes to board level, but it masquerades as fact because its source is â€˜the numbersâ€™.
9. Still not enough investment in solving basic usability issues
While companies have increasingly employed usability testing to improve their sales and service processes there is still a clear tendency to act only on the issues which are easiest to fix.
10. Too much disrespect for customers
Henry Ford still gets quoted by people who want to marginalise the opinion of customers. Thereâ€™s a lazy acceptance by many in business that user research is futile.