Episode 29 highlights with Jorge Arango:
- The similarities between physical architecture and UX design
- Tips we can apply from the process of architecture to digital design
- How to think about physical spaces to inform the digital information spaces you create
- Feedback loops in digital information spaces
- How the rate of change in physical buildings vs. digital spaces has changed our expectations as a culture
- The ways language greatly impact our expectations and design of digital spaces
- Design ethics in digital places where civic discourse happens and how we as designers can be more mindful in creating them
Creating an awesome design, product and experience is hard work. Making the RIGHT design, product or experience is even harder. The smartest teams first figure out the “What” before they decide the “How”.
Whether you’re designing a new product or experience, or improving an existing one, you have to first figure out What you’re making before you can effectively execute the How.
Defining and agreeing on What you’re doing first gives everyone much better clarity to focus on executing How to get it done.
iA002 episode highlights:
- The technology stack that we built Aurelius with and how it’s evolved over time
- Understanding common development terms to better communicate design ideas
- An inside look at how Joseph and Zack make decisions about the product and the company
- Behind the scenes views and opinions on making technology upgrades and feature prioritizations
- How we build Aurelius like Wyatt Earp
- Melissa’s approach to product strategy
- Setting good strategic goals for our product and user experiences
- The difference between shipping features and shipping GOOD features
- How to do user research to actually drive innovation
- Case study examples from Melissa on how she used user research to increase user acquisition
- Using product and UX goals to tie up into larger company vision and strategy
Can I get a show of hands from how many people have ever had an awesome idea shot down due to politics or flimsy opinions?
Yep, I’ll bet you’ve been in client or stakeholder meetings finding yourself hit with a bunch of questions and critique about the decisions or recommendations you’ve made. Heck, you might even have a great story to tell and well thought out reasons for why you did what you did. Yet, there you sit, watching all that great work get flushed down the drain right before your very eyes by the highest paid, or the loudest (or both!) person in the room. Often, the discussion turns to things about the product or service that fly in the face of customer needs or even our own company objectives. Watching well crafted ideas get argued away in a single meeting is like squabbling over what to have for dinner while the house burns down around you.
Here’s the good news: killing politics and emotions in your design or product strategy doesn’t have to be an impossible task. By setting clear, well defined goals for your strategy, you can easily sell great ideas, decisions and recommendations without banging your head against the wall.
Download the free 4 point product strategy goal checklist, and we’ll walk through how to use it right here in this post. When we’re done, you’ll be on your way to building a brilliant design and product strategy that solves the right problems for your company and its customers.
Episode 7 highlights:
- Jeff's definition of product strategy
- Bringing clarity to the process of building a product strategy
- The difference between brand and product strategy, and how they work together
- The single biggest factor that holds most companies back from having a great product strategy
- Building a product roadmap and strategy that actually works
- How to empower your teams to solve problems instead of only building features
- Who owns the product strategy? Product managers or UX Designers?
4-Point Product Strategy Goal Checklist
Here's our free guide to help you set brilliant product and design strategy goals. This 4 point checklist will help you get everyone on the same page to make your best design decisions and product recommendations.
Have you ever found yourself having worked very long and very hard on a product roadmap presentation for your senior management only to find that it didn’t have the impact you’d hoped?
How could this be? We had every resource, milestone, deadline and feature detailed to the letter. Yet, that meeting didn’t go the way we wanted, and we sure as hell don’t feel any more confident in the direction our product is going.
A product roadmap was supposed to fix our strategic problems and get all the stakeholders aligned. After the meeting, we go and make new updates to the roadmap and get ready for the next meeting. Several months go by and we realize, we’ve spent nearly all our time updating the roadmap or plan, but haven’t actually made any progress. Worse yet, someone eventually asks “did we talk with customers about this?” and that’s when it hits you… we may have a flawless plan to go and solve the wrong problems.
Product roadmaps give you “what” but not the “why”
I’d bet good money that if you have spent any significant time building product roadmaps, you eventually came to a point where you realized “this isn’t working”. You’re trying your best to get people on board with the design and product recommendations you’re making, but the roadmap just isn’t doing the trick. You make edit after edit and still, the senior management and design/development teams feel no more confident that we’re doing the right things. That’s because a product roadmap is a plan not a strategy.
Episode 6 highlights:
- Some history of Adaptive Path and how they got into design and product strategy
- Pitfalls to avoid when making a product and design strategy
- How to be more than a UX design "stylist" or "executionist"
- The role of UX and design in business strategy
- Differences between UX and product management
- Design like a lawyer and get everyone on board with your decisions and recommendations
How do you know you're building the right products and features? Is there anything more frustrating than planning design and development efforts with no real understanding of our customers or how we're helping our business?