…darüber macht sich Kim Goodwin im Cooper Blog Gedanken.
Ihrer Meinung nach reicht es nicht aus, eine handvoll Best Practices zu etablieren, sondern man müsse das Unternehmen in fünf Bereichen (grundlegend) verändern:
- Entwicklungsprozess
Figure out how design is going to work in your organization. This can’t be treated as purely a design process problem; you have to consider the product development process overall. How will designers work with product managers, subject matter experts, engineers, and others from early problem definition and concept through shipping product? How will you figure out what users and customers need, and what can differentiate your product or service from others?
- Unternehmensstruktur
Determine not just how design teams are structured, but what comprises an entire project team. Look beyond the project level, too; where does design live in the org chart? How will you ensure that designers have close working relationships with their product teams, but still have an opportunity for design mentoring as well as sharing ideas and skills across multiple projects? […] How many designers do you need, and do you need generalists, specialists, or both? Do you need to pair designers with business analysts or subject matter experts?
- Fähigkeiten (des Design-Teams)
What skills do you need, and how will you obtain them? It’s difficult to start or grow a design team without hiring some talent (especially design leadership) from outside. […] How will you hire? What training will people need to begin with, and how will you ensure that new hires get the skills they need?
- Werkzeuge / Dokumente
Although experienced designers can get away with standardized tools, they’re more efficient if they’re not reinventing the wheel for every project. Less experienced staff often benefit from templates that help ensure they’re thinking through the right aspects of a problem, whether that’s a user interview, a description of design behavior, or a usability test plan.
- Unternehmenskultur
When it comes to organizations that really put design in the driver’s seat, the chant should be “Culture, culture, culture!” I’ve seen clients with lousy process and average (or no) designers beat the heck out of the competition because they’re focused on delivering quality customer experience from top to bottom. Cultural change is the to-do item that nearly everyone neglects, and it’s the one that will make or break your success with design. What does your organization value?
Damit bringt sie es ziemlich auf den Punkt.
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