Organizations and consulting agencies engage me to guide the UX through situations that often reflect organizational and product complexity.

Current to Future State

A company's bottom-line is hurting because ineffective UX has a negative impact on its business performance and competitiveness. 

  • Customers (B2B or B2C models) demand mobile access while the company's legacy platform works only on the desktop
  • Low conversion and retention rates due to poor usability, inhibits the company's growth
  • The application does not easily adapt to meet the company's new business strategy
  • Low customers/users satisfaction due to inefficient workflows.
  • High costs of development, maintenance, training and support to the company and its customers, due to a front-end that has reached the end of its life-cycle - some time ago...
  • Competitive pressures fro existing and new companies who successfully use compelling UX to attract customers, despite, potentially having inferior products in terms of overall capabilities

Many organizations that create software, are not in the business of software. The software, however, is critical to the existence of the business. Myriad factors organizational and technical issues may impact the successful transition of the new UX from concept to production, a process that could be described as the Catch-22 of transformation:

An organization must transform its UX architecture to stay in business but must keep using its legacy systems to stay in business.  

  • Multiple legacy systems make the backbone of the new platform, some developed organically in-house from scratch or off open-source code, and others are proprietary customized vendor solutions. These are often mysterious systems that don't integrate well, and attempts to retrofit them carry a real risk of cashing "business-as-usual" operations.
  • Often, the ownership of these systems is spread across autonomous corporate divisions, with their own IT groups and business stakeholders.
  • It is not uncommon that the internal documentation of these systems is poor, and the developers who wrote is are long gone.
  • IT protocols and workflows work well for maintenance of software, but may conflict with development of new software. 
  • The envisioned capabilities and business requirements are not fully developed and the dependencies around their implementation don't always align with the projects roadmap.  
  • Actual coding may be outsourced to a vendor overseas, which creates a Catch-22 situation in which highly detailed finalized specifications must be created before business requirements and UX have gelled.  

New Software

The company may be seeking market leadership in with a new type of application. The 'newness' reflects one of two situations for the organization: At effort to invent something that does not exist yet, or an attempt for an improvement on a type of product that exists, but will be new to the company's portfolio of software.

With the exception of startups, few companies have within their ranks many people who have experience creating something brand new.

In over 20 years of practice I have helped organizations solve complex UX challenges, and release software that champions world-class UX - on time and on budget.