I see very few organisations that think enough about the experience of their staff (especially when it comes to technology). If your internal user experience is broken then, as an organisation, you probably don’t care enough about user experience (full stop).
Keeping the discipline and focus to do things deliberately and to do things differently.
When the ridiculous becomes normal and the normal ridiculous. Don't accept the madness
Imagining the alternative.
I’ve talked about the weight of starting before, but stopping something you’re working on is also hard.
We fall in love with our own products and creations. It’s a choice to work on things we think are important and in doing so we invest in the problems we’re working on.
Missions are built on words then actions. What helps define a great mission statement?
Inertia is the biggest killer in the workplace
Are you building momentum or applying the brakes?
Problems are opportunities and opportunities are problems to be solved. Start by recognising the size of the opportunity in front of you
Last week I published a post about making design work in large organisations. All about design leadership and the importance of becoming a design-led organisation.
One of the challenges I’ve faced over the last year is how to build and scale a user-centred design function for a large organisation.
Does your organisation have design leadership?
The relationships we build with people at work
Learning to play distinct roles at different times
Those that survive will be bold and imaginative
Thinking about the challenge of how to move an organisation from ‘everyone wants to solve the problem’ to ‘everyone wants the problem to be solved’.