The Fountain Institute is an independent online school that teaches advanced UX & product skills.
Finding the overlap is your job.
Finding the Overlap Is Your Job
by Jeff Humble
Dear Reader,
Today is a micro-lesson in business strategy.
I talk a lot about UX strategy, but UX and product strategies defer to the business strategy, so listen up.
The business strategy is one of a designer's most important guiding artifacts. Still, I bet you think about your company's PowerPoint template more than you think about the business strategy.
The business strategy at your company is essential to knowing if you're moving in the right direction.
Business strategy is all about competitive advantage in the market, meaning you create value for customers in a way nobody else can.
Align to the business strategy; you should always be on the right decision-making side. But sometimes, it can feel like the user needs & expectations are at odds with the business strategy.
The Overlap a.k.a. UX Strategy
A crucial role of design is to stay in touch with user needs and expectations. If you're doing that, you'll probably hear things from users that don't align with the business strategy.
Perhaps your strategy is to be a two-sided marketplace between homeowners and tourists like Airbnb. So what if users tell you they'd like to save their favorite host and message them outside the app?
There are some user desires you can't grant because they contradict your business strategy.
So you have to say no to the user needs that align with the business strategy and yes to the ones that strengthen the business strategy.
That overlap is your UX strategy.
It helps you say no to the things that won't improve on the business's strengths.
Source, shared by Linus Mimetz in the Guild
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WORKSHOP: Mastering Prioritization Workshops COURSE: Facilitating Workshops COURSE: Defining UX Strategy |
Until next week, look for that overlap!
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Jeff Humble |
The Fountain Institute
The Fountain Institute is an independent online school that teaches advanced UX & product skills.
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