And the effect on stakeholder management

Foreward

In the middle of 2018 the team was suffering the consequences of my apathetic approach to stakeholder management.

What do comms “cost”?

Communicating effectively with the people who have a vested interest in your project is important. Doing that across your organisation can be expensive.


How design differs in the context of new product development

It’s my job to look after a team who work on new product development. We’re a group of designers and software engineers who work alongside specialists in innovation, acquisition and product strategy in Foundry, Redgate’s research and development division. It’s our responsibility to come up with the next multi-million dollar revenue product for our company.

Making sense of the unknown

The work of a designer is to rationalise. At…


How writing is the most valuable research tool we have

As I was out picking up a new drill this weekend, I couldn’t help but laugh to myself as I remembered a quote we regularly refer to as we carry out our research projects:

“people do not want a quarter-inch drill, they want a quarter inch hole.”, Theodore Levitt

It’s one of the many nudges that we use in Foundry (Redgate’s Research and Development division) to keep learning until we’ve properly understood what our customers ultimate desired outcome is so we can design the right product.


Several years ago I was introduced to UserVoice, the online forum that enables direct contact with users, allowing you to collect their feedback and build the features they vote for. At the time I had a very poor line of communication with users, so when I joined Redgate and started using UserVoice regularly, I was blown away.


Like most students I had to keep myself from drowning in debt at every opportunity, and each summer I took on a summer job. One summer I found myself working at Virgin Money, a job I took because it started soonest, paid the most and lunch was free. As it happened, I ended up learning a skill I still rely on to this day as a UX Designer; being able to start a conversation from nothing with someone I know very little about.


This post is part two (here’s part one, “why?”) about what we learned switching to Lean UX.

Making the switch

It’s one thing to read a book and want to implement Lean UX, but it’s another to roll it out with your team. In the example I was talking about in the prequel to this post


If you’re working in an agile multi-disciplinary development team and starting to find the limits of ‘sprint 0’ for UX design, read on.

Traditional UX

I’ve always been pretty happy with my approach to UX design; taking chunky ‘epics’, discovering user pain, designing creative solutions and then cutting the design up into sprint-sized pieces to feed the development machine. Eight weeks later, the full design for the epic has been implemented.


This post originally preceded a talk of the same name, given at the UX Cambridge conference in 2015.


Finding participants; qualifying them; designing sessions; running sessions; compiling data. These are all things that have to be done as a part of user research, and they’re all time consuming. If you’re a specialist in research, that’s just life. But what if you’re a UX Designer with broader responsibilities?

Jonathan Roberts

Leading the research and design of new products @redgate.

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