When you are designing a new product to get that market share or add a new slice of target people to your company, if you are talking about B2C it’s not possible anymore not to look for user experience. But if you are already good on user experience experts, you know they aren’t everything in a project. Since UX is basic, I’m suggesting the experience and ease to use to be faced as a consequence of a good product design. It means that your UX can be the best in world, but it means nothing if the business idea isn’t good. But how to align your business design to ensure you will reach the expected result?
UX is not enough
Whenever a product lifecycle comes to end, and it’s time to design a new one, a lot of questions are made. For sure many things were tried to save that product. But the face the truth: the competition won the fight. In this time you have an opportunity to join the digital transformation wave.
Nowadays our products have to act like Google, Netflix, Apple and big experience brands because people don’t accept less than that. Regarding that, I’ve already seen some companies hiring UI/UX professionals to create the screens for their idea without knowing if the idea is good or not.
The whole process is the key
The differences between the traditional business analysis and the new business design focus on “how” to do things. Companies have been aligning their processes/journeys to decrease the risks based on digital transformation insights. But how is that made?
|Traditional analysis||New Business Design|
|The analyst used to be the owner of truth. Responsible for taking the decisions and at hard times used to be the focus of pressure||The business analyst turns into a facilitator. His mission is to lead people and collect their best thoughts and efforts to add to the solution. His hardest part turns into finding differences between the good insights and what is just waste of time|
|The analyst used to work alone, traveling around the world to bring insights and getting few (when getting) feedbacks about the product development||The analyst will accept as many opinions he can. The more people he has with him, the more insights will come. The more free people are to think and imagine, the better the insights are.|
|Focus on the process to be solved. All the efforts were sent to look specifically to that process.||The focus is wide (???). The focus is to create a new product, but not sticking to industry patterns or existing knowledge.|
|Knowledge restricted on the existing business. The focus were to make more money with low or no change on the business model||Insights from a cross-industry mindset are a differential in this new team. Why not apply Uber’s business model to our hundred-years business?|
|Ideas blind love. It was common to fall in love with a product idea and close your eyes to what’s going on your side||Stick to the process, not the idea. Test, validate and have a experimentation mindset is the rule. If an idea takes more than 1 month to be proven (and this is not the only one under evaluation), discard it.|
|Unproven decisions. Nobody could ask or speak their mind about the idea. It made many products be useless because of blind view of market.||Everybody can make their own questions to the idea. EVERYBODY. If the just hired member of the area brings an insight that can turn the idea into waste, let’s celebrate! He saved us from spending money.|
The challenge of starting
As always, the main challenge is to start. I’ve two suggestions that already worked on huge companies around the world:
- Retrospectives: probably the hardest but if it work, your cultural change will be huge. Have mature people to conduct mature retrospectives to focus on what must be improved. Do that at every department responsible to product creation. After some time, people will reach the conclusions suggested on the paragraph above.
- Cancer theory: create a new cell apart from the entire company free to work on the new model. There must be people with maturity and autonomy to apply the new methodologies that can come either from your team or a consultancy. When this team prove themselves is time to spread to the whole organization.