Experience Design (XD) is a scaffolded process of gaining an empathetic understanding of a person’s life to collaboratively design culturally relevant solutions that serve her evolving needs.
The style of the experience designer is developed overtime. One designer’s style will contain a toolbox, or a suite, of individual exercises that she will decide how to use on a per project basis. As with our unique thumbprint, the style of your experience designer will vary from human to human. It is up to you to find the thumbprint that will align perfectly with your organization’s vision, values, and customers.
At the start of a new project, the designer will listen, ask questions, and formulate a diagnostic analysis of the challenges and opportunities within an organization. The ultimate goal, of course, is to increase the performance of an organization for the sole purpose of creating unique value to propose to a customer in such a way that continues to serve her evolving needs.
Experience designers often work with organizations that require NDAs to formulate a relationship. This, in turn, presents itself as an obstacle. Many well-abled designers find it challenging to maintain an effective portfolio that truly displays the end-to-end competencies required to bring an idea out of the mind of a team member and transform that abstract concept into a tangible, profitable product.
Fortunately, part of the job of an experience designer is to diagnose such a problem, prescribe action steps, extract vision from leadership, and leverage the power of collective intelligence to inspire a team into action.
Defining this vision to transform the problem into one of our greatest assets is where we will begin.
It is critical for a project to begin with an unsolvable problem.
To begin this scaffolded process in the wrong place, or, attempting to solve the wrong problem, will result in a series of flawed assets that seem to “miss the mark”. Meanwhile, what may not be as obvious, is that you were aiming at the wrong target all along.
The solution designed to the previously unsolvable problem is your value proposition.
More recently, we have learned that there may be a more effective source for these “project ideas” than the traditional source, leadership. Ongoing analysis, open discussions, and cross-functional collaboration seem to be the favored path by the world’s most successful companies of today.
The way an organization manages customer feedback, categorizes issues, and prioritizes its backlog is highly relevant when measuring the likeliness of success of a product, and, ultimately, an organization.
The systems installed to transfer the customer feedback to the team and the ways in which the team manages knowledge gained from those feedback loops is what the leadership, alongside of the team, will analyze.
This is where innovation takes place.