Column: Strategy Matters

Recently, over drinks, an old friend and I reminisced about our high school days as suburban, punk-rocker wannabees. Back then, getting your hands on punk or alternative music wasn’t easy. Mainstream department and record stores didn’t carry much, if any, punk music. So, for New Jersey kids like us to get our hands on rare albums from punk bands—especially the coveted vinyl punk imports—we usually had to head to New York City and go to places like Bleecker Bob’s in Greenwich Village to get the good stuff.

One of my favorite bands at the time was the Dead Kennedys, a legendary San Francisco punk band famous for their frenetic hardcore sound and satirical, socio-political lyrics. To whit, they named their 1987 compilation album “Give Me Convenience or Give Me Death” as their commentary on the excessive American consumerism at the time. I owned that album and listened to it extensively, so for a bit of nostalgia, I decided to look for an image of the album cover online. Read More

When I talk to companies, customers, and colleagues about UX strategy and the importance of understanding the end-to-end customer experience, I often tell stories about seemingly trivial parts of an experience with a brand that can have huge impacts. Small things can have significant impacts on customer acquisition and loyalty—and companies often overlook or under-prioritize them. For example:

• The process of exchanging a pair of shoes to get the right size may be so cumbersome that you don’t even want to bother with it.
• A meal that you have at a restaurant leaves a bad taste in your mouth—not because it wasn’t delicious, but because the server was inattentive and rude.
• Navigating a company’s interactive voice response (IVR) system to speak to a real person on the phone becomes a test of rage restraint, because it’s so abundantly clear that they want to make it as hard as possible.

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Welcome to Strategy Matters, my new column on UXmatters, which will focus on answering these essential questions: How should we define UX strategy today? Where is it going? As UX professionals, how can we better develop ourselves and those who have yet to find their home in this field? Building on that premise, I’d like to put out a few disclaimers as I kick off this column:

• I think I’m a UX Strategist… This is how I have chosen to define myself and what I can offer to the field of User Experience. I share this self-affixed title with many others, but there’s really no saying who is or who isn’t a UX Strategist, because there’s no accepted definition or criteria for the role. How anyone can claim to be a UX Strategist without feeling some degree of Imposter Syndrome escapes me. But if I look at my peers who I feel most closely affiliated with—and the things that interest us and the types of work that we seek and do for clients—I’m an Experience Strategist. (I’ll take the U out for now and explain that in an upcoming column.) However, like many or even most others with this title, there are deficiencies in my skillset and experience that some could argue disqualify me from making this assertion. And that’s because…

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