Lean ux by.

Findings in each chapters:

Foreword:

Lean UX is a new way of working.

To achieve efficiency, you’d likely find a highly iterative, customer-centric approach to problem solving.

Example: A company decides it must innovate to survive. It commissions a design team (either in- house or external) to investigate the future of its industry and recommend innovative new products that could secure its future. A period of great excitement commences. Customers are interviewed, observed, analyzed. Experiments, surveys, focus groups, prototypes and smoke tests follow one after the other. Concepts are rapidly conceived, tested, rejected, and refined. And what happens at the end of this process? The designers proudly present—and the businesses enthusiastically celebrates—a massive specification document with their findings and recommendations. The iteration, experimentation, and discovery ceases. Now engineering is called upon to execute this plan. And although the engineering process may be agile, the specification document is rigidly fixed. What happens if the engineers discover that the specification was unworkable or even slightly flawed? What if the concepts worked great in the lab but have no commercial appeal? What if market conditions have changed since the original “learning” took place?

When a company fails to find new sources of growth, there is plenty of blame to go around.

The problem is the systems we use to build companies. We are still building linear organizations in a world that demands constant change.

This world demands continuous experimentation in order to achieve continuous innovation.

Remember to heed Jeff Gothelf’s call to “get out of the deliverables business” and return our focus where it belongs, enlisting the whole corporation in its most urgent task: delighting customers.