Most software developers work in project-oriented teams, as most companies are not start-ups that can constantly rediscover and deliver hot new products to market. Upgrade, integration and modernization projects carry a significant amount of already coded software assets and dependencies on third-party services.
Once I consider an alternative product strategy for software organizations to behave more like high-growth software vendors, transforming their project managers into product managers. They will spend less time measuring time and more time measuring the functions they provide.
Apparently, this product-oriented approach will reduce endless initiatives and broadening, forcing managers to reconsider developers’ contributions to limited, high-value products.
The final product implies multiple use and a higher potential value for more uses than the work result of a project.
But lately we are seeing a second change – from product-led to design-driven strategy. Some of the founders of today’s fastest growing suppliers of unicorns have come out of design schools and the creative industry.
Costume or customer experience?
There is a lot of technical and business acumen that the design team needs to develop beyond graphic design, which is part of a successful customer experience.
Designers are asked to put “lipstick on a pig” – pressing pixels to dress the application visually, without changing the basic functionality. Cosmetics of customizing icons, fonts, and colors can make software look more enjoyable, but it rarely improves the user experience (or UX) on its own.
Users expect clear controls and instructions within the interface, and they also expect sensor data on their phones or devices – using cameras, haptics and audio inputs and outputs to maximize performance.
Productivity is also a huge factor in the customer experience – an identical competitor that shows results two seconds slower will experience a high dropout rate. The design involves trade-offs between display aesthetics and concise presentation of data returned quickly from low-latency sources.
When incomplete, it is ready to display
INABIAF. This is not a mistake, this is a functionreads the old maxim of developers, when software users do not understand what they see on the screen.
Successful creative agencies never accept that a concept needs to be fully developed before clients can accept it. They undergo rapid design and copying of compositions or sketches to guide customer preferences as well as measure end-user preferences.
The revolutionary SaaS tools and applications for smartphones have accelerated the principles of the first design, as the current version of the application is dynamically updated for the customer in almost real time. This continuous process integrates redesign into the lifecycle of the CI / CD product, introducing new user functionality and displays – even if they are not yet fully baked.
Shift-right practice. such as real user monitoring (RUM) and feature tagging are great ways to measure performance improvements and test functional integrity, but the biggest advantage is getting live feedback from customers during the product design cycle.
Laziness is the mother of innovation
If a great design takes 50% of the time it takes to complete a task away from the customer, this is a profitable product that releases a drastic improvement in performance.
IN low code space and RPA movement provide hundreds of ways to jump between the user interface and process-driven design, and easily develop applications with drag-and-drop applications for technical skills.
The COVID crisis has shown the stability of a low code for a design-oriented response to crisis conditions – take for example the few banks that could be strengthened by Applications for PPP relief use low code within 3 months.
The development teams themselves also enjoy design-oriented tools. I am constantly amazed by new vendors entering seemingly mature spaces such as CI / CD tools, IT operations, security and software testing with better UX as the leading value proposition.
Designing a diverse team
We are all complex, autonomous beings working in different modes as end users of technology. When designing technology for others to use, we must wear a functional engineering hat. Customer service hat. Protective hat. Man-oriented hat.
Leading creative organizations prefer higher levels of diversity in their teams, not only in terms of ethnicity and identity, but also in the different intellectual perspectives that diversity produces.
There are many unique ways to solve problems and therefore there should be different types of thinking in the composition of your design team. Embrace these differences and cultivate them for design-based success.
Companies and industries that are internally focused on projects rather than customers are terribly unprepared for digital transformation.
Never settle for dogmatic standards when rapid innovation is required.
Don’t let anyone tell you that there is a best way to create software when there are always many valid design-driven approaches. Distinguishing between conceptual capabilities is itself part of design-driven development.