The profession of UX is hard to define.
As people, we come from different backgrounds and have unique perspectives and skill sets.
The profession of UX is hard to define.
As people, we come from different backgrounds and have unique perspectives and skill sets.
As designers, we wear many hats and are continuously adapting to seemingly every new task.
As leaders, we face the “expected” challenges, those that come with leading with transparency, defining product strategy, growing companies, and fostering diverse teams that wholly embrace mistakes. We also face the “unexpected” ones, advocating for our team’s voice – sometimes for our profession’s voice – and the most difficult one: advocating that the users’ voice be put at the center of it all.
As designers, we wear many hats and are continuously adapting to seemingly every new task.
But as W. Edwards Deming said, “If you can’t describe what you are doing as a process, you don’t know what you’re doing.”
My approach to management is through the lens of human-centered design because, after all, organizations are made up of systems, humans, and the experiences that shape us. I aim, not to define people, but to improve systems by collaboratively fostering alignment through shared vision, improving processes, and removing friction – solving problems at their root, instead of mitigating their symptoms – in our pursuit of creating better products, stronger brands, and more successful businesses.
So though the profession of UX is hard to define
my management approach aims to provide the operational definition we NEED to define a ‘North Star’ and accomplish our goals within teams, products, and organizations. I’m grateful for the mentors and leaders, who guide me through this process.
What my peers say:
Case studies
“The most important things we need to manage can’t be measured.” (W. Edwards Deming)
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*EMBA candidate – expected graduation July 2024.