How does a human-centered approach become part of an organization’s DNA?

“We think in a human-centered way,” that’s how we describe our mindset at UX&I. What we mean by this is that we don’t just create products that put users at the center; people play the most important role in our entire way of working. This is also the basis for our sociocratic organizational structure, for example, whose benefits we explain in this article. We’re convinced that a human-centered mindset must be embedded as a holistic approach in order to develop consistently good products. That’s why, even on projects, our goal is not just to teach methods, but to guide our clients on their journey toward a comprehensive human-centered approach.

But why, exactly? And how can we ensure that UX principles take effect at every level of the company? What steps are necessary? We’ll give you a brief glimpse into our experiences.

Human-centered approach, yes, but why take a holistic approach?

First, let’s address the question of why a human-centered approach should be a mindset. Are we taking all of this too seriously through our UX lens? 

We’ve learned that the more a company thinks and acts in line with the needs of the people involved, even internally, for example, in terms of culture and how we interact with one another, the easier it is to carry this mindset over into product development. If an organization has a highly hierarchical structure, this is reflected in the project teams. In such cases, the product owner is also a leader and decision-maker. In such a setting, it is much more difficult to suddenly start thinking differently in product development and to act strictly according to users’ needs, regardless of hierarchical levels.

Of course, companies are always driven by economic considerations. Profitability and organizational structure cannot be ignored if the focus is to shift to people. Personal goals, and any bonuses tied to them, can also work against a purely human-centered approach. As consultants, it is our job to address these issues openly. Fortunately, the more consistently a company works with the user in mind, the better its products will be, and the more successful the company will be as a result. Good UX plays into the hands of many other, individual goals.

Isn’t having a few UX experts enough?

Even though the path is often long and rocky, UX must be embedded throughout the entire company. It’s not enough for only those who work directly on a product’s UX to think in a human-centered way. Finance leaders must understand the value of UX, and HR departments need to know what kinds of profiles to look for or what a human-centered approach to onboarding might look like. A basic understanding is necessary at all levels for user-centered design to be effective. It always helps to demonstrate the value of good UX using data and to prove that user-centered design can generate revenue.

Dimensions of UX transformation

What exactly does it mean to embed a human-centered approach? Where do you start, and when is the goal achieved? Four dimensions are particularly relevant, and we address them holistically throughout the process. 

Processes and structures

First, we need to take a very close look: What are the prerequisites that a company brings to the table? How is the organization structured? What structures are already in place? What roles exist with regard to the human-centered approach and agile development? How and where can UX best integrate?

Tools and methods

In general, tools and methods are often overrated. They don’t solve every problem, but they are important building blocks. We start by taking stock: What do we already know? What has already been tried? What worked and what didn’t, and why didn’t something work? Is it perhaps a training issue? Methods, in particular, are quickly dismissed because the necessary tools are lacking. Take personas, for example: for them to serve their purpose, it’s important to understand how to create them effectively and how to work with them successfully. Often, in day-to-day practice, only fragments of what are actually holistic methods are used, leading to frustration. It’s worth taking a closer look here.

Leadership and personal development

At the start of an enablement project, we always assess: What is the maturity level of each participant? What might personal development look like, and what skills and experiences do people bring to the table? And it’s important to build a bridge to leadership, because leadership must stand behind the company’s UX transformation and support it. We raise awareness among decision-makers that the UX mindset, and the continuous development of the human-centered approach, must be exemplified, and that leadership should open up avenues so that teams and individuals can make an impact. 

Culture and visibility of the issue

A discrepancy often arises when it comes to spreading awareness of the human-centered approach. On the one hand, the concept remains completely invisible in many areas of the company; on the other hand, individuals are expected to champion the cause as if on a mission, ensuring that this mindset is suddenly known and practiced everywhere. This can quickly become frustrating.

But there’s a wide gap between “No one has a clue” and “Everyone needs to know.” Often, it starts with the basics: for example, asking: Who actually uses our products, and what do these people need while they’re using them? It helps to start by conveying very simple messages throughout the organization. Not everyone needs to know the difference between formative and summative usability testing. But the impact of research and testing should be understood in general terms. The organization should also begin to learn how to base design decisions on data-driven insights. And it’s crucial to recognize that we’re all allowed to make mistakes without this automatically being seen as a failure. If our data collection tells us that something isn’t working, that’s not a failure. It’s actually a win, because we’ve learned something. By the way, we prefer not to talk about an “error culture,” but rather a “learning culture.” 

Where do you start?

In principle, none of the four dimensions is more important than the others, and there is no natural order in which they should be addressed. Instead, we set priorities based on the current situation and allow the dimensions to overlap. To do this, it’s important to identify goals, prerequisites, and general conditions within the company. We also ask what has a high impact in terms of technical aspects and content, and what resonates most with people, because then there’s a good chance that UX methods and principles will be shared internally and gain visibility all on their own. To this end, it’s helpful to highlight the biggest pain points and work toward bringing about a small shift in awareness in this area. That initial spark needs to be ignited to set others on fire.

Tips and insights

A human-centered approach must create ripples

UX enablement doesn’t mean unpacking a toolkit and teaching the tools of the trade to a select group of experts. Rather, we work to embed UX principles as an overarching mindset and let them create ripples across all three levels: the individual, the team, and the organization. The first two levels are a good start, but the ripples must extend to the organization as a whole to have an impact. And indeed, the human-centered approach often creates ripples once it has been established in the right place. But where do these ripples begin? Most of the time, there’s first a product that needs to be made user-centered. So it starts with a product team. Then we can consider how to facilitate its broader adoption. For example, through foundational training and the creation of an internal community made up of training participants, through guilds and chapters, through informal get-togethers, UX book clubs, and so on. It’s always about enabling communication around the topic of UX. This takes time and legitimacy. As UX consultants, we guide and support this process, but the will for transformation must come from within the company.

There is no one-size-fits-all solution 

We often hear: “We’d like to use Spotify’s model, how do we do that?” Unfortunately, the answer is: That’s Spotify’s model. But you need your own model. Every context is different. Organizations just starting out, in particular, often want a specific framework and fail to realize that it might not fit their own context at all. However, we can certainly examine which steps or principles can be drawn from successful models to make an initial impact on team collaboration and the product development process, thus creating small successes. These elements must then be integrated into a customized approach. It never makes sense to impose a model, whether it involves processes, methods, or tools.

It’s all about people

Change always has a social dimension and requires support at this level as well. Listening, taking people seriously, and embarking on a journey together are incredibly important aspects, and they take the most time. Yet they build the trust necessary for behavioral change and holistic transformation.

There is no single level of maturity 

We like to use Norman Nielsen’s model to assess companies’ UX maturity: 

Spoiler: Level 6 is the Holy Grail. No company has reached that level yet. At the same time, it’s important to recognize that no company has just one level of maturity. Individual employees have one level of maturity, while the company as a whole has another. The larger the organization, the more difficult it is to determine this level. The maturity level also depends on how closely a given department works with the product and what type of company it is: An automotive supplier should be evaluated differently than a software company. The key question is: Who needs which level, and where is the focus? Do developers need to have the same maturity level as UX designers? This must be weighed on a case-by-case basis. As a general rule, as soon as there is contact with users, a certain level of maturity is necessary, even if Level 6 doesn’t have to be the immediate goal. 

Learning is a process

UX transformation is a long journey and requires patience from everyone involved. Individuals often change much faster than the organization. It helps to make it clear from the start that this is about taking small steps. Of course, we can aspire to the highest level of UX maturity, but for now, we’re not starting from an ideal scenario; instead, we’re defining what should be different in a month. We’re not talking about a sprint, but a marathon. We start at home and first discuss what we need to pack and where the first milestone lies.

The Basecamp Hillcharts also provide a helpful illustration. The hill chart shows that the process is never linear; it’s arduous at the beginning, and only once we reach the very top do we have the full picture: the descent is easier. We use the Hillchart at the beginning and end of a project phase and ask each time: Where do you see yourselves right now, and how confident do you feel?

When is UX enablement successful?

For us, the decisive turning point in UX enablement is reached when UX has a seat at the table, even if, at first, that’s only within the product teams. UX is no longer viewed as something that simply has to be done, but is recognized as a factor in decision-making. User-centered design has reached a level where it can influence corporate strategies and goals. This requires formalized processes and structures that take ownership of the topic. Another good indicator of success is that research is an integral part of the process and everyone is aware of it: 

And we’re satisfied when teams continue to develop along this scale:

1. “Give me a break with UX.”
2. “We understand what this is all about.”
3. “We outsource UX.”
4. “We build UX ourselves.”
5. “User-centered design is a mindset.”

Conclusion

The more holistically the human-centered approach is practiced, the more effective it becomes. On the one hand, this applies at the content level, that is, not just when it comes specifically to a product’s UX, but as an approach in all areas where people play a role. This also applies, for example, to the way teams work together internally, how companies are organized, and how individual needs are prioritized. On the other hand, this holistic approach extends to the organizational levels. Only when all departments and levels, from individual employees to teams to the entire organization, have internalized at least a basic understanding of the human-centered approach and UX principles can UX transformation be driven forward sustainably. External service providers can support the process, but the drive must come from within:

By the way: To learn why it makes sense not just to outsource UX but to build it up within your company, check out the article: Why you should establish UX in-house, and how to do it.

We’re eager to see how the human-centered approach will continue to evolve, and we look forward to driving this shift in perspective forward together with our clients.