This column is the second in our series that highlights our insights on what it would take for companies to go from producing dreary, overly complex user experiences to producing truly great user experiences that differentiate their products from those of competitors in their marketplace. In our first column, we stated that producing great, highly differentiated user experiences should be the goal of every UX leader. But in many companies, UX leaders face challenges that force them to approach leading User Experience in a less than optimal way. If, as a UX leader, you find yourself stuck in a situation where you and your team cannot do great work—that is, you are unable to produce user experiences that solve people’s problems, inspire, and delight—you’re working for the wrong organization and should find a better job. In that column, we also discussed how to position User Experience for optimal impact. (uxmatters.com)
This summer, I packed up all my things and moved from San Francisco to Guangzhou, China for work. Through an unlikely chain of coincidences that I don’t entirely recall, I’ve become a product manager on WeChat, a popular messaging app in China. Moving to a new country has meant learning how to do lots of things differently: speaking a new language, eating, shopping, getting around. In a few months, I’m surprised at how acclimated I’ve become to what, at first, seemed such an overwhelmingly alien place. (dangrover.com)
In his lifetime, Leonardo Da Vinci was a painter, sculptor, architect, musician, mathematician, engineer, inventor, anatomist, geologist, cartographer, botanist, and writer. Basically, Da Vinci was a one-man wrecking machine. A Jack of All Trades. (1stwebdesigner.com)
