User experience (UX) activities can be one-off events during a project, not part of an integrated design process. Once organisations see results from UX design, they usually also see value in a more lasting, systematic approach.
Capability development is about much more than “skills transfer”, but that’s where it usually begins. The next step is typically to develop internal processes and the tools to make them work, and to define roles and build teams.
A mix of training, coaching and mentoring (often alongside project-based consulting support) allows an organisation to develop UX capabilities at its own pace.
Once established, a developing UX capability needs to be integrated into the business as a whole. Achieving consistently high quality of user experience depends on awareness and attitudes across the organisation, not just the abilities concentrated in a specialised team. The ability to use design strategically to create business advantage can emerge from a mature UX culture that permeates every level of an organisation, from the management responsible for long-term thinking to the service providers who respond to immediate needs.
Achieving maturity takes time and commitment, but it also benefits from long-term support from experienced UX professionals with internal education, promotion and change management initiatives.
Developing an organisation’s own UX skills and culture brings opens the road for consistency, continuous improvement, quality gains, and smarter, more strategic product/service management.
Wondering how to justify introducing user-centred design into your organisation? These articles should help: