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I saw the needs for UX research but we didn’t have a UI/UX team. I then convinced the team to hire a part-time UX consultant to help me with user research. A friend of mine who also worked for an early-stage startup once told me “Think of yourself as the cofounder of the company, how will you make your decisions differently?”
UX design, branding, feature-set, nuanced differences in user perspectives, and a million other variables can impact (with varying levels of influence) whether our products get used or ignored. Here’s how. Understand the role of data with nuance. There’s an enormous amount of ambiguity when it comes to developing products.
As data-driven product development continues to balloon in popularity, so does the need for accurate and sophisticated implementation of analytics tracking in software products. All over the code, you have ugly calls to complex analytics APIs littered amongst your views and business logic. You’d be celebrated.
When engineers implement features, they write code. When engineers add analytics events to new features, they add additional analytics code to their new feature code. As such, the best time for an engineer to make changes to some piece of code is when their attention is fully focused on that piece of code, not weeks after.
So it’s tempting to think the additional add-on of measuring user events in your code (i.e., At the same time, when you review the product analytics, you notice four out of five are using the biggest feature incorrectly. Say, for example, you just launched your app with three features that you believe are going to be a big hit.
Bad user experience (UX) design is a big source of user friction, but it’s not the whole story. Sure, if your user interface disregards UX best practices and is actively difficult to use, you’ll have so much user friction that you will abdicate the privilege of having users. Your UX design needs to be clear and to the point.
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