John VaughanE-commerce may be the future, but software development is rarely the enterprise's core business. Building a whole IT practice is a big corporate headache to begin with: The mechanics of producing code that works is no mean feat in itself. But the real competitive edge is defined by "usability" - the User Experience.
Most corporate managers are reluctant to embrace "the 'c' word" (Think: "Creative"). But, let's face it, crafting the User Experience is probably more of an art than a science. Ephemeral values like "satisfaction" and "ease of use" are difficult to quantify, awkward to manage and generally don't fit gracefully into the standard IT code-production mindset. There are two schools of thought:
We need an independent, professional perspective.
Maintain an arm's length, "consultancy" relationship with an external service bureau design shop.This option requires strong process and accountability. It's based on effective liaison with stakeholders and and a sense of trustworthiness. The enterprise company maintains its flexibility as regards its ability to contract for design services and can concentrate on its core business.
We need to evangelize and educate from within.
Build knowledge and advocacy within the organization structure. This option requires a strong management committment to establish an internal design practice. The company must invest in infrastructure and the development of a knowledge base. It's a slower sell. The IT department and the enterprise itself must evolve into a "professional" software production house. The implications for organizational change are significant.
I've worked both sides and have to admit, I'm also of two minds about it :
Are we (Interaction Design folks) most effective when our profile is as an "external consultant" or as an "internal advocate"?
