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Summary
Whether you are part of a start-up and therefore just starting in on UX in the organization, part of an established UX team, or anywhere in between, it can be useful to step back now and then and ask questions such as: How mature is our UX practice? Where are we “at” in the maturity process? How would being more mature help us? What is the next step for us? How can we best, but also realistically, move forward? In this session we discuss these questions, share how to evaluate the maturity of UX in your organization, and how to move maturity forward.
Key Insights
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Enterprise UX maturity varies widely within different parts of the same organization, especially after acquisitions.
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Continuous teaching and advocacy are essential; UX maturity requires ongoing promotion as new employees come and others forget.
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Infrastructure includes standards, tools, and workflows that support scalable UX practices and are foundational to maturity.
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Collaboration and communication, including marketing UX work and aligning to organizational KPIs, have the biggest impact on advancing maturity.
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Bottom-up initiatives can move UX maturity quickly in small ways, but top-down support is critical for sustained, large-scale change.
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UX maturity can regress due to reorganizations, leadership changes, or loss of institutional knowledge.
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Mapping current, short-term, and long-term maturity levels with team input helps create actionable roadmaps.
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UX maturity models must be flexible and customized to fit the unique context of each enterprise.
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In engineering-driven cultures, measurable business or operational metrics can help frame the value of UX work.
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Different UX methodologies (design thinking, lean UX, agile, user-centered design) require adapting communication to the organizational context.
Notable Quotes
"The Enterprise isn’t really what my books are about, but I like to think it can change like a brain can through neuroplasticity."
"If you want to move UX maturity forward, you’ve got to accept that you will always be teaching and saying the same things over and over again."
"It’s more useful to talk about moving forward on a maturity path than to define a fixed maturity score."
"Each interaction in the organization is an opportunity to remind others what UX is and why it’s important."
"Pick one thing to do now that will move the bar up, then experiment and try another if it doesn’t work."
"You have to market what you’re doing, align your work with organizational goals, and frame UX in their language."
"UX maturity can move backwards due to reorganizations or leadership changes, so it requires ongoing effort."
"In engineering cultures, focus on metrics that matter to them and show how UX moves those needles."
"There is no one right way to grow UX maturity; customization and context matter most."
"Different parts of an Enterprise often operate at very different maturity levels, so define the scope accordingly."
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