Chasing UX Research

This study considers how the user experience (UX) research function can be efficiently integrated into an iterative product development process at a large technology corporation. It explores aspects of organizational structure, collaboration between different team functions and research-related communication. The hypotheses were formulated based on semi-structured interviews and verified through the observation of two teams, analysis of artifacts and validation interviews. The methodological pillars for the projects included ethnographic research, work ergonomics, grounded theory and the UX institutionalization model. This study asserts that a fully dedicated UX research function has proved to lead to the most effective outcomes, compared to a model where researchers are considered ad hoc service providers. The key success factors identified are the researchers’ access to information related to product strategy, obtained through regular communication with other team functions, and participation in team meetings, especially when user-facing features are discussed. Researchers who are informed about project developments can contribute most by providing additional data points. The collaboration between all the stakeholders on defining research questions at an early stage of the project ensures stakeholder buy-in and a higher acceptance of the research results. Other factors include empowering the UX research function through a clear separation of responsibilities with user feedback collection and analysis being driven by UX researchers and finally, building credibility and respect through appropriate and impactful communication. The results of the study can be used to improve the work situation of the two selected teams, but could potentially be extrapolated to the wider organization.