Earlier in this book, I discussed the principles behind Lean UX. I hope you understand from that section that Lean UX is a mindset. I’ve also discussed some of the key methods of Lean UX, because Lean UX is also a process. As I’ve worked with clients and taught these methods to teams, it’s become clear that Lean UX is also a management method. For this reason, you’ll need to make some changes in your organization in order to get the most benefit from working this way.
When I train teams, they sometimes ask me, “How can I put these methods into practice here?” On this point, I’m a little hesitant. Although I’m confident that most organizations can solve these problems, I’m also aware that every organization is different. Finding the right solution is going to require a lot of close work and collaboration with your colleagues.
To prepare you for that work, I’m going to use this chapter to share with you some of the shifts that organizations need to make in order to embrace Lean UX. I’m not going to tell you how to make those shifts. That’s your job. But I hope this discussion will help you survey the landscape to find the areas that you’re going to address.
In this chapter, we’ll discuss the following changes your organization may need to make in these areas:
Shifting from output to outcomes
Moving from limited roles to collaborative capabilities
Embracing new skills
Creating cross-functional teams
Creating small teams
Creating open, collaborative workspaces ...