Like most good ideas to come out of England, the inspiration for our workshop at EPIC 2013 came from conversations in the pub. In this case, we were talking about “the great divide” between client and agency research teams.
Within a few years of each other, we had both left user experience agencies to work as design research managers inside big companies. Despite having worked in-house previously, this marked a transition in both our careers.
In agencies we both sold design research to large companies. We faced similar challenges; fighting for more budget and time in the field to do more insightful work and wanting earlier involvement with designers so we could shape their work without compromise.
When we moved in-house, we faced new territory. Suddenly we had all the time we wanted, years of it. We had a research budget, sometimes a lot of it. We could work with designers from the minute they got their brief or in some cases, we were working to shape the design brief.
Yet we were also faced with some hard truths that we hadn’t anticipated. In our experience working for big consumer product companies means you are a small cog in a large machine, with objectives and dependencies that spread far beyond a specific research project. Couple that with a complex web of product owners and stakeholders and a design team to keep engaged, and you start to see why design research projects often come unstuck.
Often after spending budget on ethnographic research, design teams are still struggling later on, wanting insights that the research did not provide. And sometimes, no matter how clearly the external research agencies were briefed on project objectives, the deliverables unwittingly undermined the project vision, approach or relationships.
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