I'm really interested in finding out more about how companies have transformed as they grow their IxD teams and where they fit into organizations. For some companies it seems to happen at the very beginning where a experience savy person is the head of the company, and for others it is a process of hiring and promoting people into positions such as Chief Experience Officer, VP of Experience, etc...
*My Questions...* 1) What organization structures (reporting chains) have you experienced or witnessed? 2) How are organizations structured to address strategic and tactical goals? 3) What books, articles, videos, do you know of where I could find out more? Thanks, -d- On Mon, Mar 12, 2007 at 1:28 PM, Daphne Ogle <[EMAIL PROTECTED]>wrote: > Hello all, > > I'm interested in hearing how your IXD teams fit into your overall > organizations. We are going through some growing pains at my > organization and are trying to find the right place for our IXD team > to fit...mostly from a reporting structure. I started with the > organization about 1 1/2 years ago as the first interaction designer > on their team. I reported directly to the associate director (AD) > along with our product managers. We have a development team and a > training and support team that both have their own managers who > report directly to the associate director also. Since I joined the > team we have made in-roads into building user centered practices into > our overall development process. And have grown the team, adding > another interaction designer and a visual designer. With the > additional team members and growth in general of our team the AD is > no longer able to directly oversee all of us. The scenarios we are > looking at are 1) to have someone in the group manage the group that > reports to the AD, 2) move the team under the development group or > 3) under the training and support group. I feel it's important for > the design team to keep its own identity (and implicitly importance) > yet it will be a big stress on our limited resources to add > management responsibilities to our practical design work. In > addition, although the development manager and training and support > manager support our work we have experienced some conflicts of > interest (technical concerns trumping good design too often and a "we > can just train them" perspective...I'm sure this sounds familiar to > many of you). Neither have a deep understanding of interaction > design. We have an existing product we support through evaluation > and enhancements and we build new products so we work closely with > both groups. And we still have a lot of evangelizing our work to do. > > So, after a long set-up... my question is have any of you experienced > a successful org structure similar to those I describe? Thoughts on > the conflict of interest? Any other structures out there that we > aren't thinking about? > > Thanks in advance for any insight you can offer! > > -Daphne Ogle > > > > > > ________________________________________________________________ > Welcome to the Interaction Design Association (IxDA)! > To post to this list ....... [EMAIL PROTECTED] > List Guidelines ............ http://listguide.ixda.org/ > List Help .................. http://listhelp.ixda.org/ > (Un)Subscription Options ... http://subscription-options.ixda.org/ > Announcements List ......... http://subscribe-announce.ixda.org/ > Questions .................. [EMAIL PROTECTED] > Home ....................... http://ixda.org/ > Resource Library ........... http://resources.ixda.org > ________________________________________________________________ Welcome to the Interaction Design Association (IxDA)! To post to this list ....... [EMAIL PROTECTED] Unsubscribe ................ http://www.ixda.org/unsubscribe List Guidelines ............ http://www.ixda.org/guidelines List Help .................. http://www.ixda.org/help
