The RIDE Process emerged out of a lot of successes and failures during a time that UX was figuring itself out in a young fast-growing corporate setting. Before putting RIDE together as a system process, design was treated in a very waterfall approach
IxD > VzD > Production. With some limited usability testing sprinkled in. We understood the limitations we faced using this process approach and began bridging that gap in certain areas, not necessarily as a holistic approach at first. Several initiatives that we started working on that lead to RIDE were:
Showed prototypes rather than wireframes for executive reviews
Inserted ourselves with research projects and integrating ourselves with other research teams and analytics
Attempted to establish a future thinking vision for UX independent of product roadmap
Separated ourselves from individual products that needed UX/UI and started establishing a base platform that could be iterated and branched into the products on the roadmap
Standardized tools to establish effectiveness and efficiency so our designers could design and not become documentarians
Promoted collaboration between all our partners to design and implement the best end-to-end experience
All of this came together to form RIDE, a complete process system that enabled an aligned, integrated, collaborative and enjoyable work environment.
Although I was accountable for the project as a whole, I was also responsible for defining 2 disciplines within the RIDE process. I was tasked with DESIGN and EXECUTE to define and implement.
Experience Design should not be hindered by the tools and documents it produces. Experience Design should be exploratory, iterative and enjoyable and founded on principles and research that provide a clear solution to the agreed upon requirements. I standardized tools that would allow our team to work independently, as well as collaboratively, enabling them to share iterative solutions throughout the design phase and delivery specs and guidelines that were efficient and productive for our partners.
Lead creation, advocation, and implementation of new process
Assign areas of responsibility to a team that would help define certain disciplines within the RIDE process
Collaborate with interdepartmental partners so our new process is efficient and effective without creating unnecessary disruption
Leadership had ideas and a management team that interpreted that information without being 100% aligned. Everyone walked away with their own vision or expectation of that idea. Without alignment the communication to design or the implementors, was always out of context or guided by unique interpretations. That created a lot of friction, work and rework. To the point where design is only specifying an idea and revising that idea. Design rarely got the opportunity to understand the vision, strategy or goal by utilizing RESEARCH, synthesizing the research to develop INSIGHTS that lead to a hypothesis for the job to be done. testing and validating that hypothesis through DESIGN, and EXECUTE that design flawlessly.
As UX Design Operations Manager it was my responsibility to recognize where our team was operating inefficiently in design process and tools. I was tasked to create a process that would elevate design so that design was not seen as a service to products and features but design would be recognized as a a partner in the understanding of the goal or intent of the customer and through alignment, integration and collaboration will efficiently and effectively deliver successful product experiences.