Things get messy when your customers aren’t your users. They get even more complicated when you figure in the administrators, managers, field support staff, value-added resellers, and others that you have to research and design for. We’ll explore how to manage their competing behaviors, goals, needs, expectations, and definitions of success throughout the design process.

A successful UX leader evangelizes their vision of how UX will impact the organization, and develops teams around that vision. We’ll explore how to hire, retain, and grow talent within the UX team, and create processes, tools, and programs to support them.

The actual work of enterprise UX is unconventional. Rather than usability testing and wireframing, you’re creating the frameworks, toolkits, and programs that support others: the users, teams, and communities that make up the enterprise ecosystem. We’ll look at how to use design to enable a wide array of people—including non-designers—to improve all aspects of enterprise UX.

Innovation is hard. In enterprises—with ways of thinking and doing that may be decades old—innovation is Really Hard. We’ll look at how to get enterprises to “yes” in the face of strong egos, competing agendas, countless stakeholders, and deeply-ingrained (and often outdated) definitions of success.