UX Camp Nov 2023_upload.pptx
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This keynote opened the first UX Camp in Melbourne on November 2023. The talk addressed three key themes that have caused concern and anxiety in the practice of UX in recent years: growth of product management, recent redundancies, and the rise of Gen AI. The purpose of the talk was to alleviate these concerns, and inspire the audience in continue to pursue a career in UX.
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- 1. UX and its demise! Amir Ansari | amiransari.com.au UX Camp 2023 - Melbourne
- 2. UX and its demise? UX Camp 2023 - Melbourne Amir Ansari | amiransari.com.au
- 5. UX vs PM
- 6. COVID
- 7. World record
- 8. Jobs!
- 10. Gen AI
- 12. Amir (He/His) • Product Design (the OG!) • 25 years in UX and design • In-house and Agency • CXO and Head of Applied AI Hello! 👋🏼
- 13. Act 1
- 14. It’s not you, it’s us! We don’t want you!
- 15. Why are we all getting the axe?
- 16. From 2022-23 On job site indeed.com UX Researcher jobs 73%
- 17. From 2022-23 On job site indeed.com UX design jobs 71%
- 18. Photo by Arif Hasan on Unsplash
- 22. Shit, am I next? Ooh, look, squirrel! Mehhhhh "The last three years technology workers really had the pick of the bunch, they really could dictate and determine the five things they wanted in a job and got all five things. Now it's probably four things, maybe three things.”
- 23. Of the redundancy lists we analysed, less than 10% of those laid off were designers. On a positive note, I rejoice that UX has become so established that a UX job is the featured example in a mainstream WSJ article about the job market. Salaries are back to pre- covid numbers (after adjusting for Inflation …market correction not the death of UX! https://shorturl.at/ijy35
- 24. 2023 Job Outcomes report
- 25. UX
- 26. Act 2
- 27. If you can’t beat them, join them! The rise of Product Management!
- 28. Poll… How many product managers in the audience?
- 29. Poll… How many report into Product?
- 30. Photo by Danielle Cerullo on Unsplash UX
- 31. Photo by Danielle Cerullo on Unsplash PM
- 33. 1. How do I prove the value of good product management when executive expectations demand we focus on delivering unvalidated features faster instead of delivering as per our roadmaps?
- 34. 1. How do I prove the value of good product management when executive expectations demand we focus on delivering unvalidated features faster instead of delivering as per our roadmaps? 2. How do I align my efforts to deliver the outcomes in our roadmap when I rely on other teams focused on different business priorities?
- 35. 1. How do I prove the value of good product management when executive expectations demand we focus on delivering unvalidated features faster instead of delivering as per our roadmaps? 2. How do I align my efforts to deliver the outcomes in our roadmap when I rely on other teams focused on different business priorities? 3. How do I demonstrate the return on investment of the sequence of outcomes in our roadmap to gain trust and consensus across the organisation?
- 36. 1. How do I prove the value of good product management when executive expectations demand we focus on delivering unvalidated features faster instead of delivering as per our roadmaps? 2. How do I align my efforts to deliver the outcomes in our roadmap when I rely on other teams focused on different business priorities? 3. How do I demonstrate the return on investment of the sequence of outcomes in our roadmap to gain trust and consensus across the organisation? 4. How do I ‘do product’ when every organisation does it differently, every guru has a competing framework, and others say frameworks don’t even work in the real world?
- 37. 1. How do I prove the value of good product management when executive expectations demand we focus on delivering unvalidated features faster instead of delivering as per our roadmaps? 2. How do I align my efforts to deliver the outcomes in our roadmap when I rely on other teams focused on different business priorities? 3. How do I demonstrate the return on investment of the sequence of outcomes in our roadmap to gain trust and consensus across the organisation? 4. How do I ‘do product’ when every organisation does it differently, every guru has a competing framework, and others say frameworks don’t even work in the real world? 5. How do I balance my time to continuously learn about our market and customers while also doing the delivery work and managing my stakeholder demands?
- 38. 6. How do I know when I am the problem slowing down the delivery process? (Hint: it’s not a data problem.) 1. How do I prove the value of good product management when executive expectations demand we focus on delivering unvalidated features faster instead of delivering as per our roadmaps? 2. How do I align my efforts to deliver the outcomes in our roadmap when I rely on other teams focused on different business priorities? 3. How do I demonstrate the return on investment of the sequence of outcomes in our roadmap to gain trust and consensus across the organisation? 4. How do I ‘do product’ when every organisation does it differently, every guru has a competing framework, and others say frameworks don’t even work in the real world? 5. How do I balance my time to continuously learn about our market and customers while also doing the delivery work and managing my stakeholder demands?
- 39. 1. How do I prove the value of good product management when executive expectations demand we focus on delivering unvalidated features faster instead of delivering as per our roadmaps? 2. How do I align my efforts to deliver the outcomes in our roadmap when I rely on other teams focused on different business priorities? 3. How do I demonstrate the return on investment of the sequence of outcomes in our roadmap to gain trust and consensus across the organisation? 4. How do I ‘do product’ when every organisation does it differently, every guru has a competing framework, and others say frameworks don’t even work in the real world? 5. How do I balance my time to continuously learn about our market and customers while also doing the delivery work and managing my stakeholder demands? 6. How do I know when I am the problem slowing down the delivery process? (Hint: it’s not a data problem.) 7. How do I work with my leaders to make empowered product teams work in the real world (not just in product keynote land)?
- 40. Product Manager Photo by Ante Hamersmit on Unsplash
- 41. Like working in and designing products Writing user stories Capturing / reporting burn down charts Backlog grooming Coordinating / running Agile ceremonies Undoing sales team false promises Publishing roadmaps that that get ignored Being Jira jockeys PM
- 46. Product Managers are NOT actually managers!!
- 47. The word “manager” in the job title should indicate some level of authority. In the case of product managers, it doesn’t. Product managers don’t lead with authority. They are not the “CEO’s of the product.” https://jeffgothelf.com/blog/5-things-product-management-isnt/
- 49. UX PM vs
- 50. UX PM ❤️❤️
- 51. Act 3
- 52. M3GAN - don’t take my job! Is AI coming for us?
- 53. Poll… Who’s played with AI tools in the last week?
- 54. Poll… How about the last 24 hours?
- 62. 😲
- 66. This is a scorecard from the Telstra 2023 annual report. Summarise for me the items that are not on track.
- 68. Generate an image of a sophisticated sloth wearing a sharp business suit, with a tie and dress shoes, surfing on a sand dune with clouds of sand billowing around him against a warm, golden sunset background.
- 71. UX AI &
- 72. UX AI BFF
- 73. So what does this all mean?
- 74. The last 100 years WW1 - 1914-18 Great Depression 1929 - late 30s WW2 - 1939-45 Cold War 1947- 91 Dot-com Bubble 1997-2001 GFC 2007-08 COVID & Tech Wreck 2020 - 2023 ! Computer Revolution Late 20th C
- 75. My prediction?
- 77. Thank You amiransari.com.au | @uxcampmelbourne
Editor's Notes
- Or may be not!
- I want to acknowledge and pay my respects to the First Peoples, traditional custodians of the lands and waterways where we meet today- the Wurundjeri people of the Kulin nation - and thank them for their continued hospitality. I acknowledge and celebrate the continuation of a living culture that has a unique role in every region of Australia. I acknowledge Elders, past and present, as well as our emerging leaders of tomorrow and thank them for their wisdom and guidance as we walk in their footsteps.
- What a tough 12 months, some would say 3 years. I observed Designers start to have a new nemesis - Product Managers.
- Then COVID hit.
- Followed by world record lock down. Thanks Dan Andrew - I have no complaints
- We all changed jobs and asked for shit loads more pay Then we came out of the lockdown to find we’re losing our jobs.
- Then we came out of the lockdown to find we’re losing our jobs. And for those who haven’t, they’ve been forced to undo their personal lives and come back to the office.
- And for those who haven’t, they’ve been forced to undo their personal lives and come back to the office. And now there’s a threat and anxiety that AI will replace us as researchers and designers!
- And now there’s a threat and anxiety that AI will replace us as researchers and designers! What the FUCK! Might as well throw in the towel and go dig some holes! (picture of me)
- Might as well throw in the towel and go dig some holes! (picture of me) Over the next 45min-1 hr, I’m going to share my personal thoughts, sprinkled with some tough love and empathy, and leave you asking if there’s a future for you in UX.
- I was axed. My APAC head got axed. ⅔ of my team at Iress was axed My UX leader counterparts got axed. My UX friends got the axe. Random UXers got the axe. And there is pissall roles out there for most of these individuals, unless you’re Canva!
- People are begging to get a job, having 10 different CVs, re-writing job application after application - using ChatGPT to keyword match with the advertised job
- And when 1 role is advertised, gazillion people apply. And since talent people don’t have the time (and some not the knowledge or capability they rely on their ‘smart’ talent systems to do the screening and selection for them!!!
- After initial panic, we started celebrating Work from him, digital went gangbusters, companies started paying stupid salaries We had the mass resignations. Good times, if you didn’t mind being stuck in your bedroom, home schooling And now, salaries have plummeted, not to mention jobs being lost.
- If you haven’t come across the term, it’s called the ‘tech wreck’. it isn’t just in UX design it’s not just australia It’s not for ever!
- Most digital companies had phenomenal growth, building out digital with increase in online services. Not necessarily profit, but revenue growth Also, we had the great resignation. People final decided to make life-changes and work changes. That left roles needing to be filled to deliver on the increased digital demand. Also, people could work from home but take jobs in cities where salaries were higher! THEN… When pandemic came and went, most looked at their remaining initiatives and questioned their value. And demand for their services returned to more normal numbers And with wars etc. cost of running a business went up. So the best thing to do is to recalibrate It started in silicon value with the big brands. Aus is typical 3-6 months behind https://www.sbs.com.au/news/article/end-of-an-era-what-the-tech-wreck-means-for-australian-workers/t9x0m2915 Sung Ho Lee, regional director at specialist recruitment agency Michael Page Australia, said there were still plenty of tech jobs being offered in Australia as long as people were flexible and open to doing different things. "You've got some great people that are out there looking for employment, they just might have to be flexible when it comes to salary now," he said. "The last three years technology workers really had the pick of the bunch, they really could dictate and determine the five things they wanted in a job and got all five things. Now it's probably four things, maybe three things.” https://www.sbs.com.au/news/article/end-of-an-era-what-the-tech-wreck-means-for-australian-workers/t9x0m2915
- And with the larger orgs laying off, it gives smaller players who were priced out of the market to get access to amazing talent. https://designjobs.com.au/aussie-designers-caught-up-in-big-tech-layoffs/ Jakob Nielson - …market correction not the death of UX!@ And not just in the US - Aus too https://www.linkedin.com/feed/update/urn:li:activity:7099892774283481089
- Summary Yes there are less jobs ATM You need to hustle more Your salary might be less than what you cold have gotten We’re not alone, and it will pass
- We spent decade trying to get a seat and now these evil PMs come and just bypass us directly to the top And this is doing two things: Making UXers not like PMs very much UXers think it’s better to go to the dark side and live the good life - power, glorry, money!!
- We spent decade trying to get a seat and now these evil PMs come and just bypass us directly to the top And this is doing two things: Making UXers not like PMs very much UXers think it’s better to go to the dark side and live the good life - power, glorry, money!!
- The list goes on Welcome to PM world They scope out budgets, timelines, necessary resources
- Google Search trends
- Google Search trends
- Google Search trends
- It’s in the title - they get attracted to the notion of ‘manager’ but who and what are they really managing? Many are PMs, BAs, devilry peeps like scrum master. I remember 15 years ago, when the term UX was publicised, every person and their dog jumped onto LinkedIn and changed their title.
- https://jeffgothelf.com/blog/5-things-product-management-isnt/ Product Expert, Lean UX author If you’re taking a PM role because you think it will give you management experience, you’ll be disappointed. It will, however, give you leadership experience and that is far more valuable.
- I constantly hear UXers putting down PMs I hear the term ‘dark side’ There’s a tension that shouldn’t be there. Most PMs are under-appreciated They are an absolute necessity for the success of a product
- Yes, PMs have taken a seat at the table with the role of CPOs And it’s a viable and appropriate career transition for designers - we make the best PMs But it’s not all glory and you need to go in with your eyes wide open I decided to stay in design and instead use my skills to build cohesion with product people. There are some great PMs that are my long term friends and allies. They can be for you too.
- Yes, PMs have taken a seat at the table with the role of CPOs And it’s a viable and appropriate career transition for designers - we make the best PMs But it’s not all glory and you need to go in with your eyes wide open I decided to stay in design and instead use my skills to build cohesion with product people. There are some great PMs that are my long term friends and allies. They can be for you too.
- You also have Miro, Sigma, Dovetail.
- Many tools popping up daily And many going as the big players build out new features There’s a tool for almost every category Don’t get FOMO
- Midjourney….
- BE AWARE - Gen AI does hallucinate
- Now if you still aren’t convinced Just sign up to Jakob’s UX Tigers newsletter When it comes to AI, he publishes an article once a week If a 60 year old design practitioner is this involved, you bloody better or you’ll fall behind.
- Now if you still aren’t convinced Just sign up to Jakob’s UX Tigers newsletter When it comes to AI, he publishes an article once a week If a 60 year old design practitioner is this involved, you bloody better or you’ll fall behind.
- Build an opinion, build some basic awareness skills, use the tools. Educate yourself - there are a bunch of courses out there - I run workshops for AI awareness as part of AX’s AI portfolio. Come and see me afterwards.
- Build an opinion, build some basic awareness skills, use the tools. Educate yourself - there are a bunch of courses out there - I run workshops for AI awareness as part of AX’s AI portfolio. Come and see me afterwards.
- We’ve had a few shitty years - I definitely have. But I was reflecting on the last few years and looked back at the last 100 years.
- But I was reflecting on the last few years and looked back at the last 100 years. World War I (1914-1918) women entering roles traditionally held by men. Post-war, the economy saw a brief boom, Technological advancements, such as the assembly line, began to change manufacturing jobs. The Great Depression (1929-late 1930s): then a significant downturn leading into the Great Depression. The economic crash caused massive job losses worldwide. nature of work toward infrastructure and governmental projects. Technological improvements in industries like agriculture and manufacturing deepened the impact on employment. World War II (1939-1945): Once again, the workforce demographics changed, with many women working in factories as men went to war. Post-war, there was a boom in the economy and a significant expansion in certain industries like automobiles and appliances. Technology related to warfare led to advancements in various sectors, including computers, which later revolutionized office work. The Cold War (1947-1991) and the Space Race: Competition between the USA and USSR led to significant investments in technology and new job sectors, particularly in research and development. The Space Race spurred advances in computer technology, materials science, and telecommunications. Late 20th Century – Computer Revolution: The advent of personal computers in the 1980s and the internet in the 1990s drastically altered the workplace, creating new industries and job roles while rendering others obsolete. Economic recessions during the early 1980s and 1990s saw shifts in job markets and required new skill sets due to automation and information technology. Dot-com Bubble (1997-2001): The rise and fall of many internet-based companies caused significant shifts in job markets, particularly in tech sectors. Despite the bust, the period accelerated the adoption of the internet and e-commerce in the workplace. Global Financial Crisis (2007-2008): The economic downturn resulted in job losses and led to increased skepticism about traditional economic and business models. The crisis also led to the rise of the gig economy and a shift towards more flexible, often technology-enabled, forms of employment.
- I’m confident 2024 will see us climb out of the lows experience growth in our discipline once again. Product people aren’t going anywhere and they shouldn’t. We must learn to work with them, and like any stakeholder, make them look good and show our worth. They will in turn give us more …. IMHO Product and Design should be joined at the hip. And for those who want to transition to a product manager, absolutely do so but do it with eyes wide open. It may be rewarding for some and not for others. Generative AI is here to stay, like bed bugs. Embrace the change, familiarise, practice and adapt it to help you achieve more and better. Continue to learn, be OK with the ambiguity - that’s our super power - and rely on our amazing community (that’s you folks) to drive this amazing discipline forward. UX is safe, healthy and needed.
- Take the opportunity to connect, build a new skill, learn a new skill, and celebrate the community of amazing practitioners that work in this awesome discipline called UX!