It's easy for executive stakeholders to start thinking that if we cannot deliver value without delivering code, it means that code is what's valuable. Often, stakeholder pressure to deliver their ideas on time becomes the primary metric of success. Executives want numbers - and it's very easy to measure shipping velocity and pretend that it is a proxy for the value we deliver.
In an environment where value and velocity are the same thing, adding any work that impacts timelines goes against the incentives in play. So naturally when UX design shows up to talk about Process and Research and other capitalized nouns, the conversation turns sour.
Yes, indeed - in this context, the design work has little impact on the value delivered. But design is also the key for getting out of that environment. If PMs can stop working at cross-purposes with UX, the outcome is orders-of-magnitude improvements - not only to the product, but to the product practice itself.
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