"When I started in UI/UX design, it was all about the design itself: how it made users feel, the screens, the steps to complete an action, and testing with users. I worked in agile teams, getting user stories and acceptance criteria from product managers. Then I would sit down and design screens, flows, and interactions. Sometimes I stayed up all night just to make the flow clean enough for sprint planning the next day."
"Then everything changed. Suddenly, the question wasn't just "Does this feel good and usable?" but "How is this contributing to the business?" Leadership started asking for numbers: dashboards, funnels, conversion rates, and product analytics. UX work alone didn't feel enough anymore. I remember one project vividly. I had designed a stock trading experience flow. Usability tests went well; users navigated the flow easily. But in the monthly review meeting, the focus had completely shifted."
UI/UX work initially emphasized screens, flows, interactions, and how designs made users feel, with usability tests guiding refinements. Designers worked in agile teams, translating user stories and acceptance criteria into screens and clean flows. Success was measured by qualitative signals: usability feedback, smoother flows, fewer steps, and reduced friction. Leadership later shifted focus toward quantitative business metrics—dashboards, funnels, conversion rates, and product analytics—requiring designers to consider revenue impact. A stock trading flow with positive usability tests showed a sharp live-metrics drop, revealing that live analytics and qualitative testing must be combined to diagnose issues and connect design to business outcomes.
Read at LogRocket Blog
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