UX & Product Creation Hub: Why is User Experience One of the Most Challenging Disciplines in Organisations?
Higher UX outcomes are delivered through structural integration, measurable collaboration, and strategic alignment with established business disciplines, rather than through design execution in isolation. When UX is positioned as a core contributor—rather than a supporting service—its value becomes visible, credible, and scalable across the organisation.
1. Many Other Disciplines Have a Long Organisational History
Most established business disciplines—such as finance, sales, operations, or marketing—have existed within organisational structures for decades. Over time, they have proven their relevance and stability through well-defined processes, governance models, and repeatable patterns of execution.
Their professional language is widely understood across the organisation. Terminology is shared, expectations are aligned, and collaboration requires relatively low cognitive effort from stakeholders. These disciplines benefit from minimal novelty; their value propositions are already accepted.
UX, by contrast, is still a comparatively young discipline. Even delivering a “good” UX presentation requires effort: the vocabulary is newer, maturity levels vary significantly, and its outcomes are often less tangible to non-specialists. As a result, UX can be difficult to integrate into existing routines and operational cadences.
Remedy
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Consistently use UX terminology to build familiarity and legitimacy within the organisation.
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Actively demonstrate how UX integration improves the effectiveness of existing deliveries—and how it helps other disciplines achieve their own professional objectives.
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Establish recognisable, professional UX goals with leadership and explicitly integrate them with adjacent disciplines.
Consistently use UX terminology to build familiarity and legitimacy within the organisation.
Actively demonstrate how UX integration improves the effectiveness of existing deliveries—and how it helps other disciplines achieve their own professional objectives.
Establish recognisable, professional UX goals with leadership and explicitly integrate them with adjacent disciplines.
2. Many Disciplines Are Measurable Close to Conversion
Established disciplines are often measured directly against revenue-related outcomes. Their KPIs are simple, recognisable, and historically validated—frequently traceable to a single action such as a purchase or lead conversion. There are well-known “recipes” for achieving these KPIs through cross-functional collaboration.
UX is a measurable discipline, but its metrics typically require explanation. Measurement frameworks, time horizons, and causal links depend heavily on organisational maturity and on the quality of collaboration with other disciplines. Without shared measurement models, UX value risks being perceived as abstract or indirect.
Remedy
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Anchor UX outcomes to well-known KPIs and demonstrate how UX directly contributes to their achievement.
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Reference concrete examples and case studies where UX played a decisive role in successful delivery.
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Materialise UX value through artefacts, data, and narratives that allow stakeholders to experience its efficiency rather than merely hear about it.
Anchor UX outcomes to well-known KPIs and demonstrate how UX directly contributes to their achievement.
Reference concrete examples and case studies where UX played a decisive role in successful delivery.
Materialise UX value through artefacts, data, and narratives that allow stakeholders to experience its efficiency rather than merely hear about it.
3. UX Receives Less Structural Support from Other Disciplines
UX—like CX—cuts across organisational silos. It operates as a connective layer rather than a standalone production line. As a result, it often attracts fewer natural allies, since other disciplines may prioritise autonomy, ownership, and visibility within the company.
This transversal nature makes UX both powerful and politically vulnerable.
Remedy
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Avoid overruling existing disciplines. Position UX as a supportive enhancement to established processes rather than a replacement. Move deliberately, involve stakeholders early, and include them in reasoning and decision-making.
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At the same time, clearly maintain UX as a distinct field of expertise with its own professional standards, methods, and accountability.
4. UX Operates on Different Reasoning Patterns
Many disciplines are driven by quantitative reasoning patterns focused on turnover, efficiency, and financial growth—metrics that organisations naturally prioritise.
UX often operates upstream, dealing with human behaviour, cognition, and perception before outcomes become financially visible. This difference in reasoning patterns can create friction, misunderstanding, or undervaluation.
Remedy
This topic warrants a dedicated article of its own. It touches on decision-making psychology, organisational incentives, and the translation of qualitative insight into business value. Stay tuned.
Closing Perspective
UX becomes challenging not because it lacks value, but because its value is systemic, cross-functional, and dependent on organisational maturity. The path forward is not better design in isolation, but deeper integration, shared metrics, and disciplined collaboration with the structures already in place.
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