Even though I’m a self-confessed geek, I spend most of my time putting people ahead of technology. With a wealth of experience as a UX specialist, I keep user-centered research and design at the centre of all my work. Having worked agency-side and client-side, I’m adept at dealing with a wide range of digital design problems and opportunities.
The last five-years I’ve focused the strategic-side of things, marrying good taste in technology with addressing big business challenges. I help organisations to see the bigger picture and mitigate their "me too" tendencies, with meaningful, impactful and tangible product visions which they can actually execute.
I’m an advocate for increased diversity in the tech industry and mentor young people pursuing careers in digital.
Wikipedia says a wicked problem is a problem that is “difficult or impossible to solve because of incomplete, contradictory, and changing requirements that are often difficult to recognise”.
The use of term “wicked” here has come to denote resistance to resolution, rather than evil. You can’t know what you don’t know about what you need to know. So it’s still your fault – Modern UX Designer’s conundrum.
As the Lean movement treads its certain path through the digital world, killing two-dimensional artefacts, trouncing on requirements specifications and making us all empowered and Agile, we might be sleepwalking into a bunch of very wicked problems.
You may not recognise wicked problems when they come up, but like a bad smell, they haunt you for a long time. Within the trifecta of money, time and capability, live any number of decisions needed to conceptualise, design and build large scale digital products and services.
The need to balance these with getting something ‘shipped’ means we inherently make choices that have a significant impact on the challenges we face later down the line. Whether start-up or established business, you’re not protected from wicked problems.