{"id":248,"date":"2018-11-07T14:16:55","date_gmt":"2018-11-07T19:16:55","guid":{"rendered":"https:\/\/www.bloomberg.com\/ux\/2018\/11\/07\/building-ux-team-10-years-one-iteration-time\/"},"modified":"2018-11-07T14:21:00","modified_gmt":"2018-11-07T19:21:00","slug":"building-ux-team-10-years-one-iteration-time","status":"publish","type":"post","link":"https:\/\/www.bloomberg.com\/ux\/2018\/11\/07\/building-ux-team-10-years-one-iteration-time\/","title":{"rendered":"Building a UX team over 10 years, one iteration at a time"},"content":{"rendered":"

Bloomberg has built a world-class UX team \u2014<\/em> not only by serving the end-user, but also by serving users within the broader organization and UX team.<\/em><\/p>\n

Over the last decade, Bloomberg quietly embarked on a journey to build a world-class User Experience (UX) team. Today, 10 years later and with a nearly 100-person UX team, the Terminal continues to evolve \u2014 as does the group responsible for its countless design innovations.<\/p>\n

The seed that would grow into Bloomberg\u2019s UX team was planted back in 2005. Elaine Kwong, then a software engineer, was working in various programming and design roles at Bloomberg when she was approached by Shawn Edwards, then serving as Bloomberg\u2019s head of software infrastructure. Shawn had been tasked by Tom Secunda, the Co-Founder of Bloomberg, with evolving the Terminal\u2019s technology to make its user interface more predictable, efficient and intuitive.<\/p>\n

\u201cHe said we needed to think big to improve the experience of our Terminal\u2019s users,\u201d recalled Elaine, now the Chief Operating Officer of the UX team. \u201cHe wanted us to evolve from design working groups fixing user problems after a product had shipped to an in-house UX team engaged in product development from the get-go.\u201d<\/p>\n

\u201cThe first task was standardization,\u201d recalled Shawn, who today is Bloomberg\u2019s Chief Technology Officer. \u201cWe needed to create basic standards for our user interface and, from there, make key hires to bring this user experience team \u2014 and the voice of our users \u2014 to life.\u201d<\/p>\n

\"Bloomberg\u2019s

Bloomberg\u2019s UX team was formed to address the need to bring standardization and consistent design practices to the Bloomberg Terminal. The team quickly evolved from \u201cmaking things look better\u201d to transforming the organization\u2019s approach to new product development. <\/em><\/p><\/div>\n

\u201cWhen I walked in, Bloomberg already understood the idea of being user-centric,\u201d said Fahd Arshad, Bloomberg\u2019s Head of UX design, who was the UX team\u2019s first hire in 2007. \u201cSo our initial strategy for evangelizing UX had to be flipped. We didn\u2019t need to advocate for empathy or being customer-centered. Thanks to Mike [Bloomberg], Tom and other senior leaders, always thinking of the users\u2019 needs was already baked into the company\u2019s culture. We instead focused on helping our colleagues appreciate the value of a systematic, user-centered design process. We had to show how we could help them understand the users\u2019 needs rather than wants, use low-fidelity design prototypes to iterate on potential solutions, use visual design principles to reinforce information hierarchies and evolve Bloomberg\u2019s UI infrastructure to better express the team\u2019s intent.\u201d<\/p>\n

They got to work.<\/p>\n

Solving the right problem at the right time<\/strong><\/p>\n

This new team\u2019s first challenge was a common one: how to win friends and influence people. Put another way: how do you manage up and show the value of your work?<\/p>\n

\u201cWe already had colleagues at Bloomberg who talked to users regularly,\u201d recalls Fahd. \u201cOur Sales department has an incredibly close working relationship with our clients.\u201d<\/p>\n

The UX team needed to show how their approach differed from Bloomberg\u2019s existing customer-centered methods in execution \u2014 yet was the same in spirit. They needed quick wins to show that UX, done right, delivered value to both users and stakeholders. They set out to show how they could make the product simpler and more useful, often starting with low-fidelity paper prototypes, testing them with users and quickly evolving designs to wireframes and then digital prototypes.<\/p>\n

\"Often

Often starting with paper prototypes, the team was able to communicate about and test product innovations quickly and inexpensively. By demonstrating how their approach married value with speed, the UX team began to be involved earlier in the product development process. <\/em><\/p><\/div>\n

Ali Jeffery was one of the team\u2019s most important early hires. Recruited from Bloomberg\u2019s marketing team, Ali is now the UX team\u2019s visual design lead.<\/p>\n

\u201cThere were a lot of big ideas \u2014 and late nights \u2014 in the early days,\u201d she recalls. \u201cI was a visual designer, but Fahd and Elaine were teaching me UX. Together, we were trying to solve this big hierarchical puzzle: how do you call up the right information on the Terminal screen at the right time \u2014 and make sense of it.\u201d<\/p>\n

Ali went about building a design toolkit to bring greater standardization to the Terminal experience and expanding what was possible visually.<\/p>\n

\u201cConstraints make our work more interesting,\u201d Ali said. \u201cBecause the Terminal has a tight, information-dense screen, it makes clarifying the information hierarchy challenging. There\u2019s always an opportunity to improve our design patterns and system.\u201d<\/p>\n

Slowly, they started to rack up a series of high-profile case studies. The team was savvy enough to know their \u201cusers\u201d weren\u2019t only Terminal clients, but Bloomberg\u2019s internal stakeholders as well.<\/p>\n

In the beginning, the team was usually brought into the product design cycle after thousands of engineering hours had been poured into a product. Thus, UX fixes were largely cosmetic, rather than conceptual. But this would soon change.<\/p>\n

\u201cFahd and Elaine proposed a UX lab,\u201d recalled Shawn. \u201cIt was so powerful when product managers and engineers were brought into the observation room and saw client feedback in real time. For a time, we had pushback from engineering on letting go of owning design. But now, we were getting their buy-in. Customers felt like Bloomberg cared.\u201d<\/p>\n

\"Bloomberg\u2019s

Bloomberg\u2019s UX lab makes observing user interactions with the Terminal accessible to everyone. Teams from across Bloomberg can come observe in real time how users interact with new and existing Terminal features. <\/em><\/p><\/div>\n

The team was turning a corner, going from an in-house consultancy to a full-fledged partner in the product design life cycle. Tom Secunda played a significant role in driving this paradigm shift.<\/p>\n

\u201cAt meetings, senior leaders like Tom started to ask product teams why they didn\u2019t have a UX person in the room,\u201d recalled Fahd. \u201cTom became one of our biggest advocates. I personally worked with him on a range of early concepts, including a wealth management platform and our portfolio management tools. When he helped found Bloomberg, he was a driving force behind keeping the product conceptually simple to learn and focusing on client needs. With the UX team, he understood the value of sketching ideas in wireframes and storyboards \u2014 not just to create the UI, but to build consensus on the most fundamental question of product design: \u2018what problem are we trying to solve?\u2019\u201d<\/p>\n

With senior leaders on board and as various teams at Bloomberg started seeing the fruits of getting UX involved early in the product development cycle, the UX team went viral.<\/p>\n

Shawn likened this to a \u201cthree-legged stool\u201d: product and technology initiatives were unbalanced \u2014 and likely to topple over \u2014 without engineering, product and UX all working in tandem.<\/p>\n

\u201cBeing able to do \u2018good\u2019 design became our calling card,\u201d said Fahd. \u201cWe went from doing design execution to advising on product strategy. The key question for UX evolved from \u2018how do we build this product\u2019 to \u2018what should this product be?\u2019\u201d<\/p>\n

Recruiting top UX talent<\/strong><\/p>\n

The good news: the UX team was suddenly in demand. But, they soon realized talent was in short supply. With the support of the highest levels of management, this became the next challenge: recruiting the right design talent and helping them be successful.<\/p>\n

\u201cWe were in a position of needing to build the plane while we were flying,\u201d said Elaine. \u201cAt our peak, we were hiring several new UX team members per year in various disciplines: interaction design, user research, visual design, and prototyping across desktop, mobile and web platforms. Finding smart designers with experience in building complex, transactional systems and nurturing the right talent were what kept me up at night back then.\u201d<\/p>\n

\u201cIt was Elaine’s job to get people in the door,\u201d said Shawn. \u201cOnce we showed them how hard and impactful the problems were that we were tackling, people were intrigued. Above all, we attracted people who were intellectually curious.\u201d<\/p>\n

\"After

After proving the team\u2019s unique approach to product development worked, they needed more people. Today, the UX team looks for individuals with unique career experience and a clear design point of view that pushes the entire group to think in new ways. <\/em><\/p><\/div>\n

Eddie Ishak, another early hire, points to hiring the right people as one of the most important tasks the team has consistently accomplished over the last 10 years.<\/p>\n

\u201cYou never learn very much by being the smartest person in the room,\u201d said Eddie. \u201cWe hire people whose expertise gives the entire team different perspectives on design \u2014 who have diverse backgrounds and bring independence and boldness to the table.\u201d<\/p>\n

Evolution of \u201cDesign Ops\u201d<\/strong><\/p>\n

As the team grew, the team\u2019s operational model needed to evolve.<\/p>\n

In the early days, UX was treated like an internal UI consultancy \u2014 product and UX worked closely at the beginning of a new project, keeping engineering looped in. However, once the design was handed off to engineering, the designers moved on to other projects. Thus UX couldn\u2019t help engineering and product during the build and client rollout phases. The final product suffered from a lack of UX engagement across the entire product development life cycle.<\/p>\n

“We realized this was not an efficient way to use our limited resources,” said Fahd. \u201cWe needed more domain knowledge at the inception of projects so we could ramp up quickly and keep pace with Bloomberg\u2019s rapid product development culture. At the same time, we needed to follow through and help our engineers as questions came up during the build stage.\u201d<\/p>\n

So, at the next stage of its evolution, the team tried embedding all UX designers within product teams. This approach, and the sponsorship of Bloomberg\u2019s Global Head of Enterprise Products, Ben MacDonald, helped designers establish close relationships with product and engineering, but ultimately proved inefficient.<\/p>\n

\u201cToo often our limited staff ended up working on medium-priority projects instead of the most important ones across the organization,\u201d said Fahd. \u201cBeing dedicated to some areas meant we couldn\u2019t pay enough attention to all the top-priority projects; Ben and Tom wanted UX to focus where it could do the most good.\u201d<\/p>\n

Today, Bloomberg’s UX team is structured around a blend of both approaches.<\/p>\n

\u201cOur designers gain expertise in key domains so we can ramp up fast and follow through, but the entire team is once again a single concentric unit that can fluidly realign to tackle the firm\u2019s top priorities,\u201d said Fahd. \u201cWe\u2019ve evolved from reinforcing silos at Bloomberg to helping break them down by being more holistic and focused at the same time.\u201d<\/p>\n

Finding the right operational model was one-half of the challenge. The other was keeping designers motivated and hungry.<\/p>\n

\u201cIt\u2019s my job to make sure Bloomberg\u2019s UX team is taking on the right types of projects,\u201d said Fahd. \u201cFinding those wicked challenges and giving the team something meaningful to work on all the time is not easy. My team wants to work on the most consequential projects. They always ask, \u2018how will this impact the user?\u2019 It\u2019s my job to make sure we work on compelling and influential problems.\u201d<\/p>\n

As a testament to the caliber of the team\u2019s work, Bloomberg is now home to some of the top UX talent in the industry, including early HCI pioneers like Bonnie John<\/a><\/u>. Outsiders sometimes make the mistake of judging the Terminal by its looks. Smart designers, on the other hand, realize that at Bloomberg they get a seat at the table to build technology that transforms the world\u2019s economy every day. They relish this challenge \u2014 all the more so because they get to tackle it alongside some of the most skilled UX practitioners in the world and are partnered with an engineering group that has really committed to a modern UI technology stack.<\/p>\n

\u201cDesigners who work at Bloomberg know they\u2019re solving big problems that have a global significance,\u201d said Shawn. \u201cToday, our UX team only works on the most mission-critical challenges. And, 85% of our company\u2019s profits go directly to Bloomberg Philanthropies<\/a>,<\/u> which supports global and local communities. You get to solve some of the toughest design challenges in the world while being part of a company that\u2019s genuinely making a difference. What more could you want?\u201d<\/p>\n

I am not the user<\/strong><\/p>\n

The mantra animating the UX team at Bloomberg is simple: \u201cI am not the user, and the user is not me.\u201d<\/a><\/u> You can\u2019t design for yourself or assume that because something makes sense to you, it will make sense to users.<\/p>\n

\u201cThis is the point I really try to drive home consistently with every member of our team,\u201d said Fahd. \u201cIt is a philosophy we share with senior management, a sense of mission that gives purpose to our talent and a promise we make to our users: we always strive to put their needs ahead of all others.\u201d<\/p>\n

\"It\u2019s

It\u2019s one thing to prove the value of UX in an established organization, it\u2019s another to build a true UX-driven culture. At Bloomberg, UX has a permanent seat at the table and the support of a company culture that sees UX as a critical. part of the development process. <\/em><\/p><\/div>\n

This mantra is one of the things that\u2019s kept Eddie a part of Bloomberg\u2019s UX team for so long.<\/p>\n

\u201cI\u2019m most proud that we\u2019ve built a UX culture that respects and understands design as an integral part of the software development process,\u201d said Eddie. \u201cTo create the best experience for our users, we need a stable and scalable process \u2014 a process of brainstorming, prototyping, feedback and iteration. Everyone here \u2014 from product to engineering \u2014 believes in that.\u201d<\/p>\n

Looking back, Fahd sees the UX team\u2019s first 10 years of growth as just the beginning. Looking forward, he knows the challenges to be solved on behalf of users are going to be even more difficult and complex.<\/p>\n

\u201cWe went from designing a better desktop experience to creating a Terminal experience accessible anywhere, anytime,\u201d said Fahd. \u201cThe future is about the users\u2019 experience \u2014 to create the best experience for them we need to build the best design culture we can. It\u2019s about UX designers who want to solve increasingly complex challenges \u2014 challenges around data, around AI, around enhancing the entire Bloomberg ecosystem of products and media experiences wherever they may be encountered.\u201d<\/p>\n

But it remains, as always, a balancing act. UX designers don\u2019t serve just one user \u2014 they serve users both internally and externally. Whatever it takes to enable \u201cgood\u201d design.<\/p>\n

\u201cThat,\u201d said Fahd, \u201cis our calling card.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

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