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The label "User experience design" emerged in order to combat the small-mindedness of design for technology that was prevalent in the early 90s. During the technological boom of the last 20 years, with the emergence of the Web, prevalence of computers in all aspects of our lives, and the increasing complexity of the things we are building, "user experience" has been a helpful term in that it continually reminded us to think beyond whatever narrow thing we're considering at the time, and to consider the entire user's experience. And now, in 2012, with Apple, Inc. having the largest market capitalization of any company in the world, and an endless stream of CEOs and pundits talking about the importance of user experience, I suspect the phrase "user experience design" is no longer necessary, and could even be harmful. Harmful because it suggests that the only folks who need to worry about user experience are the designers, when in fact companies need to treat user experience no different than they treat profitability, or corporate culture, or innovation, or anything else that's essential for it's ongoing success. The companies that succeed best in delivering great experience are those that have it as an organization-wide mindset.

The customer-centered company needs to make its products interactive, train its people for co-creative dialogue, redesign its physical places for two-way interactions, and open up the architecture of its digital sites to other processes and content that the company doesn't control. Nike puts a sensor in its shoes that lets runners track their runs and has a web platform where exchange data with others. Starbucks encourages a dialogue across all its stakeholders through the highly popular mystarbucksidea.com website. 3M invites its B2B customersto co-create new products with its R&D people live in their corporate labs. Apple invites third parties to develop new applications for its iPhones, iPads, and iPods. Companies are generally unprepared for this transformation to experience co-creation. Most product development groups continue to design non-interactive products. Company people in call centers and company stores still generally follow company narratives. Most corporate IT departments and suppliers are trained in one-way project-management techniques incompatible with true engagement-platform development. Herein lies the transformational challenge customer experience managers will face as they become customer-experience co-creators.

Brad Feld, a venture capitalist, recently had a very uncomfortable experience with social media. The final quote from his account of the experience highlights the need to experience media to understand it: "I guess it's a good thing that this just happened and caused me to think harder about the implications. One of the reasons I immerse myself in this stuff is to understand the products and services, but also to understand the impact on humans and our society. While it's easy to think intellectually about privacy, it's a whole different deal when you have to process the ideas in the context of real issues that you encounter."

A UX strategy has four primary components: Where are you now? Define the value you're delivering to your users today, identify known issues, and explore ways your product can realize what the business hopes to achieve. Where do you want to be? Specify the purpose of what you're building and what needs it will address. Identify opportunities to enhance your product and the guiding principles that will inform product design decisions. Explore all phases of a user's interaction with your product to identify how all product components will fit together. How will you get there? Plan the development of your product to accommodate continual enhancements while maintaining cohesion across the experience. Translate your plan into tangible requirements. How will you measure success? Define what success looks like for your product and what methods will be used to validate your product's success.

Admittedly, it can be difficult to quantify a specific profit or revenue impact from some types of experience enhancers-more robust "voice of the customer" programs, more polished customer statements, better trained front-line personnel, streamlined customer touchpoints, a more user-friendly website, etc. The financials surrounding such initiatives are much less precise than those of hard-dollar initiatives, like the renegotiation of real estate leases or the consolidation of corporate functions. Of course, that doesn't mean customer experience investments have any less of a compelling return than these other endeavors. It just takes a little more work to quantify it. And, frankly, in some cases, it requires a leap of faith.

Information Technology (IT) consultants experience less stress when they carry out assignments in a working environment that motivates them. It also helps IT consultants experience less stress if they are able to manage their own work and if the demands placed on them in their work are reasonable. This is revealed in a psychology thesis from Gothenburg University, Sweden.

Give a penny, take a penny - that's the concept behind Jonathan Stark's new "experiment in social sharing." He has put a picture of his Starbucks card online so that anyone in the world can use his account to purchase a cup of coffee. Just save the photo on your smartphone, go to your local Starbucks, and scan the barcode. Simple as that. You'll have a free cup of piping hot coffee.

One of the issues facing social business and social CRM strategies is the issue of whether customers want to use social media as means for getting customer support. As of now, the phone is still the most common way to provide support. But would customers be willing to engage in other ways? An infographic from customer experience analytics firm ClickFox organizes research on the subject and finds that two in three customers would be willing to use social media for customer service if they understood the tools better. The infographic also breaks down the cost per interaction of various types of engagement, and finds website visits to be the cheapest by far.

It is a constant complaint: We're choking on information. The flood of data on the Web has reached mind boggling proportions, and it shows no signs of stopping. But wait, says Harvard professor Ann Blair - this is not a new condition. It's been part of the human experience for centuries.

"Focus groups can only tell you so much. Companies in the mobile business also need to know the right problems to solve, which involves understanding people's implicit needs and unknown desires. Ellen Isaacs, a user experience designer and ethnographer for PARC, explains the benefits of using ethnography to develop better mobile products."

More and more executives are experimenting with open innovation initiatives. Stefan Lindegaard outlines some potential knock-on effects-both good and bad.

Very useful thinking about social media ROI. In my experience with business analytics, the "last mile" tends to be the toughest--getting the stakeholders to use metrics to make actual decisions. 

Nowadays, goes the theory, innovation is supposed to be constantly improving everything the company is about. Is the theory right, or do the experiences of companies reveal something different?

"On Twitter, a JetBlue rep asked me to Direct Message (DM) them my confirmation number. Once I did, 18 short minutes later they had not only replied via DM that the flight had been re-booked to my new specifications, the confirmation email had already hit my email inbox. In less than 140 characters - easiest flight rebooking ever!"

The idea behind this conference is that individuals who feel their identities validated in public venues are better able to accept others' identities, and to analyze critically the social forces and experiences that have shaped their own. We would like to transform our campus into spaces for just this kind of critical exploration and sharing among students, staff, faculty, administrators, alumni, and emeriti of all backgrounds, majority and minority.

The last 10 years have been called the era of Web 2.0, a term used to describe a new type of online experience, wherein a user could be both author and audience. That decade, said SCVNGR CEO Seth Priebatsch today in his opening keynote at the SXSW conference, was the decade of social.  That decade, however, has been won, said Priebatsch. Facebook has come away as the clear leader and now, a new decade is upon us - the decade of games. These are not children's games, however. These are games that could change the world.

Although enterprise video adoption is slow, several platforms are competing to bring the simple video sharing experience of services like YouTube to business users. Here's a look at five of them. Each of these solutions give uses the ability to upload video, encode it, view and share it online and track analytics.

After years of leaving photos and videos to third-party services like Twitpic and Yfrog, Twitter has finally launched its own version. "A native photosharing experience will be rolled out to 100% of users over the next couple of weeks," Twitter CEO Dick Costolo told the D9 Conference. The service means that photos and videos will be directly connected to tweets. They will be viewable on Twitter.com without having to leave the site. Twitter will also "surface the most popular videos and tweets" in a new section of the homepage, Costolo said.

The world is a dazzling array of people, objects, sounds, smells and events: far too much for us to fully experience at any moment. So our attention may automatically be snagged by something startling, such as a slamming door, or we may deliberately focus on something that is important to us right then, such as locating our child among the happily screaming hordes on the school playground. We also know that people are hard-wired to seek out and pay attention to things that are rewarding, such as food when we are hungry, or water when we are thirsty