Lowey posited designers should go with the "most advanced, yet acceptable" solution. People inherently desire new things, but they also want the familiar.
When you include developers in your critique, you aren't giving them a panacea. You're making your design practice better.
As software project "Marines," consulting teams get deployed when clients need a beachhead, things haven't gone according to plan, or it's time to level-up.
In September, I interviewed Alan Cooper to hear his thoughts on the state of the tech industry, and ultimately, the world.
Making a designer into a leader within your organization makes perfect sense. In fact, design is a great prep school for leadership within any organization.
What happened? How did our software project end up in hell? And more importantly: How can we get back on track?