Blog Post

When you have something to say, silence is a lie - and tyranny feeds on lies.

 

Introduction

In an era where agile methodologies should already be standard in software development, it is alarming how little these principles are understood and implemented in some companies. Modern companies, especially in the software industry, face the challenge of developing complex products efficiently, user-friendly, and future-proof. This requires a clear division of roles, such as between Product Owners, UI/UX Designers, and Developers – a foundation that surprisingly remains unknown in many places.

 

The Problem of Roles: Developers as Designers?

During a recent examination of the structure and expectations of a team, it became clear that the role of the developer encompassed not only technical implementation but also the design of the user interface – including the creation of a complete UI component library. This requirement was an immediate warning sign that no agile methodology could be in place here.

In an agile environment, where specialized professionals collaborate, there is a clear separation of responsibilities:

• The Product Owner (PO) is responsible for the product vision and prioritizes the requirements.

• The UI/UX Designer develops the visual design and user experience.

• The Developer technically implements the design.

The requirement for the developer to also take on UI design contradicts agile practice, which envisions close collaboration among different roles. It clearly showed me that the company either does not understand how to separate these roles or simply cannot provide the necessary resources.

The results of this dual role speak for themselves: the current user interface of the product looks exactly like it was designed by a developer without an eye for design and usability – an interface that is not intuitive, lacks appeal, and is user-unfriendly. Such results are typical when design tasks are taken on without the necessary expertise and specialization.

 

Lack of Understanding of Agile Principles – in 2024?

What particularly frustrates me is that such fundamental misunderstandings still exist in many companies even in 2024. The fact that leaders in prominent companies, managing teams of 25 to 30 people, do not fully understand or implement modern principles of software development is concerning.

Agility is more than just a buzzword – it is about a way of working where specialized roles complement and iteratively collaborate. A developer should focus on efficiently and maintainably implementing the product, while the UI/UX designer is responsible for usability and visual appearance. The Product Owner plays a key role here by coordinating the requirements and ensuring they meet both business goals and user needs.

 

How Can Such Companies Compete Internationally?

Even more surprising is that companies that rely on these inefficient practices remain competitive internationally. If leaders do not implement fundamental agile principles and instead overload their developers with tasks that do not correspond to their roles, the question arises as to how efficiently product development actually proceeds. It suggests that many companies may jeopardize their innovative capacity and competitiveness by clinging to outdated or inefficient work models.

 

A Structural Problem: Why Are These Leaders in Their Positions?

The frustrating realization is that leaders who apparently have not internalized the principles of modern software development still manage large teams and important products. How did this happen? In an industry characterized by constant evolution and fast cycles, it is hard to understand why principles like the separation of design and development or the role of the Product Owner are not enforced in such structures.

 

Conclusion

Looking at these structural problems in companies shows that it is not just about the implementation of agile methods, but about a deeper understanding of why specialized roles like UI/UX Designers, Developers, and Product Owners are crucial for a product's success. Only when these roles are clearly separated and work closely together can a product be developed efficiently, user-friendly, and market-oriented.

We can only hope that companies and their leaders finally hear the wake-up call and truly understand and implement modern principles of software development. Only then can they remain successful in the long run – both in their home markets and internationally.