The users want it. The numbers show it. But that feature that proved so useful, it might be get implemented in 2014 — if ever. There might be a lot of reasons: The CTO doesn’t have the right team in place or may dislike the designer that designed the feature, the CEO wants the color red, or product is going after the wrong priorities. All decisions that are at expense of the user (and long term, at the expense of company profitability).
Design in large organizations isn’t for the faint of heart.
Leisa Reichelt talks about the political or organizational struggles many designers face within their organizations in this great post:
Many times I’ve suggested a design approach only for the in house designer on the team to literally pull the design from their desk drawer or computer and to tell me how they tried to get the organisation to go this way two, three, maybe four or five years ago. They tried and tried, had no success, and filed the design away so they can get on with the work the organisation deemed acceptable or appropriate. It’s kind of depressing, and almost embarrassing when my main role is to advocate for work that was actually done years before I appeared. And sometimes it works.
Politics and egos are the main reasons that great design goes awry – either it is never presented (because presenting it is a risk to those egos and would be not wise politically), or it is presented and dismissed, or it is presented and then changed such that egos are not wounded and the politics are in tact, the design integrity is hardly a passing consideration.