Introduction: Between Ideal and Reality
The concept of UX maturity is often discussed in textbooks, research, and frameworks. Many models, such as those by Don Norman and the UX Qualification Board (UXQB), describe how deeply user-centered thinking and practices are embedded in an organization. The highest level, often referred to as level 6, means that UX is strategically anchored and part of the organizational culture. It is also represented at the management level. That sounds impressive. But how realistic is this goal for project-based client service companies?
We develop software on behalf of clients. Every project is different. Teams tend to be stable, but the degree to which UX roles are involved varies. Each client has a different understanding of UX, or sometimes none at all. At our company, UX has reached the C-suite level, but the level of UX maturity varies significantly across development teams and in collaboration with clients.
The Nielsen Norman Group puts it succinctly: “An organization rarely has the same maturity level across all units. UX maturity often varies dramatically between departments, teams, or even individual projects” (NN/g, 2021). The UX Qualification Board (UXQB) also emphasizes in its Certified Professional for User Experience Foundation (CPUX-F) curriculum that maturity cannot be assessed uniformly — it depends on roles, processes, and the nature of the project.
So, can we define a single maturity level for our entire organization? Probably not. Our reality sits somewhere between levels 3 and 4, with outliers depending on the context. Is that a problem? Sometimes. But, quite honestly, often it’s just the way things are.
UX Maturity Is Not a Badge of Honor
Maturity models provide guidance. They categorize UX activities and identify areas for improvement. However, they can also create pressure. “Why aren’t we at level 5 yet?” I asked myself this question a few years into my role as Head of UX.
I had always taken maturity models seriously, but we engaged with them more deeply because UX students came to our company every year to conduct interviews and evaluate our UX maturity. This external perspective held a mirror up to us and highlighted why we often struggle to move forward.
Project leads tend to remain in place, but UX roles change more frequently and are embedded to varying degrees. This results in a loss of experience, gaps in established practices, and difficulties in developing a consistent UX strategy. These recurring student evaluations made that painfully clear.
Over time, I began to wonder whether the maturity model was the right lens for us. Perhaps it’s acceptable not to “move up,” especially in an environment where maintaining continuity in UX roles is difficult. Perhaps the objective isn’t to reach levels 5 or 6, but rather to consistently integrate effective UX into ever-changing settings.
As Bruce Temkin states in his CX Maturity Model, maturity is always context-dependent, particularly in service firms that don’t control long-term product cycles.
What I’ve Learned Over the Years
Although there is no master plan for achieving UX maturity, there are many small levers that can be pulled. Research from Pernice & Nielsen (2014) supports this, emphasizing that incremental successes in UX contribute more to maturity than grand strategies.
A UX kickoff with the client can change attitudes — in one industrial project, for example, a half-day workshop helped us agree on terminology and priorities.
A good prototype can be very informative. In a finance project, for example, it helped us visualize complex logic and gather feedback before writing a single line of code.
A short usability test with real users can challenge assumptions, as we saw in a healthcare project where just five test sessions reshaped the flow.
Sometimes, it’s just a coffee chat with the product owner that establishes UX as a lasting topic.
These small, practical interventions lead to what NN/g (2021) calls “localized maturity improvements that can scale up over time if supported strategically.”
Maturity Grows Through Experience — Not Models
The best UX moments don’t come from models; they come from experience and personal conviction. NN/g refers to these moments as “human-centered maturity boosters” — instances when individuals have an “aha!” moment that shifts their mindset. As Pernice and Nielsen (2014) emphasize, organizations don’t change — people do. Those people then shape their teams and structures.
For example, a developer might realize that a clear user flow improves the maintainability of their code. Or when a department discovers that a simple screen performs better in usability tests than a fully loaded one. Or when a project lead realizes the value of early feedback by observing a paper prototype.
We often witness these moments during workshops when subject matter experts start sketching flows or when CEOs openly commit to UX turnarounds after user tests. These shifts don’t come from frameworks. They come from shared experience, insight, and collaboration. They can’t always be planned. But they can be encouraged.
What I’d Like to Share With UX Professionals
As UX professionals, we often find ourselves caught between strategy and implementation. We balance user needs and business goals and navigate the divide between idealism and pragmatism. What I’ve learned and want to share is that you don’t need full control to make a difference.
UX isn’t just a job title. It’s a responsibility. You don’t need to be a “lead” to influence UX. If you bring the right mindset, clarity, and pragmatism, you can influence outcomes.
Have faith in small actions: a well-facilitated workshop, a tested prototype, or a genuine conversation with a developer. These are the things that advance UX maturity. More than any label or stage.
Don’t hide behind processes. Be present. Be curious. Ask “why,” not just of users, but of your team as well. Above all, be patient. Maturity rarely comes from theory, but often from those real, resonant moments when someone says, “This feels better.”
UX is not a checklist; it’s an attitude. It’s evident in how we approach problems, how we think about users, and how we influence decisions. Even without formal power, we can influence what UX becomes through our mindset, dialogue, and actions.
That’s why we foster a UX mentality in our team, not through rules but through practice. We don’t overload the process. We focus on what works: routines, reflection, and a realistic, respectful approach to UX in daily project life. We avoid overengineering and keep things practical — approachable, flexible, and effective UX.
As Pernice and Nielsen (2014) point out, “organically embedded UX attitudes” have a greater long-term impact than top-down initiatives. Not everything works instantly. However, small signals can make a difference. UX maturity doesn’t develop through declarations. It grows through consistent, authentic examples.
Building UX Maturity With Clients
Helping clients develop UX maturity requires time, trust, and mutual respect. Not every client will become a UX advocate, and that’s okay. Many start out skeptical. Over time, however, a sensitivity for UX develops through shared experiences and early success.
Big strategy meetings don’t change things; daily collaboration does. This includes sketching a flow together, testing a prototype, and watching user feedback land. The most helpful thing is involving clients in UX work, such as letting them observe tests, discuss patterns, and prioritize design debt in reviews.
In one retail project, for instance, the shift occurred when the customer support team observed the test results firsthand, which sparked real change.
As NN/g notes, “UX maturity grows through continuous reinforcement, not through mandates” (2021). That rings true — it’s not about checking boxes. It’s about creating space to grow UX together through lived experience.
Conclusion
UX maturity isn’t something you can just check off. It’s a process and sometimes a byproduct of good collaboration.
In many projects, we’ve seen acceptance grow once teams realize that UX helps not just the users, but also their own workflows. When stakeholders witness how user feedback reveals hidden gaps, something shifts.
That shift in mindset is the real measure of maturity. For me, the question isn’t whether a project ranks at level 3 or 5. What matters is whether, by the end, people can say, “This improved our users’ experience, and it worked.”
References
Nielsen Norman Group (2021): UX Maturity Model. Defines six levels of maturity and highlights organizational variability.
UXQB — Curriculum for Certified Professional for Usability and User Experience — Foundation Level (CPUX-F), Version 3.0.1. A standard reference in Europe for UX roles, terminology, and maturity aspects.
Temkin Group (2012): Customer Experience Maturity Model. Bruce Temkin. An early, influential CX maturity model adapted for UX contexts.
Pernice, K., & Nielsen, J. (2014): “Organizational UX Maturity: Where Does Your Company Fit?” NN/g Report. A deeper analysis of UX maturity, emphasizing cultural context and individual impact.
