In my experience, as a UX person in a small agile company that works with lots of large, not-so-agile corporations, i've seen this story over and over again. I

In my experience, as a UX person in a small agile company that works with lots of large, not-so-agile corporations, i've seen this story over and over again. It's relatively well documented in the field, but broadly, it's a matter of access. the fact that a UX person that's not the CEO responded to this indicates simply that AA is late to the game. The teams we work with may start out that segmented, but usually getting the right experience together means going to the up the corporation's ladder & using that as means to effect the change across all the departments and divisions that have a stake in the experience being developed. More than once this process has (or should) effect the employment in those divisions because most large corporations weren't structured to create the artifacts they are now held to. Along the way, in a successful (read: not doomed) company, executives emerge that are more conscious of the customer's experience. The evolving question is a matter of response time - how quickly can a company adapt to new environments. For AA, it sounds like it'll take a year or more to see significant change. we'll see if that's fast enough. more on this: http://www.boxesandarrows.com/view/the-information http://www.boxesandarrows.com/view/the-information http://www.boxesandarrows.com/view/enterprise http://www.boxesandarrows.com/view/enterprise