11 Sep 2025
|15 min
UX maturity model
Understand the six levels of the UX maturity model and learn about its historical evolution.
Improving the user experience (UX) of your product can feel like running a race without a finish line – endless, exhausting, and hard to measure. You're gathering feedback and running tests, but without a clear framework, it's tough to see how your efforts add up or what's holding you back.
The UX maturity model solves this by giving you a clear snapshot of where you are in your UX journey – and a map to where you need to go.
Key takeaways
Most organizations plateau at "structured" maturity – they have UX teams and processes but struggle with strategic integration.
You can't skip stages – advancing UX maturity takes years of sustained effort, and organizations must master each level before moving up.
Different teams operate at different levels – your design team might be advanced while research remains basic, which is normal.
Start with assessment–- use surveys, observe work practices, and test for consistency across products to understand your current state.
Focus on outcomes, not just processes – measure user-centered results, not just whether you're following UX methods.
Cultural change is harder than process change – building organization-wide support for UX requires ongoing education and demonstrating value.
Small improvements matter – you don't need to reach "user-driven" status to see meaningful benefits for users and business.
Leadership support is critical – without strategic backing, even skilled UX teams struggle to advance maturity.
Start measuring
Ready to assess your UX maturity? Run your first user test free with Lyssna and discover where you stand today.
What is a UX maturity model?
A UX maturity model is a framework that helps you assess how well your organization integrates UX practices into its operations and culture. Think of it as a diagnostic tool – identifying gaps, strengths, and opportunities for growth in your user-centered design capabilities.
The Nielsen Norman Group's UX maturity model, refined from Jakob Nielsen's original 2006 framework, has become the industry standard. It measures an organization's desire and ability to successfully deliver user-centered design, encompassing the quality and consistency of research and design processes, resources, tools, and operations.
The model evaluates four key factors that determine UX maturity:
Strategy: UX leadership, planning, and resource prioritization.
Culture: UX knowledge and cultivating UX careers and practitioners' growth.
Process: The systematic use of UX research and design methods.
Outcomes: Intentionally defining and measuring the results produced by UX work.
It’s worth noting that critics raise valid concerns about the NN/g framework. Peter Merholz calls maturity models 'oversimplified frameworks that mask necessary nuance' – organizations rarely mature uniformly. On the other hand, Debbie Levitt warns that labeling organizations as 'immature' can alienate stakeholders. Despite these limitations, the framework provides useful orientation when treated as a guide, not gospel.
Why UX maturity matters to your organization
Companies with high UX maturity achieve double their industry's growth rate, according to research from McKinsey and Company’s report, The Business Value of Design. But the benefits go beyond revenue. Mature UX practices also reduce development costs, accelerate time-to-market, and increase customer satisfaction.
Understanding your UX maturity helps you:
Prioritize investments in people, processes, and tools
Build stakeholder buy-in with clear progression milestones
Reduce rework by catching usability issues early
Create competitive advantage through superior user experiences
Align UX efforts with business strategy
Most importantly, advancing your maturity ensures decisions are guided by user insights rather than assumptions – leading to products that truly resonate with your audience.
However, as Debbie Levitt points out, the real focus should be on "how we can be more customer-centric and user-focused" rather than fixating on maturity scales themselves.
Now that you understand why UX maturity matters, let's explore the six stages of the Nielsen Norman Group's model in detail.
Each stage represents a distinct level of UX integration, from organizations that completely ignore user experience to those where users drive every strategic decision. Understanding these stages helps you identify where your organization currently stands and what steps you need to take to advance.
Understanding the model's limitations: Maturity models can't capture your organization's full complexity. Different teams operate at different levels. Your industry context matters.
Absent
According to the NN/g model, organizations at the absent stage are either oblivious to UX or believe they don't need it. User-centered thinking is not at all part of how they work. UX work is not planned, let alone incorporated into the organization's vision.
Common characteristics of organizations with absent UX
Aspect | What you’ll see |
|---|---|
Awareness | Complete ignorance about UX or apathy toward its value |
Resources | No UX-dedicated roles, processes, or budget |
Decision-making | Features built based solely on technical feasibility |
Customer feedback | Complaints dismissed as "user error" |
Success metrics | Focus only on delivery timelines |
Development approach | Developers attempt to create good experiences without methods, resources, or organizational support |
At this stage, organizations often exist in industries where UX is unknown or rarely practiced. Even well-intentioned developers lack the support needed to yield meaningful results.
Moving forward from absent
The primary obstacle is lack of education about what UX is, its benefits, and how to begin. Focus on building UX awareness through demonstration rather than explanation.
Quick win strategy with Lyssna: Start with simple, revealing tests. Run a five second test using Lyssna to evaluate if users can understand your value proposition. Follow with first click testing to expose navigation problems. When stakeholders see that 70% of users can't find core features, the need for UX becomes undeniable.
Your first 30 days
Document usability issues causing customer support tickets.
Conduct five user interviews to surface pain points.
Run preference tests comparing your product to competitors.
Calculate the business cost of poor user experience.
Present findings with clear ROI implications.
Nielsen Norman Group recommends that in order to progress from absent, organizations should focus on building UX awareness rather than trying to implement sophisticated processes.
Limited
The NN/g model describes limited-stage organizations as approaching UX erratically. Small UX efforts are made, usually for one of three reasons: legal necessity, a UX-aware individual taking initiative, or an experimental team attempting UX methods.
How to recognize an organization with limited UX maturity
Indicator | What you'll see |
|---|---|
Execution | UX work not done routinely or consistently well-executed |
Recognition | No official recognition of UX as a discipline |
Resources | No UX-dedicated roles, processes, or systematic budget |
Priority | UX falls low among priorities |
Structure | Isolated UX activities in silos within one or two departments |
Budget | When UX budget exists, it's not systematically allocated |
While organizations show some UX awareness and engage in occasional activities, UX work is not incorporated into strategy and planning. The majority of the organization still operates at the absent level.
Building momentum from limited efforts
According to NN/g, challenges at this phase relate to process: learning UX research methods, organizing teams, and beginning to establish routines and resources.
Creating systematic practices with Lyssna: Move from sporadic to systematic by establishing a basic research cadence:
Run design surveys monthly to track user satisfaction trends.
Conduct preference tests for all major design decisions.
Use card sorting when organizing new features or content.
Implement prototype testing before development begins.
Strategic focus areas
Showcase small wins: Document every UX success, however minor.
Compile case studies: Create before/after comparisons showing UX impact.
Cultivate champions: Identify and support UX advocates in different departments.
Standardize methods: Pick 3-4 research techniques and use them consistently.
The goal is gaining traction by demonstrating value repeatedly until UX becomes expected rather than exceptional.
Emergent
NN/g defines emergent-stage organizations as having functional and promising UX work done inconsistently and inefficiently. Organizations exhibit UX work in multiple teams, engage in some UX-related planning, and may have UX budgets.
Emergent UX maturity indicators
Status | Reality |
|---|---|
People | UX roles exist, but not enough and not with right skills |
Research | Some teams use multiple methods and see benefits |
Efforts | Small, unstable UX based on individual manager initiatives |
Leadership | Some managed usability with leaders advocating for it |
Process | No widespread, systematic UX processes in place |
Priority | When tradeoffs are necessary, UX is first to g |
Industry note: Large enterprises often hover at stage 3, especially in traditional fields like finance and healthcare.
Critical improvements for emergent organizations
The NN/g framework warns against getting stuck thinking "We do UX now" when this stage is definitely not sufficient. Focus on building a culture of support for UX at all levels.
Expanding research capabilities systematically
Diversify your research toolkit to answer different questions:
Use tree testing to validate information architecture before building.
Implement first click tests on wireframes to catch navigation issues.
Deploy card sorting to understand user mental models.
Run continuous design surveys for quantitative validation.
Building cultural momentum
Gather momentum across projects: Share research findings organization-wide.
Ensure UX priorities in tradeoffs: Fight for UX considerations when compromises arise.
Document impact consistently: Track how research influences product decisions.
Create shared resources: Build research repositories accessible to all teams.
Without cultural support, even strong UX practices remain vulnerable to organizational pressures.
Note on maturity variations: Your organization won't fit neatly into one stage. Different teams often operate at different maturity levels – your design team might be 'structured' while research remains 'limited.' This is normal and shows why single-number maturity scores oversimplify reality.
Structured
The NN/g model describes structured organizations as having a semisystematic UX-related methodology that is widespread, but with varying degrees of effectiveness and efficiency. The organization recognizes UX value and has established full UX teams.This is where most functional organizations land – and where the linear model starts to break down. Different products or teams often show vastly different maturity levels.
Key characteristics or organizations with structured UX
Aspect | What it looks like |
|---|---|
Leadership | Usually supports UX; sometimes incorporates into strategies |
Design process | Centralized definition; shared, iterative approach |
Research | Conducted throughout product lifecycle |
Team structure | Multiple UX teams established |
Common issues | Politics and miscommunication may cause resource misallocation |
Reality check | This is where most organizations that function acceptably land |
Structured UX represents as far as many companies will ever go in their UX maturity journey.
Overcoming structured-stage challenges
While operations and research methods are usually strong at this level, NN/g identifies hidden weaknesses often traced to strategy
Strategic obstacles vs solutions
Obstacle | Solution |
|---|---|
Unsupportive leaders in key positions | Align metrics: Connect UX improvements to business KPIs executives value |
Tensions with responsibilities as teams scale | Address politics: Establish clear ownership and collaboration models |
Success metrics and bonuses with little UX connection | Standardize processes: Create playbooks for common research scenarios |
Development processes excluding discovery research | Integrate deeply: Embed UX checkpoints in development workflows |
Focus on big customers rather than proactive UX strategy | Democratize research: Enable non-UX roles to gather user feedback using templates in tools like Lyssna |
Pro tip: Use comprehensive research approaches. For example, you can combine surveys for quantitative data, interviews for qualitative insights, and usability testing for behavior observation.
Integrated
According to NN/g, integrated organizations have comprehensive, pervasive, and effective UX work. Almost all teams perform UX-related activities efficiently and effectively. There's often innovation in UX methods and even contributions to the field.
What integrated UX maturity looks like
Area | Reality |
|---|---|
Success metrics | Important metrics have UX focus or are UX-driven |
Business alignment | UX work highly effective at serving business goals |
Innovation | Innovation in methods and processes |
Industry contribution | Contributions to the UX field as a whole |
Practice scope | Comprehensive and universal UX practices |
Worth noting: At this stage, UX work serves business goals effectively, though not yet prioritizing users above business objectives.
Maintaining and advancing integration
NN/g notes that while processes and staff may be high-quality, organizations may get too focused on process instead of outcomes. Leaders might focus on metrics that aren't user-centered.
Continuous improvement strategies
Evolve metrics: Shift from efficiency metrics to user-centered outcomes.
Prevent process fixation: Balance methodology with flexibility.
Advance research practices: Use mixed methods combining:
Design surveys for ongoing quantitative tracking.
Tree testing for information architecture validation.
Prototype testing for concept validation.
Card sorting for mental model alignment.
Preference tests for design decisions.
Share knowledge: Contribute to the UX community through case studies and methods
The key challenge is establishing user-centered outcome metrics at the highest organizational levels.
User-driven
The NN/g model's highest stage represents organizations where dedication to UX at all levels leads to deep insights and exceptional user-centered design outcomes. UX is the norm – habitual, reproducible, and beloved across the organization.
Key characteristics of user-driven organizations
Characteristic | What you’ll see |
|---|---|
Universal enlightenment | Everyone fully enlightened about user-centered design |
Research-driven strategy | Understanding user needs through research drives strategy and prioritization |
Iterative development | Development encompasses user-focused, iterative design |
Daily user-centricity | Leaders and individuals are user-centered in day-to-day work |
Innovation planning | Planning for change and innovation |
Industry contribution | Investment in contributing to industry standards |
Market expansion | User research drives new investments and markets |
Few companies operate at this stage, and the model notes this stage has no variations – the business vision is user-centered design or highly intertwined with it.
Sustaining excellence and preventing regression
NN/g warns this stage may not be sustainable for long durations. Large tech companies may gradually allow focus to shift away through growth, acquisitions, and leadership changes. When business metrics displace user-centered thinking, organizations slip back to structured or emergent levels.
Prevention strategies from the model
Keep momentum of UX effort constant.
Champion UX values consistently.
Educate new team members thoroughly.
Monitor for signs of regression.
Maintain user research frequency.
Preserve user-centered metrics.
Factors influencing UX maturity
The Nielsen Norman Group model emphasizes that improving UX maturity requires growth across several interconnected factors:
Strategy: UX leadership, planning, and resource prioritization form the foundation. Without strategic support, even skilled teams struggle to advance maturity.
Culture: UX knowledge and career development create sustainability. Organizations must cultivate UX practitioners and spread user-centered thinking.
Process: Systematic use of UX research and design methods ensures consistency. Ad-hoc approaches limit maturity regardless of good intentions.
Outcomes: Defining and measuring UX results proves value. Without clear metrics, UX remains vulnerable to budget cuts.
None of these factors stand alone as they reinforce and enable each other. Knowledge of processes doesn't create great UX without leadership prioritization. Belief in UX value only becomes actionable with methodologies in place.
How to assess your organization's UX maturity
The NN/g recommends diverse assessment methods for thorough understanding of current UX work and output.
Comprehensive evaluation approach
Step | Focus | Actions |
|---|---|---|
1. Observe work practices | Real workflows | • Document how UX work actually happens, not just official processes • Shadow teams during projects to understand real workflows versus documented procedures |
2. Analyze processes, people, and tools | UX capabilities | • Map all UX-related roles and responsibilities • Document which research methods teams use • List tools and platforms available •Review process documentation and templates |
3. Assess deliverables | Output quality | • Examine the quality and consistency of UX outputs • Review recent design decisions to see if they cite user research • Check if personas and journey maps influence product development |
4. Survey the organization | Company perspectives | • Gather perspectives using structured surveys • Ask about UX understanding, perceived value, and integration challenges • Use Lyssna's survey tools to collect and analyze responses systematically |
5. Evaluate research integration | Research impact | • How often does each team conduct user research? Which methods do they use? How do findings influence decisions? • What happens to research after completion? |
6. Test for consistency | Experience uniformity | • Conduct preference tests across different product areas • Use first click testing to identify navigation inconsistencies • Deploy tree testing to validate information architecture • Gather feedback through design surveys |
Step 1: Observe work practices
Document how UX work actually happens, not just official processes. Shadow teams during projects to understand real workflows versus documented procedures.
Step 2: Analyze processes, people, and tools
Inventory your UX capabilities:
Map all UX-related roles and responsibilities
Document which research methods teams use
List tools and platforms available
Review process documentation and templates
Step 3: Assess deliverables
Examine the quality and consistency of UX outputs. Review recent design decisions to see if they cite user research. Check if user personas and journey maps influence product development.
Step 4: Survey the organization
Gather perspectives from across the company using structured surveys. Ask about UX understanding, perceived value, and integration challenges. Use Lyssna's survey tools to collect and analyze responses systematically.
Step 5: Evaluate research integration
Track research frequency and impact:
How often does each team conduct user research?
Which methods do they use?
How do findings influence decisions?
What happens to research after completion?
Step 6: Test for consistency
Run studies to evaluate experience consistency:
Conduct preference tests across different product areas
Use first click testing to identify navigation inconsistencies
Deploy tree testing to validate information architecture
Gather feedback through design surveys
Self-assessment considerations
The model emphasizes evaluating the entire organization rather than single teams. No team can reach integrated or user-driven stages while others lag behind. Consistency among teams enables highest maturity levels.
Key assessment questions:
Do all teams have access to UX resources?
Is research consistently planned into projects?
Can anyone access past research findings?
Are design standards documented and followed?
Do leaders reference user needs in decisions?
Is UX work valued when tradeoffs occur?
Important note: Use the NN/g model as a guide for improvement, not judgment. Your organization might excel in some areas while lagging in others. Different products or teams may have varying maturity levels. The goal isn't achieving a specific stage but continuously improving user-centered capabilities.
Moving forward with UX maturity
UX maturity takes time and sustained effort. Organizations cannot leapfrog levels – they must spend time at each stage while practices permeate and create readiness for advancement.
Realistic expectations
Moving up one level typically takes several years
Stage N+1 must be mastered before attempting N+2
Quick wins don't equal maturity advancement
Cultural change happens slowly
Start with your current realityIf you're at absent, focus on awareness building through simple tests like five second tests and preference tests. At emergent, systematize processes using consistent methods like card sorting and tree testing. If structured, push toward strategic integration through comprehensive research programs.
Build progressively
Begin with basic research methods and expand gradually. Lyssna's platform supports this growth – start with simple surveys, add usability testing, then incorporate advanced methods like tree testing and card sorting as your maturity increases.
Focus on sustainability
Document processes, train team members, and create repositories for research findings. What you build should survive personnel changes and organizational shifts.
According to NN/g, increasing understanding and self-awareness about your UX maturity can improve and sustain the quality of your UX work and the experiences you create for users. Organizations at all maturity levels benefit from assessment – it helps systematize what works and why, embedding good UX practices into organizational DNA so they survive through big changes.
Important note: UX maturity models are tools, not truths. Focus on specific improvements that benefit your users and business, regardless of what 'stage' that puts you in.
Ready to assess and advance your UX maturity? You can start by evaluating where you stand today. Then pick one area for improvement – whether building awareness, systematizing processes, or deepening integration.
Tools like Lyssna can help demonstrate value at every stage – from running your first five second test to prove UX importance, to establishing comprehensive research programs with surveys, card sorting, and prototype testing as you mature. The path to user-driven design is long but rewarding, and every step forward benefits both users and business.
Begin today
Don't wait to advance your UX maturity. Start with Lyssna's free tools – from surveys to card sorting – and level up.
FAQs about UX maturity model
Kai Tomboc
Technical writer
Kai has been creating content for healthcare, design, and SaaS brands for over a decade. She also manages content (like a digital librarian of sorts). Hiking in nature, lap swimming, books, tea, and cats are some of her favorite things. Check out her digital nook or connect with her on LinkedIn.
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