I came up through UX practice as an information architect and interaction designer. I was an avid reader of Peter and Lou’s “Web Architect” column, spoke at the first IA Summit, and was an early proponent of facets and tags in the broader UX community.
The UX community was essential for casting light on the importance of information architecture. It made clear how the organization, structure, relationships, and semantics around and in our information are key to delivering a successful user experience. There was a period, around 1999-2005 or so, where information architecture was a vibrant, dynamic, evolving field.
But there are only so many talks to give on facets, tags, and the like. And, over time, it feels like IA has been swallowed by UX (and seen in strange competition with interaction design).
IA had become less and less of my practice as Adaptive Path shifted towards strategic design consulting. And so I didn’t think about it too much.
Then I went in house. In particular, I joined Groupon. A month or so into the job, I became part of discussions to change evolve our site navigation. This excited me — I would get to flex some of those old analytical muscles that had atrophied over time.
As I dug into it, though, I felt a little like I was peeling an onion. Every layer presented new layers beneath. And I quickly left the realm of site navigation, and found myself engaging in conversations that went deep to the core of Groupon’s operations. Because, it turned out, our taxonomy influences everything we do — the deals we strive to get, the operations of our sales force, the presentation of our offers across devices and channels, heck, it even determines where some people sit.
And I realized this was bigger than I could tackle at the time, because I had (and still have) a design department to run.
And it also made me realize that IA had been stunted by its relationship with user experience. Because information architecture, when approached with the depth and rigor that is warranted, is a deeply seated operational and organizational function. The UX component of information architecture, how information is represented to end users, is important, but truly a tip of the iceberg. (And not just Peter Morville’s iceberg.) But in order to IA to have the impact it could (and should), IA needs to free itself from being seen under the umbrella of UX, and instead pursued as a distinct, and difficult, practice that’s not just about taxonomies and semantics, but the organizational, operational, and technological change to realize that.