In one business I worked for, the devs knew more about the actual working of the business than most …

And yet, even ”knowing about the working of the business” is different from actually understanding user needs at UI level, which involves a lot more variables. The single most valuable tool is user testing. However it really takes quite a few rounds of actually creating a design and seeing how wrong you saw the other person’s capabilities, to grok how powerful user testing is in revealing your own biases. And it’s not hard at all at core. The most important lesson really is a bit of humility. Actually shutting up and observing what real users do when not intervened. Shameless plug, my intro to user testing: https://savolai.net/ux/the-why-and-the-how-usability-testing...

The mistake is in trying to understand the business case. There is nothing to understand! The business case is the aggregate of what people actually do. There is no proper procedure that's actually followed at the ground level. Workflows are emergent and in constant flux. In this environment, the role of a dev should not be to build internal products, but to deliver internal hacks and ad-hoc solutios, maintain them, modify on the fly, and keep it all documented. I.e. done right, it should be not just possible but completely natural for a random team lead in the mail room to call IT and ask, "hey, we need a yellow highlighter in the sheet for packages that Steve from ACME Shipping needs to pick on extra evening run, can you add it?", and the answer should be "sure!" and they should have the new feature within an hour. Yes, YOLO development straight on prod is acceptable. It's what everyon…