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DR2023 Jessica Crisp - So What? Connecting Research to Value

DR2023 Jessica Crisp - So What? Connecting Research to Value

uxaustralia
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March 15, 2023
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  1. So What?
    Connecting Research to Value
    Jessica Crisp

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  2. Design Problems
    - Not sure where to start
    - Risk of spending time on low value
    opportunities
    - Being asked…so what?

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  3. Design Problems
    - Lack of (trustworthy) data
    - Disconnect from users
    - Managing risky assumptions
    PO Problems
    - Not sure where to start
    - Risk of spending time on low value
    opportunities
    - Being asked…so what?

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  4. Top Down
    Bottom Up
    Breaking down large, known figures
    Building a value case from user feedback/data

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  5. So…let’s do some research!

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  6. So…let’s do some research!
    “One in five employees either report that their most
    recent onboarding was poor…or that they received
    no onboarding at all”
    Gallup Analytics 2021

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  7. Step One Estimate the value ceiling with stakeholders

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  8. Value Tree 101
    • Also referred to as a driver tree or KPI tree
    • Way of visualising how metrics connect up to higher level outcomes
    • Helps teams focus on and prioritise impactful work

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  9. Building a
    Value Tree

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  10. Building a
    Value Tree
    • Desired outcomes that
    are attached to a
    strategic objective
    • For example
    • Financial: Increase revenue
    • Sustainability: Carbon
    footprint
    • Strategic: Reputation
    1. Business Outcomes

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  11. Building a
    Value Tree 1. Business Outcomes 2. Value Drivers
    • Desired outcomes that
    are attached to a
    strategic objective
    • For example
    • Financial: Increase revenue
    • Sustainability: Carbon
    footprint
    • Strategic: Reputation
    • How we are going to
    impact the business
    outcomes
    • For example…
    • Financial: Sales of X
    • Sustainability: Carbon
    emissions
    • Strategic: Awareness

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  12. Building a
    Value Tree 1. Business Outcomes 2. Value Drivers 3. Key Metrics
    • Desired outcomes that
    are attached to a
    strategic objective
    • For example…
    • Financial: Revenue
    • Sustainability: Carbon
    footprint
    • Strategic: Reputation
    • How we are going to
    impact the business
    outcomes
    • For example…
    • Financial: Sales of X
    • Sustainability: Carbon
    emissions
    • Strategic: Awareness
    • How we are going to
    benchmark and measure
    change
    • Consider leading and
    lagging metrics

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  13. Our value tree
    Key Metrics
    Value Drivers
    Business Outcomes
    Strategic Objective Financial
    Increase
    Revenue
    Employee
    Productivity
    Time to complete
    onboarding for
    graduates
    Time to complete
    onboarding for
    experienced hires
    Time to complete
    onboarding for
    contractors
    Decrease
    Costs
    Employee
    Retention
    ESAT
    (Leading)
    Annual Voluntary
    Turnover Rate
    (Lagging)

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  14. What next?
    Add benchmarks Prioritise business outcomes

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  15. T shirt sizing

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  16. T shirt sizing Out of Scope
    CO2

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  17. T shirt sizing Out of Scope Small
    Medium
    Large
    CO2

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  18. T shirt sizing Out of Scope Small
    Medium
    Large
    10%-
    20%
    20%-
    40%
    40%-
    60%
    CO2

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  19. T shirt sizing Out of Scope Small
    Medium
    Large
    10%-
    20%
    20%-
    40%
    40%-
    60%
    CO2
    Time
    (contrac
    tors)
    ESAT
    Time
    (grads)
    Time
    (exp.
    hires)

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  20. Help!

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  21. Questions &
    Assumptions
    Impact
    Certainty/
    Probability

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  22. Questions &
    Assumptions
    Impact
    Certainty/
    Probability
    Onboarding
    is
    suboptimal
    It takes 2
    weeks for
    employees
    to be
    productive
    What is
    slowing
    enablement
    down?

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  23. Step Two Verify the value with your users or customers

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  24. • Consider what stage you are at and the level of certainty
    required
    Research
    fidelity is an
    important
    consideration.

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  25. • Consider what stage you are at and the level of certainty
    required
    • Align with stakeholders on the value drivers and metrics
    to consider
    Research
    fidelity is an
    important
    consideration.

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  26. • Consider what stage you are at and the level of certainty
    required
    • Align with stakeholders on the value drivers and metrics
    to consider
    • Find out what data is already available
    Research
    fidelity is an
    important
    consideration.

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  27. • Consider what stage you are at and the level of certainty
    required
    • Align with stakeholders on the value drivers and metrics
    to consider
    • Find out what data is already available
    • Do just enough to fill the gaps
    Research
    fidelity is an
    important
    consideration.

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  28. High level
    blueprints can
    help focus
    attention on
    high value
    opportunities.
    Offer
    Preparing for
    Work
    Arriving at Office
    Mandatory
    Training
    Work

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  29. High level
    blueprints can
    help focus
    attention on
    high value
    opportunities.
    Offer
    Preparing for
    Work
    Arriving at Office
    Mandatory
    Training
    Work

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  30. High level
    blueprints can
    help focus
    attention on
    high value
    opportunities.
    Offer
    Preparing for
    Work
    Arriving at Office
    Mandatory
    Training
    Work

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  31. High level
    blueprints can
    help focus
    attention on
    high value
    opportunities.
    Offer
    Preparing for
    Work
    Arriving at Office
    Mandatory
    Training
    Work

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  32. High level
    blueprints can
    help focus
    attention on
    high value
    opportunities.
    Offer
    Preparing for
    Work
    Arriving at Office
    Mandatory
    Training
    Work

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  33. High level
    blueprints can
    help focus
    attention on
    high value
    opportunities.
    Offer
    Preparing for
    Work
    Arriving at Office
    Mandatory
    Training
    Work

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  34. Inferring
    Impact

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  35. Inferring
    Impact
    Previous performance

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  36. Inferring
    Impact
    Competitor benchmarking
    Previous performance

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  37. Inferring
    Impact
    Competitor benchmarking
    Previous performance
    Driver analysis

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  38. Let’s Triangulate!

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  39. Let’s Triangulate!

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  40. Pulling the plug
    • Create a culture that celebrates this!
    • Consider the possibility of Type I errors

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  41. Step Three Explore the addressable value

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  42. What is addressable value?
    Value Ceiling
    Addressable Value
    Value Captured

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  43. Focusing ideation with research
    How might we… ensure that new starters have the role specific information that they need
    So that… they are empowered to do their best work on day 1.

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  44. Focusing ideation with research
    How might we… ensure that new starters have the role specific information that they need
    So that… they are empowered to do their best work on day 1.
    Highlight the user and their needs

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  45. Focusing ideation with research
    How might we… ensure that new starters have the role specific information that they need
    So that… they are empowered to do their best work on day 1.
    Highlight the user and their needs
    Clearly state the
    objective

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  46. Focusing ideation with research
    How might we… ensure that new starters have the role specific information that they need
    So that… they are empowered to do their best work on day 1.
    Avoid mentioning solutions
    Highlight the user and their needs
    Clearly state the
    objective

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  47. Connecting ideas to value
    We believe that (solution), (for these people) will achieve (benefit).
    We will know that we are successful when (key metric outcome).

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  48. Connecting ideas to value
    We believe that (solution), (for these people) will achieve (benefit).
    We will know that we are successful when (key metric outcome).
    Buddy
    system
    Welcome
    pack
    Trello
    board

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  49. Connecting ideas to value
    We believe that (solution), (for these people) will achieve (benefit).
    We will know that we are successful when (key metric outcome).
    Buddy
    system
    Welcome
    pack
    Trello
    board
    Buddy
    system

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  50. Connecting ideas to value
    We believe that (solution), (for these people) will achieve (benefit).
    We will know that we are successful when (key metric outcome).
    Buddy
    system
    Welcome
    pack
    Trello
    board
    Buddy
    system
    Graduates

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  51. Connecting ideas to value
    We believe that (solution), (for these people) will achieve (benefit).
    We will know that we are successful when (key metric outcome).
    Buddy
    system
    Welcome
    pack
    Trello
    board
    Buddy
    system
    Graduates
    Ongoing,
    tailored
    support

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  52. Connecting ideas to value
    We believe that (solution), (for these people) will achieve (benefit).
    We will know that we are successful when (key metric outcome).
    Buddy
    system
    Welcome
    pack
    Trello
    board
    Buddy
    system
    Graduates
    ESAT
    Ongoing,
    tailored
    support

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  53. Pulling it all together

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  54. Questions & Assumptions
    Collating Our Information

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  55. Questions & Assumptions
    Top Down Estimate
    Collating Our Information

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  56. Questions & Assumptions
    Top Down Estimate
    Pain Points
    Collating Our Information

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  57. Questions & Assumptions
    Top Down Estimate
    Pain Points
    Bottom Up Estimate
    Collating Our Information

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  58. Questions & Assumptions
    Top Down Estimate
    Pain Points
    Bottom Up Estimate Ideas!
    Collating Our Information

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  59. Questions & Assumptions
    Top Down Estimate
    Pain Points
    Bottom Up Estimate Ideas!
    Solution Hypotheses
    Collating Our Information

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  60. Questions & Assumptions
    Top Down Estimate
    Pain Points
    Bottom Up Estimate Ideas!
    Solution Hypotheses
    Initiative Overlap
    Collating Our Information

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  61. Taking a considered approach to the way we
    store insights can unlock the ability to
    rapidly value opportunities.

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  62. What can
    this look
    like?

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  63. 1. Capture the process and connect it to the value drivers and baselines.
    What can
    this look
    like?

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  64. 1. Capture the process and connect it to the value drivers and baselines.
    What can
    this look
    like?
    2. Input assumptions to calculate the addressable value (removing overlaps)
    and opportunity size (the impact of potential solutions).

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  65. Bringing numbers to life

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  66. Bringing numbers to life
    What is our data telling us?
    - ESAT for onboarding is low
    - Onboarding activities can run for
    over 2 weeks

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  67. Bringing numbers to life
    What is our data telling us?
    What are people telling us?
    - ESAT for onboarding is low
    - Onboarding activities can run for
    over 2 weeks - The approach to onboarding is not
    fit for purpose
    - Add your story here

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  68. Bringing numbers to life
    What is our data telling us?
    What are people telling us?
    What impact is this having/
    projected to have on the business?
    - ESAT for onboarding is low
    - Onboarding activities can run for
    over 2 weeks - The approach to onboarding is not
    fit for purpose
    - Add your story here
    - Last year over 500 hours has been spent on
    onboarding
    - Projected to increase this year with new
    graduates starting

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  69. Bringing numbers to life
    What is our data telling us?
    What are people telling us?
    What impact is this having/
    projected to have on the business? Recommendations and
    expected benefits
    - ESAT for onboarding is low
    - Onboarding activities can run for
    over 2 weeks - The approach to onboarding is not
    fit for purpose
    - Add your story here
    - Last year over 500 hours has been spent on
    onboarding
    - Projected to increase this year with new
    graduates starting

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  70. Opportunity Canvases
    Problem(s) Solution(s) Unique Value
    Proposition
    Unfair Advantage Customer Segments
    Early Adopters
    Existing Alternatives Key Metrics Short Concept Channels
    Cost Value

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  71. Opportunity Canvases
    Problem(s) Solution(s) Unique Value
    Proposition
    Unfair Advantage Customer Segments
    Early Adopters
    Existing Alternatives Key Metrics Short Concept Channels
    Cost Value

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  72. Opportunity Canvases
    Problem(s) Solution(s) Unique Value
    Proposition
    Unfair Advantage Customer Segments
    Early Adopters
    Existing Alternatives Key Metrics Short Concept Channels
    Cost Value
    Inefficient
    onboarding
    not meeting
    user needs

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  73. Opportunity Canvases
    Problem(s) Solution(s) Unique Value
    Proposition
    Unfair Advantage Customer Segments
    Early Adopters
    Existing Alternatives Key Metrics Short Concept Channels
    Cost Value
    Inefficient
    onboarding
    not meeting
    user needs
    Experienced
    Hires
    Contractors

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  74. Opportunity Canvases
    Problem(s) Solution(s) Unique Value
    Proposition
    Unfair Advantage Customer Segments
    Early Adopters
    Existing Alternatives Key Metrics Short Concept Channels
    Cost Value
    Inefficient
    onboarding
    not meeting
    user needs
    Graduates
    Experienced
    Hires
    Contractors

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  75. Opportunity Canvases
    Problem(s) Solution(s) Unique Value
    Proposition
    Unfair Advantage Customer Segments
    Early Adopters
    Existing Alternatives Key Metrics Short Concept Channels
    Cost Value
    Buddy
    system
    Welcome
    pack
    Trello
    board
    Inefficient
    onboarding
    not meeting
    user needs
    Graduates
    Experienced
    Hires
    Contractors

    View Slide

  76. Opportunity Canvases
    Problem(s) Solution(s) Unique Value
    Proposition
    Unfair Advantage Customer Segments
    Early Adopters
    Existing Alternatives Key Metrics Short Concept Channels
    Cost Value
    Buddy
    system
    Welcome
    pack
    Trello
    board
    ESAT Time to
    complete
    Inefficient
    onboarding
    not meeting
    user needs
    Graduates
    Experienced
    Hires
    Contractors

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  77. Opportunity Canvases
    Problem(s) Solution(s) Unique Value
    Proposition
    Unfair Advantage Customer Segments
    Early Adopters
    Existing Alternatives Key Metrics Short Concept Channels
    Cost Value
    Buddy
    system
    Welcome
    pack
    Trello
    board
    ESAT Time to
    complete
    Employee
    Retention
    (10-20%
    uplift)
    Employee
    Productivity
    (300-500
    hrs/yr)
    Inefficient
    onboarding
    not meeting
    user needs
    Graduates
    Experienced
    Hires
    Contractors

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  78. Key Takeouts

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  79. Key Takeouts
    • Discuss value and what it means in your context early

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  80. Key Takeouts
    • Discuss value and what it means in your context early
    • Plan research based on the desired level of certainty for your valuation

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  81. Key Takeouts
    • Discuss value and what it means in your context early
    • Plan research based on the desired level of certainty for your valuation
    • Consider how you store research insights to make it easier to connect
    human stories with business value

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  82. Questions?

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