The Business Value of Experience Design
Well designed experiences can lift the organization to the next level, often impacting the bottom line, and thrown together experiences can have certain negative effects on the organization.
There are times when experience design gets exposure with and is valued by higher ups within the organization. They understand the possibilities, want to push the envelope, and hold people accountable to a certain level of quality.
In other cases, experience design is not understood or valued within the organization. The value may not be clear, or amongst the company’s deep list of priorities, user experience is not a focus.
Linking Business Objectives with Experience Design
Through the user centered design process, experience designers develop a keen sense of what the audience is looking for, what drives them, what will bring them satisfaction, and what will cause them to return.
If that knowledge is brought to bear against what the organization is trying to achieve, the implications to the experience become clear:
Conversion: Delivering enough persuasive information to assist customers in making their decision.
Lead Generation: Integrating a "carrot" for the prospect while also setting appropriate expectations.
Adoption/Utilization: Making the capabilities, value and output of the interaction immediately evident.
Engagement: Finding that one compelling feature that will get them coming back for more and telling their friends.
Satisfaction Retention: Making their primary goals seamless, and linked to their overarching workflow.
Awareness/Volume: Moving from dealing with incoming requests to a destination site and towards outreach via a coordinated digital communications strategy.
Channel Migration: Enhance the awareness around and ease of use for the self service channel.
Internal Resource Optimization: Understand real workflows, integrate systems improve tools.
Telling the Story
In some situations, we are brought in during a research, strategy and planning period, where we can make recommendations which will craft the experience roadmap for the organization. In other situations we are engaged for tactical deliveries against an existing roadmap.
In either situation, the initiatives on the roadmap can be prioritized based upon impact to the user, relative impact to the business, and cost associated with design and implementation. Usually with some investigation, business goals can be tied to something measurable and in some cases a dollar value can be estimated.
A simple business case for an enhancement, or larger initiative may include the following details:
What is it?
What value does it create for the user?
What business goal does it address?
How will we know that it has been successful?
What is the approximate corresponding business value?
What is the approximate cost to implement?
After this information is put together, it becomes very clear where the organization should focus their design and development efforts.