The document discusses using a balanced scorecard approach to measure user experience. It provides an overview of balanced scorecards and their four perspectives: financial, customer, internal processes, and learning and growth. It then shows how user experience strategies and objectives can be mapped to each of the four perspectives in a user experience balanced scorecard. For example, under the financial perspective, objectives could include increasing revenue and reducing costs, while under customer it could focus on increasing conversions, retention, and loyalty. The document provides examples of objectives, measures, targets, and initiatives that could be included in a user experience balanced scorecard.

1. Using a Balanced Scorecard to
See the Value of User Experience
Building Your Experience Balanced Scorecard

2. Agenda
5:30 - 6:00 Registration/Networking
6:00 - 6:10 ROI of UX
6:10 - 6:40 UX Balanced Scorecard
6:40 - 7:00 Build Your Own UX BSC
7:00 - 7:30 Q&A: Open forum

3. User Experience

4. Customers have experiences with an
organization’s products and services regardless
of whether the organization is consciously
managing them.
A good user experience delights customers —
increasing adoption, retention, loyalty, and,
most importantly, revenue.
And a poor user experience discourages
customers from using a product or service and
drives them to the competition, making a product
offering unviable.
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5. Because user experience has become so important
to an organization’s success in the marketplace and
revenue, it is now part of their overall business
strategy.
Most organizations have some system for managing
their strategy and measuring their progress toward
achieving their goals.
One popular system for managing and measuring
strategy is Balanced Scorecard.
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6. Balanced Scorecard

7. Balanced Scorecard is a system that aligns
specific business activities to an organization’s
vision and strategy.
It was developed in the early 1990s by Dr. Robert
Kaplan of Harvard Business School and Dr. David
Norton.
Using a scorecard helps organizations balance
their strategic objectives across four perspectives.
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8. Financial—The Financial Perspective examines
the contribution of an organization’s strategy to
the bottom line. It represents the strategic
objectives of an organization in terms of
increasing revenue and reducing cost.
Customer—The Customer Perspective focuses
on customers’ satisfaction, which contributes to
the organization’s revenue. It represents the
value an organization delivers to customers, the
value proposition, and the resulting customer
satisfaction.
Internal Business Processes—The Internal
Process Perspective is concerned with
requirements for products and services that
deliver the customer value proposition. It
focuses on activities and key processes that are
necessary for an organization to excel at
providing the value customers expect.
Learning and Growth—The Learning and
Growth Perspective focuses on the internal
skills and capabilities an organization requires to
support value-creating internal processes. This
perspective includes employee training, the
development of corporate cultural attitudes
relating to both individual and corporate self-
improvement, and the technological tools that
support these activities.
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9. User Experience
Balanced Scorecard

10. The User Experience Balanced Scorecard maps
the user experience process and skills to customer
satisfaction and financial growth.
PERSPECTIVE USER EXPERIENCE STRATEGY
FINANCIAL Increase revenue Reduce costs
CUSTOMER Increase conversions, retention, Increased effectiveness (task
and loyalty completion) and efficiency (time on
tasks) and reduce Training and Support
PROCESS Conduct user research and Conduct usability evaluations with your
iterative design review with your customers’ end-users
customers
EMPLOYEE User Researcher | Information Architect | Visual Designer
Interaction Designer | Usability Engineer
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11. Another way of approaching this… If your
company has Financial “themes”
PERSPECTIVE USER EXPERIENCE STRATEGY
FINANCIAL Enable revenue growth Improve customer Increase
loyalty productivity
CUSTOMER Establish product leadership Improve customer Improve quality of
and innovate through intimacy through user experience.
research and analysis of iterative design
target-market segmentation reviews with target
to determine current needs customers.
and anticipate future needs.
PROCESS Research and analysis Interactive Usability evaluation
prototyping
EMPLOYEE Research Analyst Information Architect, Usability Engineer
Visual Designer, and
Interaction Designer
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12. PERSPECTIVE OBJECTIVE MEASURE TARGET INITIATIVE
FINANCIAL Profitable growth Net margin 2% Action plan for profitable
growth
CUSTOMER Customer Customer 5% Customer satisfaction
satisfaction satisfaction score surveys
PROCESS Designing easy-to- Usability 70% pass rate Usability studies
use solutions
EMPLOYEE Analyzing usability Usability studies For each major Usability plan
release
Objectives. the major objectives a company must achieve—for example, profitable growth.
Measures. the observable parameters a company uses to measure its progress toward reaching its objectives. For
example, a company might measure its progress toward the objective of profitable growth by growth in net margin.
Targets. the specific target values for the measures—For example, +2% growth in net margin.
Initiatives. action programs a company initiates to meet its objectives.
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13. Build Your Own
User Experience
Balanced Scorecard

14. PERSPECTIVE USER EXPERIENCE STRATEGY
FINANCIAL
CUSTOMER
PROCESS
EMPLOYEE
Financial—The Financial Perspective examines the contribution of an organization’s strategy to the bottom line. It represents the strategic
objectives of an organization in terms of increasing revenue and reducing cost.
Customer—The Customer Perspective focuses on customers’ satisfaction, which contributes to the organization’s revenue. It represents the
value an organization delivers to customers, the value proposition, and the resulting customer satisfaction.
Internal Business Processes—The Internal Process Perspective is concerned with requirements for products and services that deliver the
customer value proposition. It focuses on activities and key processes that are necessary for an organization to excel at providing the value
customers expect.
Learning and Growth—The Learning and Growth Perspective focuses on the internal skills and capabilities an organization requires to support
value-creating internal processes. This perspective includes employee training, the development of corporate cultural attitudes relating to both
individual and corporate self-improvement, and the technological tools that support these activities.
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15. Objectives, Measures, Targets, and Initiatives
PERSPECTIVE OBJECTIVE MEASURE TARGET INITIATIVE
FINANCIAL
CUSTOMER
PROCESS
EMPLOYEE
Objectives. The major objectives a company must achieve—for example, profitable growth.
Measures. The observable parameters a company uses to measure its progress toward reaching its objectives. For
example, a company might measure its progress toward the objective of profitable growth by growth in net margin.
Targets. The specific target values for the measures. For example, +2% growth in net margin.
Initiatives. Action programs a company initiates to meet its objectives.
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16. Q & A