Avoid the trap of measuring outputs when it’s outcomes you need to achieve.
When teams start their journey to measure their user experience, they almost always start by measuring the outputs. How many clicks? Are users “engaging” (whatever that means)? Are they completing more task flows? These questions don’t tell us if we’ve made the experience better, only if we made it more.
When we focus on outputs, we entirely miss what we want to measure in the first place: Are we actually improving our product or service’s experience for our users? This is where UX outcomes come into play.
You’ll learn how to create effective UX Outcomes so that…
Every department or division in an organization has strategies.
Sales, marketing, product, support, finance, HR, engineering/IT all have their own strategies.
There's a sales strategy, a marketing strategy, and a product strategy.
Each strategy rallies all of the resources, experience, knowledge, people, tools, skills, and capability of that department to contribute to the organization achieving its goals.
For example, the sales team is currently working to rally all of the sales resources, experiences, knowledge, people, tools, skills, and capability that exists in the organization to achieve the organization's goals.
The sales team management measures how well the sales team is doing.
Usually, the ultimate metric is the dollar amount of closed sales.
The higher this number grows, the better the sales team is doing.
They may also track other related measurements.
While all these metrics are interesting and show the progress of the team, only closed sales truly help the organization achieve its goals.
Closed sales is a success metric.
The other metrics are progress metrics.
Metrics are a tool of the executive leadership team to dive into what's important.
They look at where the numbers are today.
And where they want them to be.
They dive into the numbers that: