April 1, 2021 - Led by Jared Spool

Grow executive support for high-value UX efforts.

Here’s a well-kept secret: Poor user experiences accumulate in an organization’s bottom line. Whenever we ship something sub-par, we incur a debt the organization will pay, through increased support costs, lost sales, lost productivity, or wasted development efforts. Over time, those increased costs and lost revenues add up to be substantial numbers.

With Problem-Value Metrics, we surface those costs. Using the language of our executive leadership — a language based in money — we prioritize eliminating poor UX across the organization. Problem-Value Metrics become the gateway to great UX.

You’ll learn how to create powerful Problem-Value Metrics so that…

• You’re motivating senior leadership to take UX seriously, because better UX is a win for everyone.
• You’ve won over the finance department, as your UX efforts are shrinking corporate costs.
• You now have key stakeholders singing the praises of better UX that improved their department’s fiscal performance.

Notes for today's discussion:

Problem-Value Metrics

Answers the questions:

What obstacles are preventing our users from achieving our UX Outcome?

How much are those obstacles costing our organization?

Problem-Value metrics are how we can introduce our executive leaders and senior stakeholders to UX.

We report the metrics in a unit of measurement they understand: Money.

The money value gives them relative scale to other costs in the organization.

They can juxtapose it against sales costs (costs to acquire the customers), marketing costs, development costs, and staffing costs.

Problem-Value metrics also introduce the idea that everything has a user experience.

Even if no UX people were involved.

Poor user experiences can be very expensive to the organization.