Business of Usability

1. Business of Usability Kaaren Hanson Intuit June 2006

2. Metrics at their best • Demonstrate our value…tie user experience metrics to key business metrics • A few powerful anecdotes carry a lot of weight • Increase success rates : decrease in support calls • Reduce agent errors/clicks : lower call center costs • Pervasive…change the culture • From arrogant to humble • From closed-minded to curious • I think this is better…let’s test it and see • Provide UX leaders with stories to tell • Help build close ties to GMs, the CEO, etc.

3. Metrics at their best • Motivate teams and individuals to deliver great results

4. Metrics at their worst • Make great progress…in the wrong direction • You mean optimizing the interface for multi-version payroll pay dates wasn’t important? • Our message can be lost in the plethora of numbers • Errors are down, efficiency is down, accuracy and satisfaction didn’t move…What does this mean?!?!?!?

5. Metrics at their worst • Our teams may not be up to the task • Can you honestly say that *every* team member knows how to make substantive improvements? • Exposure can have short-term costs • Eliminate inspiration • Great innovations don’t come from metrics

6. Making metrics work well • Target a few measures • What is most important? • Don’t be seduced by easy-to-measure dimensions • Use measures with integrity and sensitivity • Self-reported success…not very accurate • “Easy to use” often has ceiling effects • v

7. Making metrics work well • Consider combining measures into a single score • Sauro & Kindlund (2004) – Simple Usability Measure – combines errors, satisfaction, success, and efficiency • Balance simplicity with precision

8. Two thoughts… • Manage up - focus on the GM / CEO • Use your historical data to make business predictions