UX STRAT Europe 2019: Tom Ablewhite, Jamie Horne, Foolproof

UXStrat Workshop
How to measure UX improvements with
metrics driven by business objectives
Tom Ablewhite – Principal Consultant
Jamie Horne – Senior Consultant
J U N E 2 0 1 9

2
Agenda
1. 14:00 Introductions
2. 14:15 The challenges of measuring business
objectives & solutions
3. 15:30 Break
4. 16:00 Tips & advice
5. 16:15 Put into practice & playback

3
The Chatham House Rule
When a meeting, or part thereof, is held under the Chatham House Rule,
participants are free to use the information received, but neither the identity nor the
affiliation of the speaker(s), nor that of any other participant, may be revealed.

4
What happens in Amsterdam
stays in Amsterdam

5
Real life scenarios &
examples
- keeping it real and practical

7
We’re an
experience design
company

9
Foolproof helped
Autoglass increase
mobile conversion by
32%

10
Foolproof helped
Suzuki to increase
test drive bookings
by
37%
Video of Suzuki desktop experience

11
Foolproof helped TSB
to increase mortgage
applications by
45%

12
Who we are
Tom Ablewhite
Principal consultant
Jamie Horne
Senior consultant
David Rogerson
Principal consultant
Laurent Picalausa
Account Manager

13
But first…
! A show of hands….
! We wanted to reveal all the challenges
you will face when putting together
objectives, measuring results, and acting
upon them.
! How do you get it right in the first place?

15
The £2.5 billion
sales growth challenge

17
An additional
£1.14 per shop

18
Key insight:
Sleep shopping

19
Strategy:
Activate a change in
consumer behaviour

21
So they went through the following process:
1. Understood what they were trying to change and why.
2. Wrote down and agreed their basic hypothesis.
3. Agreed OKRs and created a measurement framework.
4. Collected data about what was happening today.
5. Put things in place to collect data when they changed it.
6. Followed-up and collected data, analysed, reported and
acted on it.
7. Documented and shared the story of what they did with
their stakeholders.

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What was was the most
important thing they did?

23
I N T R O D U C T I O NUnderstand the behavioural outcome
! What is the customer behaviour
you need to change to achieve
the business objective?
! What is the outcome you’re
trying to achieve?

24
I N T R O D U C T I O N
Behaviour is…
What is behaviour design?
! A person who performs a specific action in a
specific context.
Behavioural design is…
! a fork off of design thinking
! About designing for cultural change
! It’s a divergent thinking exercise

25
I N T R O D U C T I O NWhat is the golden behaviour?
! Behaviour is a solid, specific group of things
that you can measure
! The golden behaviour is the one that works
And has to be:
⎯ Effective at accomplishing your goal
⎯ Something you want to do
⎯ Something that you can get yourself to do
Behaviours Aspirations
(solid) (vivid)
Effective
WantEasy
golden behaviour

26
Behaviour = Motivation + Ability + Prompt
The fundamental model: B-MAP
! The behaviour model shows that
three elements must converge at the same
moment for a behaviour to occur:
⎯ Motivation
⎯ Ability
⎯ Prompt
! When a behavior does not occur, at least one of
those three elements is missing.
Actionline
Motivation
Ability
Prompts
fail here
Prompts
succeed here
High
Low
Hard to do Easy to do

27
Buying the big issue on the way to work
Putting that in to context
! Motivation I’m low, I’m late, I’m thinking
about my first meeting
! Ability I don’t have any cash
! Prompt “Hello! Do you want to buy a
Big Issue?”
Motivation
Ability
High
Low
! Motivation I want to know about
Summer events
“Summer events” front cover
! Ability I can pay through my phone
! Prompt “Hello! Do you want to buy a
Big Issue?”
Motivation
Ability
High
Low
Buying the big issue at lunch

28
I N T R O D U C T I O NWhat is measurement?
! A set of observations,
! expressed as a quantity,
! that reduces uncertainty.

29
Examples of terminology I N T R O D U C T I O N
“Market leading levels of service”
“Customers no longer rely on human
support services”
“Successful log-in rate”
“Successful log-ins”
Sources: Web analytics, survey results, A/B Testing, or
Session replay
Segments: By device, country, or segment

30
Business objective
! A business objective is a goal
that the company aims to
achieve by applying a specific
set of tactics.
! A business objective needs to be
SMART:
Specific, measurable, realistic,
action-orientated and
time sensitive.
Tactics & outcomes
! Setting specific tactics helps to
narrow focus on what the
company will do to achieve the
business objective.
! Outcomes are the change in
behaviour, or the difference
made.
Signals
! The signal (or KPI) is where you
will find a measurable value that
companies use to evaluate their
success at reaching targets.
Metric
! Metrics are the quantitative
measurements used to build
each KPI.
! They are the change you want to
see, for example; increase
completed application forms
by 10%.
Terminology

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I N T R O D U C T I O NWe’re here today to:
! Find what’s the best approach when you need to provide metrics driven by business objectives?
! Understand the hidden challenges you will face delivering against a robust.
measurement framework.
! Solve those challenges together.
! Prioritise those solutions into a timeline.
! Give you an action plan for a measurement approach.
! Give you some tips & advice along the way.
! This is not a lecture from PowerPoint.
! This is not a training on measurement or dashboard software.
! This is highly interactive & real-life, problem solving session.

37
And everyone is making
post-it notes

38
A LDJ is a creative
problem-solving loop

40
It helps us to avoid
unstructured discussion

42
Define a list of
prioritised actions

45
Note alone.
EVERY IDEA IS
IMPORTANT

47
Stick them up.
SO EVERYONE
CAN SEE

49
Vote alone.
DON’T FOLLOW
THE MASSES

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Prioritise.
LET’S DO IT NOW

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Write BIG!
! No misunderstanding.
Be SPECIFIC!
! No essays.
No CURLY post-its!
! Tear off you post-it downward.
Or peel it of side-ways.
No devices!
! We need your full attention.
But first, some rules…

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The Sailing Boat
When we try to use
metrics driven by
business objectives….

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What is
holding us
back?
What is
moving us
forward?

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We have… We must…We know…
STEP 1 - Note alone
What is moving us forward?
5 minutes

57
Stick them on to the top
half of your picture
Group playback
5 minutes

58
STEP 2 - Note alone
What is holding us back?
We don’t
have…
We waste…We can’t…
5 minutes

59
Stick them on to the
bottom half of
your picture
Read individually
5 minutes

60
STEP 3 - Together alone
Vote on what is holding
us back
5 minutes

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Merge the similar ones
5 minutes

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STEP 4 - Group discussion
Arrange and select
top three
10 minutes

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STEP 5 - Moderated
discussion
Transform the top 3 into
"HMW"
Objectives are
unachievable!
How Might We…
Align our teams and our
stakeholders to a more
relevant set of objectives &
key results?

65
Get consensus within
your groups
All to playback
10 minutes

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STEP 6 - Note alone
Create solutions
5 minutes

67
STEP 7 - Vote alone
Vote the best solutions
5 minutes

68
STEP 8 - Choose top
solutions
The most voted win

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Impact & Efforts
10 minutes

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Get consensus within
your groups
All to playback
10 minutes

72
Let’s get in to
4 groups of
12 people

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q
Effort
Impact
DO IT NOW
MAKE
A PROJECT
FORGET
FOR NOW
MAKE
A TASK
Effort

80
Main opportunities
! Ability to prioritise focus.
! Data based decisions are good.
! Creates transparency.
! Helps track progress.
! Ability to talk the language of
the business.
! Ability to build trust in what they
are advising.
! Ability to demonstrate success of
approach and therefore request more
time/resource/budget.

81
Main challenges
! The absence or constant shifting of
organisational or project goals
! Disconnect between product teams
and business objectives
! Not everything is measurable (or
perhaps, not easy or efficient
to measure)
! Getting buy in to the objectives
and metrics
! Lack of understanding of how to
analyse data
! Don’t know how to distinguish
between metrics and signals or the
constant search for the one or two
good key indicators
! Lack of time and prioritisation of UX
and measurement specifically
! Low UX maturity

82
How might we…
Highest voted How might we’s
1. Build trust in the owners of the metrics and the
metrics themselves?
2. How might we interpret the data without
existing benchmarks?
3. How might we find meaning in qualitative data?
Solution
1. Co-design metrics together.
2. Choose a baseline and improve/compare from
that.
3. Use metrics to create hypotheses, use
qualitative methods to understand the full
picture.

83
How might we
4. Measure things that are difficult to measure?
5. Gain trust, motivation and buy-in from
employees, so that we can prove the value
we have?
6. Define the right metric, so that we’re
confident we are measuring the right thing?
Solution
4. Find all indicators that influence the goal
5. Involve stakeholders in the process.
Transparency & communications about the
process & status.
Present goals with a story.
6. Make goals clear.
Visualise the impact measurement has
Start with the first set of metrics, do a
retrospective and adjust.

84
How might we
7. Define objectives that work for different
levels of the organisation?
8. Link the business matrix with
behaviour data?
9. Implement the correct tracking
measurement for the full user journey or
relevant user behaviour?
Solution
7. Include teams in objective/goal definition.
Define the tracking when setting the goal.
Define three key metrics that a relevant for
all levels. Communicate & make sure goals
are understood.
8. Map user flow against business goal
Identify overlap of business goals and
user goals.
9. Breakdown the full user journey to small
steps to measure.

85
How might we
10. Find alignment on relevant KPIs across the
organisation?
11. Place value on long-term customer
experience vs/ short term profits?
12. Identify and access all the data we need to
make informed decisions?
Solution
10. Customer experience ‘owned’ by C-level.
Stakeholder requirements and align KPIs
11. Create a CX vison, follow up with how it
relates to customer-based KPIs.
Integrate customer experience into
corporate strategy.
12. Just start.

87
Every project we do has a direct or indirect impact
on business outcomes. Different types of work
have different metrics.
Business
outcomes
What happens to the metrics
the business cares about
Business
strategy and plan
What the business decides to
focus its effort on
The experience
customers get
What people do and how they
feel about it
Execution
against the plan
How the business uses design
and technology to change the
customer experience

88
Business related
! Drive more sales, Increase
number of active users, Increase
usage of a particular feature-
set.
Experience related
! Shorten time on task, Increase
understanding of how to do a
bunch of tasks, Reduce
telephone calls to customer
support centre.
IT/Policy related
! Reduce single sign-on issues by
half, Improve up time to 99.9%,
Reduce the use of this
expensive system.
Product delivery related
! Update the roadmap with
contextually relevant customer
challenges, reduce time to
market for new & robust
feature-sets. Behaviour-based
challenge like we need
customers to stop doing "this"
and start doing "that".
There are many areas in and around a product
that will need to change/improve.

89
Whatever is agreed, go through the following process:
1. Understand what you are trying to change and why.
2. Write down and agree your basic hypothesis.
3. Agree OKRs and create a measurement framework.
4. Collect data about what is happening today.
5. Put things in place to collect data when you change it.
6. Follow-up and collect data, analyse, report and act on it.
7. Document and share the story of what you did with
your stakeholders.

90
T I P S & A D V I C E
Get set
! Internal team session.
! Gather inventory of previous
measurement projects.
! Review of current tagging code.
! Ideate potential areas to measure.
Measurement timeline
S T E P O N E
Measurement workshop
! Present the challenge and principles of
measurement.
! Team to agree, assess & prioritise key
(SMART) objectives a key results required.
! Agree what digital/operational tactics will
be deployed to achieve each objective.
! Agree how each tactic will be measured,
what the KPI is and the data breakdown.
S T E P T W O
Data insight & architecture
! Meet with specialists; Product BA, Data
scientist, Digital analytics lead, & Marketing
insight.
! Collect data about what is happening today.
! Agree solution design and agree what’s
needed to complete.
S T E P F O U R
Framework & hypotheses
! Write up measurement framework
document.
! Advise any additional requirements;
tagging, new tools needed & next actions.
! Propose hypotheses to test against.
S T E P T H R E E
Dashboard
! Write up final report, recommendations
and strategic plan.
! Gather initial data against objectives (if
available), and assess for quality and
design dashboard.
! Governance and cadence of analysis, and
how to use the data going forward.
S T E P F I V E

91
T I P S & A D V I C EAn example
Increase sales by 25% to $14M by the end of
March 2020
⎯ Drive more traffic to case studies and
services pages
! Sessions / users / engaged sessions
⎯ Increase quality leads
! New vs. returning users
! Successful form completed %
⎯ Understand consumer behaviour
! Pages per session
! User flows
! Landing page conversion rate
⎯ Reduce the response time
! Average response time to request
<For each tactic, agree relevant metric required
to reach>
<Discuss possible sources for each KPI>

92
T I P S & A D V I C EAn example output
O B J E C T I V E 1 : I N C R E A S E S A L E S B Y 2 5 % T O £ 1 4 M B Y M A R C H 2 0 2 0
Digital tactic KPI Breakdown Notes Additional requirements
Drive more traffic to Case Studies
and Services Pages
Sessions / Users / Engaged sessions
Channel, Country, Content type,
Device type, Page
Internal IP address of Freshdesk and
Partners to be excluded
Create new engaged session metric:
users who have consumed more
than one page and scrolled at least
25% on a page. Requires enabling
scroll tracking events.
Increase Quality Leads
New vs. Returning Users
channel, country, content type, device
type, page
Recommend analysis to see what
quality leads characteristics are
before seeing if we can guess.
Recommend a tool like Jumplead to
see where users are from (what
organisation) to help rank quality.
Successful form completed %
type, page
Event already setup ec: Form ea:
Successful Submission, el: New
business
Create calculated metric % of
applications submitted
Understand consumer behaviour
Pages per session
type, personas
Personas: job hunters, professionals
Create new segments for different
personas to the website
User Flows
type, personas
Especially Users' path from
'services' to 'contact'
Landing page conversion rate
type, personas
Reduce the response time by 10% Average response time to request
type
Recommend using either a ticketing
system (rather than basic email) for
all forms on website, example:
Freshdesk, Zendesk, Salseforce
AND/OR dynamic number tracking
solutions like ResponseTap, Callroot
and Salesforce.

93
Next steps: engage & test
! Do we have access to this information? Is it set up correctly?
Do you need new tools?
! It may open bigger discussions like data architecture &
platforms review.
! However, we get to a point where systems are correctly tagged, tested &
live and monitoring what's important.
! We then need to gather insight & intelligence and make data accessible
through dashboards to understand & review.
! Create further hypotheses.
! Before optimising, testing, uplifting, and keeping on track.

94
Measurement principles
! Make it simple. (no more than 3/4 objectives)
! Make it relevant. (be specific)
! Use tools that are already available.
! Get group consensus on a measurement plan.
! Identify the ‘hero’ tasks.
! Use more than one measurement.
! Compare to your own benchmarks.
! Use multiple methods.
! Measure now, and agree when next.
! Present back as a visual scorecard or dashboard.

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! Get into pairs or threes.
! Read through & select a brief. (5 mins)
! Break it down and understand the business objectives. (5 mins)
! Identify the outcomes needed to achieve the business objectives.
(10 mins)
! Agree tactics, signals & metrics. (10 mins)
! Turn to the group beside you and playback what you did. (5 mins
each group)
Putting it in to practice

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Brief 01: Enable digital HR service
Briefs
! Design an experience that enables employee HR
self-service to drive behavioral change from a
‘Line Manager first’ culture. The business
objective of this is to lower the HR cost center
by reducing reliance on HR staff.
Brief 02: Normalise online life insurance
! Design an experience that enables customers to
confidently take out the right life insurance for
them. The business objective is an increase in
the overall number of life insurance policies
being taken out online in the U.K, primarily
from customers who are not also taking out
mortgages.

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Seebohm House
2-4 Queen Street
Norwich NR2 4SQ
+44 (0) 1603 230 800
25 Seah Street
#03-02
Singapore 188381
+65 6336 9270
45 Folgate Street
Spitalfields
London E1 6GL
+44 (0) 20 7539 3840
Contact
Thank you!
Tom Ablewhite
Jamie Horne
David Rogerson
Laurent Picalausa

UX STRAT Europe 2019: Tom Ablewhite, Jamie Horne, Foolproof

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UX STRAT Europe 2019: Tom Ablewhite, Jamie Horne, Foolproof