DR2023 Jessica Crisp - So What? Connecting Research to Value

Transcript

1. So What? Connecting Research to Value Jessica Crisp
2. Design Problems - Not sure where to start - Risk of spending time on low value opportunities - Being asked…so what?
3. Design Problems - Lack of (trustworthy) data - Disconnect from users - Managing risky assumptions PO Problems - Not sure where to start - Risk of spending time on low value opportunities - Being asked…so what?
4. Top Down Bottom Up Breaking down large, known figures Building a value case from user feedback/data
5. So…let’s do some research!
6. So…let’s do some research! “One in five employees either report that their most recent onboarding was poor…or that they received no onboarding at all” Gallup Analytics 2021
7. Step One Estimate the value ceiling with stakeholders
8. Value Tree 101 • Also referred to as a driver tree or KPI tree • Way of visualising how metrics connect up to higher level outcomes • Helps teams focus on and prioritise impactful work
9. Building a Value Tree
10. Building a Value Tree • Desired outcomes that are attached to a strategic objective • For example • Financial: Increase revenue • Sustainability: Carbon footprint • Strategic: Reputation 1. Business Outcomes
11. Building a Value Tree 1. Business Outcomes 2. Value Drivers • Desired outcomes that are attached to a strategic objective • For example • Financial: Increase revenue • Sustainability: Carbon footprint • Strategic: Reputation • How we are going to impact the business outcomes • For example… • Financial: Sales of X • Sustainability: Carbon emissions • Strategic: Awareness
12. Building a Value Tree 1. Business Outcomes 2. Value Drivers 3. Key Metrics • Desired outcomes that are attached to a strategic objective • For example… • Financial: Revenue • Sustainability: Carbon footprint • Strategic: Reputation • How we are going to impact the business outcomes • For example… • Financial: Sales of X • Sustainability: Carbon emissions • Strategic: Awareness • How we are going to benchmark and measure change • Consider leading and lagging metrics
13. Our value tree Key Metrics Value Drivers Business Outcomes Strategic Objective Financial Increase Revenue Employee Productivity Time to complete onboarding for graduates Time to complete onboarding for experienced hires Time to complete onboarding for contractors Decrease Costs Employee Retention ESAT (Leading) Annual Voluntary Turnover Rate (Lagging)
14. What next? Add benchmarks Prioritise business outcomes
15. T shirt sizing
16. T shirt sizing Out of Scope CO2
17. T shirt sizing Out of Scope Small Medium Large CO2
18. T shirt sizing Out of Scope Small Medium Large 10%- 20% 20%- 40% 40%- 60% CO2
19. T shirt sizing Out of Scope Small Medium Large 10%- 20% 20%- 40% 40%- 60% CO2 Time (contrac tors) ESAT Time (grads) Time (exp. hires)
20. Help!
21. Questions & Assumptions Impact Certainty/ Probability
22. Questions & Assumptions Impact Certainty/ Probability Onboarding is suboptimal It takes 2 weeks for employees to be productive What is slowing enablement down?
23. Step Two Verify the value with your users or customers
24. • Consider what stage you are at and the level of certainty required Research fidelity is an important consideration.
25. • Consider what stage you are at and the level of certainty required • Align with stakeholders on the value drivers and metrics to consider Research fidelity is an important consideration.
26. • Consider what stage you are at and the level of certainty required • Align with stakeholders on the value drivers and metrics to consider • Find out what data is already available Research fidelity is an important consideration.
27. • Consider what stage you are at and the level of certainty required • Align with stakeholders on the value drivers and metrics to consider • Find out what data is already available • Do just enough to fill the gaps Research fidelity is an important consideration.
28. High level blueprints can help focus attention on high value opportunities. Offer Preparing for Work Arriving at Office Mandatory Training Work
29. High level blueprints can help focus attention on high value opportunities. Offer Preparing for Work Arriving at Office Mandatory Training Work
30. High level blueprints can help focus attention on high value opportunities. Offer Preparing for Work Arriving at Office Mandatory Training Work
31. High level blueprints can help focus attention on high value opportunities. Offer Preparing for Work Arriving at Office Mandatory Training Work
32. High level blueprints can help focus attention on high value opportunities. Offer Preparing for Work Arriving at Office Mandatory Training Work
33. High level blueprints can help focus attention on high value opportunities. Offer Preparing for Work Arriving at Office Mandatory Training Work
34. Inferring Impact
35. Inferring Impact Previous performance
36. Inferring Impact Competitor benchmarking Previous performance
37. Inferring Impact Competitor benchmarking Previous performance Driver analysis
38. Let’s Triangulate!
39. Let’s Triangulate!
40. Pulling the plug • Create a culture that celebrates this! • Consider the possibility of Type I errors
41. Step Three Explore the addressable value
42. What is addressable value? Value Ceiling Addressable Value Value Captured
43. Focusing ideation with research How might we… ensure that new starters have the role specific information that they need So that… they are empowered to do their best work on day 1.
44. Focusing ideation with research How might we… ensure that new starters have the role specific information that they need So that… they are empowered to do their best work on day 1. Highlight the user and their needs
45. Focusing ideation with research How might we… ensure that new starters have the role specific information that they need So that… they are empowered to do their best work on day 1. Highlight the user and their needs Clearly state the objective
46. Focusing ideation with research How might we… ensure that new starters have the role specific information that they need So that… they are empowered to do their best work on day 1. Avoid mentioning solutions Highlight the user and their needs Clearly state the objective
47. Connecting ideas to value We believe that (solution), (for these people) will achieve (benefit). We will know that we are successful when (key metric outcome).
48. Connecting ideas to value We believe that (solution), (for these people) will achieve (benefit). We will know that we are successful when (key metric outcome). Buddy system Welcome pack Trello board
49. Connecting ideas to value We believe that (solution), (for these people) will achieve (benefit). We will know that we are successful when (key metric outcome). Buddy system Welcome pack Trello board Buddy system
50. Connecting ideas to value We believe that (solution), (for these people) will achieve (benefit). We will know that we are successful when (key metric outcome). Buddy system Welcome pack Trello board Buddy system Graduates
51. Connecting ideas to value We believe that (solution), (for these people) will achieve (benefit). We will know that we are successful when (key metric outcome). Buddy system Welcome pack Trello board Buddy system Graduates Ongoing, tailored support
52. Connecting ideas to value We believe that (solution), (for these people) will achieve (benefit). We will know that we are successful when (key metric outcome). Buddy system Welcome pack Trello board Buddy system Graduates ESAT Ongoing, tailored support
53. Pulling it all together
54. Questions & Assumptions Collating Our Information
55. Questions & Assumptions Top Down Estimate Collating Our Information
56. Questions & Assumptions Top Down Estimate Pain Points Collating Our Information
57. Questions & Assumptions Top Down Estimate Pain Points Bottom Up Estimate Collating Our Information
58. Questions & Assumptions Top Down Estimate Pain Points Bottom Up Estimate Ideas! Collating Our Information
59. Questions & Assumptions Top Down Estimate Pain Points Bottom Up Estimate Ideas! Solution Hypotheses Collating Our Information
60. Questions & Assumptions Top Down Estimate Pain Points Bottom Up Estimate Ideas! Solution Hypotheses Initiative Overlap Collating Our Information
61. Taking a considered approach to the way we store insights can unlock the ability to rapidly value opportunities.
62. What can this look like?
63. 1. Capture the process and connect it to the value drivers and baselines. What can this look like?
64. 1. Capture the process and connect it to the value drivers and baselines. What can this look like? 2. Input assumptions to calculate the addressable value (removing overlaps) and opportunity size (the impact of potential solutions).
65. Bringing numbers to life
66. Bringing numbers to life What is our data telling us? - ESAT for onboarding is low - Onboarding activities can run for over 2 weeks
67. Bringing numbers to life What is our data telling us? What are people telling us? - ESAT for onboarding is low - Onboarding activities can run for over 2 weeks - The approach to onboarding is not fit for purpose - Add your story here
68. Bringing numbers to life What is our data telling us? What are people telling us? What impact is this having/ projected to have on the business? - ESAT for onboarding is low - Onboarding activities can run for over 2 weeks - The approach to onboarding is not fit for purpose - Add your story here - Last year over 500 hours has been spent on onboarding - Projected to increase this year with new graduates starting
69. Bringing numbers to life What is our data telling us? What are people telling us? What impact is this having/ projected to have on the business? Recommendations and expected benefits - ESAT for onboarding is low - Onboarding activities can run for over 2 weeks - The approach to onboarding is not fit for purpose - Add your story here - Last year over 500 hours has been spent on onboarding - Projected to increase this year with new graduates starting
70. Opportunity Canvases Problem(s) Solution(s) Unique Value Proposition Unfair Advantage Customer Segments Early Adopters Existing Alternatives Key Metrics Short Concept Channels Cost Value
71. Opportunity Canvases Problem(s) Solution(s) Unique Value Proposition Unfair Advantage Customer Segments Early Adopters Existing Alternatives Key Metrics Short Concept Channels Cost Value
72. Opportunity Canvases Problem(s) Solution(s) Unique Value Proposition Unfair Advantage Customer Segments Early Adopters Existing Alternatives Key Metrics Short Concept Channels Cost Value Inefficient onboarding not meeting user needs
73. Opportunity Canvases Problem(s) Solution(s) Unique Value Proposition Unfair Advantage Customer Segments Early Adopters Existing Alternatives Key Metrics Short Concept Channels Cost Value Inefficient onboarding not meeting user needs Experienced Hires Contractors
74. Opportunity Canvases Problem(s) Solution(s) Unique Value Proposition Unfair Advantage Customer Segments Early Adopters Existing Alternatives Key Metrics Short Concept Channels Cost Value Inefficient onboarding not meeting user needs Graduates Experienced Hires Contractors
75. Opportunity Canvases Problem(s) Solution(s) Unique Value Proposition Unfair Advantage Customer Segments Early Adopters Existing Alternatives Key Metrics Short Concept Channels Cost Value Buddy system Welcome pack Trello board Inefficient onboarding not meeting user needs Graduates Experienced Hires Contractors
76. Opportunity Canvases Problem(s) Solution(s) Unique Value Proposition Unfair Advantage Customer Segments Early Adopters Existing Alternatives Key Metrics Short Concept Channels Cost Value Buddy system Welcome pack Trello board ESAT Time to complete Inefficient onboarding not meeting user needs Graduates Experienced Hires Contractors
77. Opportunity Canvases Problem(s) Solution(s) Unique Value Proposition Unfair Advantage Customer Segments Early Adopters Existing Alternatives Key Metrics Short Concept Channels Cost Value Buddy system Welcome pack Trello board ESAT Time to complete Employee Retention (10-20% uplift) Employee Productivity (300-500 hrs/yr) Inefficient onboarding not meeting user needs Graduates Experienced Hires Contractors
78. Key Takeouts
79. Key Takeouts • Discuss value and what it means in your context early
80. Key Takeouts • Discuss value and what it means in your context early • Plan research based on the desired level of certainty for your valuation
81. Key Takeouts • Discuss value and what it means in your context early • Plan research based on the desired level of certainty for your valuation • Consider how you store research insights to make it easier to connect human stories with business value
82. Questions?