How to Harness UX Research to Build From Scratch and Enhance Collaboration

Joana Teixeira at UXDX Community: Negotiation Mastery for Design Impact & Collaborative UX Research. Video: https://youtu.be/543oy6Kd-JI

Readable transcript: edited from the recording's captions for readability (fillers and false starts removed, punctuation and section headings added). Wording is the speaker's own. Timestamps are positions in the video. Names marked [?] could not be verified against the audio.

Agenda and introduction

[00:00:00] Today I want to talk about how to create a user research unit from scratch, and how to face the difficulties and challenges we may encounter when creating an area such as user experience in an organization. Before we dive in, in the agenda for today's session we will start by addressing the concept and the importance of user research. Then we will see the challenges that an organization can face, and how it can really impact businesses when there are no user research practices in the process of creating and developing products or services. And finally, I'm going to share with you the CLEAR approach that I've been using as a result of the challenges that I faced throughout my career, within the organizations that I have been in.

[00:01:02] One step back: before we start, for those that do not know me, I would like to introduce myself. My name is Joana, and I'm currently working at Via Verde Portugal as a UX lead. Throughout my career I've had the opportunity to create teams from scratch more than once, and I've also had the opportunity to work in many different market sectors, such as telecommunications, media and mobility.

Why UX research matters

[00:01:36] Starting with the importance of UX research. For me, research is really a critical point of product development, and it is really about people and not about technology. Research is a fundamental process that empowers organizations to see the world through their users' eyes. You may ask why it is so important. For me the answer is quite simple: to ensure that the products we are creating not only meet the expectations of those who will use them, but exceed them.

[00:02:17] Adopting UX research, for me, is essential because it allows companies to, first, reduce the risk of product failure. When we use user research practices, we can identify problems early in the development stages, and because user research is a proactive approach to problem solving, we can ensure that we are addressing the right issues and the right pain points. When businesses understand their user needs and we start creating and designing solutions that really match our users' specific needs, we are of course enhancing both user satisfaction and overall product visibility. And when users find a product that solves their problems effectively, companies are not only retaining their existing users but are also converting new ones, and of course generating new revenue.

What happens without user research

[00:03:21] As we explore this landscape of user research and product development, I think it's also crucial to discuss the challenges and pitfalls of what can happen when organizations don't use user research in their process and don't have user research practices. I would like you to imagine trying to sail a boat without using a map or a GPS. This is what product development may look like without user research. Not using UX insights is basically like trying to navigate a boat without understanding the currents and winds, which here are basically the user needs and the market demands.

[00:04:11] Developing products based on what we think users need, instead of what they actually need, is not just risky. It often leads us to create solutions that maybe don't resonate with users and that may fail to address real user problems. When products are developed based only on assumptions, the impact can be really poor product adoption and, of course, low user satisfaction, because that's a reflection of how well, or in this case how badly, a product meets expectations.

[00:04:56] In the end, these issues will translate into higher development costs, because when we don't meet the user expectations and needs, we will need to do some rework in terms of design, in terms of service design. This could also lead to the discontinuation of some products or services, and in the end this means wasted resources, wasted hours and lost revenue for businesses.

The CLEAR approach

[00:05:28] The question here, and the purpose of this presentation, is really to answer this question: how do we go from zero to effective user research? How do we introduce and start these research practices? In response to the challenges that I shared with you in the previous slides, which are basically the challenges I faced over time, I developed an approach I call CLEAR. Why do I like to call it an approach instead of a framework or methodology? It's really because I think "approach" suggests a more flexible and adaptable way of tackling these challenges. My intention when sharing this approach with you is that when you apply it, you can adapt it based on your company environment, based on the things you find in your company. This approach basically focuses, for me, on the social elements of creating a research unit and a research team, and addressing the challenges that we may encounter along the way.

C: constructing the team

[00:06:54] The first step of this approach is C, and C stands for constructing the team. For me, it's a crucial phase of building the foundation for UX team success. I like to think about it as if we want to create a superhero squad, where each member has a unique superpower that can contribute somehow to the overall team mission.

[00:07:29] The first step, for me, is to clearly define roles and responsibilities. Some may say maybe this is something simple. It seems simple, but a lot of times I see this happen a lot. It's important that each member knows their role, and by role I mean their strengths, their weaknesses, their challenges, so each team member can know exactly how they fit into the larger, broader picture of the team. In my perspective, each role is not just defined by a job description, but by the unique contribution that one person can make to the UX team goals.

[00:08:24] Also, we know what powers we need in our team, whether it's UX copywriting or creative thinking or whatever, and we should think about a strategy to bring these superheroes and these superpowers together. For me, we are not just filling positions; we are really looking for potential. It's important to search for individuals who not only have these kinds of skills but also share the same values and the same passion for UX. For me, it's this kind of diversity in the team, and the skills that we have, that in the end will allow us to tackle this challenge from different points of view and ensure the creation and the delivery of good solutions, of good products.

[00:09:20] As a third point I have here the UX team of one, because you may be asking, "Okay, but what about when there is only a UX of one?" We know it still happens a lot today. It's true that UX responsibilities as a solo UXer can be quite challenging, but I think with the right strategies, a UX of one can be as effective and as impactful as a big team for an organization.

[00:09:55] The first step in this case will be to prioritize tasks. Not everything can be a priority, and this works for UX teams of one or big UX teams. We need to clearly identify the key projects that bring the most value to the business, to the company. The second one, for me, is to adopt Lean UX methodologies, which we know focus on the actual experience instead of the deliverables. This approach means short and iterative cycles, which make the process more manageable. And the third thing, I think, is really to manage stakeholder expectations, because it's important to frequently communicate with stakeholders about what is achievable and what is not in a UX team of one. It's about setting realistic deadlines and managing deliverable expectations, so we can ensure quality work.

L: laying down processes and methodologies

[00:11:06] The next step is laying down processes and methodologies. For this step it's important, in my opinion, to have well-defined processes and methodologies. Having a good structure that we can work on can ensure consistency in our work and effectiveness across all our projects.

[00:11:32] First, we need to define the research methods, to choose which research methods we want to work with: both qualitative, which of course helps us understand the why, and quantitative, which can give us the what, through numbers, through UX data, through raw data. The second point is we need to establish what I like to call standard UX operating procedures. What does this mean? It's basically creating templates for our research plans, for our consent forms, for our report templates, that will be needed in all our projects, because this kind of documentation will ensure that our research is, first of all, ethical, and scalable across all projects, and this can improve the effectiveness of our work a lot.

[00:12:23] And lastly, we need to select the right research tools that we want to work with, whether they are survey tools to maybe gather some data, usability testing tools to gather real-time feedback from our users, or data analysis tools. I think having the right tools already selected can empower us to produce valuable insights, and faster.

E: establishing communication

[00:12:51] The next step is E, and E stands for establishing communication. This is really about setting up our communication game and making sure it is inclusive inside the organization, and effective, because in the end we are all in this together. This basically means creating a kind of safe space where everyone feels heard and valued.

[00:13:21] Here we really need to promote cross-functional, cross-team collaboration, and this can mean regular meetups, workshops, brainstorm sessions, where we can really work and throw ideas around and work together in creative moments. It is also important to set up a dedicated communication channel, whether you use Slack or email or maybe a physical project board, because some teams have that. Whatever it is, the big goal here is really to keep all our colleagues and our stakeholders in the loop, with no one chasing down information. The channel is always open, and the information is always available and ready for anyone in the company to consult.

[00:14:15] And the third step is really not to forget about involving our stakeholders: from kickoff meetings to align on the project vision, because depending on the role you have in the project, you have different expectations about what you can deliver; to regular checkpoints, for instance, to ensure we are all on track with our tasks; and of course final presentations, to showcase our work and get feedback from our stakeholders. I think this way everyone, from top to bottom, stays connected and can really feel connected to the project.

A: advocating a user-centric culture

[00:15:01] The next one is advocating a user-centric culture. I really think that this step is at the heart of what we user experience professionals do, and why we do it. The digital age is about making sure our users of course get what they need, but also that they enjoy it, and that's where promoting user research comes into play. User-centric culture is not just, for me, a fancy word or a fancy expression. It can really be a gateway to truly understanding our end users' needs.

[00:15:48] To boost this UX game, I think it's important to start by sharing our success stories internally. Nothing speaks louder in an organization, I think, than results and data, and when we show how changes based on user experience research insights led to better outcomes, it's a no-brainer to get everyone on board. Also, for instance, hosting UX events, UX talks, and maybe, why not, having some guest professionals or colleagues invited to share their knowledge, to share their wisdom. I think it can be important, because it's important for other stakeholders to see and to hear what others are doing, what others are facing, what the challenges are and how they are tackling them, and also to hear about their own successes and failures.

[00:16:52] But in the end, why should we do all of this? Because when we prioritize user experience in the company, we end up building relationships. We are turning stakeholders into UX advocates, and passive stakeholders into active participants in our UX process. To make this happen, I think you really need to embed UX into the culture, for instance by being the team that doesn't just deliver what is expected of the team, but that surprises with these kinds of sharing moments. I think this can be important. You have the tools, you have the talent, you have the knowledge. I think the real next step is to build this commitment internally to really listen to and prioritize our users.

R: refining skills through continuous development

[00:17:48] The next step that I suggest in this approach is something that for me is also essential, and that allows us to stay updated as UX professionals: refining our skills through continuous development. First of all, for me it all starts at the onboarding moment. I think we all remember our first days in a company. In my point of view, and what I like to apply for everyone that joins us, it's really to make sure every new team member gets an overview of, first, the tools we use, the processes, when there are processes of course, and the culture that you can read in the company. It's about having everything set up so they can succeed from day one in the company, and making sure that they feel part of this family.

[00:19:05] But it doesn't stop with onboarding. Nowadays we live in a very fast-paced world, where there are new technologies, new methodologies, new approaches, new frameworks everywhere, every day, and that's why we need to invest in continuous learning. It can be attending conferences, webinars, or just being part of a local UX community where you can share your experiences and learn from others. Basically, this is an opportunity and a chance to get new knowledge, to bring new knowledge to the company, to have fresh ideas, and of course, in the end, to bring something back to your team.

[00:19:59] And as the last point, let's not forget about internal training. I think regular internal workshops work very well and are a chance to learn together, to share what we know, and also to know where we have messed up. Share best practices, have some lessons learned moments. Those little things can make a big difference in the end. It allows us to evolve as individual UX professionals, and also allows us to grow together as a company.

Outcomes of the CLEAR approach

[00:20:40] As we finish this session today, I would really like to take this moment to wrap up on the outcomes of this CLEAR approach, as I like to call it, which basically solves the initial challenges we talked about at the beginning of this presentation.

[00:21:07] The first outcome is effective product development. I think that by adopting a user-centric approach and integrating continuous feedback, by having a user feedback loop, we can really change the way we work and our product development cycle, and work together in a more effective way. We will all have the same goal, which is to launch products that of course are well received and loved by our end users.

[00:21:43] The second outcome that I would like to share is informed decision making. This is about moving, like I said at the beginning of this presentation, from assumptions to insights. It's moving from guessing what our users need to working with real data and with real user feedback. It's about making decisions driven by solid, real UX research data, which can of course reduce the risks associated with new projects, with new products and new initiatives in the market. With user research we can anticipate behaviors, and we can of course anticipate and address the correct pain points and user needs.

[00:22:41] The third outcome that I would like to leave you with is enhanced team efficiency. No longer do teams work in silos; you start working as a unified force, a unified team. By establishing good communication and clarifying roles, if you remember, knowing your strengths, your weaknesses, your challenges and the role you play in the team and in the company, we can see team efficiency increase. From my experience, projects that took maybe months in the past can now take weeks, and the quality of work in the end can be better than ever, because everyone is on the same page, everyone is acting with the same information, so everyone will be more efficient.

[00:23:43] And the last outcome, for me, is sustainable growth and innovation. This outcome is really about growing, but smartly and in a sustainable way. The commitment that I talked to you about regarding continuous learning, and creating this innovative environment where we can all thrive and share our knowledge, our experiences, our lessons learned, and where we are all together working on new ways of working and adapting the way we work, can really support this sustainable growth and innovation. I think each of these outcomes addresses the initial challenges that I showed, which are basically development costs and the risk of product failure. I think we covered all of that.

Adapt it to your own reality

[00:24:51] Before finishing, I just want to share that this approach can really change the way we work, because it can really change the way we think and the way we collaborate with each other. I think collaboration is really the key if we want to succeed as UX researchers in a company. Whether we are talking about a team of one or a team of 10, it doesn't matter; I think collaboration is really key.

[00:25:22] And of course, you should take a moment if you want to use and apply this approach in your teams, because you first need to analyze your environment and the type of teams that you have, and try to adapt the steps of this approach according to your own reality. More than anything, for me it's about understanding the internal needs. Like we do with our end users, assume that our internal stakeholders are our users, and understand their internal needs, the internal needs of each company, and try to find a balance and the best way to collaborate together.

[00:26:09] And that's it. Thank you everyone for joining this session, and here you have my contact, so please feel free to connect, to reach out, to ask any questions, and let's keep in touch.