Leaning on the basic principles of investment, I would say you should invest in UX to get a worthwhile return. At SAP we therefore hold the view, validated by our experience of working with many of our customers, that improving UX offers the opportunity to realise business value.
To help define this business value we have developed a balanced scorecard approach to incorporate a holistic view of the full value of improved UX. We define the two axis as (1) Value quantified in monetary terms to value that is qualitative in nature; (2) Value for the organisation as a whole to value that attaches to an individual user.
Based on this, we have identified 4 specific quadrants of business value:
1. User Satisfaction (Qualitative + Individual)
The level of satisfaction of an end user is a strong determinator of their likely behaviour in terms of system use. Due to this principle, it is imperative to monitor and manage the level of user satisfaction to reduce the risk of your UX investment eroding due to user resistance and non-compliance. We further see a strong correlation between the level of user adoption and user satisfaction.
2. Enterprise Value (Qualitative + Organisations)
This quadrant is a collection of a number of different measures and principles that collectively help to express the qualitative business value to the organisation. For example, the ability to follow your IT strategy for business applications in relation to the value of an ERP / Integrated system and ‘best-of-breed’ applications; the ability to minimise application licence shelf-ware; the ability to track the effectiveness of maintaining data quality; and the value of your brand to attract new talent or when providing access to external parties.
3. User Productivity (Quantitative + Individual)
An individual end users’ productivity is affected by the combination of user interface, application functionality, business & system process, data and the underlying infrastructure. Some examples include the time element of searching in SAP, the ability to collaborate immediately and seamlessly, and the effectiveness of workflow.
4. Cost Reduction (Quantitative + Organisation)
We leverage the principles of Total Cost of Ownership to gain business value through improving the UX related to elements that make up the direct and indirect total cost of ownership. For example the cost of training connected to the time and resources required; the amount of support connected to UX pain points such a screen complexity; The cost of data cleansing due to data quality erosion that results from UX pain points such a complex screens, and the ability to respond in due time to UX pain points.
It is clear that there are many examples of how it is possible to gain business value by improving UX and for this very reasons we believe that UX improvement can be based on a business case for business value.
This is an important subject. While customers have been complaining about the SAP User Experience for years, they still need to understand the financial cost of bad user experience to be willing to invest in the solution. While SAP has made things significantly easier by making Personas and Fiori free there is always competition for priorities for IT investment. Customers will only invest the time and energy in implementing new UX solutions if they clearly understand the business case.
It’s definitely worth investing in user experience, it can improve business value. It’s not always easy to define business value if you lack some skills. To do it efficiently you can also use salesforce communities implementation to gain deeper relationships
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