In the evolving landscape of technological advancements and user-centric design, service design and research have played a vital part in shaping successful products and services. But the recent wave of economic uncertainty and layoffs in the tech space have significantly impacted the User Experience Research roles with massive downsizing of teams. The layoffs of UXRs extend beyond the boundaries of the specific industry and call for reflection within the broader research fraternity. It is crucial for us to learn from this, to reinstate the importance of service design and research not only in driving design decisions but also driving business success.
Before we get into the strategies and insights to revitalise the field of research, it is important to identify the current shortcomings of the research industry and evaluate the areas in which we have lacked and have potential for change for the future. With more than 20 years of steady growth and all the collective effort to strengthen the importance of research in product development, the current situation has set us back by a lot.
The research industry faces several shortcomings that have contributed to the challenges it currently grapples with. Research helps achieve more long-term sustained benefits and hence the immediate ROI may not always be visible. Tangible outcomes and quantifiable results often take precedence over the sustained benefits that research provides. This undermines the critical role that research plays in informing strategic decision-making and fostering user-centric product development. Along with this, there is also the assumption among product owners and builders that they possess all necessary customer knowledge and hence do not think that user research can help them uncover new findings. There is also the challenge of low awareness of HCD approach within companies which leads to focus only on the output oriented product development. Lastly, a prevailing perception persists that users do not possess a clear understanding of what they want or need. This viewpoint often leads to undervaluing user insights and needs, relying solely on the judgments of industry experts. However, this overlooks the invaluable role that users play in providing firsthand experiences, preferences, and feedback that can shape and refine products and services to better meet their needs.
Let us now look at some of the actionable ways in which we as an industry can collectively work towards establishing a sustainable and resilient research community that thrives in the face of uncertainty.
1. Strengthening the community
Amidst the uncertainties in the space of design and technology, one powerful antidote lies in strengthening the community of research and extending support during challenging times. By fostering collaboration, knowledge-sharing, and collective advocacy, researchers can address uncertainties together. Building a strong research community not only encourages the exchange of best practices and innovative methodologies but also creates a support network where professionals can lean on each other for guidance and collaboration. Especially during uncertain times, communities and networks can provide the much needed moral support to get through this together. Strengthening the community also helps foster collective learning where we come together to share insights and resources and learnings. This will help to collectively drive the elevation of research and put it back on the centre stage.
2. Creating awareness and fostering advocacy within organisations
As members of this community, it is imperative to raise awareness and educate stakeholders of companies and organisations about the profound impact of research. This can be done in multiple ways using targeted strategies to effectively showcase the value that research can bring to the table. Along with stakeholders and decision makers, we should also invite skeptics to common platforms like interactive workshops, brainstorming sessions, ideations, etc. that provide a platform to address their concerns and deepen their understanding of research. Secondly, inviting stakeholders to partake in research activities as much as possible so that they are able to immerse themselves in the field and experience insights first hand. As stakeholders actively contribute and become a part of the process, they develop a sense of ownership and commitment to ensuring the success of the research initiatives. Sometimes stakeholders may be better equipped to see the product implications of the intangible research insights than anyone else and thus opening up the research experience for them becomes beneficial. Lastly, identifying champions of research within the organisation and facilitating idea exchange builds awareness and enthusiasm across teams. By combining these approaches, we can cultivate a culture that values research, encourages participation, and amplifies its significance in driving successful outcomes.
3. Talking the talk
Researchers must develop the ability to understand and adapt the vocabulary of stakeholders, effectively bridging the communication gap for impactful collaboration. Quantifying intangible research findings becomes essential in driving the point home and demonstrating the value of research for stakeholders. It is important to deliver research insights in the language of business impact and product implications, and not limit it to just behavioural insights. There is no user without the business and hence if research insights do not visibly create business impact, it will not be valued for the impact that it can create. Often, researchers and stakeholders share the same objectives, but diverge in their expectations for the output which creates a barrier in understanding and alignment. By actively seeking to understand their vocabulary and articulating our research insights to communicate effectively, we can foster alignment and establish shared goals. Simultaneously, researchers can share research-specific vocabulary to establish a common understanding and facilitate a common language. By adapting the way we communicate and by creating shared vocabulary, we can establish clear and meaningful connections with stakeholders, enhance collaboration and ensure more unified and successful research driven journeys.
4. Closing the loop on insights-led design interventions
Iterating, evaluating and closing the loop on insights-led design interventions hold immense significance in driving impact for both users and businesses. By employing research insights to drive design decisions, we not only enhance the user experience but also achieve tangible benefits for the business. But, it is essential to make this impact visible and measurable to stakeholders, as it fosters trust in the value of research insights. By showcasing the positive outcomes resulting from these interventions, we provide stakeholders with concrete evidence of the value research brings to the table and strengthen the value of investing in research. These visible impacts can be celebrated as small wins for researchers, even though the long-term effects may take time to fully manifest. As businesses often seek immediate effects, demonstrating the tangible benefits of research interventions can strengthen the case for continued investment in research and solidifies its vital role in driving successful outcomes.
5. Amplifying success stories and demonstrating impact
Amplifying success stories and demonstrating examples of impact are vital in strengthening the reliability and credibility of research. Utilising various channels like case study presentations, webinars, report share-outs, workshops, social media, etc. can be valuable tools to reach wider audiences and create awareness about the positive impact of research. By highlighting real-world impact, we can foster trust from stakeholders and encourage them to actively engage and deploy research as part of their approach. By consistently communicating success stories and demonstrating the concrete benefits of research, we can cultivate a collective understanding of its transformative power and secure the necessary support and resources to drive future endeavours.
Finally, in the face of current layoffs and uncertainties, it is important to understand that reducing research resources may be a short-term remedy but is a missed opportunity for long-term gain. Research possesses the inherent potential to future-proof companies, develop products and services with lasting benefits, and ensure customer success.
However, if businesses continue to deprioritise research and rely solely on the intuition of designers and stakeholders, design interventions may stand the risk of becoming mere patchwork solutions rather than thoroughly crafted human-centric experiences.
Embracing research as an integral part of the design process is essential not only for sustained business success, but also for fostering human-centricity and innovation. By investing in research and leveraging its capabilities, businesses can stand the test of time and achieve long-term growth and success.
— Avani Tavargeri (Research Consultant, Xeno Co-lab)
