There is a saying that “you deliver services the way you evaluate them”, yet most organizations lean on one-size-fits-all metrics, like ‘Net Promoter Score’ or ‘Likelihood to Recommend’ to as the ‘silver bullet’ measurement to assess their impact on the user experience. But what does a score like NPS tell about the actionable tactics, or moments in an experience? As organizations invest in delivering customized user-centered experiences, measuring their success and impact on the ecosystems they touch goes beyond the standardized CX metrics. To deliver more user-centered services and drive desired behaviours, organizations must shift from an output- to an outcome-driven perspective. We need to find new ways to translate user needs and behaviours into quantifiable and actionable measurements – at the convergence of behaviour and sentiment, operational and experience metrics, user and organizational perspectives. Speakers: Katherine Monteith & Marie Serrano

1. Beyond NPS
Marie Serrano | Policy Innovation Hub, Cabinet Office
Katherine Monteith | Bridgeable

2. What is the likelihood that you
would recommend this service to
a friend or colleague?
The question

3. What is the likelihood that you
would recommend this service to
a friend or colleague?
2003 2018
Fred
Reichheld
Bain & Co
2/3 of
Fortune 1000
Companies
Test brand
loyalty
Measure user
experience

4. Measuring loyalty gives
you a 5,000ft view
● It measures the collective not the specific
● It’s difficult to separate process from outcomes
● Recommendations are personal

5. In a world where users are fluid,
preferences are dynamic, expectations
are rising, and needs are evolving...

6. The ability to learn faster than your
competitors may be the only
sustainable competitive advantage.
“
Start with a measurement strategy
Arie de Geus
Former head, Shell's Strategic Planning Group
”

7. As a 5,000ft metric,
NPS isn’t the solution

8. The solution also isn’t
NPS 2.0

9. Organizations are great at
measuring what’s valuable
to the business
NPS
OrganizationUser
OPEX
Wallet
share
Cost to
serve
Online
adoption
Churn
Rate
OPEX
# of
calls

10. OrganizationUser
OPEX
Wallet
share
Cost to
serve
Online
adoption
Churn
Rate
OPEX
# of
calls
?
?
?
?
?
?
?
We need to be equally great
at measuring what’s
valuable to the user

11. OPEX
Wallet
share
Cost to
serve
Online
adoption
Churn
Rate
OPEX
# of
calls
?
?
?
?
?
?
?
OrganizationUser
How do you decide what’s
most valuable to measure?

12. A new proposal for
measuring experiences
Not a “silver bullet”, but a set
of measurement parameters

13. User
value
Organizational
value
Shared value
Source: Bridgeable
Service Design
delivers shared value
How do we measure
for shared value?

14. Measurement parameters
Reference Point
Success Criteria
Timeline

15. What are the key values
of the service I should
perform against?
Success
Criteria
User
values
Organization
values

16. Draw correlation
between user and
organization values.
User
values
Organization
values
Shared value
Success
Criteria

17. User
timeline
Organization
timeline
How do you define where to
measure the experience?
Timeline

18. Measure at the moments
that are critical to both the
user and the organization.
User
timeline
Organization
timeline
Timeline
Shared value

19. What am I measuring
improvement against?
Reference
Point
Organization
reference point
User
reference point

20. Measure improvement
against a collaboratively
defined ideal experience.
Reference
Point
User
reference point
Organization
reference point
Shared value

21. How do you define
where to measure
the experience?
What are the key values of
the service I should
perform against?
What am I measuring
improvements against?
Measurement parameters
Reference Point
Success Criteria
Timeline

22. To improve a service, you have to measure
beyond a single 'silver bullet' metric.
Be as specific with users metrics as the
organization is with business metrics.
Understand what’s important to both users
and the organization to focus your
measurement where shared value is created.
In a nutshell...

23. Conduct research to define
shared value parameters
Revisit current metrics and test
against shared value parameters
Advocate for user metrics –
especially at the executive level
Embed the parameters into
your design research process
Use user and organizational metrics
within the parameters for validation and
testing
Advocate for user metrics in client
presentations
If you’re delivering a service... If you’re designing a service...
What comes next?

24. Katherine Monteith
Bridgeable
katherinem@bridgeable.com
Thank you!
Marie Serrano
Policy Innovation Hub,
Cabinet Office
marie.serrano@ontario.ca
@MarieSerrano_