Increasing adoption of data products.

The company had been struggling with low adoption, misunderstood use cases and poor user experience.

Confusing versions of similar products lead to lack of adoption. Poor usability was causing busy site managers to give up.

I gathered information about the use cases of execs, site managers & implementation managers.

Through user-interviews I created personas to better understand the needs and goals of the dashboard’s users.

Allowing teams to make design suggestions is an important part. but it must be grounded in truth, not personal opinion.

Working with product managers, engineers and other contributors needs to be done early and consistently.

This allows a common strategy to be developed where everyone is working towards common goals.

I met with the users to identify how they use dashboards and what insights would be helpful to them.

Some of the feedback we received:

I worked closely with the data science team to ensure that the design was implemented correctly and made adjustments as needed.

The implementation team faced some challenges along the way, but I was there to help them find solutions.

We established communication with sponsor users to continue making improvements.

The confusion between dashboards was alleviated by splitting up the data between insights and deep-dive analytics.

Navigation and information hierarchy changes resulted in overall user satisfaction improving.