Sean Van Tyne's presentation from ProductCamp SoCal. Held November 6, 2010 at Cal State Fullerton - The Mihaylo College of Business & Economics.

1. User Experience
Balanced Scorecard
Sean Van Tyne
Product Camp So Cal 2010

2. User Experience Balanced Scorecard, UX Matters,
June 21, 2010
http://www.uxmatters.com/mt/archives/2010/06/user-
experience-balance-scorecard.php

3. User Experience

4. Customers have experiences with an organization’s
products and services regardless of whether the
organization is consciously managing them.
A good user experience delights customers —
increasing adoption, retention, loyalty, and,
most importantly, revenue.
And a poor user experience discourages
customers from using a product or service and
drives them to the competition, making a product
offering unviable.

5. Because user experience has become so important
to an organization’s success in the marketplace
and revenue, it is now part of their overall
business strategy.
Most organizations have some system for managing
their strategy and measuring their progress
toward achieving their goals.
One popular system for managing and measuring
strategy is Balanced Scorecard.

6. Balanced Scorecard

7. Balanced Scorecard is a system that aligns specific
business activities to an organization’s vision and
strategy.
It was developed in the early 1990s by Dr. Robert
Kaplan of Harvard Business School and Dr. David
Norton.
Using a scorecard helps organizations balance their
strategic objectives across four perspectives.

8. Financial—The Financial Perspective
examines the contribution of an
organization’s strategy to the bottom line. It
represents the strategic objectives of an
organization in terms of increasing revenue
and reducing cost.
Customer—The Customer Perspective
focuses on customers’ satisfaction, which
contributes to the organization’s revenue. It
represents the value an organization
delivers to customers, the value proposition,
and the resulting customer satisfaction.
Internal Business Processes—The
Internal Process Perspective is concerned
with requirements for products and services
that deliver the customer value proposition.
It focuses on activities and key processes
that are necessary for an organization to
excel at providing the value customers
expect.
Learning and Growth—The Learning and
Growth Perspective focuses on the internal
skills and capabilities an organization
requires to support value-creating internal
processes. This perspective includes
employee training, the development of
corporate cultural attitudes relating to both
individual and corporate self-improvement,
and the technological tools that support
these activities.

9. User Experience
Balanced Scorecard

10. The User Experience Balanced Scorecard maps the user experience
process and skills to customer satisfaction and financial growth.
PERSPECTIVE USER EXPERIENCE STRATEGY
FINANCIAL Increase revenue Reduce costs
CUSTOMER Increase conversions, retention,
and loyalty
Increased effectiveness (task
completion) and efficiency (time on
tasks) and reduce Training and Support
PROCESS Conduct user research and iterative
design review with your customers
Conduct usability evaluations with your
customers’ end-users
EMPLOYEE User Researcher | Information Architect | Visual Designer
Interaction Designer | Usability Engineer

11. PERSPECTIVE USER EXPERIENCE STRATEGY
FINANCIAL Enable revenue growth Improve customer
loyalty
Increase
productivity
CUSTOMER Establish product leadership
and innovate through
research and analysis of
target-market segmentation
to determine current needs
and anticipate future needs.
Improve customer
intimacy through
iterative design
reviews with target
customers.
Improve quality of
user experience.
PROCESS Research and analysis Interactive prototyping Usability evaluation
EMPLOYEE Research Analyst Information Architect,
Visual Designer, and
Interaction Designer
Usability Engineer
Another way of approaching this… If your company has Financial “themes”

12. Objectives. the major objectives a company must achieve—for example, profitable growth.
Measures. the observable parameters a company uses to measure its progress toward reaching its
objectives. For example, a company might measure its progress toward the objective of profitable growth
by growth in net margin.
Targets. the specific target values for the measures—For example, +2% growth in net margin.
Initiatives. action programs a company initiates to meet its objectives.
PERSPECTIVE OBJECTIVE MEASURE TARGET INITIATIVE
FINANCIAL Profitable growth Net margin 2% Action plan for
profitable growth
CUSTOMER Customer
satisfaction
Customer
satisfaction score
5% Customer satisfaction
surveys
PROCESS Designing easy-to-
use solutions
Usability 70% pass rate Usability studies
EMPLOYEE Analyzing usability Usability studies For each major
release
Usability plan

13. Build Your Own
User Experience
Balanced Scorecard

14. Financial—The Financial Perspective examines the contribution of an organization’s strategy to the bottom line. It represents the strategic
objectives of an organization in terms of increasing revenue and reducing cost.
Customer—The Customer Perspective focuses on customers’ satisfaction, which contributes to the organization’s revenue. It represents the
value an organization delivers to customers, the value proposition, and the resulting customer satisfaction.
Internal Business Processes—The Internal Process Perspective is concerned with requirements for products and services that deliver the
customer value proposition. It focuses on activities and key processes that are necessary for an organization to excel at providing the value
customers expect.
Learning and Growth—The Learning and Growth Perspective focuses on the internal skills and capabilities an organization requires to support
value-creating internal processes. This perspective includes employee training, the development of corporate cultural attitudes relating to both
individual and corporate self-improvement, and the technological tools that support these activities.
PERSPECTIVE USER EXPERIENCE STRATEGY
FINANCIAL
CUSTOMER
PROCESS
EMPLOYEE

15. 15
Objectives. The major objectives a company must achieve—for example, profitable growth.
Measures. The observable parameters a company uses to measure its progress toward reaching its objectives. For
example, a company might measure its progress toward the objective of profitable growth by growth in net margin.
Targets. The specific target values for the measures. For example, +2% growth in net margin.
Initiatives. Action programs a company initiates to meet its objectives.
Objectives, Measures, Targets, and Initiatives
PERSPECTIVE OBJECTIVE MEASURE TARGET INITIATIVE
FINANCIAL
CUSTOMER
PROCESS
EMPLOYEE

16. Website/Blog:
www.SeanVanTyne.com
Twitter:
http://twitter.com/Sean_Van_Tyne
Linkedin:
http://www.linkedin.com/in/seanvantyne