How to establish metrics and outcomes for design led change
Why change?
The desire for change often arises in response to knowledge that things are not right and could be better. We just know. Just knowing is also not enough. We need to know what the desired outcomes and impact of change are and we need to be able to provide evidence of value – both in a business case and as validation of success.
Not having the right outcomes and metrics can stop change before we start
Sometimes the problem starts here. We do not have the right metrics in place to support our case for change. Organisations are awash with data but less clear on what data supports the desired outcomes of a change opportunity. Initiatives can fail to get off the ground on this alone.
Having the right data to clearly communicate the problem and support a business case is often the first step we need to make.
Additionally when we are targeting change that has a human value – change that improves the lives or working day for people – we find that many organisations do not have the information we need to put a value on these outcomes. Metrics are generally oriented around business outcomes and disconnected from customers or colleagues.
Setting up metrics around services and human experience
Our approach is to align outcomes and metrics with the change we are trying to achieve for people and business. As the change is ultimately about creating greater value for customers or colleagues we naturally align our measurements to their experience.
For a commercial service where the relationship is between customers and the company then we align our metrics to the successful outcomes of whatever value the customer is seeking and the delivery of that value. This naturally aligns with the commercial imperatives for the business as we are looking to ensure that customers find what they need, receive it and get the results they were seeking. This logically delivers happy customers who return and grow in lifetime value.
For public services and healthcare the approach is the same in that we are seeking to measure the outcomes and value created for service users and colleagues. Measurements do get more complex when we are in the realm of health outcomes or social benefits (and benefits can accrue to other parties such as when public health initiatives benefit employment or economic outcomes ), but the logic is similar in that we are aiming to measure outcomes for recipients of services.
Signals, metrics and outcomes
To define what to measure, always start with outcomes. Outcomes are what matter to customers and organizations. Measurements are proxies for outcomes. Outcomes are more complex and nuanced and may require multiple metrics to validate.
If we start with an outcome we can then look for signals that indicate whether that outcome was achieved. We may be able to find simple metrics to validate something that happened . However, in many cases it is more complex. For example a successful outcome of a medical procedure requires much more consideration in what signals truly indicate success. Even in a case that sounds simple, such as opening a new bank account, we have learnt that it can be complex and customer and business outcomes get misaligned. Is an outcome a new account opening, the customer receiving their bank card or them actually depositing money? Understanding what is really important for customers, what the need is, requires a high level of engagement and insight.
So, validate your outcomes, look for what signals would indicate this outcome and then you can define what metrics can be used as measurements. Often the measurements exist but are not being prioritized. Most organizations have the data. Our job is to identify what matters. You may well also find that the data is scattered and needs structure and management.
Developing a complete metrics model for a service or experience
To develop a metrics model for a service or an employee experience we need a way to map outcomes over the whole lifecycle. Service design has a tool called a service blueprint used to map and design for experiences. It is a natural step to use this tool to define metrics as we can then align measurement to experience and outcomes. The service blueprint can then tie together the metrics with the experience aspects of a service and can ensure that everyone; management, staff, and the design team—is on the same page. A service blueprint can be used in a way that is a performance dashboard for a service.
Measuring complex services
With a public health service measures are taken to change the human behaviors or to carry out preventative measures. This could be encouraging active living for the general population or adapting the homes of older people to prevent falls. What is particular to these cases is that there are different types of data that measure impact at different levels. We can measure the individual activities such as sign-up, installation or user reported activities but we need to also correlate these with health and population data to give us an indication of the value of the service.
Our metrics framework connects what customers need with what your organisation wants to achieve. It creates a clear way to manage change, track how you’re doing and ensure all stakeholders share a common understanding of success.
