InVision is a digital product design platform used by everyone from big brands to students. Lindsey Redinger, InVision’s Manager of User Research Operations, shares with us how InVision uses Delighted to keep a finger on the pulse of its customers.
What is InVision?
InVision is a digital product design platform. What that means is, companies use InVision to create better customer experiences. Collaboration, digital whiteboarding, prototyping, etc. We just really help to streamline the whole process for digital product design.
You mentioned customer experience–do you think of yourselves as a customer experience company or a design company?
That’s really a loaded question because I feel like, to be a design company, you also have to be a customer experience company. I would say that we are a design company. We’re design-driven, primarily used by designers and driven by design. That being said, I think the customer experience piece is extremely important to the design process.
Who uses InVision?
A lot of people will ask me who the typical user of InVision is, and it’s so different. There are organizations such as Airbnb, Amazon, Lyft who all use our product. But, at the same time, there are also individuals who are freelancers or students, so it definitely varies.
How do you help InVision with its customer feedback efforts?
I’m the Manager of User Research Operations here at InVision. What that means is that I keep our entire company grounded in user feedback and the customer experience. I help to build empathy for folks who use the product. Typically, there are actually multiple channels of feedback that come through, and some of it is specifically around design research, where we’ll do things like qualitative user interviews. We’ll also do user surveys, measuring whatever it is–user sentiment, happiness, satisfaction, and NPS with Delighted. InVision has a number of customer-facing teams–our support team, our customer-success team. Those people are having conversations with InVision users every single day, all the time. I make sure that we have appropriate channels as well for those people to share what they’re hearing on the ground so that we can influence our product and design decisions based on customer feedback.
Is customer feedback integral to how the company runs?
Absolutely. Customer feedback and experience have been a motivation since the beginning of our company. We are always making sure that we have a pulse of the community and the people who use our product. So, definitely, I think it’s part of our DNA.
Can you describe the ideal customer experience your company aspires to deliver and the role of feedback in that?
We strive to deliver a supportive and non-invasive experience. InVision supports a multitude of different tools and workflows, so every team can find what works best for them. Our job is to help other design and product teams collaborate and build amazing products. Regular feedback helps us to identify how to bridge communication and process gaps, and help teams work better together.
Can you tell us more about your NPS journey?
We have been capturing NPS for probably going on two years with Delighted. And what NPS provides is a measurable score that’s easy to understand. But the most important piece of capturing NPS is the ability to solicit that qualitative feedback from those people who complete the survey. So, of course, with NPS we ask for a score, but the key piece is that we ask why they actually gave us that score. A lot of times people really elaborate, which is so helpful to our team. “It’s so great because it makes the collaboration process with my remote engineers so easy,” or “It makes stakeholder buy-in happen twice as fast” – those types of things. That’s great. The more critical feedback is just as important. People are having specific issues with a feature or a process within the product, and we’re able to capture that. NPS allows us to then provide a score to that feedback.
How do you handle all the feedback coming in?
We capture that feedback and also those scores, and within Delighted create a number of trends using filters that are meaningful for our product. Some of that is around the design company maturity model. Some of it is around the role of the user, the persona of the user. Other times it’s trends specifically for features or functionality within the product.
We have actually created company dashboards in partnership with our data science team that pull in the scores based on those trends, so that each team can feel ownership over their product area’s score. They can actually get in and receive those filtered views of the qualitative feedback relevant to their product areas.
So you have NPS for different teams within the company, rather than just for the company as a whole?
Yes, we do both. We have a company number as a whole that we report to our leadership team. But we also do those more specific, what we call, verticals.
How often is feedback captured?
Feedback is captured constantly, and continuously. We receive feedback through various channels – NPS, Twitter, user interviews, customer support, etc. – which we regularly review and discuss. It’s a constant stream, just as it should be!
Who uses NPS at InVision?
It spans our entire organization. We have different product teams inside InVision, and, as you said, we’re measuring those NPS scores, or we’re categorizing them in those verticals across the company. But it also is, for instance, integrated with Salesforce, so that our enterprise customer-success teams can see an NPS score – or any feedback, actually.
When that team is having a conversation with a customer, they can have real insight – “Oh, this person at Airbnb had this feedback. Before I get into a conversation with them, let me just check and see where that’s at – if that feedback has been actioned on yet, or what the product team is thinking about that.” So it lets those conversations happen across the organization. And as far as how we make sure those things are actioned, that’s actually where I partner with those teams.
Well, we have those dashboards, and the teams can get in there anytime and read all of the feedback that’s sent into Delighted. But I actually meet regularly with each of the product teams, and I will help them understand that feedback. I review it regularly and try to identify even more trends. I partner with each of those teams and also our team leads, including the director and VP levels.
We’ll pull together more comprehensive reports, or do collaborative exercises where we rank those trends or that feedback to decide what the impact is on the user experience. We then decide if it’s something that can wait, or something that needs to get resolved now. We go through those exercises pretty regularly and make sure that we take action. There are also some general goals to improve our NPS score across different product areas.
While you pay attention to your NPS, are you equally interested in the free-form feedback?
Yes. And I think it’s because that tells the story. So a number is a number, and it does tell us “what,” but it doesn’t tell us “why.” So, to us, it’s really about focusing on just improving, and it does give us that baseline score. It’s getting more loyal customers, happy customers. But it’s a really good channel for getting that qualitative feedback. If loyalty is starting to decline, then we know, “Oh, we need to go have a conversation with more folks who use the product.”
What lessons learned would you have to share with others in a similar role or company?
I definitely think one of the lessons I’ve learned is that, initially, we had decided to just measure NPS. And it was just kind of an arbitrary decision. We didn’t really have a high-level goal for why we were going to do that. We were capturing it arbitrarily, and, because we didn’t have a goal for it, we didn’t have a process in place for how to act on the feedback that we received, or even what to do with the score, anything like that. A couple of months in, we were like, “Oh, yeah, we’re measuring this, but we really should connect some strategy into why we’re measuring it and what we expect to do with that.” So I think my first recommendation would be not to just do it arbitrarily. Have a plan.
So it’s more than just getting the score and that’s it?
You have to put thought into it as an organization, as to where it will bring you value. I think for us that piece is really around the qualitative feedback. But it could be totally different for other people. And, again, it does give us that baseline score, so we do have a number that we can turn to periodically. Put some thought into it. Work with each of those different teams to understand how they can get value out of that.
For us, it was actually partnering with each of our product teams and understanding what they care about, what helps motivate them. And then creating appropriate trends and dashboards to make it usable for each of those individual teams. Have a process for how to close the gap whenever you get feedback.
We have a high level of visibility across our entire organization. We do have everything go into a Slack channel, so anyone in support, anyone in sales, anyone in marketing, they can all jump into that channel. They can also set specific alerts if they want to deal with particular feedback. But, either way, it’s there and it’s exposed.
What challenges did you encounter in pulling together a feedback program?
The biggest challenge was making sure we had processes in place to actually address the feedback. There’s no point in capturing feedback if you don’t have a system to consume and act on it.
How involved is the executive team in your NPS efforts?
I do report pretty regularly on progress for enhancements to our NPS strategy, and also any customer-feedback strategies that we have ongoing. But it actually goes up to our board. So I have conversations with our VPs, our directors, and our C-suite on the sentiment, what those trends are, all that good stuff. And they actually take that information and will communicate it to our board.
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