The movement toward creating customer-first experiences in the company was gaining momentum. As McGuire said, “The organization made a commitment to do more testing across a wide range of digital products and offerings.” McGuire’s colleagues supported the idea of evidence-based design as a way to mitigate risk and save time and resources on development.
He started by establishing what he named “The User Testing Crew”—a team of volunteers and UX advocates from different areas of the business, including Design, Content Creation, IT, and Strategy. They weren’t professional researchers, but team members who had a desire to come together and better understand customer perceptions of the digital products offered by Canadian Tire. The objective was for group members to learn more about user experience, user testing, and evidence-based design. The desired outcome was to give them a greater understanding of how to implement customer insights to build exceptional digital products.
The team committed to meeting twice a week. Current design projects are tabled and user tests get written, reviewed and analyzed. A weekly report is generated from the Crew with recommendations for design changes based on the feedback from user tests.
They quickly learned how fast and easy it was to set up studies within the UserTesting platform. Each week, the group gathers to determine the criteria of a test requested for a digital product. Then, three team members will watch three videos each—taking notes along the way and harvesting relevant video clips. They meet later in the week to analyze the video reviews and look for patterns in user behavior from the test results. They use whiteboards to organize their findings and gain consensus among the group. One person is designated to author the report. A report template was created so that key findings and recommendations are understood and easily consumed by stakeholders and executives.
While learning about the different aspects of user testing, team members are able to contribute to the design of products by providing evidence-based feedback to their project teams directly. Sharing the workload means that the team is self-managing with little oversight required and new members to the team can be integrated easily. This weekly commitment to user testing brings two benefits to the Canadian Tire team.
First, the research findings can quickly be implemented into the product to create a better user experience. Being able to validate and improve upon design ideas in prototyping or product enhancement phase allows the team to move fast and eliminate guesswork. “When you can validate your product with UserTesting, you’re confident to move forward with design recommendations because they are evidence-based,” stated McGuire.
Second, the excitement around improving the products and providing an optimized user experience spreads throughout the organization. Members of the team take their learnings from the research back to their own departments to share with their colleagues. Now, McGuire gets research ideas and requests from all across the company. “There’s a movement here towards implementing customer-first experiences and improving usability and UX in general,” said McGuire.
Adopted a customer-centric focus throughout the organization
Saved product development resources
Eliminated guesswork in product development
