The four value drivers that connect insights to the business

To bridge the gap between research and the C-suite, Dave recommends aligning work to four core value drivers:

• Business growth

• Faster innovation

• Reduced operational costs

• Risk mitigation 

These value drivers form a practical value drivers framework that helps teams translate qualitative insights into quantitative outcomes.

“They’re really the priorities and initiatives that executives bucket their thoughts into,” Dave explained. “There’s a reason for that—we want to align to those executive initiatives and measure impact against those.”

When insights are mapped to growth, cost savings, or risk reduction, the conversation changes. Instead of asking, “Was this research interesting?” leadership asks, “How much value did this generate?”

That shift transforms research from a support function into a strategic lever.

Turning customer journey friction into measurable ROI

One of the clearest ways to demonstrate the business value of research is by quantifying friction in the customer journey.

Dave shared an example from the banking industry. Many banks are pushing customers toward digital self-service. If research uncovers friction in a digital account signup process—and that friction is reduced—the impact ripples outward:

• More completed sign-ups
• Fewer contact center calls
• Lower operational costs
• Increased deposits and revenue

“For every additional prospect that can sign up through the app,” Dave noted, “that’s maybe one less person that has to come into a branch or call into a contact center.”

What looks like a small usability fix becomes a measurable financial outcome.

Think of friction like a leak in a pipeline. Each drop may seem minor, but over time, the loss compounds. Research helps identify the cracks. ROI modeling shows what happens when you seal them.

This is where concepts like customer journey friction, operational cost reduction, and digital transformation ROI intersect. By attaching numbers to drop-off rates, call volumes, or rework cycles, teams move from storytelling to strategic influence.

Why shifting left protects against costly rework

Another major theme in the episode was the value of “shift-left research.”

Many teams are pulled into late-stage validation—testing designs that are nearly finalized. While valuable, this reactive approach limits impact.

If research happens earlier—during discovery and concept phases—it can prevent expensive mistakes.

“If you’re not working on the right things and you’re not pointed in the right direction,” Dave warned, “that really means you’re only failing faster.”

This is where shift-left research becomes critical. Early insights reduce the likelihood of building the wrong features, launching flawed experiences, or investing in misaligned strategies.

The cost of rework in product development is enormous. Fixing issues post-launch can require redesigns, engineering cycles, and marketing adjustments. Preventing those missteps before they happen drives meaningful risk mitigation strategy and long-term savings.

When teams quantify avoided rework and reduced failure rates, they strengthen the case for investing in generative research.

Executive empathy: the missing ingredient

One of the most practical takeaways from the episode was Dave’s advice to practice “executive empathy.”

Researchers are trained to understand users deeply. Dave suggests applying that same mindset upward.

“My recommendation would be approach your leadership with the same kind of empathy that you do your customers,” he said.

That starts with a simple question:

What makes a great day for your boss?

The answer might be:

• Shipping a product release

• Hitting a revenue milestone

• Reducing churn

• Receiving positive customer feedback 

Those answers reveal KPIs and strategic priorities.

When insights are framed in terms of helping leadership achieve those goals, alignment improves. This strengthens executive alignment and enhances executive communication strategy across teams.

Rather than presenting a research report as an isolated artifact, teams can position it as a step toward revenue growth or cost efficiency.

That reframing often earns research a stronger seat at the table.

Using ROI to reduce internal politics

Internal politics often stem from resource competition. When budgets are tight, every team argues for its own priorities.

ROI provides a neutral lens.

“At the end of the day, it’s what’s going to generate the best returns,” Dave explained. “Whenever we’re able to use that framework, then we’re all essentially playing on a level playing field.”

When initiatives are evaluated based on projected return, decision-making becomes more objective. This improves research prioritization framework conversations and strengthens cross-functional collaboration.

Instead of debating opinions—like whether a button should be blue or red—teams can ask: What outcome does the data support? What financial impact might follow?

Insights become evidence. ROI becomes the common language.

Building your own ROI model: start simple

For teams intimidated by financial modeling, Dave offers reassurance.

“Not everybody’s a finance dork and spends their days in spreadsheets,” he joked.

You don’t need a perfect model to begin demonstrating the ROI of customer insights. Instead, start with these steps:

• Track your research volume over time

• Document which teams your work influences

• Collaborate to understand downstream outcomes

• State assumptions clearly

• Treat ROI as a hypothesis, not a guarantee

“I always approach these through the lens of a hypothesis,” Dave said. “Here’s what we’re trying to prove or disprove.”

Even conservative estimates can open productive conversations. When leaders see thoughtful assumptions, they often refine the numbers and contribute additional data.

ROI modeling becomes iterative—just like product development.

Over time, teams can build richer models incorporating:

• Conversion improvements

• Reduced support costs

• Faster release cycles

• Lower failure rates

• Increased adoption

Each data point strengthens the narrative around proving the value of UX research.

Speaking the language of business

Communication plays a crucial role in measuring research impact.

Dave recommends Barbara Minto’s The Pyramid Principle, which encourages starting with the conclusion and supporting it with evidence.

In business settings, leading with the punchline matters.

Instead of:

“We ran six usability tests and identified three friction points…”

Try:

“We estimate this change could reduce support calls by 12% annually.”

That shift in framing supports stronger executive communication strategy and clearer alignment with business priorities.

It also reinforces that research isn’t just exploratory—it’s strategic.

From cost center to value engine

When research teams fail to articulate ROI, they risk being viewed as cost centers. When they connect insights to growth, efficiency, and risk reduction, they become value engines.

The transformation isn’t about changing the work itself. It’s about translating that work into outcomes leadership understands.

Think of insights like electricity in a building. When unseen, it’s easy to forget. But once connected to lights, systems, and productivity, its value becomes undeniable.

The same applies to research.

When tied to revenue, cost savings, and innovation velocity, its impact becomes visible—and defensible.

A small step you can take this week

If you’re wondering where to start, return to Dave’s practical advice.

Ask yourself:

• What makes a great day for my manager?

• What metrics define success in my organization?

• How does my latest research influence those metrics?

Then articulate that connection clearly.

Even one documented example—where research prevented rework or improved conversion—can serve as a powerful internal case study.

Over time, those stories accumulate. Patterns emerge. Credibility grows.

And the ROI of customer insights becomes not just measurable—but undeniable.

As Dave put it, “Thinking through how your work helps move the needle for the organization—why it’s important to them, why it’s important to folks up the food chain—and articulating that so it resonates and ultimately has a broader impact.”

Episode links

• The Pyramid Principle by Barbara Minto – book recommended as a communication framework
• Speaking the language of execs: it's not about UX–This podcast episode with Tamara Adlin covers the importance of speaking the language of executives and business alignment
• Measuring the value of your design team's research and insights–This on-demand webinar shares best practices for design teams to quantify the value of their research and insights and how to connect it back to tangible business objectives..
• Proving the ROI of UX research–This practical guide helps you quantify research benefits and secure budget for your UX initiatives.
• Calculating and communicating the ROI of UX research in your organization–This podcast episode features Dave Kerry talking about measurable UX research impact and business outcomes.
• How to measure UX ROI and impact–This blog post shares strategies for connecting research outcomes to business goals and demonstrating customer experience ROI.