Tip # 3: Communicate using a common language.

Speaking in terms that others can understand helps break down barriers.

For designers and innovators, metrics can provide a shared vocabulary for the members of the team and the project stakeholders.

Others may need metrics to understand the value of a new initiative.

Many stakeholders use metrics and data analysis as fundamental elements of any business decision. Using a shared frame like the D³ Matrix helps define projects with concrete goals and metrics which can communicate the value of the innovation process in terms that stakeholders better understand. This establishes a common language which leads to constructive dialogue about the value of design. This in turn increases the strategic use of design. Even if the exact solution remains unknown, putting a stake in the ground by making projections and committing to tracking end results helps build the credibility and consensus with sponsors.

As the project evolves and teams move farther down the project timeline, it is important to communicate projections and targets around these metrics. For example, how will this new product or feature affect market share in concrete terms? Or, based on preliminary usability testing, how will this user interface impact service call volume? These types of concrete projections will be challenging early on in a project. However, regular projections of these quantitative metrics can complement more qualitative approaches, enrich the story, and make the project feel more credible to stakeholders who are looking out for the bottom line.

Partner with the people who track the ultimate market results.

By collaborating early with analysts in marketing, sales, or customer support, innovation teams can build more reliable ways to project the impact of a new offering. Working with these groups early on can help to get their buy-in and support, which will be very helpful as the team refines its projections and later tracks actual market results.

Document all assumptions to tell the story behind the numbers.

Clearly articulating the assumptions behind a team’s projections provides an opportunity to embed a deeper and more qualitative understanding of the numbers. These assumptions can tell a richer story and highlight key questions in the development process.

Related posts:

1. Five Key Strategies for Making Metrics
2. Design Council’s Lessons from America
3. Five Key Strategies for Managing Change
4. Design Strategies for Technology Adoption
5. Sustaining vs. Disruptive Innovations