In screen-based interfaces such as a smartphone or laptop, the user interface, or UI for short, includes all of the content and visuals that make up a digital experience, from the layout to the buttons, paragraphs of text to more complex interactions like forms, carousels, or interactive animations.

Considerate of other ways a person may interact with a computer, even screen-based interfaces include alternative user interfaces through screen readers and voice interactions.

Other examples of user interfaces include voice assistants, where there is minimal or even no screen, or any other number of smart objects such as watches, fridges, thermostats, and more, which include some method of interaction.

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Use cases go beyond the person’s needs, objectives, and outcomes to include describing how the people and systems involved interact with each other through the flows and engagements that are necessary to achieve the goal.

Use cases are a way of determining what the design requirements should be when delivering a product or service, including mapping these requirements back to user goals and actions, interface behaviours, and organizational needs and objectives.

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Personas are example profiles of customers, based on characteristics identified in user or market research. They help organizations paint pictures of how different characteristics may impact how users experience a product or service by identifying common goals, needs, and behaviours for a given user group.

Personas at their best are the result of user research, including qualitative and quantitative data from talking to and observing users. Organizations use personas to identify the needs of their customers and understand broader user group characteristics.

At their worst, personas are focused on demographic data that implies an average set of customers to target or engage with that does not help improve product or service delivery. It is always best to begin with jobs-to-be-done (JTBD) and use cases to craft an understanding of how customers will engage with your product or service, before considering other aspects of a customer such as demographics.

Implementing personas in the strategy or concept stage of a project can identify gaps and uncover new business opportunities, while personas considerate of intersectional factors can build a rich understanding of the nuance and diversity of a user base.

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Using North American media and entertainment as an example, positive representation would include people from diverse backgrounds in roles that historically have been afforded only to white men, while ensuring that people from marginalized communities were presented richly and aspirationally, and not based on stereotypes or biases.

Considerate of product strategy, representation can involve ensuring:

• The diversity of your audience is reflected in the photography and examples you use to promote the product
• Research recruiting is considerate of engaging with the full spectrum of diversity across your user base
• Your product team includes people from different backgrounds and lived experiences

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These groups can also involve collaborative building of ideas with the group and enable easier access to large amounts of users.

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This framework is applied in product strategy, service design, and user research to help organizations understand what motivates a person so that the organization may align a product or service to that person’s objective and desired outcome.

In its purest sense, a person will consider an outcome they wish to reach in order to satisfy a need. That is the job-to-be-done. This could be turning on the TV to decompress after a long day. It could be drinking a milkshake while driving to work to feel full enough to get through the morning.

Understanding this foundational need allows an organization to consider alternatives, competitors, and opportunities to fulfill the foundational user need, or JTBD.

In this video, Clayton Christensen talks McDonald’s, milkshakes, and JTBD.

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One example of an OKR would be:

Objective: “Increase the engagement and inclusivity of our internal team structure”

Key result 1: “Employee turnover down 10% over the next two quarters”
Key result 2: “Implement a diversity team and at least 3 events or initiatives to boost inclusion”
Key result 3: “Raise employee engagement ratings by 30% over the next two quarters”

From these larger, big-picture OKRs, your organization can define smaller indicators of success within initiatives using KPIs (key performance indicators).

In a marketing OKR framework, a KPI for a website might be something like “maintain a bounce rate below 70%”, while the key result this would inform is “Hit 100% of each quarter’s goals for closing new business”. There would be a series of KPIs that would inform this key result so that you could both validate how the KPIs impact the key result in order to refine them and check on the KPIs on a more frequent interval to understand how you’re trending toward the larger quarterly goal.

Both OKRs and KPIs are key for setting measurable goals and growth plans in organizations in order to achieve impactful, transformative organizational objectives.

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