[RBM] “I” - How to engage end users to seen business perspective.

Most teams dramatically underestimate who their users really are. Beyond primary users who log in daily, consider secondary consumers who rely on outputs, operational dependents whose workflows depend on your system, and strategic stakeholders with interest in capabilities. Mapping this ecosystem reveals critical insights.

For systems deeply embedded in daily routines, targeted improvements often outperform complete overhauls. A manufacturing company focused on fixing just five pain points in their inventory system rather than rebuilding it entirely. This approach increased productivity by 22% without disrupting familiar workflows.

When fundamental limitations exist but operations can't be disrupted, consider running old and new systems concurrently. A financial services firm replaced their 15-year-old trading platform this way, allowing users to gradually adopt new capabilities. This created natural champions who pulled others toward the modern solution.

Sometimes technical debt becomes insurmountable. A healthcare provider's patient management system had become so convoluted that training took three months and staff relied on sticky notes to navigate daily tasks. In these cases, a clean-slate redesign with deep user engagement can transform not just systems but entire industries.

Official requirements rarely capture how users actually work. A media company discovered their customer service representatives had developed sophisticated workarounds not documented anywhere. Had they proceeded with their original redesign, they would have eliminated these critical unofficial workflows despite delivering a "superior" system.

User validation isn't a checkbox exercise but an ongoing dialogue. By having customer service representatives interact with prototypes, a media company discovered they needed simultaneous views of customer history and subscription details—something the new design had separated. This insight reduced resolution times by 37%.

Technical teams often speak passionately about user benefits but fail to connect them to business metrics executives care about. Faster workflows and better interfaces must be translated into operational savings, revenue protection, improved customer experience metrics, or risk mitigation value to secure buy-in.

A manufacturing client modernized their inventory system, reducing data entry time by 2.5 hours per employee weekly. By multiplying this by affected employees and hourly costs, they demonstrated annual savings of $387,000—a figure that resonated strongly with finance stakeholders.

A telecommunications provider was losing customers due to billing system limitations. By connecting improved system capabilities to a reduced churn rate of just 0.5%, they demonstrated potential revenue protection exceeding $2 million annually—transforming a user experience improvement into a compelling business case.

User satisfaction within internal teams directly impacts customer experience. A retail client modernized their order management system, making it easier for staff to track shipments. This reduced customer resolution times by 40% and increased their Net Promoter Score by 12 points—metrics prioritized in strategic objectives.

In regulated industries, modernization often reduces compliance risks. One financial services client justified their $1.2 million project through avoiding potential regulatory fines exceeding $5 million. Quantifying risk mitigation can reveal substantial hidden value in seemingly modest improvements.

System adoption isn't automatic—it must be earned through thoughtful design. Successful modernization projects treat internal users with the same care as paying customers. By respecting workflows, challenges, and goals, you create solutions users genuinely embrace, driving meaningful business outcomes.

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