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User Engagement – Adobe

Think like a consumer


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Companies spend a huge amount of time and money putting new enterprise software solutions in place. So why do so many of them continue to report disappointing adoption and utilization rates? The answer is hardly a secret: users are frustrated by the software interface. Because while today’s enterprise software may be a lot more user-friendly than it was only a few years ago, in most cases the experience still pales in comparison to those found in widely used consumer applications.

Creating a more effective user experience isn’t just about creating a prettier dashboard. It takes a deeper understanding of what users are expected to do, how they work and how it all maps back to the overarching goals of the software itself. That’s where we come in. Our understanding of enterprise software tools such as Adobe’s user engagement software enables us to help companies build a user experience that can improve usability and adoption – regardless of whether they’re in the planning, implementation or post-implementation phase. Learn more about the offering.

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Consider the experience delivered by a favorite website, personal finance software, or photo editing tool. Shopping carts, drag-and-drop functionality, streaming video – all pretty standard stuff. Now compare it to the experience you had the last time you logged into your enterprise software. Unfortunately, the difference is often striking.

It doesn’t have to be that way. Commercially available user engagement software has made tremendous advances recently, bringing a highly effective user experience within reach for organizations that know how to make it fit with the right set of business practices and processes. Tools such as Adobe’s user engagement software are regarded for their ability to create a role-based technology experience for users, designed to pull together different systems and processes in a way that’s relevant to individual users. These tools can be part of a smart approach to improving the return on investments in enterprise software – which can have a measurable impact on the business.

Outsized Impact
If your people aren’t using the software to its full power, you’re not getting the benefits you signed up for. In a time of tightened budgets, extensive training exercises seem out of place, but what if software training were virtually unnecessary? What if every update didn’t require a new education effort? What if users got more out of the software because it all just made sense? What if the new generation of workers entering the workplace found the same functionality waiting for them in enterprise software?

How we can help

Those are only a few of the results that an improved user experience can deliver. And with the tools available today, they’re easier to attain than you might think. It’s not about making users feel better about the technology itself; it’s about getting them to a point where the technology doesn’t get in the way of what they want to do.

Creating a more effective user experience isn’t just about creating a prettier dashboard. It takes a deeper understanding of what users are expected to do, how they work and how it all maps back to the overarching goals of the software itself. That’s where we come in. Our understanding of enterprise software tools such as Adobe’s user engagement software enables us to help companies build a user experience that can improve usability and adoption – regardless of whether they’re in the planning, implementation or post-implementation phase.

Bottom-line benefits

  • More intuitive experience
  • Improved efficiency and service
  • Higher adoption and satisfaction rates among users
  • Sharply reduced training costs
  • Faster time-to-value for new technology implementations

Four ways to get more value now

Deloitte has helped hundreds of companies in their efforts to improve adoption rates and user engagement with their most important enterprise technologies. Here are some practical tips we’ve learned along the way:

Acknowledge reality. Instead of creating an experience that reflects an ideal set of processes, build around the reality of how users engage and interact with the system. From there, you can build toward your ideal vision.

Make it visual. Generally speaking, the more visual an interface is, the more engaging. So think like a designer, not an engineer. Is the color palette inviting? Is the design “sticky”? What design style does it follow? Abstract? Photographic? Make sure your designers have a seat at the table from the start to get the right answers to these questions.

Build in measurability. User engagement can have a dramatic impact on usability and adoption rates – not to mention countless goals that are unique to your organization. Make sure you measure them, not only to justify your efforts, but to inform future improvements as the system evolves.

Don’t answer the wrong questions. A good user experience follows the “less is more” rule. Just because you have access to it, don’t be tempted to display more information than is actually needed. The whole point is to deliver a more targeted experience for users; it’s not always about giving them more choice.

User Engagement in action

  • A utilities client relied on an enterprise software application to manage its plant maintenance, but only a fraction of the total number of actual service requests were being tracked in the system. Users just didn’t think it was worth tangling with the interface. We helped put a new front end on the system to improve the user experience, reducing a 17-step process to a 5-step process. The results? Service requests spiked by an order of magnitude. User productivity went up by 300%. All without any formal training efforts.
  • A consumer products distribution company needed a new order-management system that would bridge the gap between the old system and a newer one being implemented. We helped create the system, giving it a richer, more intuitive user interface drawing from multiple data sources. As a result, we improved the customer experience and increased adoption rates. Even after the new system was implemented, the company continued to use the user interface we created, minimizing the need for training on the new system.

As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

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