How Customer Feedback Catalyzed a Revolutionary Data Portal for Enhanced User Experience
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Complete interview transcript & analysis below
Enhanced transcript with interviewer insights
INTERVIEWER
And, um, So this one is about how you make decisions about uh new features or or product direction changes. And specifically, Uh, where you had to use difficult customer feedback to make an improvement in a process, a system, product, whatever, uh, or, or you drove innovation. So what was the feedback, the, the negative or difficult customer feedback that you received, and what was the course of action?
CANDIDATE
Mhm. Well, I have one example of that. We, we have, uh, here in the team we build internal platforms uh to help all the, the employees of the company, uh, to develop data and to generate insights and We have this customer satisfaction, uh, survey, uh, that we run on a Quarterly basis. And when we make the, the first version of the survey, the, the numbers of satisfaction regarding data discovery, let me give you an, an example. Uh, I want to find out some, some KPIs, some dashboard or some table. Uh, the level of satisfaction was really low because we, we don't have this well organized and arranged it. So, uh, based on that feedback. We decided to, to create a, a user journey on this data discovery and, and data exploration process. And now we are, we, we draw this, this user journey based on some research, some, some user interviews, uh, we selected, uh, a couple of strategic, uh, strategic, uh, profiles, uh, from all business units, uh, one person from engineering, one from products, one for data analytics, and, and now that we have this research, we are proposing, uh, a new product which is a data portal. And the idea of a data portal to be a hub data portal got it. The idea of this data portal is to, to help users find uh data faster and, and discover everything related to data in our company in an easier way because currently we have more than 12 products and the users usually don't even know where to find the, the products, which products in different URL. Uh, the, the process is like really, really complex for For a new employee and, and sometimes also to the, the older employees.
Interviewer Insight
a decent setup with clear situation and task. What did not come through in the answer as presented was whether the "difficult" feedback was something more than poor discovery. Also not clear was exactly how the feedback surfaced. Candidate made passing reference to a survey, but not clear if there was another avenue.
INTERVIEWER
OK. Um, and so how did this, this, this survey, how did this surface to the team? Was this, uh, you decided to run the survey or it was just part of an internal process? How did, how did the feedback surface?
CANDIDATE
Mm, OK. Uh, no, I, I, I sided with the, the product managers to do the survey because we didn't have a metrics to follow up user satisfaction. We just had like, uh, monthly active users, daily active users, the level of engagement of some users, and we wanted to understand better. Uh, if the user was happy, uh, we're happy with, uh, each of, uh, these 12 platforms. So I, I decided to build this survey, uh, and send over to the whole company.
INTERVIEWER
OK. And so, I, I assume, this is my assumption, so please correct me if I'm wrong, that your survey revealed a lot of issues, potentially. So how did you prioritize the feedback that was coming back on the survey?
CANDIDATE
Mhm. Uh, well, about prioritization, it, it depends on, on the, on the size of the, on, on the impact of the, the, the pain points. For instance, we have an, an experimentation platform, but the experimentation platform is used only for 100 users, but we also have a data lake and this is used for 500 users, by 500 users and But the, the, the, the size of the impact, the, the reach of the, the product is, is one way of, of prioritization. Uh, depending on the situation, uh, I use the, the RICE framework. Uh, sometimes if it's, uh, a new feature, I use the, the impact, default matrix. On this case, we just created an impact default matrix and put all the, the cards, uh, aggregated the, the, the pin points in some cards. And then, uh, the, the card who appeared most was regarding this uh discovery of the data. That's why uh I prioritized the, the data port initiative.
INTERVIEWER
OK. And so what was the lasting impact of this, this change that you made, you talked a little bit about customer satisfaction and some other. Uh, or a lack of a metrics, but what was the lasting impact of this?
CANDIDATE
Mm, yeah, it's a good question because this is really new, uh, the, the servers, uh, we ran like in too far, so. I, I, I don't have, uh. The, the impact now, you know.
CANDIDATE
fair
INTERVIEWER
OK,
CANDIDATE
enough.
Interviewer Insight
there is a trend of too much immediate recency in the answers which is preventing a metrics based results discussion.
Expert Assessment
Interviewer assessment - would be used in a hiring meeting
This answer was another challenging segment for the candidate. There was not enough depth to fully gauge the level of Customer Obsession. Initiating the survey is always a good indication of Customer Obsession. However, what is not clear from the answer as presented was how much of the problems space was the result of previous actions taken by the candidate (or their team) or if these were previously unknown issues. Another issue which arose at this point in the interview is a sense of too much recency bias creeping into the answer which is giving rise to concerns about breadth of experiences sufficient to support the target role.