The divide between consumer-facing applications and enterprise tools is vast. Legacy software has fallen behind, unable to keep up with the changing expectations of increasingly sophisticated users accustomed to the user-friendly interfaces of apps that grace every corner of their smartphone screen. Compared to these user experiences, enterprise software is encumbering and actively slowing down what employees can accomplish.
The reason for this disconnect is complicated and unsatisfactory. Employees who actually use these tools are almost always excluded from the buying process, and organizations—under the misguided goal of saving money or unifying disparate apps into “a single platform”—choose solutions from vendors they already use, thereby becoming more entrenched into an ecosystem of tools vendors hastily slap together or acquire to capture market share. They have no incentive to prioritize design or usability and end users suffer.
Employees have been sold a raw deal—a deal they don’t have to accept. In fact, companies who reject this and prioritize employee experience have a significant advantage.
When designing for employees, there are many aspects of the design process that are similar to consumer-facing apps and software. User-centered research is the foundation of both, identifying the specific needs and goals of employees who will actually be using the tools day in and day out. By applying best-in-class experience and design strategies, we can deliver on employee needs and ultimately drive adoption.
At argo, we believe this gap between expectation and reality isn’t inevitable. By creating digital products that not only meet but exceed employee expectations, organizations can supercharge employee performance and engagement.
Consumer vs. enterprise tools
The contrast between clunky, difficult-to-use enterprise tools and polished, user-friendly consumer apps is stark. This disparity creates frustration, reduces productivity, and can even lead to decreased job satisfaction.
Our approach begins with a deep understanding of the users—employees. We conduct user-centered research to identify the specific needs, pain points, and goals of the employees who will be using the tool. By focusing on their experiences and expectations, we can design products that feel intuitive, responsive, and polished.
We also place a strong emphasis on visual and interaction design. Enterprise tools shouldn’t just work well; they should also look and feel great. Impeccable design is not just an aesthetic choice—it’s a critical component of creating tools that employees are excited to use. By delivering a seamless, visually appealing experience, we enhance usability and foster greater adoption.
Designing for employees requires a different mindset
While there are similarities between designing for consumers and employees, the mental model and methodology differ significantly. Designing for employees is not about selling a product—it’s about ensuring successful adoption within the organization. This requires a shift in focus from external marketing to internal engagement and education.
A key difference is the emphasis on the rollout, adoption, and onboarding process. Unlike consumer products, where adoption is driven by individual choice, enterprise tools require a more structured approach. By considering the full lifecycle of the product, from initial launch to long-term use, we ensure that employees not only adopt the tool but continue to use it effectively.
Building consensus across teams
Enterprise tools often need to serve multiple business units and teams, each with their own goals and priorities. Building consensus across these disparate groups can be challenging, but it’s essential for successful adoption.
One of the biggest barriers organizations rarely attempt, let alone clear, in adopting more intuitive software is the act of changing in the first place. For many leaders, the toll of onboarding, training, and championing new solutions for hundreds or even thousands of employees far outweighs any benefit.
We take a bottom-up approach to the design process by identifying key stakeholders within the organization who can drive adoption. These individuals, often subject matter experts (SMEs) or influential employees, are brought into the process early as advocates. By involving them in the design and development process, we build excitement and create a sense of ownership that helps to drive wider adoption. From research and interviews to client workshops with both stakeholders and end users, we’re hungry to hear what users think and how it can be improved to make their lives easier.
Employee participation is another critical element. By engaging employees in the design process, we not only gather valuable insights but also build an on-ramp for adoption. When employees feel that they have contributed to the development of the tool, they are more likely to embrace it and encourage their colleagues to do the same.
Aligning with the business model and culture
Designing digital products for employees requires a deep understanding of the existing business model and incentive structures to build trust with employees. Trust is a crucial factor in driving adoption as employees need to feel confident that the tools they are given will help them do their jobs better, not complicate them. This trust is built through transparency, reliability, and a clear understanding of the company culture. Our designs take into account the nuances of each organization, ensuring that the final product is not only effective but also culturally aligned.
