Empowering ELT with Growth Data
Empowering ELT with Growth Data
AOV DASHBOARD
Overview
Overview
A platform that quickly translates complex metrics into clear scorecards and visuals, empowering the Executive Leadership Team to make informed decisions effortlessly
A platform that quickly translates complex metrics into clear scorecards and visuals, empowering the Executive Leadership Team to make informed decisions effortlessly
AUDIENCE
AUDIENCE
Executive Leadership @
Cisco
Executive Leadership @
Cisco
TEAM
TEAM
1 Data Analysts, 1 Product Leader, 1 Director, Developer, and UX Lead(me).
1 Data Analysts, 1 Product Leader, 1 Director, Developer, and UX Lead(me).
DURATION
DURATION
3 Weeks
3 Weeks
TOOLS
TOOLS
Figma
Figma
Context
Context
With the introduction of new metrics—Annualized Order Value (AOV)—to evaluate business performance across various Business Entities (BEs), there was a pressing need to effectively communicate these metrics. The goal was to ensure that the Executive Leadership Team (ELT) could easily adapt to these metrics and make informed decisions based on the data.
With the introduction of new metrics—Annualized Order Value (AOV)—to evaluate business performance across various Business Entities (BEs), there was a pressing need to effectively communicate these metrics. The goal was to ensure that the Executive Leadership Team (ELT) could easily adapt to these metrics and make informed decisions based on the data.
Currently, these insights are communicated by Data Analysts every two weeks to the leadership.
Currently, these insights are communicated by Data Analysts every two weeks to the leadership.
User Pain Points
User Pain Points
For Analysts
20 Hours
Significant Time Spent by Analysts to Produce Insights
The team spends approximately 20 hours every two weeks compiling and communicating insights to leadership.
20 Hours
Significant Time Spent by Analysts to Produce Insights
The team spends approximately 20 hours every two weeks compiling and communicating insights to leadership.
Rely for Data Access
Data Sources Outside the Organization
The team also collaborates with other organizations, such as Data and Analytics, to obtain the latest data, which can be time-consuming.
Rely for Data Access
Data Sources Outside the Organization
The team also collaborates with other organizations, such as Data and Analytics, to obtain the latest data, which can be time-consuming.
Rely for Data Access
Data Sources Outside the Organization
The team also collaborates with other organizations, such as Data and Analytics, to obtain the latest data, which can be time-consuming.
20 Hours
Significant Time Spent by Analysts to Produce Insights
The team spends approximately 20 hours every two weeks compiling and communicating insights to leadership.
For Leaders
Rely on Analysts
Dependence on Analysts for Insights
Leaders must rely on the analysts to access these insights and wait for the biweekly updates. If they require quick insights, they have to submit a request to the analysts, causing delays in access to critical information.
Rely on Analysts
Dependence on Analysts for Insights
Leaders must rely on the analysts to access these insights and wait for the biweekly updates. If they require quick insights, they have to submit a request to the analysts, causing delays in access to critical information.
Need for Specific Data
Need for Specific Data
Leaders often require highly specific information about Business Entities or Sub-Business Entities. Even for such requests, they must reach out to analysts directly, adding another layer of dependency and delay.
Need for Specific Data
Need for Specific Data
Leaders often require highly specific information about Business Entities or Sub-Business Entities. Even for such requests, they must reach out to analysts directly, adding another layer of dependency and delay.
Rely on Analysts
Dependence on Analysts for Insights
Leaders must rely on the analysts to access these insights and wait for the biweekly updates. If they require quick insights, they have to submit a request to the analysts, causing delays in access to critical information.
Need for Specific Data
Need for Specific Data
Leaders often require highly specific information about Business Entities or Sub-Business Entities. Even for such requests, they must reach out to analysts directly, adding another layer of dependency and delay.
Problem Statement
Problem Statement
Problem Statement
Both leaders and analysts spend a significant amount of time generating and accessing business insights, impacting efficiency and decision-making speed.
Both leaders and analysts spend a significant amount of time generating and accessing business insights, impacting efficiency and decision-making speed.
Both leaders and analysts spend a significant amount of time generating and accessing business insights, impacting efficiency and decision-making speed.
Both leaders and analysts spend a significant amount of time generating and accessing business insights, impacting efficiency and decision-making speed.
Understanding Data + Context
Understanding Data + Context
Example Insights Shared with Leadership
These are examples of slides that analysts prepare and share with leaders every two weeks to deliver business insights.
Example Insights Shared with Leadership
These are examples of slides that analysts prepare and share with leaders every two weeks to deliver business insights.
I collaborated closely with a data analyst, a people leader who heads a team dedicated to supporting leadership with business insights. The goal was to understand the different types of insights, their significance to the business, and how they are communicated. The best approach was to review example slides shared with leadership, allowing us to identify the key insights leaders rely on for decision-making.
I collaborated closely with a data analyst, a people leader who heads a team dedicated to supporting leadership with business insights. The goal was to understand the different types of insights, their significance to the business, and how they are communicated. The best approach was to review example slides shared with leadership, allowing us to identify the key insights leaders rely on for decision-making.
Mapping information Architecture
Mapping information Architecture
Based on insights gathered from stakeholder interviews with the analyst and leadership, I developed a high-level information hierarchy with three key components:
High-Priority Information – Presented in the form of scorecards to provide quick, essential insights.
Trends & Visualizations – Highlighting patterns and performance over time for better contextual understanding.
Specific Data – Focused on Business Entities and Sub-Business Entities' performance for more detailed analysis.
This structure ensures that leadership receives critical insights in a clear and actionable format.
Based on insights gathered from stakeholder interviews with the analyst and leadership, I developed a high-level information hierarchy with three key components:
High-Priority Information – Presented in the form of scorecards to provide quick, essential insights.
Trends & Visualizations – Highlighting patterns and performance over time for better contextual understanding.
Specific Data – Focused on Business Entities and Sub-Business Entities' performance for more detailed analysis.
This structure ensures that leadership receives critical insights in a clear and actionable format.
Mockups
Developed High-Fidelity Designs to Secure Leadership Buy-In (Iteration 1)
I was tasked with creating a high-fidelity design within a day to secure leadership buy-in. Since the leadership team and their direct reports had a monthly call scheduled, we saw this as an opportunity to present the design and gather quick feedback.
Text Cards Representing Key Information
The most critical insights for leaders include AOV Growth, NRR, and GRR. To enhance clarity and accessibility, supporting scorecards such as Begin AOV, New, and Upsell were placed adjacent to the main cards. This layout allows leaders to quickly scan and comprehend business growth metrics along with their key contributing factors at a glance.
Visualization to showcase waterfall and trends
In this section, the goal was to present trends and visualizations that support the key insights displayed at the top.
Detailed Data
To present information progressively, detailed insights such as Business Entities and Sub-Business Entities' performance are displayed in a tabular format, incorporating progressive disclosure to ensure clarity and ease of access.
Mockups
Developed High-Fidelity Designs to Secure Leadership Buy-In (Iteration 1)
I was tasked with creating a high-fidelity design within a day to secure leadership buy-in. Since the leadership team and their direct reports had a monthly call scheduled, we saw this as an opportunity to present the design and gather quick feedback.
Text Cards Representing Key Information
The most critical insights for leaders include AOV Growth, NRR, and GRR. To enhance clarity and accessibility, supporting scorecards such as Begin AOV, New, and Upsell were placed adjacent to the main cards. This layout allows leaders to quickly scan and comprehend business growth metrics along with their key contributing factors at a glance.
Visualization to showcase waterfall and trends
In this section, the goal was to present trends and visualizations that support the key insights displayed at the top.
Detailed Data
To present information progressively, detailed insights such as Business Entities and Sub-Business Entities' performance are displayed in a tabular format, incorporating progressive disclosure to ensure clarity and ease of access.
Mockups
Developed High-Fidelity Designs to Secure Leadership Buy-In (Iteration 1)
I was tasked with creating a high-fidelity design within a day to secure leadership buy-in. Since the leadership team and their direct reports had a monthly call scheduled, we saw this as an opportunity to present the design and gather quick feedback.
Text Cards Representing Key Information
The most critical insights for leaders include AOV Growth, NRR, and GRR. To enhance clarity and accessibility, supporting scorecards such as Begin AOV, New, and Upsell were placed adjacent to the main cards. This layout allows leaders to quickly scan and comprehend business growth metrics along with their key contributing factors at a glance.
Visualization to showcase waterfall and trends
In this section, the goal was to present trends and visualizations that support the key insights displayed at the top.
Detailed Data
To present information progressively, detailed insights such as Business Entities and Sub-Business Entities' performance are displayed in a tabular format, incorporating progressive disclosure to ensure clarity and ease of access.
Mockups
Developed High-Fidelity Designs to Secure Leadership Buy-In (Iteration 1)
I was tasked with creating a high-fidelity design within a day to secure leadership buy-in. Since the leadership team and their direct reports had a monthly call scheduled, we saw this as an opportunity to present the design and gather quick feedback.
Text Cards Representing Key Information
The most critical insights for leaders include AOV Growth, NRR, and GRR. To enhance clarity and accessibility, supporting scorecards such as Begin AOV, New, and Upsell were placed adjacent to the main cards. This layout allows leaders to quickly scan and comprehend business growth metrics along with their key contributing factors at a glance.
Visualization to showcase waterfall and trends
In this section, the goal was to present trends and visualizations that support the key insights displayed at the top.
Detailed Data
To present information progressively, detailed insights such as Business Entities and Sub-Business Entities' performance are displayed in a tabular format, incorporating progressive disclosure to ensure clarity and ease of access.
Timeframe-Based Insights with Visual Clarity (Iteration 2)
Timeframe-Based Insights with Visual Clarity (Iteration 2)
Based on the feedback received from leaders and their direct reports, I was asked to incorporate a flow that enables leaders to view information across different timeframes, including Year Over Year, Quarter Over Quarter, and Year to Date. Additional sections were introduced to provide supporting details, such as tooltips, a visualization representing growth trends, and contextual information to enhance trust and confidence in the insights.
Based on the feedback received from leaders and their direct reports, I was asked to incorporate a flow that enables leaders to view information across different timeframes, including Year Over Year, Quarter Over Quarter, and Year to Date. Additional sections were introduced to provide supporting details, such as tooltips, a visualization representing growth trends, and contextual information to enhance trust and confidence in the insights.
Tooltip and Visual Cues
In the next iteration, I proposed adding an information icon to provide users with clear definitions of the new business metrics. Additionally, based on recommendations, the font color for attrition was changed to red to visually indicate business loss, making it more intuitive for leaders to interpret key insights.
Tooltip and Visual Cues
In the next iteration, I proposed adding an information icon to provide users with clear definitions of the new business metrics. Additionally, based on recommendations, the font color for attrition was changed to red to visually indicate business loss, making it more intuitive for leaders to interpret key insights.
Colors for Visualization
The leadership team requested a consistent color scheme to distinctly represent key metrics while aligning with Cisco’s brand guidelines. To achieve this, I defined a color set where Attrition is represented in red to indicate business loss, Expansion in green to signify growth, and New Logo in light blue for clear distinction..
Colors for Visualization
The leadership team requested a consistent color scheme to distinctly represent key metrics while aligning with Cisco’s brand guidelines. To achieve this, I defined a color set where Attrition is represented in red to indicate business loss, Expansion in green to signify growth, and New Logo in light blue for clear distinction..
More Transparency
Stakeholders requested clearer insights on when the data is refreshed and the specific timeframe of the overall insights. To address this, I added a dedicated card that prominently displays this information alongside the text cards. This ensures that these critical details are easily visible, rather than being placed in the footer or another location that might not receive the necessary attention.
More Transparency
Stakeholders requested clearer insights on when the data is refreshed and the specific timeframe of the overall insights. To address this, I added a dedicated card that prominently displays this information alongside the text cards. This ensures that these critical details are easily visible, rather than being placed in the footer or another location that might not receive the necessary attention.
A focal point for the view and improving proximity for certain content (Iteration 3)
A focal point for the view and improving proximity for certain content (Iteration 3)
A Focal Point for the View and Improving Proximity for Certain Content (Iteration 3)
Based on the feedback from stakeholders and also based on my own expertise as a UX designer, I made updates to the designs.
Based on the feedback from stakeholders and also based on my own expertise as a UX designer, I made updates to the designs.
In this iteration, the focus was on enhancing the visual hierarchy by establishing a clear focal point for the view. Additionally, content placement was refined to improve proximity between related insights, ensuring that key information is easily accessible and logically grouped for better readability and interpretation.
Improving visibility of Important Metrics
It was identified by stakeholders, that the certain important metrics GRR, NRR and AOV Growth are not standing out in the view, as it would be something that the users would like to see first in this view. To support this, I improved the visual hieracy of the entire composition by treating the Font Sizes and the colors for all these cards, which helped to improve the visual representation of these metrics significantly
Improving visibility of Important Metrics
It was identified by stakeholders, that the certain important metrics GRR, NRR and AOV Growth are not standing out in the view, as it would be something that the users would like to see first in this view. To support this, I improved the visual hieracy of the entire composition by treating the Font Sizes and the colors for all these cards, which helped to improve the visual representation of these metrics significantly
Improving Visibility of Important Metrics
Stakeholders identified that key metrics—GRR, NRR, and AOV Growth—were not standing out as prominently as they should, despite being the primary insights users seek first. To address this, I enhanced the visual hierarchy by adjusting font sizes and colors for these cards, ensuring they draw immediate attention. This refinement significantly improved the clarity and emphasis of these critical metrics within the overall composition
Grouping Information together that makes sense for end users
With a new request for having Annual and Quarter Time frame, I realized that it would be a better flow for end users, if they would view the timeframes, and all the relevant information like the exact timeline information or any other related time related selections right at the top. So instead of having a separate card within the data view, I grouped all this information right at the top along wtih the timeframe selections
Grouping Information together that makes sense for end users
With a new request for having Annual and Quarter Time frame, I realized that it would be a better flow for end users, if they would view the timeframes, and all the relevant information like the exact timeline information or any other related time related selections right at the top. So instead of having a separate card within the data view, I grouped all this information right at the top along wtih the timeframe selections
Grouping Information Together That Makes Sense for End Users
With the new request to include Annual and Quarterly timeframes, I recognized the need for a more intuitive flow. To enhance usability, I placed all time-related elements—such as timeframe selections, exact timeline details, and other relevant options—at the top of the view. Instead of positioning these elements separately within the data section, grouping them at the top ensures a more seamless experience for users, allowing them to quickly access and interpret time-based insights.
A request to demonstrate correlations among metrics (Iteration4)
A request to demonstrate correlations among metrics (Iteration4)
Based on leadership's recommendation, multiple variations of scorecards were explored to better represent the connection between insights and enhance storytelling
Based on leadership's recommendation, multiple variations of scorecards were explored to better represent the connection between insights and enhance storytelling
Feedback and Request for a Flowchart
During a feedback session with analysts and leaders, it was suggested to represent the relationship between scorecards using a flowchart to improve understanding of how metrics connect.
While I acknowledged that this approach would take up significant space above the fold, I didn’t dismiss the idea outright.
Approach and Design Exploration
From my experience, visual comparisons are an effective way to communicate the pros and cons of different design patterns. Instead of rejecting the idea, I proposed creating multiple design concepts for review.
The next day, I presented these concepts and highlighted potential challenges from a user experience standpoint:The flowchart took up too much real estate above the fold.Connecting metrics with lines could be ambiguous or confusing for users.The primary goal was to present key insights at a glance rather than requiring users to scroll.
Final Decision and Outcome
By showcasing different design options side by side, the team was able to evaluate them more effectively.
This discussion led us to move forward with a design where the scorecards were aligned side by side, which proved to be a more effective solution.
It also encouraged intentional placement of each scorecard, improving storytelling and clarity of insights.
Feedback and Request for a Flowchart
During a feedback session with analysts and leaders, it was suggested to represent the relationship between scorecards using a flowchart to improve understanding of how metrics connect.
While I acknowledged that this approach would take up significant space above the fold, I didn’t dismiss the idea outright.
Approach and Design Exploration
From my experience, visual comparisons are an effective way to communicate the pros and cons of different design patterns. Instead of rejecting the idea, I proposed creating multiple design concepts for review.
The next day, I presented these concepts and highlighted potential challenges from a user experience standpoint:The flowchart took up too much real estate above the fold.Connecting metrics with lines could be ambiguous or confusing for users.The primary goal was to present key insights at a glance rather than requiring users to scroll.
Final Decision and Outcome
By showcasing different design options side by side, the team was able to evaluate them more effectively.
This discussion led us to move forward with a design where the scorecards were aligned side by side, which proved to be a more effective solution.
It also encouraged intentional placement of each scorecard, improving storytelling and clarity of insights.
Collaborated with the Developer to Implement the Design
Collaborated with the Developer to Implement the Design
Early Communication: While working on the first iteration, I had already communicated the design decisions and UI components with the developer to ensure alignment.
Design Handoff: Once we received approval from both internal and external stakeholders, all design files were shared with the developer.
Clear Documentation: Communicated the user flow and design decisions clearly to facilitate a smooth implementation process.
UX QA Collaboration: Worked closely with the developer to conduct UX QA, identifying and resolving any discrepancies to ensure the final product met the intended user experience.
Early Communication: While working on the first iteration, I had already communicated the design decisions and UI components with the developer to ensure alignment.
Design Handoff: Once we received approval from both internal and external stakeholders, all design files were shared with the developer.
Clear Documentation: Communicated the user flow and design decisions clearly to facilitate a smooth implementation process.
UX QA Collaboration: Worked closely with the developer to conduct UX QA, identifying and resolving any discrepancies to ensure the final product met the intended user experience.
Outcome
Outcome
10 - 15 hrs
10 - 15 hrs
Analysis Time Saved (Assumption)
Analysis Time Saved (Assumption)
The release of the first phase that is AOV (Software) was pushed and the product development was put to hold due to leadership decision. However the dashboard was released in the next quarter.
The release of the first phase that is AOV (Software) was pushed and the product development was put to hold due to leadership decision. However the dashboard was released in the next quarter.