In a previous post, we discussed the power of storytelling in strategic UX reporting – how crafting compelling narratives can drive action and engage stakeholders. As UX researchers, we know that uncovering insights is only half the challenge; our work truly shines when we communicate those findings in a way that resonates with clients and inspires action. Building on that idea, this post reveals the core structure behind those impactful narratives: the journey from raw data to actionable recommendations.
We gather the quotes, map the user flows, and meticulously document behaviors. We know the power held within our data. But sometimes, turning weeks of dedicated work into a report that truly grabs a client’s attention and sparks action feels like a separate, often daunting, task.
Simply presenting findings isn’t enough. A research report that matters needs to bridge the gap from what happened to why it matters to the business and, crucially, what to do next. This is the journey we focus on: moving from data to action.
Here’s how we structure our reporting to ensure our work provides clear direction and tangible value:
The foundation: From raw data to actionable insights
This process refines raw material into something highly valuable and usable. Each step transforms the information, adding layers of meaning and relevance, building up a hierarchy from the granular to the strategic.
Data: The starting point
Your data is the raw, unprocessed information you collect during research sessions. It’s simply “what happened”. This includes participant quotes, direct observations of their actions within an interface, notes, recordings, and transcripts. At this stage, you’re recording facts without analysis or interpretation applied.
Findings: Understanding the “why”
Findings move beyond isolated instances to identify meaningful patterns and themes across multiple data points. It’s not just about noticing something repeat; it’s about explaining the root cause or underlying reason. Understanding the “why” is essential because without it, you can’t accurately explain the situation or recommend effective solutions.
- For attitudinal data (e.g., sentiments/statements, opinions, self-reported behavior), the “why” relates to underlying drivers and motivations, like participants’ reasoning, thought processes, prior experiences, or mental models.
- For observational/behavioral data (e.g., task completion, actions in an interface), the “why” is about identifying what about the design isn’t working, why it’s failing, and where the breakdown occurs.
Insights: The crucial “so what?”
Findings tell you what happened and why. Insights add the critical “So what?” or “What is the impact?”. An insight connects the finding (observation and root cause) with the consequence or outcome, explaining why this matters to the client and why they should care when reading your report. Consider the levels of impact:
- User impact: How does this affect the user? (e.g., frustrating, alarming, causes more work).
- Product or client impact: How does this affect the product or service provider? (e.g., increased support calls).
- Business impact: To speak to business impact, we must understand our client’s business goals, which are often uncovered during project setup and discussions.
Impact can be observed (something directly seen or said in sessions, like abandoning a flow) or predicted (a downstream, indirect effect inferred from the findings, like potential lost sales or needing to hire more full-time employees).
Driving action: Recommendations and opportunities
Now that you’ve shown the client what happened, why, and its impact, you need to provide direction on what to do next. This is where recommendations and opportunities come in.
Recommendations are the actionable next steps stakeholders can take to address the insights. They tell the client what to do or how to fix something.
The level of specificity in your recommendations depends on the type of study, nature of insight, and your client’s needs. However, all recommendations should be actionable. There are two main types:
Prescriptive recommendations:
Define a precise solution and describe what to do and how do it. They are often focused on implementing specific changes. Example: “Move the button from the left of the screen to the right”. These are more common when a client needs direct design guidance or has a less experienced UX team, or when data supports a direct change.
Guideline recommendations:
Offer direction without dictating exact steps, leveraging the client’s design expertise. They provide enough specificity not to be misinterpreted and focus on the “why” behind the issue, so that the design team can implement a solution that addresses the root cause. You can include prescriptive examples for clarity (“such as…”). These are more common in exploratory studies or when the client has a strong UX team or multiple valid solutions exist.
What makes a recommendation good? It should be:
- Impactful: Does it relate to business needs and objectives? Does it achieve predefined success criteria?
- Feasible: Can it actually be implemented given client constraints and current software architecture?
- Implementable: Does it modify existing elements or require entirely new user interactions, workflows, or mental models (revolutionary change)?
Opportunities highlight broad strategic areas for innovation or exploration. They are more directional, defining where to act, but not how. Opportunities can also span multiple insights or suggest areas for future research. In some cases, you have both recommendations and opportunities related to an insight.
Delivering reports that get noticed
Our goal isn’t just to deliver a report; it’s to deliver a tool that empowers stakeholders to make informed decisions and achieve their business goals. We guide logically from the user data (what happened?) to explaining the findings (the why?), revealing the impactful insights (the “so what?”), and providing clear recommendations and opportunities for action. This layered approach ensures the report demonstrates why the research matters to the business and what they should do.
By combining this approach to deriving insights and recommendations with the principles of storytelling we discussed previously, we deliver the understanding and direction needed to make meaningful changes. If you’re looking for a partner who translates research into actionable strategies that drive business value, let’s connect.