Sarah Caplan

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Sarah Caplan

Sarah CaplanSarah CaplanSarah Caplan
  • Home
  • Resume
  • Portfolio
    • Google RITE Study
    • New Managers Study

Summary

To my surprise, this generative study revealed that there are no viable product opportunities for a startup wishing to pursue the “new managers in tech” market. The study began by asking “What are the top struggles that new managers in tech face?” hoping to uncover a new product opportunity.


Instead, the study found that new managers’ top struggles revolve around the engagement and professional development of their direct reports.

Timeline

Timeline

Timeline

  •  3 weeks end-to-end
  • August 2023

Team

Timeline

Timeline

  • UX Researcher (me)
  • UX Research coach

Context

This is a practice project that I did under the guidance of a UX Research coach. The project’s goals were to discover problems new managers in tech face and to present those problems as potential opportunities a startup could address with a software product. My personal goal was to hone my generative research skills.

Study Details

Gain clarity on the context of each struggle, who is involved, when it happens, and how the manager responds 


Why?

  • This study is a generative study; it's searching for problems to solve. It sits at the beginning of discovery work.
  • The goal of explaining a phenomenon, or how something works, is appropriate for a generative study of this type.


Research sub-questions: 

  • What takes up the most time for a new tech manager?
  • What are tasks they wish they could automate, delegate, or get rid of?
  • What are some problems they’re running into when managing people?
  • What are some problems they’re running into when managing projects?

Why?

  • This research question asks about any problems that new managers face as to avoid introducing assumptions and bias about certain types of problems into the findings. 


Why?

  • In-depth interviews are best for exploring an open-ended subject with a participant. The method allows for structured interview questions as well as follow-up questions to probe for deeper insights.
  • Since I did not need to gather data on participants' context nor observe them completing a task, other ethnographic or task-based methods were not appropriate.
  • In my experience 30 minutes is long enough to reliably get details on 1 to 2 struggles; 45 minutes is enough to enumerate 3+ struggles and ask follow-up questions as needed.


Why?

  • 8-15 participants per persona is the best practice range to recruit for generative research. This is typically enough participants to allow for thematic saturation to emerge.
  • I recruited on Userinterviews.com; it's an efficient platform for the recruitment of professionals. Plus, I find that their panel has a fair representation of tech professionals.


Attribute: Manager 

Question: Please select your experience level. 

Options: [Entry-Level / Associate (reject)  ; Mid-Level / Experienced (reject)   ; Senior / Lead (reject); Principal /Advanced (reject)  ; Manager / Director (accept)  ; Vice President (reject)  ; C-Level / Executive (reject)]

Question Type: Radio    


Attribute: >0, ≤3 years’ experience 

Question: How many years of management experience do you have?  

Options: [No experience (reject)   ; Less than 1 year (accept)  ; 1-3 years (accept)  ; 4-7 years (reject)  ; 8+ years (reject) ]

Question Type: Radio    


Attribute: Tech company 

Question: What types of professionals do you manage? 

Question Type: Short-text box 


  1. In your manager role, what is your biggest difficulty? [What is your biggest struggle or frustration?]
  2. Could you tell me about the last time this difficulty came up?
  3. Were any other people involved or affected?
  4. Were there any decisions that came up during this difficulty?
  5. Where did this difficulty take place? [Did the difficulty play out in person, in digital contexts, or both?]
  6. Are there any patterns you've noticed regarding the timing or frequency of this difficulty?


Prior to all sessions I asked for participants' permission to record them. During the sessions, I used Google Meet's recording feature to capture audio and video. After the sessions, I used Otter.ai to transcribe the interview. By using Otter.ai instead of hand-transcribing it, I saved 3X the session time, every time!


Analysis

First, I created codes to represent each of the research sub-questions. 


Then, I coded each interview. 


Finally, I pulled out the quotes and coded data, and put it all on a “data wall”.

Synthesis

Step 1

First, I grouped coded data into themes on Miro. 

Step 2

Then, I identified the most salient themes (i.e. new managers' top struggles). 

Step 3

Finally, I returned to the coded data, pulled out details from the text, and compiled evidence for each of the themes.

Although the study found that no satisfactory product-based opportunities existed, it did reveal meaningful service-based opportunities to investigate next.


Study Key Takeaway

Top Insights

Unsatisfactory Product Opportunities

Meaningful Service-Based Opportunities

Meaningful Service-Based Opportunities

Participants called out 3 problems that could potentially be addressed with software, but the problems did not represent promising opportunity spaces for a small startup to pursue. The problems were: 

  1. Keeping track of OKRs in spreadsheets
  2. Keeping track of notes on an Individual Contributor (IC) in OneNote and separating out notes on performance (to be used later in performance reviews) from notes on current projects
  3. Keeping track of and IC's performance data (e.g. past performance reviews) across multiple software applications when the data is to be used for internal job applicants

These problems are either already addressed by much larger incumbents in the market, or they are not significant problems.

Meaningful Service-Based Opportunities

Meaningful Service-Based Opportunities

Meaningful Service-Based Opportunities

The more pressing problems the new managers talked about were related to keeping their employees engaged. New managers’ top struggles were: 

  1. Finding new opportunities for their direct reports to grow in their careers
  2. Balancing a direct report’s autonomy with the company’s direction
  3. Learning how to give balanced, helpful feedback to their direct reports

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