Summary
Moving the research function out from UX can transform how insights influence product-making in an organization. In this talk, Nalini explains how and why she led this shift for her team at Salesforce, as well as the move’s effect on their work and impact. Nalini will also share lessons learned in the process - “the how to’s” and the “absolutely how not to’s” - that may inspire and guide leaders and individual contributors alike.
Key Insights
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Moving research out of UX gave the team more agency to frame broader business problems, not just UX design issues.
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The organizational move was framed as a conscious uncoupling, highlighting the identity shift for researchers.
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Long-term persistence and a carefully built business case were key to gaining executive buy-in for the move.
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The research team’s impact grew by extending involvement along the entire product lifecycle, from pre-build to post-ship.
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Separating research from UX enabled direct budget advocacy and investment in research operations, improving infrastructure and effectiveness.
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Identity anxiety among researchers about skill transferability and team culture was underestimated during the transition.
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Research impact measurement shifted from design quality metrics to more complex influence and strategic input metrics.
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Salesforce’s B2B context required research beyond UX because many product decisions happen early at enterprise levels.
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Researchers valued the uncoupling as it allowed them to focus on craft and do more meaningful research work.
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Strong cross-functional relationships remained important after the move, redefined as peer-level partnerships.
Notable Quotes
"What happens if research does not report into UX? If we uncouple research from UX, what might happen?"
"Our research practice was perceived largely as design testers, empathy vehicles, and policing functions within UX."
"We could do more for the company, our customers, our stakeholders, and for ourselves with more agency."
"I played the long game. You often need to embrace the long game to really have influence or change."
"When we moved out of UX, our work had more impact and we received more visibility within the company."
"Being separate from UX allowed us to invest explicitly in the research operations infrastructure—the spine of any successful research group."
"I completely underestimated the importance of UX in my team’s identity and how anxious people would feel."
"People worried their skills weren’t transferable outside of UX, even though the research craft is similar."
"Tracking research impact after the move is harder because influence is less tangible than design-testing metrics."
"For many decades, research wasn’t associated with UX; it was about framing problems, choosing methods, analyzing, and providing solutions."
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