UX Design And User Adoption

FOV won’t onboard the next million VR users. Content will. At SIGGRAPH, Meta let folks try the “Boba” prototype with a very wide field of view (reported ~180° horizontal vs. Quest 3’s ~109°). It is still a prototype, and that matters less than people think. VR never had an “immersion” problem. People fell in love back in the DK1 era. Form factor improvements help adoption, and the shift from PCVR to wireless inside-out tracking (and a 80% cost reduction) was huge. But right now the real unlock is not optics. It is retention and user acquisition. What moves the needle: • Content you can only experience in-headset, mostly games. • Strong retention loops and social play that pull friends back daily. • Distribution driven by creators. The next wave of users will buy a headset after watching VR gaming on YouTube, not after reading spec sheets about FOV. VR builders should optimize for session immersion, shareability, and unique to VR experiences. h/t Upload VR for the photo.

Activation for product-led and sales-led companies is NOT the same. Here’s what you need to know: I teamed up with Ramli John to break it down for you. — 𝗢𝗡𝗘 - 𝗣𝗥𝗢𝗗𝗨𝗖𝗧-𝗟𝗘𝗗 𝗔𝗖𝗧𝗜𝗩𝗔𝗧𝗜𝗢𝗡 Your product has to do all the work! 𝗦𝗲𝗹𝗳-𝗦𝗲𝗿𝘃𝗲, 𝗜𝗻𝘁𝘂𝗶𝘁𝗶𝘃𝗲 𝗘𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲𝘀 → If you want users to stick around, make it easy for them to reach the “Aha moment” fast. → Use a simple UI to reduce friction. 𝗔𝗰𝘁𝗶𝘃𝗮𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗥𝗲𝘁𝗲𝗻𝘁𝗶𝗼𝗻 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 → Measure what matters: task completion, usage frequency, and progress streaks. → Duolingo tracks how many lessons users complete and return to maintain streaks. 𝗚𝗮𝗺𝗶𝗳𝗶𝗰𝗮𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗠𝗶𝗹𝗲𝘀𝘁𝗼𝗻𝗲 𝗘𝗻𝗴𝗮𝗴𝗲𝗺𝗲𝗻𝘁 → Add badges, milestones, or streaks to your product to keep users coming back. → Why? People love rewards for small wins and it creates momentum. 𝗦𝗰𝗮𝗹𝗮𝗯𝗹𝗲 𝗢𝗻𝗯𝗼𝗮𝗿𝗱𝗶𝗻𝗴 𝗧𝗲𝗰𝗵𝗻𝗶𝗾𝘂𝗲𝘀 → If you’re scaling, your onboarding must work without human help. → Use product tours, tooltips, or email drip campaigns to guide users. — 𝗧𝗪𝗢 - 𝗦𝗔𝗟𝗘𝗦-𝗟𝗘𝗗 𝗔𝗖𝗧𝗜𝗩𝗔𝗧𝗜𝗢𝗡 Bring people into the mix with… 𝗣𝗲𝗿𝘀𝗼𝗻𝗮𝗹𝗶𝘇𝗲𝗱, 𝗛𝗶𝗴𝗵-𝗧𝗼𝘂𝗰𝗵 𝗢𝗻𝗯𝗼𝗮𝗿𝗱𝗶𝗻𝗴 → If your customers have complex needs, don’t expect them to figure it out on their own. → Assign a customer success manager to guide them step by step. 𝗢𝗻𝗴𝗼𝗶𝗻𝗴 𝗦𝘂𝗽𝗽𝗼𝗿𝘁 𝗮𝗻𝗱 𝗧𝗿𝗮𝗶𝗻𝗶𝗻𝗴 → Make sure customers get consistent help after onboarding. → Offer training sessions, documentation, and check-ins. 𝗔𝗱𝗼𝗽𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗔𝗱𝗺𝗶𝗻 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 → Measure admin setup completion and feature usage across organizations. → Focus on the teams, not just individuals. 𝗖𝘂𝘀𝘁𝗼𝗺 𝗢𝗻𝗯𝗼𝗮𝗿𝗱𝗶𝗻𝗴 𝗮𝗻𝗱 𝗧𝗿𝗮𝗶𝗻𝗶𝗻𝗴 → Provide personalized demos, onboarding calls, and hands-on support. → Enterprise tools often offer custom implementation programs to speed up adoption. — 𝗞𝗘𝗬 𝗗𝗜𝗙𝗙𝗘𝗥𝗘𝗡𝗖𝗘𝗦 This has a lot of impact on your business and metrics. 𝗦𝗲𝘁𝘂𝗽 𝗧𝗶𝗺𝗲 → Product-Led: Minutes, through automated tools. → Sales-Led: Days or weeks, requiring personalized efforts. 𝗧𝗶𝗺𝗲-𝘁𝗼-𝗩𝗮𝗹𝘂𝗲 → Product-Led: Fast wins. Automated features allow users to find value quickly. → Sales-Led: Gradual. High-touch setups take time. 𝗢𝗻𝗯𝗼𝗮𝗿𝗱𝗶𝗻𝗴 𝗔𝗽𝗽𝗿𝗼𝗮𝗰𝗵 → Product-Led: Scalable and automated (tooltips, articles, and chatbots). → Sales-Led: Personalized demos and implementation support. 𝗦𝘂𝗽𝗽𝗼𝗿𝘁 𝗠𝗼𝗱𝗲𝗹 → Product-Led: Automated resources like FAQs and forums. → Sales-Led: Dedicated support teams. 𝗔𝗰𝘁𝗶𝘃𝗮𝘁𝗶𝗼𝗻 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 → Product-Led: Focus on individual engagement. → Sales-Led: Team-wide adoption and ROI metrics. — To learn more about the differences, check out the deep dive: https://lnkd.in/e9B36Bdp

Most sellers only uncover ONE level of impact in discovery. That’s why their deals stall, why their ROI slides don’t land, and why their champions can’t sell internally. The truth? There are 4 levels of impact—and if you miss even one, you’re selling half-blind. Selling is helping. But helping means going deeper than “company KPIs.” Here’s the framework I coach every AE on when they’re trying to win enterprise SaaS deals: 1. Company Impact This is where 90% of reps stop. “What’s the cost savings? What’s the revenue upside?” That’s table stakes. If you don’t tie your software to actual numbers—lost revenue, margin impact, labor cost—your ROI story collapses in front of a CFO. Example: A Service Cloud rep I coached quantified millions lost in unbooked hospital referrals because of missed scheduling calls. That turned a “$500K tool is too expensive” into “8X ROI, no-brainer.” 2. Buyer Impact Your champion has skin in the game. They left a stable job. Their reputation, career trajectory, even their family’s well-being are tied to this project. If you can show them how your solution makes them the hero internally, you create unstoppable personal buy-in. 3. User Impact These are the people who log in every day. If they hate the tool, adoption dies. If they love it, productivity soars, morale improves, turnover drops. Shadow them. Ask what frustrates them. Show them a better day in the life. 4. Customer Impact The most overlooked layer. How does your product improve the end customer experience? Faster service, better outcomes, less stress? For a hospital, it’s not about “efficiency.” It’s about a patient getting a life-saving scan booked in hours instead of days. Stop selling features. Stop selling “savings.” Start selling IMPACT. - Company. - Buyer. - User. - Customer. Miss one—and you’ll miss the deal. Hit all four—and you’ll never sell the same way again. Selling is helping. Always.

For the past decade, Product Led Growth (PLG) has been the golden strategy for SaaS success. But PLG isn’t cutting it in the world of GenAI today. In the past, sales teams relied on bottoms-up adoption, where users within disparate organizations would embrace a product, eventually leading to viral adoption. In the realm of GenAI, however, PLG might not be the golden ticket anymore - at least for now. Just as cloud applications faced some initial skepticism, GenAI solutions are encountering similar hesitancy. This reluctance stems from concerns about compliance, security, and data usage. To overcome these barriers, companies need to resort to a top-down sales approach. That means old-school relationship building with key stakeholders. Think back to when companies like Salesforce and Workday relied on outbound sales reps to woo CIOs with promises of secure products and trustworthy relationships. It took time and effort to build that trust, but once it was established, cloud applications became more widely accepted, and PLG flourished. Likewise, with GenAI, it's crucial to secure buy-in from top decision-makers before expecting widespread adoption. This means forming strong relationships and addressing concerns about compliance and security. Only after earning their trust can companies expect employees to freely adopt new tools. So, to all the founders out there, I’m forecasting that sales will be more top-down for the next 5-10 years. With that in mind, don't shy away from enterprise sales and hiring a sales leader when it’s time to move on from founder-led sales. A Sales leader will be able to pave the way for navigating the complexities of enterprise sales and gaining access to crucial enterprise data. This shift back toward top-down adoption is a tough pill to swallow, but it's our reality. Companies that make the most of it - and do so quickly - will flourish!

Faster implementation gets applause. Lasting adoption gets results. What are you aiming for? I see a lot of focus on faster implementation. While sacrificing lasting adoption. There’s a difference: 👉 Faster Implementation: Prioritizes meeting deadlines and checking boxes, often leading to superficial change. 👉 Lasting Adoption: Focuses on embedding changes into workflows and mindsets to deliver measurable, long-term benefits. Example 1: Cloud Platform Migration ☁️ ↳ Faster Implementation: Migrated data to the cloud in 30 days, but employees struggle with old habits and avoid using new tools. ↳ Lasting Adoption: Trained employees to leverage cloud tools, achieving a 20% reduction in reporting time. Example 2: Hybrid Work Policy 🏢 ↳ Faster Implementation: Policy emailed overnight, but unclear expectations lead to inconsistent participation. ↳ Lasting Adoption: Managers align hybrid schedules with team needs, boosting satisfaction and productivity. Example 3: Fitness Program at Work 🏊 ↳ Faster Implementation: Program launched with sign-ups, but participation drops after a few weeks. ↳ Lasting Adoption: Personalized plans and incentives sustain participation, improving employee health long-term. When you appreciate this, your approach will alter with a different end (i.e. lasting adoption) in mind. Here’s how: 1️⃣ Communicate the ‘Why’: → Explain the value to stakeholders before rolling anything out. 2️⃣ Involve Users Early: → Engage end users in design and testing phases. 3️⃣ Simplify Rollout: → Prioritize ease of use and focus on quick wins. 4️⃣ Provide Support: → Offer ongoing training, clear documentation, and responsive help. 5️⃣ Track Adoption Metrics: → Measure usage, behavior changes, and outcomes, not just deadlines. Remember, applause fades, results last. What are some of your strategies for ensuring lasting adoption? ♻️ Repost this if it resonates with you. 🔔 Follow me (Hussain Bandukwala) for more content like this.

GENAI + B2B = Five Key Lessons for Deploying Gen AI in B2B Sales 1. Start with the Problem, Not the Technology The decision to adopt #GenAI should be driven by specific business challenges, not by the allure of the technology itself. #B2B leaders must identify areas where Gen AI can drive significant, profitable #growth — such as #lead generation, account management, or service optimization. In some cases, simple automation might be more appropriate, especially where processes are still manual or error tolerance is low. The key is understanding the core business need before choosing the best technology to address it. 2. Keep the Seller at the Center Successful #GenAI #tools are designed around the needs of the sales team. Organizations should assess current workflows and look for ways Gen AI can free up sellers’ time or deliver valuable insights. Solutions should be: a) Impactful b) Clear c) Understandable d) Prescriptive e) Reliable If a #solution fails any of these criteria, it likely needs redesign. The more aligned the solution is with seller workflows and needs, the higher the likelihood of #adoption. 3. Buy the Easy Stuff, Build for Competitive Advantage Most companies use a “buy-plus-build” approach to #GenAI. Off-the-shelf tools can be deployed for basic functions (e.g., #meeting summaries), while high-impact, differentiating use cases (e.g., personalized offers) benefit from customized solutions. The key is knowing when to buy vs. when to invest in building for strategic #advantage. 4. Balance Quick Wins with Long-Term Capabilities A clear #AIstrategy and scalable architecture are critical. Leading companies start with minimum viable products (#MVPs), align their AI efforts across the business, and build foundational capabilities like strong data infrastructure and skilled talent. The goal is to deliver near-term impact while ensuring long-term sustainability and #scalability. 5. Invest in Seller Adoption from Day One Technology alone isn’t enough—seller adoption determines impact. Organizations must prioritize change management, continuous #feedback loops, training, and communication. Involving sellers early, recognizing their successes, and encouraging experimentation can accelerate adoption. AI Centers of Excellence can help drive scale and responsible use across the organization. With these five lessons in mind, B2B sales leaders can turn Gen AI from a promising #concept into a transformative force for growth, #productivity, and competitive advantage - with Thiago F Silva - Inteligência Artificial e Gamificação e Herick Ferreira:

The headset worked. The content was flawless. The use case was textbook DICE. And yet… nobody used it. That’s not a technology problem. That’s a psychology problem. VR training fails when we ignore the human layer, credibility, vulnerability, and trust. If your managers don’t believe in it, your learners feel exposed using it, or your teams don’t trust leadership to sustain it… adoption collapses. Before you ask “Is this a good VR use case?”, ask: 👉 Do our people actually believe in it? 👉 Have we earned enough trust for them to engage? 👉 Are we ready for the vulnerability learning requires? Because DICE identifies what’s possible. Psychological readiness determines what actually works. #VRTraining #LearningAndDevelopment #ChangeManagement #OrganizationalPsychology #LearningTech #WorkplaceLearning

I am super happy and thrilled to see that my latest paper with Thorsten Hennig-Thurau is now available online at Journal of Retailing. Together we develop the concept of SPATIAL WOM as an extension of traditional eWOM and explore how user reviews in the metaverse shape the success of VR apps. In our study, "Spatial Word of Mouth: How User Reviews in the Metaverse Shape the Success of Virtual Reality Apps" we dive deep into this question by analyzing nearly 300,000 VR app reviews from Meta’s Horizon Store. 🔍 Key Findings: We identify 10 core topics in VR app reviews, with 4 unique to VR: immersion, community, playtime, and motion sickness. Immersion and social interaction are critical drivers of user satisfaction and app adoption. Controls and technical issues significantly impact ratings, highlighting the importance of intuitive design. Our valence-volume matrix offers actionable insights for developers and metaverse marketers to optimize VR and 3D experiences. 💡 Why It Matters: For academics, it introduces "spatial WOM" as a new frontier in electronic word-of-mouth research, bridging gaps between digital marketing and virtual reality. For VR developers and metaverse retailers, this research pinpoints what users truly value—and complain about—in immersive environments. We also include a detailed research agenda hoping to stimulate more research on and with spatial WOM. We want to thank once again Katrijn Gielens as EiC of Journal of Retailing, the SI Editors Kelly Hewett, Michael Haenlein, and Minakshi Trivedi, as well as our three anonymous reviewers for the most excellent guidance and help with revising this study. 📖 Link to the full paper (OPEN ACCESS) is in the first comment! Let’s discuss: How can we leverage these insights to build better metaverse experiences? Drop your thoughts below! 👇 #VR #Metaverse #SpatialWOM #UserReviews #MarketingResearch #VirtualReality #TechInnovation #AcademicResearch

Adoption Isn’t a Stage — It’s a Culture Too often in SaaS, we treat adoption as a box to check. Onboard → Train → Launch → Done. But real adoption doesn’t happen on a timeline. It happens when a product becomes part of how a company works. Adoption isn’t a stage. It’s a culture. And if we want to drive durable customer value—and retention—we need to stop thinking of adoption as a milestone and start thinking of it as a mindset. Many teams celebrate when a customer hits first login or completes onboarding. And those are important signals. But usage ≠ value. Clicking ≠ change. If we stop there, we risk mistaking activity for impact. We've delivered "Check-the-Box" Adoption. What happens next? – Usage flattens. – Executive sponsors disengage. – Value conversations at renewal feel strained. Adoption isn’t one CSM-led push. It’s an ongoing, cross-functional commitment, owned with your customer to make sure the product sticks—and stays central to that customer’s goals. A company with adoption culture doesn’t just ask, “Are users logging in?” They ask: - Are the right people using it? - Are they using it in the right ways? - Is it tied to their workflows, KPIs, and outcomes? - Does leadership see its strategic value? This requires more than training. It requires: - Customer maturity assessments to identify what success looks like for them - Executive alignment early and often—not just at kickoff or renewal - Ongoing sustainable enablement, not just onboarding - Success plans that tie product use to business objectives The best companies embed adoption thinking into every customer touchpoint—because they know that usage without purpose is noise, and purpose without usage is risk. Instead of asking, “Have they adopted?” Ask, “Are we helping this customer build a culture of adoption?” Because when customers adopt your product as part of how they work, you don’t just win renewals—you earn relationships.

Everyone loves talking about AR hardware. Mobile vs glasses. Phones vs headsets. Quest vs Vision Pro. But hardware alone isn't what drives adoption – user behavior is. After nearly a decade working in the space, I see three distinct categories in XR: 1. At-home AR: Your desktop & TV replacement. Will likely be dominated by productivity tools, shopping, and entertainment experiences, all in controlled environments. 2. Venue-based AR: Think theme parks, sports arenas, entertainment destinations. Places where people already expect magic to happen and where they're already primed for immersive experiences. 3. "Everywhere in between" AR: Digital layers over everyday life. AR-powered navigation. Virtual notes and relevant information presented to us as it is contextually relevant. At Illumix, we're focused on venue-based AR. Not because it's easy, but because it aligns with how people actually behave today and what they want. This matters more than ever as younger generations of “digital natives” reshape expectations around physical experiences. They don't want to be passive observers. They want to interact, influence, create. We built our technology to be hardware-agnostic for a reason. The winning factor isn't solely better glasses or sharper displays. It's understanding human behavior and building for it. Hardware will evolve. Consumer behavior will lead the way.