Why Companies Doubt User Research—and How to Make It Truly Valuable

Introduction

Jacky, a market‑research professional turned user‑research leader, shares his background and explains why he now focuses on product‑oriented user research and the practical value it can bring to companies.

Why Some Companies Think User Research Is Useless

Many firms question the ROI of user research, sometimes even cutting research teams during downturns. The core issue is that research goals are often vague and not aligned with real business needs.

The Four Biggest Challenges in User Research

Clear research purpose and goals – Without precise, measurable objectives, research quality suffers and results are hard to apply.

Insight and demand interpretation – True insight comes from immersing in real user contexts, observing natural behavior, and empathizing with users’ underlying motivations.

Team capability and mindset – Researchers must understand business, market, product, design, development, and marketing, not just research methods.

Effective process and collaboration – Research should be integrated with product managers, designers, and engineers, rather than treated as a separate, isolated activity.

Common Mistakes Companies Make

Inadequate team skills – Assigning research to people without insight or product sense leads to poor outcomes.

Wrong workflow – Relying solely on questionnaires or data reports without field observation yields shallow findings.

Lack of teamwork – When product teams ignore research results, insights never translate into product language.

Assuming research is always costly and time‑consuming – Quick, low‑cost methods (e.g., market visits, social‑media tests, phone interviews) can provide actionable feedback.

Emerging Challenges

Research now must be practical and fast: rapid product iteration, the rise of big‑data analytics that de‑emphasize traditional surveys, and the need for real‑time validation.

Potential Growth Paths for User Researchers

Leverage big‑data skills for high‑impact analytics beyond basic survey analysis.

Return to core ethnographic methods—observing real user behavior in natural settings.

Transition into product or marketing roles, using research expertise to drive direct business outcomes.

Recommendations

Broaden knowledge across industry, market, product, design, and marketing to match the perspective of “performance‑direct” teams.

Focus not only on research execution but also on championing the application of findings, maintaining close communication with product managers and designers.

Adopt lightweight, agile research practices that fit fast‑iteration cycles—quick tests, user follow‑ups, and built‑in feedback loops—while establishing internal sample pools and testing frameworks.