Numbers don't lie
Some time ago, Google rolled out a new feature for Gchat. It will now suggest context-aware responses to your friends’ messages. Rather than suffer the grueling effort of typing “lol” yourself, you can choose from three different messages that the software presents to you, which will typically be things like “Haha,” “Yes,” and “Haha, yes.” It’s an absolutely bizarre and pointless feature that provides no value whatsoever. Naturally, we use it all the time.
See, there’s some grim humor to be mined from the uncanny canned responses that Google serves up, particularly when you start chaining them together. You end up with a facsimile of a conversation, each side exchanging pithy, content-free congratulations and messages of approval. The robotic and unreal nature is, in some way, entertaining. But it’s not a real interaction and, crucially, our usage of this feature is not any indication that we find it valuable. It’s the opposite.
Yet I’d be willing to bet a substantial sum that product managers at Google are pointing at the numbers as proof of our “engagement.” Look! They’re using it sometimes dozens of times a day. It’s right here in black and white. Mission accomplished, everybody.
One of my many, many working theories about the world we’re living in now is that nearly all of the services we interact with daily are operating under this kind of delusion. Businesses are measuring and optimizing for real behavior, but their metrics have become decoupled from anything their customers find meaningful. The numbers are all good. The experiences are all bad.
Recently I listened to a talk about how someone had worked on automating his company’s customer service experience. He went into detail about the work and about the outcomes. Handle time was down. CSAT was up. CS agents were handling fewer, higher-priority calls. Wins all around. And while I don’t have any reason to believe that this guy was saying anything false, I also know that I sometimes have to use customer service and it always fucking sucks, in large part because of how much is automated.
You can at least understand when business metrics that are hostile to the customer improve at the cost of user experience. How have we gotten to a point where companies can swear up and down that they have concrete data showing that their products are better and their customers are happier when all of their products are worse and we’re all miserable using them? We’re no longer talking about a problem with how we’re measuring, or even what we’re measuring. We’re talking about two fundamentally different realities.