Call-center management responding to a poor design that generates support calls. A product with a poor user experience might put an excessive burden on the call center team. The manager of the call center, always trying to keep their costs down, may very well be frustrated by the increased call volume, even when the answers are easy to dispatch. (“Have you turned it off and on again?”)
Production managers dealing with lost worker productivity. An internal application (such as a case management system) that has too many steps or is poorly integrated with other tools will force production work to take longer. This creates backlogs and slows down overall productivity.
Development managers watching their teams rewriting the interface code. When the developers get the user interface wrong the first time, they spend time refactoring it to be easier to use. A better informed design process could’ve gotten closer in the first release.
Development managers learning that built-out features aren’t ever used.It was a waste of resources to build functionality into a product that customers aren’t using, either because the feature wasn’t wanted or the product was too complicated for the users to take advantage of the features.
In organizations with a history of producing poor designs with frustrating user experiences, it’s usually not hard to find frustrated indirect users like these. If the designs are frustrating enough (and they often are), the indirect users can become the key to build awareness in the organization.