Skip the Research, We Already Know Our Users

Imagine spending months developing a new feature, only to find out it doesn’t resonate with your customers—despite feeling confident that you "knew" what they wanted.

Sound familiar? This scenario plays out more often than we think. Decision-makers sometimes ask me: “What’s the point of research when it only confirms what we already know?”

I get the frustration—research takes time, money, and effort. When it feels like you’re just getting confirmation of things you’ve already figured out, it can seem redundant. But research is about far more than just discovering new information. It’s about validation, refinement, and risk management. Here’s why both customer and user research are so critical—even when you feel like you already "know" the answers.

Avoiding Assumptions and Staying Current

We all like to think we know our customers and users well. You’ve been working in the industry for years, after all, so you’re familiar with their needs, right? But here’s the risk: when we rely on what we think we know, we make assumptions. And those assumptions can be dangerous.

Take the evolution of user expectations, for example. What your customers or users valued last year might be less relevant today. Their needs shift with new technology, market trends, and even broader social changes. Without regular research, you’re likely to base decisions on outdated information.

Research ensures your understanding stays aligned with the reality of what your customers and users truly need, not what you think they need.

Researching Ambition Empower

After extensive research, we were confident we had nailed it when we launched Ambition Empower three years ago. A steady stream of curated materials mixed with online workshops seemed like the perfect solution for continuous professional development. The early feedback confirmed this—users appreciated the quality content and interactive sessions.

However, as time passed, some users started struggling, and engagement rates started to drop. Honestly, I wasn’t keen on doing more research at that moment. We were on a tight budget, and I felt it would just confirm what we already knew, but my colleagues convinced me.

Sure enough, much of the research validated our assumptions—users appreciated the content and workshops. However, Anna Woxlin and Julia Mattelin uncovered over 50 valuable insights, and one in particular stood out: many users were struggling to articulate what they were actually learning. This was something we hadn’t anticipated, and it was quietly undermining the value of the entire program.

With this insight, we restructured the program into 4-week "Topics" to help users better track and reflect on their progress. Without this additional research, we might have missed this key opportunity to improve the user experience.

Uncovering Hidden Insights

Even when research seems to confirm what you already know, it often uncovers subtle but crucial details that elevate your strategy. It’s like looking under the hood of a car. You know the engine works, but research reveals how it works and where small tweaks can optimize performance.

In our case with Ambition Empower, the research didn’t just validate our overall approach—it revealed the subtle yet powerful insight that users needed more structure to recognize their learning. It was this detail that allowed us to refine our strategy and enhance the overall user experience.

Research as Risk Management

As I’ve mentioned, research isn’t just about knowledge—it’s about managing risk. Every product decision you make involves an investment of time, money, and resources. If you skip research, you’re gambling on assumptions. And when those assumptions don’t hold up, the consequences can be costly: lost revenue, wasted development hours, unhappy customers, and damage to your brand.

By grounding decisions in research, you lower the risk of costly missteps. You’re not just making decisions based on gut feelings—you’re basing them on real-world data. That reduces the chances of launching features that don’t meet user needs, saving you from unnecessary setbacks.

Prioritizing What Really Matters

Even when research tells you what you already know, it helps you prioritize. You might be aware of several customer or user pain points, but research clarifies which ones have the most significant impact. It helps you allocate resources where they will make the most difference.

For example, a SaaS company may know users are frustrated with customer support. But user research might reveal the real problem lies in response times during onboarding—a specific issue that might not have been top of mind. With this insight, the company can prioritize fixing the most impactful issues first.

Overcoming Bias and Tunnel Vision

When you’re close to a product, it’s easy to develop tunnel vision. You can become so familiar with the product that you miss key issues or overestimate strengths. Research brings in an external perspective and helps you see what’s really happening—not just what you want to see.

In the case of Ambition Empower, I was convinced our initial solution was (near) perfect. But the research revealed a blind spot: users were struggling to articulate their progress. Without that discovery, we might have ignored this crucial issue, ultimately compromising the effectiveness of our program.

Tracking Progress and Iterating Over Time

One of the most valuable aspects of research is that it allows you to track progress over time, especially when working in structured frameworks such as Journey Management. Just because something works today doesn’t mean it will continue to work. Regular research helps you monitor whether your changes are achieving the desired outcomes or if further adjustments are needed.

For example, if you introduce a new feature to solve a specific problem, research can help you determine whether it’s truly working—or if it’s creating new challenges. This continuous feedback loop is critical for iterative development and long-term success.

Research as a Strategic Tool

So, when decision-makers ask, "Why should we do customer or user research when we already know the answers?" the answer is simple: research isn’t just about discovering new information. It’s about validating assumptions, staying up to date, uncovering hidden insights, managing risk, and tracking progress over time.

Even if research confirms what you already know, it ensures your decisions are based on real-world data, helping you avoid costly mistakes and make smarter, more informed choices. It’s not about finding something revolutionary every time—it’s about grounding your strategy in reality, not assumptions.

This article is from my newsletter. If you enjoy these reflections, please subscribe and share them with your friends. Thanks! ??

Me? I am a designer turned entrepreneur, investor, and advisor. I’m the CEO of Ambition , where we help organizations enhance their design, UX, and CX capabilities through consulting, recruitment, and our continuous training program, Ambition Empower. I’m also on the board of Touchtech , a SaaS platform that frees salespeople from tedious tasks, allowing them more time with customers, as well as Vizcon AB , where we enhance customer satisfaction and profitability for construction companies, merchants, and suppliers through the platform Bygghub.

In 2002, I co-authored the book “Anv?ndbarhet i Praktiken” (Usability in Practice) and co-founded inUse, which grew to become one of the most influential Business, Service, and UX design agencies in Scandinavia with 100+ amazing designers and strategists. Later, I co-founded From Business to Buttons, one of Europe’s leading UX and Service Design conferences, attracting over 1000 participants at its peak. To leverage the reach and power of a larger corporation, we sold inUse, including the conference, in 2017.

Let me know if there’s anything I can do for you. Happy to connect if you want.