Clarifying the Path: Using Tree Testing to Improve Navigation and Forecast ROI

Project Summary

Over time, Cigna accumulated over 10 internal tools to support to support the contracting of healthcare providers. These internal tools were brought together under one platform and given the name the Affordability Management Platform (AMP). Users were struggling to navigate this complex ecosystem of tools. Product names and navigation labels were unclear, causing inefficiency and user frustration. I conducted a two-phase tree test to establish a baseline for task completion time and then evaluated a redesigned navigation structure to measure the improvement delta. My goal was not only to enhance findability and user efficiency, but also to help the organization estimate potential cost savings through reduced cognitive load and time-on-task.

My Role

  • UX Research Lead

  • IA Strategist

Outcomes and Impact

  • Measured improvement in efficiency: Clear time-on-task delta between baseline and updated IA

  • Used estimated task volume, user roles and time savings to forecast an annual cost savings between $324k - $1.6M

  • Increased stakeholder buy-in: Framing the IA redesign in terms of cost savings helped prioritize navigation updates on the roadmap.

  • Gave stakeholders clarity on how current navigation patterns were hindering usability

  • Empowered product owners to prioritize changes to navigation and labeling based on user data — not internal assumptions

  • Directly informed the redesign of the AMP primary navigation, which is being implemented and refined

  • Introduced tree testing as a repeatable, low-cost validation method that could be used in future IA work

2

100+

Information architectures tested

Users

21%

36%

Increase in task completion

Improvement in median time on task

The Challenge

A wide range of internal tools are needed for healthcare contracting, pricing, modeling, and reporting. Many tasks that support a singular business process. Over time, the number of tools had grown organically, resulting in a navigation system that:

  • Used product names unfamiliar to users

  • Lacked intuitive grouping of features

  • Created uncertainty around where to find key workflows or data

  • Required extensive training or tribal knowledge to use effectively

“All the tools feel disjointed. It takes some time to research and figure out what information is available in which tool.”

— Contract Underwriter

In the original navigation, link labels reflected internal product names rather than user tasks or content. As a result, users had to rely on prior knowledge or guesswork to find what they needed — increasing cognitive load and reducing efficiency. This was evidenced by multiple qualitative UX research studies.

“When i find the information I’m looking for, I write down how i found it on a sticky note and keep it on my monitor so the next time I need that information I know how to find it.”

— Provider Contracting Specialist

Hypothesis

We believed that users were struggling due to poor information scent — a lack of clarity in how product names and navigation labels aligned with user goals. If we used tree testing to assess and adjust labeling and grouping, we could improve task findability and reduce friction.

Research Methodology

Phase 1: Baseline Assessment

  • Tested the current navigation structure using realistic user tasks

  • Measured time on task, task success, and first clicks

  • Established a quantitative baseline for comparison

Phase 2: Updated Navigation Test

  • Introduced a redesigned navigation informed by user language and mental models

  • Re-tested the same task set using the new IA

  • Measured changes in task completion time and success rates

Screenshot of tree test in User Zoom

Key Findings

  • Participants took significantly longer to complete tasks using the original structure

  • Low information scent led to guessing and failed paths with the original navigation structure

  • Terminology was unclear - product names didn't map to user expectations.

  • The revised navigation reduced time on task and improved accuracy in multiple high-priority areas

Forecasting Return on Investment

In enterprise environments, usability alone isn’t always enough to drive prioritization. By quantifying the time saved through improved navigation and translating it into potential financial savings, I was able to connect UX outcomes to business impact. Forecasting ROI helped shift the conversation from design improvements to operational efficiency — aligning stakeholders around the measurable value of investing in information architecture and user-centered design.

563

Employees using the system

10-50

Average number of tasks per day

8 seconds

Time saved per task

$67

Blended hourly rate per employee

$324,288 - $1,621,440

Annual savings by reducing time on task by 8 seconds

Redesigned Primary Navigation

Based on insights from two rounds of tree testing, I redesigned the navigation to better reflect user goals and reduce time on task. I grouped related content, introduced submenus for clarity, and replaced internal product names with task-focused labels. These changes addressed key usability issues uncovered in testing, resulting in a structure that aligns more closely with how users search for and act on information.

Notes on Strategic Value

This project was more than just a UX research task, it was an example of:

  • Using quant methods to de-risk IA decisions

  • Bring visibility into hidden usability debt

  • Creating a path toward simplification in a complex tool ecosystem

This project demonstrated how UX research can inform business decisions — not just design improvements. By creating a measurable baseline and testing against it, I helped the organization move from intuition to evidence-backed planning.