Government services vision

CXCO was engaged by a government department to define a future state vision and strategic direction for delivery of online services to professionals, the public and staff. The transformation program contained an integrated set of projects with the objective to improve service delivery by establishing digital, telephony, and face-to-face service channels. A secondary objective was to simplify business systems and processes as a result of the introduction of new technologies and services.

Our client was increasingly being expected to offer digital services to achieve a broader reach; expectations were continuing to increase with regard to when and how information and services can be accessed, and how well those services meet their needs. 

What were the key benefits?

  • Senior stakeholders were engaged from the outset increasing buy-in and understanding of the vision.
  • Customer insight informed the conceptual direction with data that could not otherwise have been attained – this enabled the creation of a customer-centred solution.
  • Prototyping helped us quickly understand what was expected and what worked from a customer perspective.
  • Scenarios helped the business understand the customers context of use and illustrated different customers needs and expectations – this informed business requirements gathering and systems architecture decisions.

What were the key results?

  • The Vision made a conceptual idea tangible which increased engagement and buy-in.
  • Stakeholders that were initially sceptical of a customer-centred design approach, were strong advocates at the end of the process.
  • Business analyses received clarity with regard to key functions and system needs.

What was the approach?

We followed a customer centred approach to ensure the vision and conceptual direction was designed from the users perspective, and took into account the varying perspectives of professionals and staff with regard to how they currently interact with their customer.

We completed interviews and workshops with the business to understand potential constraints and concerns. A number of contextual inquiries occurred with professionals, the public, and staff, to understand their mental models, tasks, expectations, needs, and current problems.

Once we had enough information to inform a potential direction, we created a number of different prototypes to test the conceptual direction of the solution, and gained valuable customer insight that we used to finalised the direction and inform the future state vision for the digital service offering.

The output included personas to understand the customer, scenarios to clarify the vision, and conceptual service designs to illustrate the experience.