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ResearchStrategyTransformation

Reshaping workforce capabilities for future agile innovation

Building internal capabilities within a government agency through a service redesign project.

22 Aug 2019

Challenge

Some merchants use unverified or inaccurate measuring instruments when they sell products to consumers. As this may be done intentionally or unintentionally, authorised verifiers are tasked to verify instruments on a yearly basis. Enforcement officers also conduct random checks to ensure that the process is not ignored or abused by merchants.

Recognising that this process could be improved, the government agency in charge of consumer protection approached us for a service redesign project. Specifically, they asked us to:

  • Examine and redesign the current process.
  • Ensure that the new process provides enough data to support policy-making.
  • Build internal capabilities so that the team can continuously improve the service and apply what they learned to other services within the agency.

Approach

To set the project up for success, we used the co-sourcing model to put together the project team. Working with the agency’s product owner and process subject matter expert allowed us to leverage their vast knowledge in the domain. The model also allowed them to co-create solutions and build capabilities in design-thinking.

After we agreed on the setup, we:

  • Conducted background research
  • Interviewed key stakeholders and end-users
  • Identified gaps and pain points
  • Uncovered improvement opportunities

We also conducted a series of workshops to co-create empathy maps, customer journey maps, and service blueprints with the agency. These allowed the team to understand the finer details of the service.

Leading a customer journey mapping workshop

Mapping customer journeys workshop with the agency

A key finding was that all of the actors involved had a narrow view of the service. As a result, they approached their roles and responsibilities reactively. We also found that customers played a passive role even though they were most affected by the service.

We used our findings to define the new service through problem and opportunity clustering, prioritisation exercises and laddering questions. Based on the problem defined and selected areas for improvements, we decided to:

  • Simplify the verification process for authorised verifiers.
  • Empower merchants to be more proactive in the verification process.
  • Educate and empower consumers so that they can play a more active role.
  • Optimise the planned routes for enforcement officers to target errant merchants more effectively.

We then built and tested our prototypes in an iterative manner. Based on what we learned, we also built a high-fidelity prototype that used user interface (UI) elements from the agency’s selected development platform. This allowed us to test our prototypes more accurately with stakeholders and end-users.

Outcome

We co-created a solution that challenged old assumptions and addressed the service holistically. We also designed more data points across the service to better support policy decision-making. The agency is now taking the project into its pilot phase, where it will be built and integrated with core IT operating systems.

Most importantly, we helped the team to build internal capabilities. The team’s experience throughout the project has provided the agency with the knowledge, skills and tools to carry out projects on their own. We are happy and proud to have received the opportunity to help the agency gain clarity, grow in confidence and progress in their digital transformation journey.

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