Citizen Experience

A US state department faced large and rising transaction volumes, worsened by outdated and inefficient processes, an inflexible organizational model, and low end-user centricity. We conducted a quantitative baseline due diligence to define an organizational aspiration and prioritize the highest-impact end-user-backed journeys. We then introduced agile methodology to build an end-user-centric approach to reimagining prioritized journeys. The frontline was deeply integrated into the transformation as they became champions and collaborators, and extensive capability building of more than 5,000 employees prepared the organization to support modernized services and new ways of working. As a result, processing time improved by 58 percent.

We partnered with an agency hoping to re-establish the strength of its back-office functions amid public scrutiny and low employee morale. We helped them establish a performance-oriented culture, undertake a comprehensive employee capability-building program, and leverage light-tech tools and standardized processes to improve employee productivity and experience. The transformation resulted in a more than 35 percent average improvement in team productivity, a five- to ten-percentage-point improvement in quality, and a four-percentage-point improvement in employee well-being.

We helped a large government agency reach its aspiration to be a leader in citizen trust while maximizing retention. Together we built a first-of-its-kind predictive-analytics tool to forecast retention for every constituent. The agency successfully connected survey, operational, and call data for the first time, and executive-level dashboards helped leaders understand current-state experience, its drivers, and the value of improvements. The agency can now predict service retention and is exploring possibilities in automated scheduling, preemptive outreach, and activation of citizens who are not leveraging their benefits.

A government office of a city state was tasked with eliminating the use of paper across all government institutions within three years. We helped map about 1,600 services onto about 70 user journeys and prioritize two end-to-end journeys to digitally redesign. Using design-thinking principles, we helped create future state prototypes for a “single government app” to support future paperless journeys and designed an accelerator lab to continue to deliver solutions. The office was able to achieve 150 percent faster processing times, a 62 percent reduction in costs to individual users, and a 61 percent reduction in the number of visits users needed to make to government locations.