Case study: Starting a CX Program at a federal agency

When: Spring/Summer 2023

Problem space:

Federal requirements for digital transformation, including 2018’s 21st Century IDEA Act, called for a specific focus on improving what it is like to be a public and internal user of federal digital systems, e.g. the customer experience [CX]. In order to improve something, it must be measurable, measured, and meaning made of the measurements. 

So when a federal agency [under NDA] began to rollout their digital enhancements, including a CX measurement program was a critical compliance and continuous improvement enablement function. I was brought in to stand up this program, to hand off to a team to implement.


I started by defining roles and an engagement cycle for internal groups, of people who later give input on, and be key players in and users of the measurement program. Next, I worked across stakeholders to devise a maturity model to work towards.

Then, I worked with the implementation team, project decision-makers, and agency individual contributors to ideate metrics that may be contenders for the final set. We then tested the measurability of each, and whittled down to a final set of measures, for which we set baseline, and targets where appropriate.


There are 12 approved, global metrics, correlated to specific project expectations or learning requirements, which have baseline, tooling, and a year-one startup process to measure, evaluate, and iterate.  There is a team of people who created these and who can measure them in the first year, and a training plan outlined. Stakeholders have contributed to these metrics and understand their implications and use cases and have a framework to incorporate global metrics alongside more everyday evaluative and generative metrics. 

Finally, well out of our control, specific roles to own these metrics in the long term were recommended.

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