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.
Approach:
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.
Outcome:
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.
