Role: Senior Service Designer
Team: User Researchers

With a new Customer Services team operating within the MoJ, there was a strong desire to improve the existing service that was being provided as the new operating model began to be applied. I worked with the strategy team to map the customer journey, identifying opportunities to improve how Customer Services deliver their service.

Business Challenge

To deliver a more effective, cost efficient support service that encourages channel shift to self-service.

Service Insight

Support is provided in silos, downstream from the source from where the problem emanates. Most staff are unaware of how to self-serve and when they try; technology, content and service gaps lead to negative experiences, reinforcing old habits that rely on offline support.

Service Vision 

Enabling staff to succeed easily when they need technology support from us.

Process

I worked with several user researchers to map the current landscape of customer support. These insights; from interviews, surveys and site visits, informed what we knew about our ‘customers’ pain points and needs.

This information was used with quantitative data from the service desk call logs and stakeholder workshops to map the as-is customer journey.

I used this as a basis to identify opportunities that would improve the service. These ranged across numerous touchpoints, both physical and digital that staff interacted with in their attempts to resolve technology issues. I worked with different business teams to bring these opportunities to life as scenarios.

Having worked with the team on the Customer Services operating model and transformation programme, I also saw the impact on staff the organisational structure was making. This insight led to a business proposal that recommended a team focussed on owning and driving through cross-touchpoint improvements.

Outcome

Many of the opportunities that were identified have been included into development and organisational changes.

The customer journey mapping has given the multitude of teams a shared appreciation of their combined effort in the end-to-end customer experience. As such it contributes to a one-team mentality that considers support from the users perspective.

The proposed team and operating model has been internally approved and is with the Ministry’s triage for final approval.

Personal retrospective

A project that highlighted where organisation challenges can be more or a barrier to progress than technology. In these situations there needs to be a very senior torch bearer within the organisation that is willing to push through change otherwise progress is can be slow and disconnected.