TECH4GOOD
Monchito Ibrahim
Today, we see a lot of digitalization projects being undertaken by government offices. Most are meant to increase internal efficiency and provide convenience to the transacting public by, for example, providing online or mobile access to their services. Of course, we also see automation projects being done just to give everyone the impression that they have modernized their processes. In reality, they just automated the same gnarled processes involving never-ending paperwork and the need for numerous signatures. Well-meaning initiatives, but are they really providing the transacting public the real value they are looking for? Why can’t government transactions be as easy as ordering from Lazada?
Most of us have had our share of frustrating experiences transacting with government offices. Whether it is renewing a license, filing taxes, or applying for permits, we sometimes wonder why our government services are not as seamless as what we usually use every day with private firms. Add to that those irritating practices like selling you plastic jackets for your newly-renewed driver’s license. With their push to have their image improved by modernizing and automating their processes, it seems they may have discounted the need to consider their customers’ preferences, impressions, needs, and pain points which are encapsulated in a concept called human-centered design thinking.
Human-centered design is a problem-solving technique that puts real people at the center of the solution-development process by initially mapping their transaction journey. By using this concept, organizations are able to create products and services that really resonate with their internal and external constituents and are tailored to their needs. When we say internal customers, we are referring to the well-meaning employees of the agency. The reality of endless paperwork, checkpoints, and silos can make them feel like everything is an impossible maze of red tape that prevents them from delivering the right outcomes expected of them. The goal is to keep users’ wants, pain points, and preferences top of mind in all phases of the development. By engaging these users in the process, they are more likely to use the system with a high level of satisfaction because they already vetted the solution and feel more invested in using it.
The concept can uncover friction and pain points usually associated with using new technology. Called “user journey,” it can provide insights that will help the development team prioritize features that really reflect the wants and needs of the intended end-users. By first empathizing with them and also understanding the interactions of other stakeholders with the product or service, the team is able to take a customer-centered view of the problem, understand the barriers causing the friction, and, by engaging the users, will have a better chance of creating solutions that customers would be able to use.
Today, we have several tools available to ensure effective engagement with users. Once a problem is defined, we can use a technique referred to as crowdsourcing to gather innovative solutions from the user community. It is a great way to solicit new ideas and encourage users to participate in the design process. The other way is to involve the users in prototyping possible solutions where their preferences and needs can be critical factors to consider in testing the solutions.
Other benefits related to using the concept are reduced development cost and time and increased user adoption rates and satisfaction. Time and again, we hear of projects that have gone over their target budgets and yet are not even halfway through development. Reasons can range from poorly defined user requirements or mismanagement. Design thinking makes use of concepts like “starting small” and “failing fast” to minimize development costs. With the use of prototypes, user feedback is generated and used for quick iterations until a minimum viable product (MVP) is made ready. The MVP, rather than the final solution, is then used for rework resulting in lower costs. And because users were involved in the process, they get to be part of the solution lifecycle and are much more likely to use the end product or service.
Imagine the possibilities in a world where the agency and its stakeholders collaborate to co-design holistic solutions and employees are given the power to do their job at their full potential. Digital transformation inspired by human-centered design thinking can turn those possibilities into realities. The case for focusing product and service development initiatives on the real needs, preferences, and pain points is clear. Government agencies should make sure to include human-centered design thinking as an integral part of their digital transformation journey. It saves money, creates better products and services, results in higher adoption rates, and, more importantly, generates a purpose-driven culture that people want to live, transact with and work in.
(The author is the lead convenor of the Alliance for Technology Innovators for the Nation (ATIN), vice president of the Analytics Association of the Philippines, and vice president of the UP System Information Technology Foundation.)