- So far on the Complex Customer Journeys project we have been focused on gathering research and insight. This week we shifted into generating hypotheses that we can test in the future.
- To do this we ran two sessions. The first session was designed to generate as many hypotheses as possible and to begin to identify priorities. To do this we used a framework from DXW: https://www.dxw.com/2020/02/using-hypotheses-to-hold-together-your-learning-thinking-and-making/, namely: Because [research findings] we believe that [improvements ideas] will achieve [desired outcome] measured by [performance indicator].
- The team generated as many hypotheses as possible from their experiences over the course of the project, we had notes from user research sessions and workshops to hand, to feed into this creation. When creating hypotheses we put question marks in as placeholders if we couldn’t think of a specific element.
- Once we had generated these hypotheses we grouped them. We were left with 29 distinct hypotheses. At the end of this first session we quickly went through and put ⭐s on anything we didn’t understand and thought needed further discussion and ❤️s on anything we particularly liked.
- In the second session we each took the hypotheses with ❤️s (23! of them) and sorted them into 3 quadrants, one that mapped cost against impact, one that mapped strategicness and easiness to test and one that mapped our own confidence in the research findings and the performance indicators we had chosen for the hypothesis.
- From this we were able to identify a number of hypotheses that we wanted to test as a matter of priority.
- Zoe has been circulating and sense checking these hypotheses with the relevant services to get their input.
- The eventual outcomes of this work will be to create the council’s new customer services strategy with a learning by doing approach: we’ll test the hypotheses to understand how we can improve customer service delivery in these journeys; then replicate out to other service teams; and collate all findings to develop an overall vision and strategy for customer services.
- We’re excited about this work not only because it should lead to better, more empathetic services for our residents, but also because we’re demonstrating a new approach to colleagues around the council for how to create corporate strategies. Always happy to chat if anyone else is considering similar projects
What else have we been up to this week?
- Visiting Citizens Advice Bureau: Rahma and I spent Wednesday morning shadowing advisors at the Hackney Citizens Advice Bureau. This was a really great opportunity for us to get a direct understanding of users’ experiences on one of our complex customer journeys. It was really valuable to validate some of our assumptions about the confusion that the internal complexity of our system’s causes as well as giving us new insights into people’s experiences when struggling with debt.
- Prepping for the customer services steering group: we are working towards presenting at the customer services steering group on the 25.02.20. This will give us a steer as to which and how many of our hypotheses to prioritise as well as getting a sense as to what the process of drawing up the new customer services strategy might look like.
Story up to the Customer Services Steering group on 25.02.20