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Intersection18: Growing Human-Centred Design Across Queensland Government - Iain Barker and Karina Smith

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Presented at Intersection18 Conference - intersectionconf.com

Iain Barker
Co-Founder and Principal, Meld Studios

Karina Smith
Principal, Meld Studios

Queensland Government faces complex service challenges that design is uniquely placed to address. With a drive to put customers at the centre service delivery, the Government is on a journey embed design practices at scale in order a more customer-centred approach to designing and improving government services.

Meld Studios worked alongside OSSSIO and other state government departments to apply an human-centred design approach to developing a framework for building design capability. This resulted in a solution appropriate for and specific to the context of government, accommodating the diversity of roles, existing processes, culture and constraints.

We co-designed a capability building framework that contextualises human-centred design specifically within government, acknowledging the nuance of operations and integrating with existing processes. We engaged with staff in a diversity of roles and levels across government agencies to create a shared understanding of the environment in which services are created and delivered including people involved and existing processes. Together we identified the factors that contribute to the successful adoption of design, and the constraints and challenges unique to the government context.

This approach to embedding a human-centred design mindset and practices was piloted on a series of live projects with design problems that involved customer service centres, culture change, physical and digital service experiences, from research through to prototyping and testing of concepts.

Our work has had a huge impact on how staff across agencies and partners to Queensland Government work. This work won Best in Class for Service Design and Good Design Award® of the Year at Australia’s Good Design Awards.

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Intersection18: Growing Human-Centred Design Across Queensland Government - Iain Barker and Karina Smith

  1. 1. INTERSECTION18 SEPTEMBER 2018 Karina Smith & Iain Barker Meld Studios @wearemeld GrowingHuman-CentredDesign
 acrossQueenslandGovernment
  2. 2. Hello! Sonicetobehere.
  3. 3. @wearemeldinteractions How and where the organisation and the customer meet experiences What the customer takes away from the interaction(s) touchpoints Key moments in the interaction between organisation and customer systems Technology and infrastructure that a company relies upon to operate channels Medium with which the organisation communicates with their customers process Ways of working. The policies that guide how the business is run Our human-centred efforts 
 are impeded by other factors 
 at play within our organisations
  4. 4. @wearemeldinteractions How and where the organisation and the customer meet experiences What the customer takes away from the interaction(s) touchpoints Key moments in the interaction between organisation and customer systems Technology and infrastructure that a company relies upon to operate channels Medium with which the organisation communicates with their customers process Ways of working. The policies that guide how the business is run
  5. 5. @wearemeld CASE STUDY 5 Queensland Government is on 
 a journey to embed design practices 
 at scale.
  6. 6. Queensland Government 4.69 million people 1,852,642 km² living across served by 223,257 full time state govt employees working across 21 government agencies
  7. 7. Taking a design-led approach to creating a design approach @wearemeld7 UNDERSTAND Context, needs and challenges of adoping and applying HCD in government. GENERATE Create, test and iterate models and tools with agencies. TEST AND ITERATE Create prototype toolkit, learning and support practices. Pilot and test on live agency projects. Iterate and refine the approach.
  8. 8. • Understanding the context of the organisation • Taking a collaborative, iterative approach • Shift of focus away from practitioners • Creation of a joined up, holistic approach Key elements of the approach @wearemeld8
  9. 9. @wearemeld10 Video: https://vimeo.com/260023181
  10. 10. Transforming mindsets 
 and ways of working • ‘Blew the scope wide open’ • Demonstrating the application of 
 HCD outside ‘traditional’ channels • Benefits of involving a wide range of people • Instilling mindsets as well as methods @wearemeld11
  11. 11. @wearemeld12 Video: https://vimeo.com/260130016
  12. 12. @wearemeld Reflections 13
  13. 13. Focus on design mindsets for all, not design methodologies for practitioners • Too much emphasis on design methods • Everyone needs to understand design mindsets and how to interact with design • If organisation isn’t design ready, HCD projects will fail to reach their potential (or simply fail) 14 @wearemeld
  14. 14. Align methodologies, don’t try to take-over • Imposing new ways of working meets resistance • No one method does everything – harmonise ‘how things are done here’ • Address the many ‘tails that wag the dog’ 15 @wearemeld
  15. 15. An overarching change program is essential • Avoid collaboration fatigue – an organisation ‘switching on’ to HCD can create an overwhelming demand for collaboration • Overarching planning and glue between projects is essential to avoid burn out 16 @wearemeld
  16. 16. @wearemeld MODEL 1 Uncoordinated • HCD occurs, but no overarching connections or planning • HCD probably springs from one customer touchpoint • Preferences customer touchpoints over inwards facing initiatives • Action over traction • Collaboration fatigue • Generally ends in fatigue and failure 17 THREE ADOPTION MODELS Customer touchpoints Board & executive
  17. 17. @wearemeld18 THREE ADOPTION MODELS Customer touchpoints Board & executive MODEL 2 CX program • Board/exec endorsed customer experience program • Obsessed about change to end customer experience • Implications for organisational change are a secondary realisation • Some can resist necessary organisational changes
  18. 18. @wearemeld19 THREE ADOPTION MODELS Customer touchpoints Board & executive MODEL 3 Human-centred organisation • Coordinated organisational transformation • Purpose, values, behaviours, incentives, staff experience and customer experience
  19. 19. Trojan horses can get neutered by the dark matter 20 @wearemeld • Theory of trojan horse HCD projects is great, but reality is culture can neuter impact • Hayne Royal Commission shows how culture trumps well meaning HCD rhetoric • Trojan horses are best when they sit within an overarching program of work
  20. 20. “…businesses continually set up incentive schemes and talk of being committed to the best interests of their customers, yet incentivise their employees to sell. It’s an ethical trap… and it is almost impossible for rational employees not to sell.” PETER COLLINS – DIRECTOR OF THE CENTRE FOR ETHICAL LEADERSHIP
  21. 21. Empathy is the biggest lever we have 22 @wearemeld • Decision-makers aren’t evil, they just don’t often have access to customers • Need to close the gap between customer and decision-makers • Need to help executives and boards make strategic use of customer insight
  22. 22. Recognition from the established design community 23 @wearemeld • Co-winner of the 2018 Good Design Award – Australia’s top award for design innovation • First non-product to win the award
  23. 23. Transition is fragile 24 @wearemeld • Three organisational restructures • Ownership by an individual can get political • Transition isn’t quick • Energies can waiver – design for this • Need for proof points
  24. 24. Thankyou! Karina Smith Principal, Meld Studios karina@meldstudios.com.au 
 Iain Barker Co-founder & Principal, Meld Studios iain@meldstudios.com.au
  25. 25. @wearemeld26 Do you still believe in the power of trojan horses? How do you avoid the transience of ownership 
 of these initiatives? What has really underpinned the success of organisations who have made the shift? We’re keen to discuss
  26. 26. @wearemeld Article link: bit.ly/2wJJ5rQ

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