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CX takes center stage

by Jason Manstof, Jeneanne Rae, Joshua Knight, Jennifer Rome
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    3 minute read 20 November 2020

    CX takes center stage Insights from the US federal government manager survey

    3 minute read 20 November 2020
    • Jason Manstof United States
    • Jeneanne Rae United States
    • Joshua Knight United States
    • Jennifer Rome United States
    • Jennifer Rome United States
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    • Drivers of CX
    • Comparison with the private sector
    • Challenges to CX
    • CX as a strategic tool
    • CX-driven decision-making

    Customer experience (CX) is a pressing issue for federal managers in the postpandemic world. Institutionalizing CX and leveraging data better can help managers overcome challenges and achieve mission impact.

    Customer experience (CX) is not a new concept in government. Federal managers have constantly faced the complex challenge of managing fast-paced technological change, evolving regulatory pressures, workforce challenges, and heightened public expectations, all while improving the customer experience. The COVID-19 crisis has posed new challenges in this area as citizen interactions with the government get dramatically reimagined. Federal government customers—individuals, other public entities, and businesses—are now availing government services through new channels to comply with COVID-19 social distancing norms.

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    We surveyed US federal government managers to understand how government agencies are approaching CX and what steps are being taken to improve it. (See sidebar, “About the survey” to learn more.)

    Drivers of CX

    Federal managers believe CX offers multiple dimensions of value. Complying with federal mandates, such as from the Office of Management and Budget, continues to be the top reason (81% of survey respondents) for improving CX at federal agencies. However, about 76% of respondents also think improving CX is very or extremely important for increasing public trust. Improving citizen engagement, customer satisfaction, and employee productivity are survey respondents’ other top drivers of CX in the federal government. These responses indicate that managers have started to think about CX as a tool that goes beyond compliance to build broader trust and increase productivity.

    Comparison with the private sector

    About 70% of surveyed federal managers feel that their organization’s customer service is equal in quality to what citizens might expect from the private sector.

    However, customers—the actual consumers of the service—seem to think differently. According to a consumer survey, the federal government lags its private sector counterparts in customer satisfaction. This shows a large gap in the perception of customer service quality between those offering and those availing the service. Closing this gap could be critical for the federal government in the future.

    Challenges to CX

    Federal managers cited budget constraints, outdated systems and technology, and cultural resistance to change as the biggest challenges to improving CX in the federal government. Misaligned employee incentives and lack of leadership buy-in were other prominent challenges cited by respondents.

    While funding is always constrained, cultural resistance could also indicate a lack of awareness regarding the significant opportunities to transform services by embracing a CX mindset. Private sector CX success stories can help federal managers showcase the potential value of CX to their organization, though this will likely require significant support from leaders.

    CX as a strategic tool

    Not all federal agencies may be considering CX as a strategic lever to drive meaningful change. While 58% of federal managers indicate that their agency incorporates CX in decision-making, only 51% of respondents say their agency’s overall strategy has a CX component. Similarly, only 48% say their agency has a dedicated CX office or leader.

    Although the current numbers are low, the growing emergence of a CX leadership role in the public sector is an encouraging sign. Active management of CX can bring transparency and accountability around agency CX plans, pushing agencies to make measurable progress in achieving their CX goals.

    CX-driven decision-making

    Better data analytics can guide federal agencies on their CX journey, but very few agencies collect and analyze customer data. Only 54% of federal managers surveyed said their agency consistently collects customer feedback data, and about the same percentage said they conduct ongoing research about their customers. Moreover, only 57% of respondents indicated that customer feedback is analyzed, and only 46% publicly share customer feedback analysis.

    These results indicate that collecting and analyzing data, and then turning those insights into action are still a work in progress for the government. Agencies should ramp up their data collection and analytics capabilities to understand customer needs and challenges better. Building mechanisms that allow insights to shape service delivery could take CX even further.

    About the survey

    To gain insights around the focus and awareness of CX in the federal government, Deloitte surveyed about 156 government leaders from 25 federal agencies between June 22 and July 20, 2020. The respondents comprised federal managers at the GS/GM 11–15 level and senior executives across government agencies, excluding defense agencies.

    Acknowledgments

    Special thanks to Dominik Heynen, Zac Auter, Jennifer Miller-Gonzalez, Mahesh Kelkar, and Sushumna Agarwal for their critical inputs in drafting this report.

    Cover image by: Molly Woodworth

    Topics in this article

    Government , Public Sector , Customer Service

    Deloitte Customer Experience Consulting Services

    Deloitte Customer Experience Consulting Services help organizations understand and capture the value of effective customer experiences to gain competitive advantage and differentiate themselves from competitors.

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    • Executive director, Deloitte Center for Government Insights
    • Deloitte Services LP
    • weggers@deloitte.com
    • +1 571 882 6585

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    Jason Manstof

    Jason Manstof

    Principal | Monitor Deloitte

    Jason is the Customer Strategy & Applied Design (CS&AD) Offering leader for Deloitte Consulting LLP’s US Government & Public Services (GPS) practice which helps clients discover, design, and prototype strategies for customer growth and innovation. A core mission of the CS&AD practice, and one of Jason’s personal drivers, is to help clients and Deloitte’s talent elevate the human experience in everything they do. With more than 10 years of experience, Jason applies his deep knowledge from the global private sector to help public sector leaders develop and launch innovative programs, products, and services. Through creating differentiated experiences and marketing strategies, and harnessing authentic storytelling and human centered design, Jason enables clients to better deliver their mission and more effectively meet customer and citizen needs.

    • jmanstof@deloitte.com
    • +1 202 431 1569
    Joshua Knight

    Joshua Knight

    Joshua Knight has over 13 years of experience working on public sector customer experience strategy and transformation efforts. His focus is on helping public sector leaders define how to design, manage, and measure better experiences for public customers and employees. He has advised government agencies across sectors with building comprehensive customer experience measurement programs, developing governance models for customer experience teams and offices, transforming digital assets, improving communication about federal programs, and generating customer insights to build and scale CX initiatives.

    • joknight@deloitte.com
    Jeneanne Rae

    Jeneanne Rae

    Jeneanne Rae is a specialist executive in Deloitte Consulting LLP’s Government and Public Services practice. She has been at the forefront of service innovation and design for more than a decade, working with large corporations, nonprofits, and government agencies. Her thought leadership has appeared in BusinessWeek, Fast Company, Design Management Journal, and HBR.org. Her current focus is in building CX programs to drive innovation and improve organizational strategies for government agencies to help increase their productivity and reduce cost and program risk. Rae holds an MBA from the Harvard Business School and a BS from the McIntire School of Commerce at the University of Virginia.

    • jmrae@deloitte.com
    Jennifer Rome

    Jennifer Rome

    Jennifer Rome leads Deloitte’s signature issue offering in workforce experience (EX).  She brings over 20 years of experience working with public and private sector organizations to drive strategic change, improve organizational performance, and deliver mission outcomes through differentiated employee experiences.  She has recently coauthored a Deloitte Insights publication on Reimagining Government’s Workforce Experience: Building on the Momentum of COVID-19 Disruption.

    • jrome@deloitte.com

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