When we look at the work we do we always think of our clients as design partners. As partners we work with them to discover insights and opportunities to improve or create new services. In that partnership we bring technique and approaches that can often push them beyond their comfort zone and enable decisions that we (or rather the outcome of the work) might recommend or suggest. Much of the time we provide evidence for a design and spend time encouraging our clients to implement change.
That’s why we were so pleasantly surprised recently when the client pushed beyond the envelope of innovation and decision making we’d presented to them.
We are working on digitising a financial service for a local Statutory Authority. Our research has shown – on this and other similar projects – that users of government services are coming to expect ‘rewards’ for using a digital instead of face-to-face service. This makes sense in the context of online being seen as cheaper and placing more responsibility on the user to ‘get things right in their time’.
So with our current client we suggested thinking about how to make the digital service less onerous for people. In this case one of the large overheads for users is bearing the onus of proving their identity and their connection to an amount of money. Based on our work with them we suggested an amount that should apply to trigger a more streamlined burden of proof, and the service description of what should happen for people who fall into the category and asked the client to think about it.
They went back to their desks and, armed with the insights and the logic of ‘reward as reducing red tape’ that we had built for them, looked at their data.
Not only did they call us back to say that they agreed with the recommendation, they suggested – with a clear business rationale – a limit of more than twice the size of our suggestion. Effectively opening up the concept of ‘reward’ to even more of their clients.
When a client is not only a design partner, but is enabled to improve their own business decision-making and innovation parameters, we know that design as evidence for change has done its job.