Customer Happiness Factory (CHF)Evaluation Report

Submitted by Dr. Muna Al DhabbahDirector of Service Development Department

Leadership community happiness vision

“Our target is to make happiness a lifestyle in the UAE community as well as the noble goal and supreme objective of

the government.”

His Highness Sheikh Mohammed bin Rashid Al Maktoum

Vice President and Prime Minister of the United Arab Emirates and Ruler of Dubai

Customer Happiness factory initiative was trying to achieve UAE Vision under the umbrella of Emirates Government Service Excellence Program

Strategic Directions

Strategic Priorities

A B

1 2 3 4 5 6 7

UAE Vision 2021

Our Vision

To become one of the best countries in the world by 2021

Provide quality seven star government services

Customer Centric Government

Coherent and Efficient Government

Unified Interface for Services

Smart Government

Innovation in services

Efficiency of Services

Customer Happiness

Culture

Rating Service

Channels

Smart Base for Customer Services

4

Emirates Government Service Excellence Program (EGSEP) is adopting human centered design in being customer centric

• The Program objectives is to raise the level of government services delivery to a 7 stars that will make customers happy

• Creating added value to customers in all federal government services• Engaging customers in developing government services that will not only satisfy their

needs but exceed their expectations.• Change the culture into a customer happiness and positivity culture.• Many initiatives were launched to achieve the program objective and UAE vision

Government Service Excellence

Diploma

Happiness and positivity formula

Customer Happiness

study

Happiness and positivity Formula Guide

Integrated

Service

Award

Smart services transformation

Customer Happiness

IndexCustomer

Happiness Guide

GovTech Award

Service

1

Center

Global Star Rating System

for Services

Service

Development

Pioneers

EGSEP initiatives are all connected and help in raising the customer centricity in delivering services to the public

Customer Happiness

Manual

Customer Happiness in Government

Customers Happiness employees

Customer Happiness

survey

Customer Happiness

formula

Customers Happiness

centers

Chief Happiness

officer

The program role in delivering the national happiness and positivity pillar “Happiness and positivity in Government work”

The Happiness and positivity in government work focus on creating a positive and happy environment for enhancing the service delivery to customers and make them happy. Which includes the following initiatives:

• Changing the customer service centers to customers happiness centers

• Renaming the job title of customer service employees on the frontline to customers Happiness employees

• Creating a cultural change in government by using the customer Happiness formula

• Lunching the Happiness and Positivity Hero Medal to reward best front line employees who take the extra mile in bringing happiness and joy to the customers

• Measuring customer Happiness through customer happiness survey

• Creating the customer Happiness manual as a guide for entities• Leading the customer happiness change within the

organizations internally and externally with customers through the Chief Happiness Officer

What Value? Where? Who? How to design customer happiness? What evaluate?

CHF provide an answer to How can government design customer happiness of delivered services

Customers Happiness Formula

Customers Happiness

Centers

Chief Happiness

Officers

Customers Happiness Employees

Customers Happiness

Manual

Customer Happiness

Factory

Happiness and

Positivity Heros

Customers Happiness

Study

Happiness Index

Global Star rating

Although Customers are facing Challenges related to service, the government sees opportunity of public inclusiveness in design

• Opportunity:

• Customer Happiness 2016 studies shown that UAE Federal Government customers happiness were (67%) driven

by community inclusiveness.

Problem:

Low public satisfaction in key services such as emergency, retirement, studying abroad, and other services.

And low satisfaction of employees, time to get service, and smart services.

The public had limited channel to be engaged in designing government services such as public satisfaction

survey, which were not detailed and did not help in customizing the solutions.

Low collaboration between public, private sector, local and federal government when it comes to developing

or enhancing an integrated government service.

The red-tape bureaucratic culture and weak capabilities of improving services. The services developed in

silos, so they become time consuming, costly, and complicated.

Human Centered Design -Service Factory

New born

Scholarship

Search for a job

Marriage

Pension

Emergency

Individuals

Work in UAE

Companies

Starting a Business

The UAE government, under the auspices of

the Prime Minister’s Office (PMO), has

embarked upon the development of the

Customer Happiness Factory (CHF) as a

project to increase public engagement in

decision making. CHF is launch pad lab

consisting of number of workshops, training,

and one to one coaching sessions with

customers and Public administrators. Around

80 employees were divided into group of 8

integrated service. It focus on developing

minimum viable service (prototype) with

customers and private sector by adopting co-

creation method of human centered design.

Customer Happiness Factory Objectives

• Achieve UAE objective of being among the best government in the world by 2021 and one of the top countries by 2071.

• Increase public happiness of government service delivery and increase smart services adoption rate by 80% by 2018.

• Community lead government were customers are steering the wheel of development of government services in collaboration with both government and private sector.

• Streamline decisions making and collaboration between public servants when designing and developing integrated services.

• Create a venue and a program to co-innovate with all stakeholders including: (public, government, and private sector).

• Customize service for different segments, age group, income level, nationality, and gender.

• Create a cultural change to focus on human centricity in developing government services.

• Build service design capabilities of (80) public administrators.

• Improve integrated services based on customers’ life events from birth to retiring.

• Improve service that are related to individuals as well as companies.

• Make customers the central focus for coming with solutions for issues of public services, and decision making process.

Created an innovation launch pad project that bring all stakeholders on the table

to work on the integrated services within a set period with a specific goal that

unites all efforts.

Identified key change public administrators in the government bodies who can

accelerate the wheel of change within organizations.

Conducted (7) training workshops, (5) service surgery one-on-one, (15) meetings

to educate public administrators with tools and methods of designing customer

journey and innovative solutions.

Provided practical service design toolkit and methods to design services based on

government needs and expectations.

Desirability

Viability

Feasibility

CHF provide an answer to How can government

design customer happiness of delivered services

Marketing

preparationImproving and

implementingTesting with

customers

• Entities presents hands-

on experience with

design tools and

feedback from

customers

• Suggest possible

solutions

• Applicability debate of

solutions

• Introduce a prototype

or minimum viable

service

• Present with the

customers the results

of prototypes

• Share the vision and

next future

development stages

of service

• Customer sharing

their stories that

indicate the

improvement of

services based on co-

creation approach

Entities

designing

prototype

Prototyping

Workshop

Results

exhibition

2

Understanding customer journey and needs

Develop and test new designs and prototypes of servicesPrototype

Launch

Customer Happiness Factory project stages

Service

design

workshop

1

Service

Surgery

3

• Understand the

customer deep

emotional need of

service

• Reflect that in

marketing plan and

communication of

the service to

resonate with

customers.

• Emotional design on

the experience.

Service

Tone

4 5

• Training service

development

pioneers on

innovative service

design tools based on

customer needs

• Defines service

challenges and

solutions for each

team

• Search for best

practices

• Present the customer

process map for

prototype

• Discuss the areas of

development and

improvement

• Determine the

minimum viable

service for application

stage

• Develop a business

plan for the minimum

viable service

CHF service design model

• Service design: helps to innovate (create new) or improve (existing) services to make them more useful, usable, desirable for clients and efficient as well as effective for organizations. It is a new holistic, multi-disciplinary, integrative field.

• When you have two coffee shops right next to each other, and each sells the exact same coffee at the exact same price, service design is what makes you walk into one and not the other.

Double-Diamond Design AT-ONE: It is an approach to assist project teams during the

early phases of the service design process. It focuses upon the differences between products and services, and has a clear user-experience focus.

It is run as a series of workshops, each with a focus upon the letters A, T, O, N, E. Each of the letters of AT-ONE relates to a potential source of innovation within the service design process.

A: A is for Actors, collaborating in value networks

T: Making touchpoints work as a whole

O: The service offering is the brand

N: How do you know what customers want, need and desire

E: Experiences that surprise and delight

Its goal is to stretch and explore the solution space as early in the design process as possible.

CHF Service Design Principles

• There are 5 principles of service design thinking:

1. User-centered Services should be experienced through the customer’s eyes

Statistical customer descriptions are important and it is crucial to understand the habits, culture, and social context of users.

2. Co-creative All stakeholders should be included in the service design process.

Customers will get the chance to add value to a service in partnership with the service provider, which will result in increased customer loyalty and satisfaction.

3. Sequencing The service should be visualized as a sequence of interrelated actions.

4. Evidencing Intangible services should be visualized in terms of physical artefacts.

Service evidence needs to be designed according to the service’s inherent story and its touchpoint sequence.

5. Holistic The entire environment of a service should be considered.

CHF Service design tools• Workshops training on Service design

techniques and using tool box of various forms, exercise, and methods of customer engagement and research.

• Tools such as:• Customer persona• Stakeholder map• Service design safari• Customer journey diary• customer Journey map

• These are all incorporated into the customer happiness manual

• Some of the design tools are service blue print

• Customer journey map

• Customer persona

• Minimum Viable service

Service design tools used in CHF

• The First Part details the customers’ expectations in every stage of their

journey and through the three key channels (Customer Happiness Centers,

Call Centers and Websites and Smart Applications).

• the Second Part covers “Happiness Enablers”-the capabilities and practices

that should be in place within each entity.

• The Third Part provides some behavioral guidelines for Customer

Happiness employees to refer to and benefit from in their daily interactions

with customers

• The Fourth and Final Part provides a selection of tools that could be used

and implemented throughout the various phases of the service design

process.

Raising public service employees awareness of service design by Customer Happiness Manual

Customer Happiness factory bundles

Individuals

Companies

These bundles is the output of engaging customers in designing services that makes them happy. Two groups of bundles one is focused on individuals which includes 6 bundles. The other are two bundles for companies life events.

Workshops

Workshops and service surgery to discover, define, develop and deliver prototypes

Team building was important in successful work

Sharing best practices to inspire innovation in developing services from the private and public sector

Customer engagement from different backgrounds, gender, age group and nationality.

Students and their parents

Businesses Couples getting married Patients, citizens and residents

Employees from different companies

Retiree

Customers engagement in testing minimum viable service (MVS).

Couples getting married were visited in their

homes to test the home delivery services of medical check ups

University students were engaged in

work placements to see how their

attitude towards working in private

sector changes

Types of Service design Innovation

Service bundle Type of service innovation Description

Getting Married (Zawajy)

• Value added service to delight customers • Home delivery service to respond to customers’ needs of privacy due to cultural sensitivity

• Providing a choice to customers to match their “wedding like” expectations

Having a new baby(Mabrook ma yak)

• Bundled service through one stop shop approach

• Co-delivered service with private sector

• Reducing the time for the father to run the paper work, by sending all information using courier services to entities close to each other and delivering all documents to customer’s home.

Coming to work in the UAE(Sahalah)

• Preventive service • Protective service for vulnerable people

to improve the human rights situation

• Proactive by adding checks before customers get in the UAE to protect the public from disease

• Human rights by adding the contracting elements before coming to UAE

Studying abroad(mustaqbaly)

• Community delivered service • Connecting new students with other students who work as advisors when they go to study abroad

Finding a job(Khebraty)

• Service encouraging behavior change • Changing the attitude and behavior or young job seekers by getting them the experience with charity, part time jobs, and internship programs

Starting a business(Amaly)

• Service optimization • Transactional service of integrated

payments

• By a unified number the processes with integrate horizontally on the process level of different federal entities level and vertically between local and federal level

Emergency services(markaz al khadamat al mustajalah)

• Service leveraging existing resources in new ways improving efficiency and effectiveness

• Utilizing existing clinics by providing urgent services in close area to customers and by making them 24 hours

Pension(al mutgaedeen)

• Rewarding service to respond to emotional needs and increase happiness

• Recognition and gratitude of retiree through celebration• Preparation for retirement by awareness messages

Types of Prototypes

Online System and over the app and network

Integrated services and deliver to customer all official baby document in a gift box

Created an online portal for all information new employees coming to work in UAE and have the

Offer documented online

A model representing the customer journey in home service

delivery

Types of Prototyping

Role playing to see how the customer go through the journey of working in

UAE

Partnership of developing solution with Private sector for training and experience opportunity

with the government

Informational and offers gift box to newly weds as celebrating with them this occasion

Modeling the Retirement journey through year

Evaluating the best group by innovation, customer centric and progress

Marketing tools

Discussing the customer journey before and after using posters and big boards with the customers.

Dubai Parks a theme park is place chosen for customer happiness factory exhibition to create a different happy environment were customer co-create service with government

The Customer Happiness factory was hosted in Dubai parks to engage with public and break the governmental atmosphere to a more fun and positive location.

Leadership engagement with public was key support and success of this project

Sustaining customer happiness though Prime minister and leadership and customer signing a promise of partnership with customers in making them happy- (Customer Happiness Formula)

News coverage in different media channels

• Participated with a presentation during the conference.

• An article in Touchpoint magazine

• Interview with Service Design Show

Sharing CHF as a best practice in Global Service design 2016 and World Government Summit 2016

International response to sharing Customer Happiness factory at Global Service design 2016

Employees improving the

service

Customer surveys

Suggestion system

Innovation lab

Future Service

Accelerator

Development of customer engagement in service development from internal organizational employee feedback to more co-creation with customers in implementing prototypes

Time

Customers and public

participation approach

Internal organization

Internal suggestion system

Open innovation and prototyping

Brainstorming ideas for solutions

Customer Opinion survay

Governance and adoption of projects by government entities through MOU’s, lead entity for bundles and use government accelerators or service 1 center

Three bundles were launched in the futuristic service 1 center

First Memorandum of understanding (MOU) between 8 government entities for deployment of “finding a job” khebrati bundle

Couple of bundles were used in government accelerators to speed implementations

Evaluation reports1. Conventional public service delivery, as demonstrated in many countries of the world over previous decades, is not equipped tosucceed in the ever-changing customer-centric environment in which it operates, due to its fragmented and decentralized nature. Essentially, citizens receiving or requiring these services have been subjected to processes involving multiple government or quasigovernment departments or units. This has been exacerbated by a lack of ‘joined-up’ thinking and communication between service providers, often referred to as a ‘silo’ mentality. This has given rise to frustration, anxiety, delays and disappointment among customers.

2. With this in mind, in more recent times public service delivery has been viewed through a different lens by governments who, for political and humanitarian reasons, have recognized their citizens as customers to be given great experiences and not just people to be served.

3. This attitudinal change has been undertaken by public service institutions after studying the power of brands, especially in terms of significantly high levels of satisfaction, trust and loyalty achieved by the world’s top private-sector companies, who understand customer needs and wants, give customers what they desire, and manage their experience consistently at every interaction or touchpoint.

4. This shift in thinking has been embraced by the government of the UAE with its Service Factory initiative, which is a commendable and substantial start to improving the lives of citizens of the UAE, and of those people wishing to live and work in the UAE.

5. A concerted effort over several months has produced eight bundled prototype sets of service designs that have been well thought through, based on conversations with sample groups of customers and relevant departments, and on service design workshops for multi-channel service providers.

6. The Service Factory has demonstrated the use of world-class techniques aimed at enhancing the ‘customer experience’, such as touchpoint analysis, customer life-stage analysis and customer journey mapping.

7. Anecdotal evidence from many groups of customers has proved that the Service Factory’s eight bundles of public services have been both appreciated and valued. Further measures of effectiveness are scheduled to take place.

8. Some of the eight bundles of services are already in the process of application design and development, and are beginning to work on multi-channel experiences for customers who utilize digital technology.

Key Stakeholders Satisfaction Survey

92%

92%

89%

89%

89%

89%

87%

84%

82%

82%

79%

79%

66%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Enhanced Experience

Improved quality

Idea Innovation

Service Efficiency

Reduced visits

overall satisfaction

Improve service management

Improved service integration

Service outcome and impact

Decision making inclusiveness

Improve communication

Spread service design Culture

Citizen, private sector and public sector partnership

All stakeholders satisfaction of Customer Happiness Factory

• High overall satisfaction about the project of 89%

• Customer satisfaction about decision making inclusions is 82%

• High impact results including enhance experience, efficiency, improved quality, and improved overall integrated services

• 82% are satisfied with service outcome and impact

• Satisfaction about spreading the service design culture by 79%

• Citizen, private and public sector partnership 66%

Inclusion of various segments in CHF

• 55% of participants in the survey were customers who participated in designing the product and got

• 42% of participants in the survey were female.

• 68% of participants were between the ages of 20 and 39 years old

55%

45%

Survey participants percentage by profile (customer vs. government)

Customer Government

42%

58%

Survey participants percentage by gender

Female Male

68%

32%

Survey participation percentage by age group

20-39 40-59

Evaluation

• The key outcome of the evaluation is that the project has created a cultural change in shifting public administrators’ focus on customers when designing government services. The surveys showed that four-fifths of those asked, (79%) were satisfied in the rate of cultural change.

• In addition, it found CHF was an efficient and effective project to attain its goal of collaborating public and government in developing government services.

• Key successes include gaining the public administrator key service design skills and tools to improve government services not only in those bundles but also with every service in each government body. The high satisfaction rate of (89%) has impacted the continuous progress of the CHF to develop new projects.

• Some feedback came about working with local government, from other countries, and from public opinion. Participants and customers were 92% satisfied with the enhanced experience and improved quality of service.

• Both service efficiency and reduction of visits gained an 89% satisfaction score. Furthermore, 82% were happy with the result of the service outcome and impact satisfaction and 84% were satisfied with the improvement in relation to the integrated services.

Lessons learnt

• Improve integrated services of a ‘one-stop-shop’ needed to engage all stakeholders from citizens, residents, governments and the private sector.

• Hands-on training is key in obtaining skills in service design and changing the current way of developing services

• Awards and motivation is key for pushing groups to work harder and in a more innovative way when developing government services.

• Leadership support of this initiative is essential to ease implementation.

• Changing the culture of ‘perfectionist’ to ‘accepting failure’ is key when using a ‘trial and error’ method of developing different prototype of services.

• Partnership is key for the success of improvement in integrated services and ensuring public private partnership that includes customers.

• Method of implementing and governing structure of projects is important to sustain the development and implementation of the service bundles.

• Transformation from traditional services to smart services should be human-centered design with an adoption strategy that is based on customers behavior and preference.

• Emphasize to both government and citizens the focus on collaboration and competing as a society with other nations in providing public services.

Recommendations

1. The Service Factory should continue its work and continue its pilot study of all eight bundles of services currently underdevelopment.

2. Every attempt must be made to evaluate the effectiveness of these eight initiatives using both qualitative and quantitative data, derived from existing customers and other people who currently or may in the future require these services, and also from all departments involved in delivering them.

3. Measures of ‘customer satisfaction’ or ‘happiness’ should be introduced as a continuous process.

4. Readiness for change should be assessed across all government departments that are likely to be involved in current or future Service Factory initiatives.

5. Plans for changing systems and the breakdown of departmental boundaries should be drawn up as part of the UAE government transformation program.

6. Plans for training staff in change management should be included in the transformation plans, starting with the Service Factory departments involved.

7. The PMO for the UAE public service should develop a brand strategy and carry out a brand audit. The strategy would include establishing a brand identity (how the government would like the public service to be seen by customers/citizens), and the audit would track brand image (how the public service is actually seen). Any perception gaps found would provide good data for further improvements. Following a process of strategy development, the audit could begin with Service Factory initiatives.

Appendix

• Links (news, videos, tweets)

• Processes of each bundle before and after

Video, newspaper and social media Links:• Videos:

• (CHF exhibition) https://youtu.be/9fddIsKVCjU

• (Study a broad) https://youtu.be/jCt-Lxcg1UU

• (Coming to work in UAE) https://youtu.be/_E-jZfqIEOw

• (Getting married) https://youtu.be/y6e0mCu2OEE

• (Emergency) https://youtu.be/oDpk65pDWw8

• (Starting a business) https://youtu.be/ztyzOch1360

• Interview with service design show: https://youtu.be/IWRMFcMhNZ4

• News papers and publication:

• http://gulfnews.com/news/uae/government/mohammad-opens-happiness-factory-1.1968101

• http://www.emirates247.com/news/government/sheikh-mohammed-attends-the-launch-of-customers-happiness-factory-2017-01-26-1.647067

• http://www.albayan.ae/across-the-uae/news-and-reports/2017-01-26-1.2838774

• https://www.service-design-network.org/touchpoint/touchpoint-8-3-business-as-unusual/muna-al-dhabbah-championing-service-design-to-deliver-seven-star-government-services-in-the-united-arab-emirates

• https://youtu.be/oDpk65pDWw8

• https://blog.wearefuturegov.com/the-service-factory-2e2f56c4ebe8

• https://urldefense.proofpoint.com/v2/url?u=https-3A__blog.wearefuturegov.com_the-2Dservice-2Dfactory-2D2e2f56c4ebe8&d=DwICAg&c=3FqlkkMVmgYAEMdEaJMrmA&r=fU9WP-q3zpM1D4wZgaIJUlKkxE9gGlvm4waOXUfsyZA&m=5L8NtCVudogv2wyaa1Ftrm5fBspOogtF33NDDR7wzQk&s=EdD5eUY7F17pxB1eNcSDJbAgLlUDsdUfrVyW7Bcfhtg&e=

• Tweets

• https://twitter.com/HHShkMohd

• (Having a baby) end product tweeted by customer t.co/1nNV8g4J7n

Working in UAE bundle customer journey before and after

Emergency bundle customer journey before and after

Studying abroad bundle customer journey before and after

Getting married bundle customer journey before and after

Having a baby bundle customer journey before and after

Searching for a job bundle customer journey before and after

Retirement bundle customer journey before and after

Starting a business bundle customer journey before and after