No matter how well intentioned, when it comes to IT government has an awful habit of messing things up.
Organizations have latched on to "user-centered design" as a buzzword. In many cases, executives seem to misinterpret it as a euphemism for "thinking from a user's perspective." They don't fund user research or provide project owners the latitude to create teams that include UX and service designers. For all the talk about users, there is no consideration given to including them in the design and delivery process.
Many services (as end users would know them) transcend teams, directorates, organisations or departments. It’s not obvious where service designers should sit, since we want them to be working on services which by nature don’t always fit current organisation structures.
The 15 universal principles for designing services that work for users. Use them to design, assess or monitor the quality of any service.
In his book Inspired, Marty Cagan describes the job of the product manager as “to discover a product that is valuable, usable and feasible”. Similarly, I’ve always defined product management as the intersection between business, technology, and user experience.
“I really wish I had one place where I can see all my transactions with the council”, said nobody, ever. In all the workshops, co-design sessions and user interviews FutureGov has done over the last eight years no one could recall anyone expressing that kind of need.
Back in 2017, Paul Maltby co-curated a list of reading for policy wonks interested in finding out more about digital. There’s loads of great stuff in there which have stood the test of time. I’ve always liked the idea of…
If you want a natively digital nation, or a state, or a city, or whatever, my message today is you actually need to be bold enough to create some new institutions; institutions that are of the internet, not on the internet.
Our definition of digital says: “Applying the culture, processes, business models & technologies of the internet-era to respond to people’s raised expectations.” Once they’ve heard that, the next thing people always ask us is: “OK. But how? How do I make that happen in my organisation?”