Customer Experience Assessment

The Problem.

Because the organization’s programs typically interact more directly with intermediaries than members of the public, disconnects can emerge with the direct customers who are most in need of the organization’s services. Our team determined that the best first step to bring human-centered design into the organization was to perform a current state customer experience (CX) assessment to identify big picture opportunity spaces and immediate recommendations to improve CX at the organization.

The Process.

I led a three-person team in an initial landscape analysis of the organization and an audit of existing CX efforts. These exercises helped frame our research objectives, recruiting methods, and interview guides. Our team conducted a survey and completed interviews and feedback sessions with 57 staff from across the organization’s main and field offices. Interviewees included both leadership and non-managerial staff to ensure a diverse perspective from the organization’s employees.

The Solution.

My team identified specific insights and accelerators that formed recommendations and next steps the organization could take to increase CX adoption. These outputs helped shape the customer experience team’s initial strategy, including vision, goals, workstreams, and milestones. The creation of this CX assessment and the resulting socialization materials have been used as templates for Booz Allen’s customer experience consultants across federal contracts.