Case Study 1: Service Transformation

In Singapore, the Public Service administration has set in place ‘Integrity’, ‘Service’, and ‘Excellence’ as its core values, which are expected to be inculcated in all Public Service staff. In living out those core values, the Client thus sought to review their organisation’s service framework, for alignment with the larger Public Service in terms of collaborating with customers for a more robust customer experience. While upholding the service quality of its officers has always been a basic expectation of the Client, it became imperative to review its service framework, in tandem with increased public expectations of customer service in recent years. In the June 2013 issue of the Ethos[1], Mr Pang King Keong, Chairman of the Quality Service Committee, alluded to “a sharp escalation in public interaction with government agencies”. He also observed that “the nature of feedback and expectations of government responses have also become more complex”, due to “a better educated, better informed and more sophisticated citizenry (who) have come to expect greater responsiveness, accountability and personalisation in services. They also expect public agencies to have more empathy and understanding of their individual needs.”

Considering the evolving expectations toward public service, the Client decided to embark on a Service Transformation Journey. This was with the purpose of reviewing – amongst other things – its core values, the accompanying service behaviours expected of staff, and its current organisational culture. The journey commenced with senior management interviews, to understand their service vision for the organisation. However, there still lacked clarity on the various customer journeys for each business function, as well as understanding of key sub-processes. We facilitated discussions with the internal stakeholders and process owners, to map out customer journey maps across business functions. We also conducted observational studies, followed by one-to-one interviews with real customers, to understand their experience in key sub-processes.

Subsequently, a Cultural Values Assessment was conducted across the entire organisation, to understand how staff viewed the organisation’s culture, as well the kind of working culture they desired. What emerged was a ground-up discussion of the behaviours that staff experienced in the office, and how it impacted their delivery of customer service. This resulted in a holistic review of the organisation’s core values, via a series of senior and middle management “Unpack-Repack” workshops, where management staff gained clarity on the core behaviours expected of them as leaders. The revised core values was eventually cascaded throughout the organisation for all staff.

Focus group discussions with customers and staff were also conducted, to solicit feedback on areas done well and areas to be improved, with regard to their specific customer sub-process. Their desired emotions were also identified through those sessions. From these, customers were eventually segmented into different customer emotional profiles, with specific desired emotions. For example, Routine customers could be expected to want to feel ‘Assured’, ‘Convenienced’, and that they received ‘Fair’ treatment. In contrast, while Appeal customers also wished to feel ‘Assured’ and ‘Convenienced’, they showed a stronger desire to want to be ‘Cared For’ by the Client.

The Service Transformation Journey culminated in a customer experience survey, where a baseline measurement of the organisation’s customer service was taken. Through the survey, key drivers of customer satisfaction and advocacy were identified, for adoption into further action planning by the Client. This spoke of a commitment from the Client to ensure that their customers enjoyed a happy and seamless customer experience.


[1] “A New Paradigm for the Delivery of Public Services”, Pang Kin Keong, Ethos, Issue 12, June 2013. Extracted from
on 6 Mar 2017.