Applying 6 Laws of Customer Experience to Healthcare.Gov

We have not done our own analysis on the customer experience of, but there are widespread accounts of its “user unfriendliness.” The situation is so bad that the White House has hired a new consultant to triage the problems.

6LawsofCXHealthcareGovThis isn’t surprising. It’s not easy to create a great customer experience, while it’s pretty simple to make a poor one. And the government especially is not known as being customer-centric (or citizen-centric). To understand what might have gone wrong, let’s examine through the lens of our Six Laws of Customer Experience. These laws define the  realities about how organizations, including governments, treat their customers:

  1. Every interaction creates a personal reaction. Or put another way, an experience that is built for everyone satisfies no one. Every customer experience has three components: functional (can customers do what you want to do?), accessible (is it easy for customers to do what they want to do?), emotional (how does the experience make them feel?). While I’m pretty sure the project had functional requirements (which can be very consistent across different customer groups), it probably did not have any accessible or emotional requirements, which demand a deeper understanding of the needs of target customers.
  2. People are instinctively self-centered. Human beings operate from their individual frames of reference, and employees often have a deeper understanding of products, organization, and subject matter than customers do. This means that if employees are not able to look at a product from the point of view of a customer, they will create experiences with overly complex processes, terminology, and user flows. leaders must acknowledge this bias and work diligently to neutralize its effects.
  3. Customer familiarity breeds alignment. If everyone shared a vivid view of the target customers and had access to customer feedback, then there would be more agreement about what to do for them. Hopefully the effort (at least going forward) will use design personas to create a clear and compelling image of target customers. The development of would have been better if it had been developed using an iterative design approach that incorporated ongoing feedback from these target users.
  4. Unengaged employees don’t create engaged customers. One of the most important ingredients for good customer experience is a highly engaged workforce. Our research shows that engaged employees are more than twice as likely to stay late at work if something needs to be done, help someone at work even if they’re not asked, and do something that is good for the company even if it’s not expected of them. In addition, they are almost three times as likely to make recommendations about an improvement. I don’t have any insight into the people who were working on the site, but I would guess that they were not fully engaged.
  5. Employees do what is measured, incented, and celebrated. You may ask why the people working on website did what they did. Well, I like to use this urban quote, “don’t hate the playa, hate the game.” People tend to conform to the environment that they are put into: the metrics that are tracked, the activities that are rewarded, and the actions that are celebrated. It’s likely that there were not a lot of measurements, incentives, or celebrations around good customer experience.
  6. You can’t fake it. As Ralph Waldo Emerson once said: “Who you are speaks so loudly I can’t hear what you’re saying.” While it’s possible to come up with a long list of priorities, there’s no way that many of them will receive much attention. A good rule of thumb: Anything below your 3rd priority is not a priority at all. For a project like to provide a good experience, it has to be a “true” top priority from the top of the organization. I had not heard any discussion about the experience of until there were problems when it went live.

The bottom line: All leaders should read the Six Laws of Customer Experience.

About Bruce Temkin, CCXP
I'm an experience (XM) management catalyst; helping organizations improve results by engaging the hearts and minds of their employees, customers, and partners. I enjoy researching and speaking about these topics. I lead the Qualtrics XM Institute, which is the world's best job. We're igniting a global community of XM Professionals who are inspired and empowered to radically improve the human experience. To achieve this goal, my team focuses on thought leadership, training, and community building. My work is driven by a set of fundamental beliefs: 1) Everything starts and ends with human beings, so you need to understand how people think, feel, and behave; 2) XM is a discipline that needs to be woven throughout an organization's entire operating fabric; and 3) Building the XM discipline requires a combination of culture, competency, and technology.

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