Enhancing Human-Centered Processes

In many communities, parks are built with predefined pathways for people. However, in other communities, parks are constructed without any pathways, allowing people to mark high-traffic areas with their footsteps naturally. Authorities then pave these pathways. The first scenario might create visually appealing pathways when viewed from above, but people might still use shortcuts or avoid the park altogether. The park may look less attractive in the second scenario, but people will enjoy walking through it without muddying their shoes. The first process is a top-down approach, while the second is a bottom-up approach that primarily considers people’s needs and interests. There is also a middle way, where people mark where they need pathways, and then pathways are built and beautified to get the best of both approaches.

For decades, there has been a push to move away from paper and create digital governments, applications, and processes that are supposed to simplify our lives. Yet, we often encounter processes that are hard to navigate. Why is that?

A common misconception about digital transformation is that it merely involves transferring paper documents and processes online. This results in paper savings but retains the complexity of the original paper process.

Digital transformation should start by rethinking the entire process, including inputs, flow, human involvement, and outputs. Every component of the process must be reconsidered from scratch, including its needs. Rethinking the process does not end when the new system becomes operational, as digital transformation is an ongoing journey that constantly evolves.

How Can Surveys Help Digital Transformation?

Surveys are essential for engaging all stakeholders to ensure they achieve the best outcomes:

Business owners and/or top management: 

This group tends to know the process’s objectives and intended results. It is crucial to capture their goals and vision for the process and question those objectives to determine if they are logically sound and necessary or inherited from the past. For example, in a project aimed at improving customer service, top management might aim to reduce response times. Surveys can help capture their vision and ensure it aligns with the organization’s overall goals.

Staff/implementers: 

It is essential to see if they understand the objectives the same way top management does and to capture the details of the process and interactions with other internal and/or external stakeholders. This group might have practical suggestions for improving the process. Like working with top management, it is also crucial to question the process and see if it has been thought through or is inherited from the past. For instance, in a manufacturing process, staff might suggest changes to the workflow that could reduce bottlenecks and improve efficiency.

Third parties involved in the process:

In many cases, the process involves third parties, such as service providers with specialized expertise or regulatory bodies. It is crucial to map all these interactions, minimize them, and consolidate whatever can be consolidated. For example, if there are two interactions with a government agency at different times, it may be possible to consolidate them into one. It is also important to question all relations with third parties and consider their plans for change and improvement in the planning. In a supply chain process, consolidating supplier interactions can streamline operations and reduce delays.

End users/beneficiaries: 

This group should be the primary target, and their needs and interests must be a top priority. This group could be unified, such as industrial factory owners, or very diverse, such as individuals trying to obtain or renew their residencies. It is essential to map the beneficiaries and understand their needs and pain points. For example, understanding patients’ experiences and feedback can help design more patient-friendly processes in a healthcare system.

How To Plan For The Process & Gauge The Opinions Of  All Stakeholders?

A literature review is needed to understand what has been documented about the process and other similar processes. This review will include the theory and concept behind the process, any regulations, how other processes within the same institution are run, how other entities run similar processes, and any related public data such as articles and social media posts.

Interview business owners and/or top management:

This is usually a small group that needs to be questioned in detail about their objectives. One-to-one Key Informant Interviews (KIIs) are typically required. These KIIs might be lengthy, so sufficient time must be allocated. The meeting can be broken into multiple shorter meetings to avoid exhaustion or if the interviewees do not have enough time to meet in one session. These meetings are better conducted in person but can be done online for logistical or cost-related reasons.

Staff/implementers: 

Depending on the size of this group, different approaches are needed, starting with detailed surveys to see if they align with their management’s objectives, to KIIs to capture the process, to Focus Group Discussions (FGDs) of up to eight people, which might include top management as well. These discussions aim to create a live conversation about the objectives and processes, challenge ideas, and capture them. For example, FGDs can help gather insights from developers, testers, and project managers in a software development project to improve the development process.

Third parties involved in the process:

Usually, there will be at least one representative from each third party, so KIIs work better to capture their needs, involvement, and any role they see for themselves in the process. For instance, in a construction project, interviews with contractors and suppliers can help identify potential issues and areas for improvement.

End users/beneficiaries:

This is the largest group, and a combination of surveys and FGDs must be employed. The surveys should include closed-ended questions, where respondents choose specific answers, and open-ended questions, where they can elaborate on their needs, experiences, and feelings. FGDs will aim to test the system before (old system), during, and after development. This way, notes and suggestions can be captured throughout the process, allowing quick corrections before release. For example, surveys and FGDs with commuters in a public transportation project can help identify pain points and areas for improvement.

Digital Transformation Is A Continuous Process

It is essential to know that digital transformation is a continuous process that does not end when the new process is implemented. Technology is constantly evolving, people’s needs are changing, and legislation is continuously modernized. Clear policies that include internal mechanisms for upgrading the processes are needed to stay on the cutting edge in a fast-paced world.

Opinions expressed by Compass Coworking Centre’s contributors are their own.

About The Author

Bassam Al-Kuwatli has a diverse professional and academic background. He has extensive experience in several career fields including, IT, oil & gas, telecommunication, medical, immigration, and research. He also holds an advanced degree in Computer Science, an MA in Conflict Analysis and Management (ethno-political focus), and has studied Immigration Law.