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Service Experience

Connecting customer need, policy intent and service outcomes

Why we need to change

Good work is happening today. The change is about joining it up so we can make clearer, customer led decisions across whole services.

Today

  1. Ownership is fragmented
    Responsibilities and decisions can sit across several teams.
  2. We use different approaches
    Methods, language and expectations are not always consistent.
  3. The whole service can be hard to see
    Product, policy and delivery views do not always connect end to end.
  4. Improvement can be reactive
    Evidence and learning are not consistently brought together.

What changes

One joined-up Service Experience model
A clear route from evidence and policy intent to design, delivery, assurance and improvement.

Understand customer need → Decide together→ Design whole services→ Assure and improve

Common framework • clear decision rights • shared evidence

What  it enables

  • Clear accountability
    People know who decides, designs, delivers and assures.
  • Evidence-based choices
    Customer need and insight shape what we do and what we stop.
  • Consistent quality
    Common standards and independent assurance support every service.
  • Continuous learning
    Performance, complaints and feedback drive planned improvement.

The goal: better decisions, better services and better outcomes for customers

The Differentiated Offer

Service Experience: functional areas

The engine room for design, assurance and improvement

Understand customer need

Translate policy and strategic intent into service requirements

Design the service

Monitor live performance

Understand customer need

Improve and learn

Service Stewardship

How accountability will work

Service Experience will not take over delivery. It will provide the evidence, design, standards and challenge that help delivery areas succeed.

SERVICE EXPERIENCE Sets the conditions for good services DELIVERY AREAS Own delivery and customer outcomes 1 Understand customer need and evidence Translate policy intent into service requirements Design whole services, guidance, journeys and channels Set guardrails standards, methods, and principles Assure, monitor & support independent challenge of performance and capability, CUSTOMER DESIGN AUTHORITY Customer-led decisions made collectively APPROVES • REDIRECTS • CHALLENGES • SAYS NO, DELIVERY AREAS Own delivery and customer outcomes 1 Understand customer need and evidence Translate policy intent into service requirements Design whole services, guidance, journeys and channels Set guardrails standards, methods, and principles Assure, monitor & support independent challenge of performance and capability 1 Plan & prioritise delivery within available capacity Build & implement services, products and operational change Run services day-to-day operations and controls Manage performance service measures, risks and issues Deliver outcomes and act on agreed improvements

Policy and Technical Expertise

THE VISION FOR THIS AREA

This area owns the subject matter expertise for the MaPS areas of work. In addition to an externally facing policy representation role, this function provides subject expertise to customer led service design process. It also translates policy, regulatory and technical requirements into clear service outcomes. It does not own the design or the proposition. It owns the expertise that makes sure the design gets the technical detail right.

The Ambition

  • Clear role definitions so expertise feeds design, not the reverse
  • Policy translated into service outcomes before design begins
  • Subject matter experts deployed into service teams
  • Technical guidance connected to the design lifecycle
  • A smaller, sharper team focused on what only policy can do

Why this Area Matters

  • MaPS has deep policy knowledge that is important for government and partners
  • Services need to align to the policy objectives and built to fit the policy context
  • Propositions are moving closer to service designbut the content expertise is still crucial to success

What each part of this area does

  • Money guidance policy and expertise
    Subject matter expertise in money guidance: the policy landscape, regulatory requirements and technical detail that services need to get right.
  • Pensions policy and expertise
    Subject matter expertise in pensions, including Pension Wise. Translates policy and regulatory requirements into clear service outcomes.
  • Policy to service requirements
    The translation step between policy intent and service design. Turns statutory duties, departmental ambitions and strategic objectives into requirements for service designers.
  • Technical guidance and interpretation
    Interpreting technical regulatory and policy detail so it is applied accurately. Making sure guidance content and service designreflect the correct position.
  • Proposition landscape
    Maintaining the strategic view of what services are available across the landscape. Understanding what already exists and howit aligns to policy helps guide where MaPS needs to step in.
  • Regulatory analysis
    Analysing the regulatory environment and what it means for MaPS services. Working closely with SPG to track FCA requirements, legislative changes and consultations.
  • Government and regulator relationships
    Managing the relationships with government departments and regulators that shape MaPS services. Providing technical expertise and reading the direction of travel so MaPS can contribute to development.
  • Management and oversight of the SME framework
    Owning and running the SME framework that brings in additional subject matter expertise to support services, making sure it is used consistently and to MaPS standards.