Summary
To be successful, Operations has to be many things to many people. Operations might need to present a different face to innovators and designers, who might fear Ops as an imposer of constraints, than to a more established group, who are comforted by the presence of strong operations. Similarly, decision-makers, Legal, Procurement, and other silos might require different “faces” from Ops. Crystal Philcox will draw on her experience helping lead operations at the IRS and GSA to show us how Operations can be most effective by adapting to the needs and expectations of an organization’s other major players. She’ll also help us resolve those different “faces” so that they remain aligned and true to the overall goals of an Operations organization.
Key Insights
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Government operations face unique challenges in integrating human-centered design due to risk aversion.
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There were no UX experts at the IRS despite its ranking as a top government website, highlighting a significant gap in user experience.
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Strategic moves in communication are essential to navigate different parts of an organization effectively.
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Understanding the details of your organization's operations is crucial in gaining credibility and making informed decisions.
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Building alliances within the organization can facilitate smoother operations and help address challenges.
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Transparency and communication are foundational to building trust with your team.
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Involving team members in discussions fosters a sense of ownership and trust during changes.
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Assessing risk is vital in determining how far to push for changes in a risk-averse environment.
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Operational excellence requires input from everyone in the organization, not just the operations team.
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Government agencies must shift towards being more user-focused to improve service delivery.
Notable Quotes
"If you've ever tried to conduct a transaction online with a government agency, that might not surprise you."
"In government, there's a lot of rules that often grow from a single incident."
"We are putting creative people inside a group of box checkers."
"It's essential to acquire the skills you need to be able to play in those arenas."
"The most important part of gathering feedback is introducing folks to the ideas."
"Building coalitions can be powerful."
"You should ask your people what they think. It's kind of a no-brainer."
"If you don't follow a user-centered methodology, you can encounter complete anarchy when rolling out changes."
"Even if your direction totally changes, you can still rely on the best practices gained over your career."
"My goal is to make it easier for government to listen to people."
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