The buzzy corporate term "customer sensing" is a marketing concept that’s all about actively gathering and analysing data and feed...
The buzzy corporate term "customer sensing" is a marketing concept that’s all about actively gathering and analysing data and feedback from customers. The goal is to get a handle on their needs, preferences, and behaviours, which in turn helps organisations make data-driven decisions and improve their products or services.
While the idea of sensing and responding to the needs of "customers" has its place in various contexts, and that includes some government services that are more aligned with a corporate mindset, the term itself is more commonly associated with the private sector. And for good reason.
Here are a few reasons why "customer sensing" isn't necessarily a great fit for a government ICT division.
The Nature of Stakeholder Relationships
In the private sector, customers are typically external. They have a choice and can opt for a different product or service if they're not happy. Within a government context, the "customers" are often the public or other government agencies, and the relationship is a lot more complex. Citizens, for instance, often don't have the same level of choice. When it comes to essential services like policing, healthcare, or public education, there's usually no alternative provider to switch to.
A government's primary responsibility is to serve the public interest. This means a focus on things like efficient spending of public funds and effective internal service delivery. For Government IT, which has to walk a tightrope between service provision, policy, and security, a consumer-style "customer satisfaction wish list" just doesn't always translate.
Public Service vs. Profit Motive
Private businesses are driven by profit, and customer satisfaction is directly tied to their revenue. Government IT divisions, on the other hand, are focused on delivering public services. They don't have the same profit motive. Their goals and success metrics are different, often emphasising efficiency, transparency, and accountability over customer satisfaction in a traditional sense.
For example, a government IT department might need to prioritise strong security features for an online portal to protect sensitive citizen data. This might come at the expense of a super-friendly user interface, even if some users express a desire for it. The priority here is security, not a five-star user experience rating.
Navigating Regulations and Budgets
Governments operate within a strict framework of laws, regulations, and policies. These can really limit their ability to react to customer needs in the same way a private business can. Strict rules around procurement, data privacy, and fair treatment have to be followed, which can slow things down and make it tough for government processes to be agile.
On top of that, government IT departments often face budget constraints and lengthy procurement processes. This makes it difficult to quickly adopt new technologies or respond rapidly to changing needs, unlike many agile private sector businesses.
The Political Landscape
Decision-making in government is often influenced by political considerations. Priorities can shift based on changes in leadership or policy, which can introduce another layer of complexity. This makes it challenging to maintain a consistent focus on customer-centric initiatives over the long term.
"Stakeholder Feedback" Is a Better Fit
While it's true that the core principles of understanding and responding to user needs apply in almost any situation, the concept of "customer sensing" and the data it generates don't quite capture the unique challenges and considerations government entities face, especially within IT.
Within the public sector, the term "stakeholder feedback" is more appropriate. It emphasises the broader nature of the relationships between the government and its various clients, whether they are the public or internal agencies. The main goal of government IT is to support the operational efficiency and service delivery of government agencies, not to maximise profit or compete in a market. The concept of "customer sensing," which is rooted in predicting behaviour to drive sales, has limited relevance when the focus is on internal efficiency and statutory service delivery rather than external customer engagement.
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