by Sean McCoy (@TheRealMcCoyTRM) Internal branding and customer service are not the exclusive domain of the private sector. Public service, by its very definition, carries the promise and expectation that the government will serve its many constituents and that the notion of service delivery and customer delight, or at least satisfaction, is a fair expectation.
This is a profound declaration when it comes to government and has consequences as we near the conclusion of another democratic election in this magnificent country.
Simply meaningless
Service delivery in a government context has become what I define as one of those ‘vomit words’ that we hear all the time but is now simply meaningless — it’s up there with ‘stakeholders’ and ‘alleged’, possibly all integrating into a suitable ‘vomit paragraph’ when expressed together: ‘We are allegedly engaged in service delivery to all stakeholders.’
Enough cynicism! Let’s get down to the business of real service delivery: the onus on government is large and we all experience it at so many levels on a daily basis. Whether it’s the delivery of basic services such as water, refuse and electricity, or the more complex task of customs and excise or tax collection, we encounter these services as citizens continuously and we have a right to expect fair, if not outstanding, treatment as a customer of the state.
I think we are seldom seen as such and therein lies the challenge for central government and its many subsidiary departments.
Stories of service excellence
You will have to enquire hard to discover stories of service excellence when probing the structures of our state. There are some but they are few and far between, and we all register delight when we are treated politely or experience extreme efficiency, all too infrequently. Why can’t we have more of this and less of the perpetual ‘potholes, malfunctioning traffic lights and corrupt vehicle licensing’ conversations?
Benchmarking ourselves against our African counterparts is not a measure; we need to look further than that. Arrive at the airport in Singapore and you are greeted by a smiling customs official with fresh flowers on her counter and a bowl of sweets to welcome you as you pass through — simple but effective.
In Singapore, it’s not as superficial as this but part of a deep-seated commitment to service and government effectiveness. The brightest of students are targeted through their schooling and through university and attracted to work in the public sector, which also happens to pay better than the private sector. This also implies results and expectations, and public sector management is held fully accountable.
Can’t work in reverse
It simply cannot work in reverse, where there are high levels of compensation and remuneration, with little competence and no accountability. This points all the way back to the beginning of the brand-alignment conversation: leadership and vision, which shape institutional culture, and a set of values conducive to service delivery.
The Singaporean model is world-renowned; the South African one is not a shining light and we are entitled to demand better. Citizens of this country can also expect a return on their tax investment, particularly where such services are monopolised and it is not possible to vote with our feet or our wallets.
This is not intended to be a political article but rather a brutal assault on the notion of internal branding and the alignment of institutional capacity in the delivery of the expressed promise to market — in this case, the government to the general public.
Hard, difficult work for any organisation
I have alluded that it is hard, difficult work for any organisation, and none more so than our government, which has a massive task and a wide base of constituents with very diverse needs, wants and desires. All of this is compounded by a legacy and history that has distorted such service provision and that still puts extreme pressure on institutional capacity today.
Nevertheless, this cannot remain an ongoing explanation for non-delivery and inefficiency, and we simply have to build this capability — from the inside out.
Hopefully, the article has not nauseated you but triggered the thought that we have work ahead of us. The country has undoubtedly made monumental strides in the last 20 years, as a new democracy and government does deserve periodic applause. It cannot, however, rest on its laurels and allow complacency and inefficiency in the delivery of public service.
A good place to start
Internal branding and alignment of capabilities to meet the national promise are a good place to start. There is much to do.
Dr Sean McCoy, MD and founding member of HKLM, is a prominent figure in the branding arena, with his expertise centered on client service, brand strategy and business development. Sean has been chairperson for the Brand Council of South Africa since 2012. He contributes the regular “The Real McCoy” column focusing on internal branding to MarkLives.
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