Designing client-ready public services through nudge-based experiments : behavioural insights’ ability to enable change in in-house LawTech teams

Abstract

This MBA thesis proposes a behavioural change initiative takling the five team dysfunctions within a Law Technology service unit of a supranational body. The project aimed to transform a technically skilled but strategically disengaged team cluster into client-ready internal consultants. Drawing on nudge theory and behavioural insights, five experiments were designed to enable proactive decision-making and promote service-oriented behaviours. The interventions addressed issues such as low visibility of work, poor stakeholder engagement, limited understanding of core business concepts like value proposition and strategic communication, and lack of business process models. Complementary tools from service design, behavioural science, and intercultural management supported the approach. So did practical deliverables developed — including integrated process models, coaching resources, and an informal service manual. The outcome was a behavioural change wheel, mapped to gaps in the service blueprint, to support self-management and service delivery aligned with institutional policies and goals. Actionable insights, grounded in cultural and value frameworks, for applying behavioural design delivered the first transformation steps in a complex public sector environment.