During the website revamp, CPFB took the opportunity to re-write and re-organise content from each CPF member’s perspective, instead of by individual scheme. For instance, instead of looking for information on topping up their CPF account under a scheme name such as “Retirement Sum Topping Up”, CPF members can now easily look for information relating to top-up under “Growing your savings”. The former requires a prerequisite understanding of CPF schemes while the latter is simply based on the intent. After going through and understanding the different schemes, CPF members are conveniently provided with a shortcut to proceed to make their top-ups.
Engaging CPF members with personalised experiences
With Adobe Experience Manager Forms, CPFB created personalised digital product offerings for CPF members who need more guidance in their retirement planning journeys. One of these offerings is the CPF retirement income planner, which helps members set their retirement goals through a series of easy lifestyle questions. Based on their answers, the planner suggests a personalised retirement income goal and provides options for members to top up their CPF account if needed. This empowers CPF members to take charge of their retirement planning.
In addition to delivering self-help content, CPF teams can also quickly get the word out about policy changes, highlight blog articles on timely topics, or publicise events such as CPFB’s annual "Ready for Life" festival. CPFB created more than 2,000 message templates in Campaign for millions of proactive, personalised communications sent to members monthly. Since 2022, the organisation developed more than 170 message variations and conducted more than 64 A/B tests. With its test-and-learn strategies, CPFB saw CPF members taking notice, achieving a 10% lift in open rates for educational direct messages.
Smarter, more agile asset and content management
Liu and his team have also embraced more efficient asset management. CPFB neatly stores digital assets in folders aligned with the website’s structure using Adobe Experience Manager Assets. Content authors from various teams across CPFB can easily locate images to make changes.
Instead of relying on IT staff for all website changes, non-IT trained staff are now empowered to make changes to the content at any time and on any day, to provide more agile content delivery. The What-You-See-Is-What-You-Get interface for Adobe Experience Manager Sites allows the content writers to be easily onboarded.
“We’ve gained a great deal of operational flexibility and speed,” says Liu. “Our business colleagues can deliver fresh content instantly instead of waiting up to three days when relying on a central team and IT to publish content. Training and empowering our workforce to quickly make their own content updates enables us to respond to the dynamic needs of current times. Our employees are also happier with the ease and speed of content updates as a result.”
CPFB opted for a Managed Services implementation of Experience Manager that delivers high performance and availability. “We can launch new services and updates on weekdays instead of in the early mornings on weekends, with zero downtime for our customers,” says Liu.
Ops-tech integration for experience-driven growth
With the carefully designed 4E experience, CPFB saw increased engagement from its CPF members. For instance, CPFB saw almost double the unique viewership of their Yearly Statement of Accounts and 90% of CPF members rated the refreshed site at least 5 out of 6 stars, which is up from 84% prior to launch. It also won the SG Mark Gold award for Experience Design in the Singapore Good Design 2022 awards.
This could not be achieved without a strong ops-tech integration between operations and technology. Product owners collaborate with developers to build bespoke online forms using Experience Manager Forms, but are able to self-publish simple copy changes on the forms as needed.
So far, CPFB has trained more than 200 employees to use the Adobe products to improve CPF members’ digital experience. “We started with a strong internal team of five power users focused on lowering barriers to adoption,” says Liu. “We’re breaking silos with greater integration between operations and technology, freeing our staff from mundane tasks to provide higher-value services that enrich the lives of Singaporeans.”
