At the comprehensive service window of the Guangling District Government Affairs Hall, a special "corporate agent" recently approached to inquire about the processing procedures for a human resources service license. This agent was none other than Ma Jun, Deputy Director of the Guangling District Data Bureau, who was participating in the "Run Once in Another's Shoes" immersive experience initiative by posing as a business representative. During the session, he learned that Jiangsu Haishi Human Resources Co., Ltd. urgently needed the license for business expansion, yet some essential documents—including valid certificates and labor contracts for specialized staff—were still incomplete, making the application ineligible under standard approval conditions.

With the company facing imminent growth plans but stalled by the paperwork hurdle, the enterprise leadership grew increasingly anxious. Recognizing that business development cannot afford delays, Ma Jun immediately convened an on-site consultation with relevant departments. After verifying the company's strong credit record and eligibility for the notification-commitment system, he decisively approved the adoption of this streamlined approval mechanism. This allowed the enterprise to obtain the license upon signing a commitment letter, with a 90-day window to submit the outstanding materials—a resolution reached in less than an afternoon. Overwhelmed with gratitude, the company representative remarked that they had anticipated a lengthy delay but instead completed everything in a single visit.

The resolution of Jiangsu Haishi's issue serves as a microcosm of Guangling District's ongoing "Run Once in Another's Shoes" campaign since February. The initiative focuses on three priority areas: high-frequency administrative procedures, pressing enterprise concerns, and services for special groups. Through substantive actions, the district aims to alleviate business burdens and accelerate the delivery of benefits. Ma Jun emphasized that only by having officials immerse themselves on the front lines can underlying issues come to light. Since the campaign's launch, staff from all service-oriented departments have traded their office attire for the perspective of citizens, corporate agents, and window clerks, stepping into government halls and community enterprises alike. They have walked through entire approval processes across diverse scenarios—addressing special group needs, urgent corporate matters, and heritage building renovations—while gaining firsthand insight into service quality, thereby shifting government services from passive reception to active perception.

To date, the district has conducted over 130 such experience sessions this year, identifying and fully rectifying 23 issues through a closed-loop process. Zhu Jinfeng, Director of the Guangling District Data Bureau, explained that the campaign's core value lies in detecting problems after the "run" and driving systematic improvements. The district has established a standardized workflow encompassing precise issue sorting, experiential verification, closed-loop rectification, and multi-dimensional effectiveness evaluation. This approach transforms experiential insights into institutional measures for precise service delivery, propelling government services from mere "capability" to "speed, quality, and excellence."