How To Create Great Things

How to Create GreatCREATE Thing s HOW TO

GREAT THINGS

By Clara Asumadu & Natalie Su SERV 310 | Spring 2019

Natalie Su | Clara Asumadu Service Design 310: Idea Visualization for Service Design

The Team Clara Asumadu Service Designer

Ghana

Natalie Su Service Designer

Singapore

A Note from the Authors We created this book as a guide on how to create great things, from the Service Design perspective. Each chapter will take you on a journey of discovery through the Service Design process from ideation to implementation. As you read, you will find Infographics we created from readings about Service Design, that describe this process; you may use these for yourself or your team as handouts or large format printouts. We hope this odyssey will help you discover how we used a people-centered design process to create great things.

Our Approach Show ‘em: The viewer is simply handed the infographic and asked to explain what they understand.

We also ask for any questions or comments.

Their understanding helps us gauge if they were able to grasp the message we hoped to communicate, and how we can adapt our message to be understood better.

If you see this icon, this was the conducted interview style.

Work with ‘em: We worked together with our viewers to create something that works for them.

We give them a general understanding of the content that goes into the infographic.

Together, we construct the design and decide what information is relevant to include on the infographic.

If you see this icon, this was the conducted interview style.

In-Depth Interviews If you see this icon, this indicates a more detailed overview of one of our interviews.

| How to Read this Book

Tell ‘em: We started by telling the viewer the basic content portrayed in the infographic.

After, we have them explain them to us what they understand. We also allow them to provide feedback on the style, structure, ease of reading, and the amount of information on the infographic.

If you see this icon, this was the conducted interview style.

Keep it | Change it Our interviews helped us reiterate and refine our infographics into a satisficing design.

If you see this circle, this indicates a closeup of suggestions we received.

On the “Clara’s Work” and “Natalie’s Work” page, this circle highlights what will be carried into our final infographic. On the “Our Work” page, this circle highlights the changes made as we designed the final infographic, based on our interviews.

What’s Inside 01

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The Text

The Text

The Text

Individual work & Interviews Group work & Interviews

Individual work & Interviews Group work & Interviews

Final Iteration

Final Iteration

Individual work & Interviews Group work & Interviews Final Iteration

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3 ways to Spark Inspiration

Where do Great Ideas Come From

03

Service Design In Action

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Uncovering your Customer’s Journey The Text Individual work & Interviews Group work & Interviews Final Iteration 30

05

06

Human-Centered Research Methods

5 Core Elements of Service Design

The Text

The Text

The Text

Individual work & Interviews Group work & Interviews

Individual work & Interviews Group work & Interviews

Final Iteration

Final Iteration

Individual work & Interviews Group work & Interviews Final Iteration

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Mapping Experiences with Confidence

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3 Ways to Spark Inspiration

01

3 Ways to Spark Inspiration Models are visual representations of thoughts and ideas, presented in a simple and meaningful way. Models will help reveal the big picture and build consensus amongst people.

Prototypes are a low fidelity 3D models that should allow for deep and constant exploration. They can be used to bring perspective to journey maps or scenarios or to visualize and test early concepts and ideas.

Iterative prototyping will reveal assumptions, biases and gaps.

Conceptual writing is using words as lists or as and narratives to further communicate what is known but to also explore possibilities. It organize thinking and an understanding of all parts.

From Communicating the New: Methods to Create and Accelerate Innovation Chapter 1: Finding the Conceptual Center

by Marc Kim Erwin

6

17

3 Ways to Spark Inspiration

HOW TO SPARK INSPIRATION

Getting groups to be start thinking together and be inspired can seem daunting. With these 3 simple and creative methods, you can spark inspiration and collaboration by getting people to surface and be inspired by the Unconscious in information they already have.

MODELS AND FRAMEWORKS

BUILD-TO-THINK PROTOTYPES

LISTS AND OPEN-ENDED WRITING

1. MODELS AND FRAMEWORKS Thinking with Our Eyes

In this method, you create a model or a visual representation of the information or data you’ve gathered about something. To create a model, try to answer these five questions: 1. Does Sequence Matter?

3. How Does a Part Impact the Whole?

2. What is Important?

- help direct stages, progressions, variations, and boundaries

- break parts down - interrelate parts - highlight the undervalued aspect.

- correct assumptions

-prioritizing information

4. Any Underlying System?

5. Any Central Theme(s)?

- see how things are connected.

- Highlighting a central theme in your - brings order, synthesis and priority

- highlighting the numbers, emotional factors and areas of opportunity

MODELS AND FRAMEWORKS HELP: - Manage Complexity - Build a Shared basis of Judgment - Create alignment in teams

2. BUILD-TO-THINK PROTOTYPES

Thinking with Our Hands : Creating physical models 1. Prototypes to Ask WHAT IF?

2. Frankenprototypes to explore and align

3. Modular Prototypes to Converse and Configure

- describe ideas - encourage questions.

- for when resources are constrained

- allows people involved to take part in creating the prototype which

- use found objects or easy-to-use objects to create frankenprototypes.

- encourages conversation and reconfiguration of the prototype.

3. LISTS AND OPEN-ENDED WRITING Thinking with Our Words

Writing allows you to think, reflect and accelerate insights. Writing methods include: Initial Phase: 1. Simple lists to elicit insights - fact list: everything you know - hunch list: everything you think may matter - concern lists: to be revisted/ resolved - spark list: write anything that is interesting.

Synthesizing Big Data 2. Structured lists to integrate - relationships, heirarchy, naming, creating.

- mind maps, sticky notes, - wall based clustering (team based) - spread sheets (individuals)

Ideating: 3. Writing to prototype - creating a story for inspiration - use facts, quotes, questions, history, story, scenarios, situations and thesis statements

3 Ways to Spark Inspiration

8

Clara’s Work

HOW TO SPARK INSPIRATION Why this design?

Getting groups to be start thinking together and be inspired can seem daunting. With these 3 simple and creative methods, you can spark inspiration and collaboration by getting surface and

by The the idea This infographic intended to breakdown the three main people topics to presented in be theinspired chapter.

Unconscious in information they already have. was to explain what the three concepts were and describe how they might be applied.

MODELS AND FRAMEWORKS

BUILD-TO-THINK PROTOTYPES

LISTS AND OPEN-ENDED WRITING

1. MODELS General InterviewsAND FRAMEWORKS | Work with ‘em Thinking with Our Eyes

| Tell ‘em

to a SCAD Industrial student from the of Caribbeans and or two Interior InI talked this method, you create a modelDesign or a visual representation the information data you’veDesign gatheredstudents, about something.

To create a model, try to answer these five questions: one from Nigeria and the other from Kenya.

HOW TO SPARK INSPIRATION

Getting groups to be start thinking together and be inspired can seem daunting. With these 3 simple and creative

Keep ityou| Change it 1. Does Sequence Matter?

3.

How Does a by Part 2. What is Important? methods, can spark inspiration and collaboration getting people to surface and be inspired by the Impact Whole?

Unconscious in information they already have.the Their suggestions, listed below, were carried into the design of our final infographic.

- help direct stages, progressions, MODELS FRAMEWORKS variations, andAND boundaries

- break parts down BUILD-TO-THINK PROTOTYPES - interrelate parts - highlight the undervalued aspect.

- correct assumptions

1. MODELS AND FRAMEWORKS

-prioritizing information

LISTS AND OPEN-ENDED WRITING

- highlighting the numbers, emotional factors and areas of opportunity

Use different color to differentiate each MODELS point AND FRAMEWORKS HELP:

Thinking with Our Eyes

4. Any Underlying Any Central Theme(s)?

In this method, you System? create a model 5. or a visual representation of the information- or data you’ve gathered about Manage Complexity

Toconnected. create a model, try to answer these fiveinquestions: - see something. how things are - Highlighting a central theme your - brings order, synthesis and priority 1. Does Sequence Matter?

- help direct stages, progressions, variations, and boundaries

3. How Does a Part Impact the Whole?

- Build a Shared basis of Judgment

2. What is Important?

- Create alignment in teams

- break parts down -prioritizing information - interrelate parts - highlighting the numbers, emotional factors and areas of opportunity - highlight the undervalued aspect. correct assumptions Use a number system that clarifies each topic is a separate point

2. BUILD-TO-THINK PROTOTYPES

Thinking Our Hands INSPIRATION : Creating physical models HOW TOwith SPARK

MODELS AND FRAMEWORKS HELP:

4.Getting Any Underlying System?

5. Any Central groups to be start thinking together andTheme(s)? be inspired can seem daunting.Complexity With these 3 simple and creative - Manage

methods, you spark inspiration and collaboration people beModular inspired by the how things are connected.

- Highlighting a central themeby in getting your 1.- see Prototypes tocan Ask 2.

Frankenprototypes to to surface and 3.

Prototypes to order, synthesis and priority Unconscious in information they- brings already have.

- Build a Shared basis of Judgment WHAT IF? explore and align Converse and Configure - describe ideas MODELSquestions.

AND FRAMEWORKS - encourage

- for when resources are constrained

- allows people involved to take part in

objects to create frankenprototypes.

- encourages conversation and reconfiguration of the prototype.

- Create alignment in teams BUILD-TO-THINK PROTOTYPES LISTScreating AND OPEN-ENDED the prototype which WRITING - use found objects or easy-to-use

1.2.MODELS AND FRAMEWORKS BUILD-TO-THINK PROTOTYPES

Have short sentences/phrase to simplify information,

Thinking with Our Hands physical models Thinking with Eyesis: Creating keyOur information highlighted/called out by make the text bold

3. LISTS AND OPEN-ENDED WRITING

In this method, you create a model or a visual representation of the information or data you’ve gathered about Thinking Our To createwith a model, tryWords to answer these fivetoquestions: 1. something.

Prototypes to Ask 2. Frankenprototypes 3. Modular Prototypes to WHAT IF?

explore and align

Converse and Configure

objects to create frankenprototypes.

- encourages conversation and

Writing allows you to think, reflect and accelerate insights. Writing methods include: - allows people involved to take part in - for when resources are constrained 3. How Does a Part 2. What is Important? creating the prototype which - use found objects or easy-to-use Synthesizing Big Data Ideating: Impact the Whole?

- describe ideas 1. Does Sequence Matter?

- encourage questions.

Initial Phase:

reconfiguration of the - break parts down information 2. Structured lists to integrate-prioritizing 3. Writing toprototype. prototype variations, and boundaries - interrelate parts - highlighting the numbers, emotional - relationships, heirarchy, naming, creating.

- fact list: everything you know - creating a story for inspiration factors and areas of opportunity - highlight the undervalued aspect.

- mind maps, sticky notes, - use facts, quotes, questions, history, story, - hunch list: everything you think may matter - correct assumptions scenarios, situations and thesis statements - wall based clustering (team based) - concern lists: to be revisted/ resolved

help directlists stages, 1.- Simple to progressions, elicit insights

3. LISTS AND OPEN-ENDED WRITING Thinking with Our Words

- spark list: write anything that is interesting.

- spread sheets (individuals)

MODELS AND FRAMEWORKS HELP:

Writing allows you to think, reflect and accelerate insights.

Writing methods include: 4. Any Underlying System?

5. Any Central Theme(s)?

- Manage Complexity

19

3 Ways to Spark Inspiration

Natalie Su | SERV 310 | Spring 2019

THE CONCEPTUAL CENTRE

From Communicating the New: Methods to Shape and Accelerate Innovation Chapter 1: Finding the Conceptual Centre

I. MODELS

II. PROTOTYPES

III. WRITING

Thinking with our eyes

Thinking with our hands

Thinking with words

Reveals base structure and the big picture, builds consensus.

Informs the problem and externalises assumptions, biases, & gaps.

Organises thinking & accelerates synthesis.

Models to manage complexivity: step by step breakdown to under-

Paper prototypes: “What if?”

More hands-on, more space to

Simple lists: draw out insights, keep track and discover parallel groups of information

stand complex systems (flow charts, concept maps.)

visualise.

Models to create a shared language: co-created models build consensus with stakeholders.

“Frankenprototypes”: to explore and align, experience the form; size, proportion, weight (3D mock-up with cheap objects.)

Models to create alignment: collaborative maps made as a

Modular prototypes: to envision and experience spatial relations

team ensure good and mutual understanding within team.

“Model creation requires reflection,

editing, negotiation & storytelling.”

(facts, hunches, concerns, and inspiration.)

Structured lists: integrate thinking, organise and prioritise (mind maps, sticky note clustering, spreadsheets.)

and flow of the product or service (3D foam core models.)

Writing to prototype: articulate

“Low resolution and low fidelity

“Writing stirs up what’s in the

— just enough experience to imagine the concept, without distracting detail and quality craftsmanship that signal a more developed idea.”

the story and find the narrative.

unconscious or subconscious mind, and allows it to come together in a new way.”

3 Ways to Spark Inspiration

Natalie’s Work Why this design?

This infographic would serve as a snapshot of the three main methods presented in the chapter, as a reminder or spark of inspiration. The poster has bold graphics and eye-catching colours to potentially serve that purpose. Different shapes were used to provide more visual variety that was tied together by the colors of the respective categories to suggest that they belong to the same group. Lastly, each category was given a quote from the chapter that wrapped each method up, to help the reader feel contemplative and inspired for their next project.

Natalie Su | SERV 310 | Spring 2019

TUAL CENTRE General Interviews ethods to Shape and Accelerate Innovation

| Work with ‘em

| Show ‘em

l Centre

I talked to my mom and a Korean girl I met at a coffee shop, whose native language was not English.

Keep it | Change it

Their suggestions, listed below, were carried into the design of our final infographic.

II. PROTOTYPES Thinking with our hands

III. WRITING Use the succinct wording Natalie Su | SERV 310 | Spring 2019 Thinking with words

THE CONCEPTUAL CENTRE THE CONCEPTUAL CENTRE

Natalie Su | SERV 310 | Spring 2019

big

From Communicating the New: Methods to Shape and Accelerate Innovation Chapter 1: Finding the Conceptual Centre From Communicating the New: Methods to Shape and Accelerate Innovation Chapter 1: Finding the Conceptual Centre

Informs the problem and externalises assumptions, biases, & gaps.

I. MODELS

ty:

er-

II. PROTOTYPES Thinking with our hands

Reveals base structure and the big picture, builds consensus.

Informs the problem and externalises assumptions, biases, & gaps.

Models to manage complexivity:

Paper prototypes: “What if?”

Thinking with words

Organises thinking & accelerates

More hands-on, more space to visualise. step by step breakdown to understand complex systems (flow charts, concept maps.)

synthesis.

III. WRITING

Paper prototypes: “What if?”

Thinking with our eyes

Organises thinking & accelerates

synthesis.

More hands-on, more space to visualise.

Simple lists: draw out insights, keep track and discover parallel groups of information

“Frankenprototypes”: to explore

inspiration.)

Simple lists: draw out insights, keep track and discover parallel groups of information

Have information be visually concerns, and comprehensive by I. MODELS II. PROTOTYPES (facts, hunches, III. WRITING separating with blocks of color Thinking with our eyes Thinking with our hands Thinking with words inspiration.)

“Frankenprototypes”: to explore Models to create a shared language: co-created models build consensus with stakeholders.

and align, experience the form; size, proportion, weight (3D mock-up with cheap objects.)

Models to create alignment:

Modular prototypes: to envision

collaborative maps made as a team ensure good and mutual understanding within team.

and experience spatial relations and flow of the product or service (3D foam core models.)

(facts, hunches, concerns, and

Structured lists: integrate thinking, organise and prioritise (mind maps, sticky note clustering, spreadsheets.)

Writing to prototype: articulate

anand align, experience the form; Structured lists: &integrate uildRevealssize, proportion, Organises thinking accelerates thinkbase structure and the bigweight Informs the problem and externasynthesis. picture, builds consensus. lises assumptions, biases, & gaps. ing, organise and prioritise (3D mock-up with cheap objects.)

“Model creation requires reflection,

editing, negotiation & storytelling.”

“Low resolution and low fidelity — just enough experience to imagine the concept, without distracting detail and quality

craftsmanship that signal a more developed idea.”

the story and find the narrative.

“Writing stirs up what’s in the unconscious or subconscious mind, and allows it to come together in a new way.”

Simple lists: draw out insights, Paper prototypes: “What (mind if?” maps, sticky note clustering, keep track and discover parallel step by step breakdown to underMore hands-on, more space to spreadsheets.) nt:stand complex Modular to envision groups of information systemsprototypes: visualise. (facts, hunches, concerns, and maps.) a(flow charts, andconcept experience spatial relations Models to manage complexivity:

“Frankenprototypes”: to explore

ualModelsand flowa shared of thelanproduct or service to create and align, experience guage: co-created models build size, proportion, weight (3D foam core models.) consensus with stakeholders.

Models to create alignment:

inspiration.)

Writing to prototype: articulate the form; Structured lists: integrate think-

the story and find the narrative. ing, organise and prioritise Align text across each colored block (mind maps, sticky note clustering, of information spreadsheets.)

Modular prototypes: to envision (3D mock-up with cheap objects.)

“Writing stirs up what’s in the on,collaborative “Low resolution and low fidelity maps made as a and experience spatial relations Writing to prototype: articulate team ensure good and mutual and flow of the product unconscious or subconscious ng.”

— just enough experience toor service the story and find the narrative. understanding within team.

(3D foam core models.) mind, and allows it to come imagine the concept, without “Writing stirs up what’s in the “Model creation requires reflection, resolution and low fidelity distracting detail “Low and quality together in a new way.” unconscious or subconscious editing, negotiation & storytelling.”

— just enough experience to craftsmanship thatimagine signalthea more mind, and allows it to come concept, without

developed idea.”

distracting detail and quality craftsmanship that signal a more developed idea.”

together in a new way.”

10

11

3 Ways to Spark Inspiration

Our Work Why this design?

Based on the review from class, we chose to use Natalie’s basic structure, because it was cohesive, coherent and concise, while Clara’s color palette was used. Clara’s color title was also chosen since it conveyed the message of the infographic in a that grabbed hour attention and was more understandable to a general viewer.

An In-depth look at an Interview

| A local Asian high school student

| Show ‘em

Natalie Su | SERV 310 | Spring 2019

| Tell ‘em

we showed the student the infographic, she first looked at the three circles and icons before PTUALWhen CENTRE

she read what was in the rectangular section with the main body of text, instead of vertically as we had intended. She also read the quotes at the bottom in one go instead of seeing that it belonged to the corresponding category. We lengthened the rectangle to encompass all the information of each section and we also made the quotes correspond with the colors of their respective sections. After making a few changes, we went back to interview her to see what changes worked.

w: Methods to Shape and Accelerate Innovation ptual Centre

he big

xivity: under-

d lanbuild s.

nment: as a mutual

ection,

Natalie Su | SERV 310 | Spring 2019

General Interviews II. PROTOTYPES

CONCEPTUAL |THE Work with ‘em CENTRE| Show ‘em

| Tell ‘em

From Communicating the New: Methods to Shape and Accelerate Innovation III. WRITING Chapter 1: Finding the Conceptual Centre

Thinking with ourahands Thinking who with words We interviewed mother and daughter were tourists from Germany whose primary language was not english, as well as 2 SCAD students. Their suggestions, listed below, were carried into the design ofproblem our final Organises thinking & accelerates Informs the andinfographic. externa-

Keep it | Change it

synthesis.

More hands-on, more space to visualise.

keep track Thinking and discover parallel with our eyes

lises assumptions, biases, & gaps.

Their listed were into the design of our final infographic.

Simple lists:carried out insights, Paper suggestions, prototypes: “What if?”below, I.draw MODELS II. PROTOTYPES III. WRITING groups of information

(facts, hunches, concerns, and

Reveals base structure and the big inspiration.)

“Frankenprototypes”: to explore Original titles were picture, builds consensus. and align, experience the form; not bolded/called Modelslists: to manage complexivity: Structured integrate thinksize, proportion, weight out enough step by step breakdown to undering, organise and prioritise (3D mock-up with cheap objects.) stand complex systems (mind maps, sticky notemaps.) clustering, (flow charts, concept spreadsheets.)

Modular prototypes: to envision

and experience spatial relations and flow of the product or service (3D foam core models.)

“Low resolution and low fidelity

Models to create a shared language: co-created models build Writingconsensus to prototype: articulate with stakeholders.

the story and find the narrative.

Thinking with our hands

Thinking with words

Informs the problem and externalises assumptions, biases, & gaps.

Organises thinking & accelerates

Paper prototypes: “What if?”

More hands-on, more space to visualise.

“Frankenprototypes”: to explore and align, experience the form; size, proportion, weight (3D mock-up with cheap objects.)

Models to create alignment: Modular prototypes: to envision collaborative maps made as a and experience spatial relations “Writing stirs upgood what’s in the and flow of the product or service team ensure and mutual

Wording was confusing and needed tooutbeinsights, reworked for Simple lists: draw keep track and discover parallel better understanding groups of information synthesis.

(facts, hunches, concerns, and inspiration.)

Structured lists: integrate thinking, organise and prioritise (mind maps, sticky note clustering, spreadsheets.)

Writing to prototype: articulate

3 Ways to Spark Inspiration

12

Natalie Su & Clara Asumadu | SERV 310 | Spring 2019

INSPIRATION

From Communicating the New: Methods to Shape and Accelerate Innovation Chapter 1: Finding the Conceptual Centre

I. MODELS

II. PROTOTYPES

III. WRITING

Thinking with our eyes

Thinking with our hands

Thinking with words

Reveals base structure the big picture & builds consensus.

Reveals assumptions, biases, & gaps. Informs the problem

Organizes thinking & understand all parts.

Models to manage complexivity:

“Frankenprototypes”:

Simple lists:

step-by-step breakdown to help understand complex systems (flow charts, concept maps.)

Models to create a shared language: co-created models build consensus with stakeholders.

Models to create alignment:

to explore and align, experience the form; size, proportion, weight (3D mock-up with cheap objects.)

draw out insights, keep track of, & see connections in information. (facts, hunches, concerns, and inspiration.)

Paper prototypes:

Structured lists:

“What if?” More hands-on, more space to visualize.

integrate thinking, organize & prioritize (mind maps, sticky note clustering, spreadsheets.)

Modular prototypes:

Writing to prototype:

collaborative maps made as a team ensure good and mutual understanding within team.

to envision & experience spatial relations and flow of the product or service in real time.

(3D foam core models.)

articulate the story and find the narrative.

“Model creation requires reflection, negotiation, editing & storytelling.”

“Just enough experience to imagine the concept, without distracting detail.”

“Writing stirs up what’s in the unconscious or subconscious mind, and allows it to come together in a new way.”

Where do Great Ideas Come From?

02

Where do Great Ideas Come From After understanding what you know, the ideation phase comes next. Ideation is a non-linear process that happens reiteratively throughout the entire design process. When generating ideas, you are mixing, recombining, extracting, condensing, clarifying and evolving numerous ideas and concepts.

It is important that ideation is collaborative; we should work with users, service providers, designers and other stakeholders who matter in the given context.

From This is Service Design Doing Chapter 6: Ideation

by Marc Stickdorn, Adam Lawrence Markus Hormess, Jakob Schneider

14

15

Where do Great Ideas Come From?

Where Do Great Ideas Come From?

A guide on the phases of the ideation process used by innovators From the book, This is Service Design Doing. Chapter 6: Ideation.

It may seem like a daunting task to generate innovative ideas with your team, but it shouldn’t have to be! Here is a step-by-step guide of the ideation process and ideation methods used by designers and innovators. Ideation should be broken down into three phases: planning ideation, generating ideas and selecting ideas. It is crucial to note that there is no rigid starting point or ending point to of each phase. Your team should determine what works best for you.

I. Planning Ideation

II. Generating Ideas

III. Selecting Ideas

1. Starting point/scope: What data and information have you gathered?

2. Immersion and Inspiration: How can you make this information inspiring for your team?

3. Split the Challenge: Break ideation into smaller, more manageable steps. Use some of these methods to break down your challenge: 6 Thinking Hats, 5 W’s and H?.

I

Focus on quantity over quality. Don’t spend time discussing; focus on making small decisions in the ideation. Use some of these methods to ideate: 1. Many ideas: focus on creating as many ideas as possible within a time frame of 15-60 minutes. Methods - brainstorming, brain-writing.

2. Depth and diversity: focus on translating and exploring existing ideas in a deeper context. Methods - body-storming, using cards and check-lists.

II

*Set a stopping criteria: don’t let ideation take too long; your team may get stuck on certain ideas and may not feel ready to start selecting ideas.

The groan zone: The area between ideation and decision making.

- team might not feel ready to dive straight into making huge decisions - decisions don’t have to be big, singular decisions - allow team to get a clear head, reflect on ideas individually, away from formal ideation setting

After generating ideas, use these methods to guide decision making: 3. Understanding, clustering and ranking ideas: Methods - idea portfolio, decision matrix 4. Reducing options of ideas: Methods - quick voting, physical commitment

III

Where do Great Ideas Come From?

Clara’s Work Why this design?

I chose to present ideation in a more linear process to create a journey of the general phases that occur in ideating. These phases were broken down into planning ideation, generating ideas and selecting ideas. I wanted to explain what each phase entailed but also provide examples of what methods can be used in these phases.

An In-depth look at an Interview

| Jane, Communications student at Drexel University

| Tell ‘em

eat Ideas Come From?

| Work with ‘em

I showed Jane the infographic and gave her a general scope of what the infographic represented, her through what she saw. She generally understood the content, and we worked together to esign Doing.directing Chapter 6: Ideation. create a balanced amount of information.

s of the ideation process used by innovators

to generate innovative ideas with your team, but it shouldn’t have to be! Here is a on process and ideation methods used by designers and innovators. Ideation should es: planning ideation, generating ideas and selecting ideas. It is crucial to note that ending point to of each phase. Your team should determine what works best for you.

ion

Keep it | Change it

Jane’s suggestions, listed below, were carried into the design of our final infographic.

Icons related well to each topic II. Generating Ideas

III. Selecting Ideas

oint/scope: What data and information have you gathered?

Where Do Great Ideas Come From?

n and Inspiration: can you make this information inspiring for your team?

A guide on How the phases of the ideation process used by innovators From the book, This is Service Design Doing. Chapter 6: Ideation.

Challenge: Break ideation into smaller, more manageable steps. Use some of ds to break down your challenge: 6 Thinking Hats, 5 W’s and H?.

It may seem like a daunting task to generate innovative ideas with your team, but it shouldn’t have to be! Here is a step-by-step guide of the ideation process and ideation methods used by designers and innovators. Ideation should be broken down into three phases: planning ideation, generating ideas and selecting ideas. It is crucial to note that there is no rigid starting point or ending point to of each phase. Your team should determine what works best for you.

I. Planning Ideation

II. Generating Ideas

III. Selecting Ideas

1. Starting point/scope: What data and information have you gathered?

2. Immersion and Inspiration: How can you make this information inspiring for your team?

3. Split the Challenge: Break ideation into smaller, more manageable steps. Use some of these methods to break down your challenge: 6 Thinking Hats, 5 W’s and H?.

I

I

Make the wording more succinct and easy to scan

antity over quality. Don’t spend time discussing; focus on making small the ideation. Use some of these methods to ideate: II Focus on quantity over quality. Don’t spend time discussing; focus on making small decisions in the ideation. Use some of these methods to ideate:

1. Many ideas: focus on creating as many ideas as possible within a time frame of 15-60 minutes. Methods - brainstorming, brain-writing.

2. Depth and diversity: focus on translating and exploring existing ideas in a deeper context. Methods - body-storming, using cards and check-lists.

*Set a stopping criteria: don’t let ideation take too long; your team may get stuck on certain ideas and may not feel ready to start selecting ideas.

s: focus on creating as many ideas as possible within a time frame of 15-60 hods - brainstorming, brain-writing.

The groan zone: The area between ideation and decision making.

- team might not feel ready to dive straight into making huge decisions

- decisions don’t have to be big, singular decisions - allow team to get a clear head, reflect on ideas individually, away from formal ideation setting

d diversity: focus on translating and exploring existing ideas in a deeper hods - body-storming, using cards and check-lists.

After generating ideas, use these methods to guide decision making:

3. Understanding, clustering and ranking ideas: Methods - idea portfolio, decision matrix 4. Reducing options of ideas: Methods - quick voting, physical commitment

III

a stopping criteria: don’t let ideation take too long; your team may get stuck on ain ideas and may not feel ready to start selecting ideas.

zone: The area between ideation and decision making.

am might not feel ready to dive straight into making huge decisions cisions don’t have to be big, singular decisions

II

16

Where do Great Ideas Come From?

Ideation is not a linear sequence of steps, but a collection of reiterations of methods applied throughout the entire design process.

& WHEN TO USE THEM From This is Service Design Doing, Chapter 6: Ideation

IDE

N IO

A

NE GE RAT

Pre-ideation

- Break apart a big problem into manageable ones - Current-state & future-state journey mapping - Ideas from system mapping

T HE

ID

Generate many ideas

- Brainstorming and brainwriting - 10 plus 10 activity

Depth & diversity

- Bodystorming - Use cards & checklists - Find associations with similar problems in other fields

I AT

E

ON

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Natalie Su | SERV 310 | Spring 2019

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17

- Use dot votes to gather the view of the majority and make quick decisions - Physical voting can help to efficiently form teams, and to see where everyone stands

Where do Great Ideas Come From?

18

Natalie’s Work Why this design?

Focusing on the concept that ideation is not a linear process and that the methods can be used at any point throughout the design process, the information was displayed in a circular form.

The inner lines signify portions of the design process, and they also overlap as the processes could be used simultaneously or in parts.

An In-depth look at an Interview

| Emily, UX design student at SCAD

| Work with ‘em

I worked with Emily in the early stage of the infographic. Emily understood my first concept, yet it wasn’t & WHEN TO USE THEMwell in the digital version. I reworked the infographic to this version and tested it with Emily translating again and she said she understood it a lot more.

Ideation is not a linear sequence of steps, but a collection of reiterations of methods applied throughout the entire design process.

m This is Service Design Doing, Chapter 6: Ideation

Keep it | Change it NE GE RAT

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- Break apart a big problem into manageable ones - Current-state & future-state journey mapping - Ideas from system mapping

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- Brainstorming and brainwriting - 10 plus 10 activity

Emily’s suggestions, listed below, were carried into the design of our final infographic.

From This is Service Design Doing, Chapter 6: Ideation

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Generate many ideas

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Natalie Su | SERV 310 | Spring 2019 - Find associations with similar problems in other fields

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Ideation is not a linear sequence of steps, but a collection of reiterations of methods applied throughout the entire design process.

Pre-ideation

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Natalie Su | SERV 310 | Spring 2019

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From This is Service Design Doing, Chapter 6: Ideation

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- Break apart a big problem into manageable ones - Current-state & future-state journey mapping - Ideas from system mapping

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Ideation is not a linear sequence of steps, but a collection of reiterations of methods applied throughout the entire design process.

& WHEN TO USE THEM

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- Bodystorming - Use cards & checklists - Find associations with similar problems in other fields

N IO

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Depth & diversity

- Use dot votes to gather the view of the majority and make quick decisions - Physical voting can help to efficiently form teams, and to see where everyone stands

Adjust the negative space so it doesn’t look random and disorganized

19

Where do Great Ideas Come From?

Our Work Why this design?

Based on the review from class, Natalie’s basic structure was chosen to better communicate that ideation shouldn’t be linear or rigid. Clara’s color palette and title was used because it seemed to be more memorable. Clara’s way of organization of each phase was also used, while Natalie’s concise description of each was used to describe the phases.

E-IDEAT I PR

I.

| A wealthy retired couple from D.C.

Pre-ideation

ON

An In-depth look at an Interview

| Show ‘em

- Break apart a big problem into manageable ones - Current-state & future-state journey mapping - Ideas from system mapping

| Tell ‘em

First, we showed the infographic to them, and the first thing they mentioned was that the title and use of WHERE DO GREAT icons was intriguing. They continued to read through the text but stopped at a point to mention that they IDEAS COME FROM? were familiar with the ideation methods, and wanted to find out more. To address this, we added linkthink.

It’s not where ayou of Pre-ideation our reference for this infographic.

Ideation is not a linear sequence of steps, but Clara Asumadu & Natalie Su SERV 310 | Spring 2019

ON

a collection of reiterations of methods applied throughout the entire design process.

- Break apart a big problem into manageable ones - Current-state & future-state journey mapping - Ideas from system mapping

Keep it | Change it

S

Generate many ideas

- Brainstorming and brainwriting - 10 plus 10 activity

Depth & diversity

- Bodystorming - Use cards & checklists - Find associations with similar problems in other fields

There wasn’t enough description of the listed methods.

EA

ID

EA

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III.

Ideation is not a linear sequence of steps, but a collection of reiterations of methods applied throughout the entire design process.

The content was easy to understand and didn’t need much rewording

AT I N G

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WHERE DO GREAT IDEAS COME FROM? It’s not where you think.

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Their suggestions, listed below, were carried into the design of our final infographic.

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Clara Asumadu & Natali SERV 310 | Spring 2

From This is Service Design Doing Chapter 6: Ideation

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General Interviews - Sort and cluster large number of ideas - Decision matrix for more analytical consideration of multiple criteria

Reduce Options

Reduce Options

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Understand, cluster, & rank options

| Work with ‘em

| Show ‘em

- Physical voting to see where everyone stands - Dot votes to make quick decisions

We spoke to a SCAD fibers student and a Communications student from Philadelphia. They seemed to generally grasp the concept of the chapter that we hoped to communicate. The fibers student was also able to apply the ideation process and methods to her own field of study. The communications student suggested adding a link to the website that described the methods listed on the infographic.

- Physical voting to see where everyone stands - Dot votes to make quick decisions

Where do Great Ideas Come From?

Clara Asumadu & Natalie Su SERV 310 | Spring 2019

From This is Service Design Doing Chapter 6: Ideation

I.

ON

E-IDEAT R I P

Pre-ideation

- Break apart a big problem into manageable ones - Current-state & future-state journey mapping - Ideas from system mapping

WHERE DO GREAT IDEAS COME FROM? It’s not where you think.

EA

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Ideation is not a linear sequence of steps, but a collection of reiterations of methods applied throughout the entire design process.

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- Bodystorming - Use cards & checklists - Find associations with similar problems in other fields

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20

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Reduce Options

- Physical voting to see where everyone stands - Dot votes to make quick decisions

Service Design In Action

03

Service Design in Action Implementation is the production and roll-out stage of a concept. Our role as service designers is to advocate for systemic and co-created processes of bringing ideas to life. This chapter presents four fields in which service design can be implemented into, to promote the idea of research and collaboration with all stakeholders and actors. The four fields discussed are: change management, software development, software development and architecture.

From This is Service Design Doing Chapter 8: Implementation

by Marc Stickdorn, Adam Lawrence Markus Hormess, Jakob Schneider

22

23

Service Design In Action

SERVICE DESIGN

Understanding the how people change enables us to cultivate desired behaviour.

CHANGE MANAGEMENT

CREATE AWARENESS

PERSUADE & MOTIVATE

EDUCATE THE PEOPLE

FACILITATE ACTION

REINFORCE CHANGES

Integrating a software project lifecycle with the sercive design process.

SOFTWARE DEVELOPMENT

DEFINE THE SCOPE

STORE IDEAS

RESEARCH IDEATE PROTOYPE BUILD RELEASE INSIGHTS WITH TEAM & TEST PRODUCT & EVALUATE

More than managing the product, but also its entire product lifecycle.

PRODUCT MANAGEMENT

IMAGINE THE FUTURE

DEFINE CONCEPTS

REALISE THE DESIGN

SUPPORT THE MARKET

RETIRE THE PRODUCT

Integrating architecture and service design stages.

ARCHITECTURE

CHANGE MINDSET

From This is Service Design Doing: Chapter 8

ASSESS CONTEXT

CO-CREATE THE DESIGN

TEST PROTOTYPE

BUILD PRODUCT

MONITOR & EVALUATE

Natalie Su | SERV 310 | Spring 2019

Service Design In Action

24

Natalie’s Work Why this design?

All information under each section of this chapter seemed equally important. The various stages for each category of industry were pinpointed and used as that focal point for the infographic, even though it was not going to be the most informative. It might still work as a poster of key takeaways for this chapter.

SERVICE DESIGN An In-depth look

at an Interview

Understanding the how people change enables us to cultivate desired behaviour.

| Emily, UX design SCAD student CREATE AWARENESS

PERSUADE & MOTIVATE

EDUCATE THE PEOPLE

FACILITATE ACTION

| Tell ‘em

REINFORCE CHANGES

I walked Emily through the infographic since a lot of the information in this section isn’t “common knowledge.” Hence, the infographic was said to not informative enough. There was a little a disconnect beIntegrating a software project lifecycle with the sercive design process. tween the headers of each category with the corresponding content of each category. Emily figured it outSERVICE after aDESIGN while but it was certainly not very clear.

DEFINE THE SCOPE

STORE IDEAS

RESEARCH IDEATE PROTOYPE BUILD RELEASE INSIGHTS WITH TEAM & TEST PRODUCT & EVALUATE

Keep it | Change it

Understanding the how people change enables us to cultivate desired behaviour.

Emily’s suggestions, listed below, were carried into the design of our final infographic.

CREATE AWARENESS

NGE EMENT

PERSUADE & MOTIVATE

EDUCATE THE PEOPLE

FACILITATE ACTION

REINFORCE CHANGES

More than managing the product, but also its entire product lifecycle.

Integrating a software project lifecycle with the sercive design process.

Include supporting details for each point

IMAGINE DEFINE REALISE SUPPORT RETIRE THE FUTURE THE IDEATE DESIGNPROTOYPE THE MARKET THE PRODUCT DEFINE CONCEPTS STORE RESEARCH BUILD RELEASE

WARE PMENT

THE SCOPE

IDEAS

INSIGHTS

WITH TEAM

& TEST

PRODUCT & EVALUATE

More than managing the product, but also its entire product lifecycle.

Integrating architecture and service design stages.

DUCT EMENT

IMAGINE THE FUTURE

CHANGE MINDSET

Chapter ECTURE

DEFINE CONCEPTS

ASSESS CONTEXT

REALISE THE DESIGN

CO-CREATE THE DESIGN

SUPPORT THE MARKET

TEST PROTOTYPE

CHANGE MINDSET

rvice Design Doing: Chapter 8

ASSESS CONTEXT

CO-CREATE THE DESIGN

BUILD PRODUCT

MONITOR & EVALUATE

Connect content of each category with the corresponding subtitle

Integrating architecture and service design stages.

8

RETIRE THE PRODUCT

TEST PROTOTYPE

BUILD

MONITOR

Natalie | SERV 310 | Spring 2019 PRODUCT Su & EVALUATE

Natalie Su | SERV 310 | Spring 2019

25

Service Design In Action

SERVICE DESIGN IN ACTION.

From Insight to Implementation Design doesn’t just end with a great concept.

Implementation brings the concept to life; it is the production and rollout stage of a project. Here are four different fields in which service design can be implemented in real life.

SERVICE DESIGN & CHANGE MANAGEMENT Human-centered implementation.

Things to consider: • Set up context for change- consider people’s “Drive*Motivation*Ability” behavior.

• Help people understand what will change: structure, task, technology, people

SERVICE DESIGN & SOFTWARE DEVELOPMENT Creating and maintaining meaningful backlog.

• Use co-creation and participation

• Use the power of story to make change appealing and inspiring

Things to consider: • Consider technical and human factors (varies based on your organization, (ie) agile, lean, early user feedback) • Process for backlog/implementation: 1. Reserach (Insight & Data)

2. Ideation (Ideas & Concepts)

3. Prototyping (physical mock-up These steps inform co-creation which support implementation

SERVICE DESIGN & PRODUCT MANAGEMENT Negotiating user needs with strategy, feasability and organizational goals Things to consider: • Imagination phase: spaces for innovation

• Define phase: what needs to be fulfilled

• Realization phase: development & production

SERVICE DESIGN & ARCHITECTURE Systemic Stages in Architecture & Service Design:

• Support/use phase: market introduction -> market growth -> market maturity -> market decline -> support • Retire/Dispose phase: end of life of product, introduction of new offering

1. Mindset change: adapting systemic mindset 2. Needs assesment: research & preperation 3. Creation: integrating all people and stakeholders to co-create & ideate 4. Testing: constant prototyping 5. Building: implementation & construction 6. Monitoring: use, after care and further iteration

From This is Service Design Doing Chapter 8: Implementation Clara Asumadu SERV 311 | Spring 2019 Professor Manhaes

Service Design In Action

26

Clara’s Work Why this design?

The goal was to communicate how the chapter explained implementation of service design in a way that made it seem like the specified fields for implementation where pieces of a larger puzzle. The chapter was also informative, so a lot of detail was added for the people unfamiliar familiar with the fields of practice explained in the chapter, or with service design.

An In-depth look at an Interview

| Mickey, and Industrial Design student at SCAD

SERVICE DESIGN IN ACTION.

| Show ‘em

| Tell ‘em

From Insight to Implementation Design doesn’t just end with a great concept.

Implementation brings the concept to life; it is the production and rollout stage of a project. Here are four different fields in which service design can be implemented in real life.

SERVICE DESIGN & CHANGE MANAGEMENT Human-centered implementation.

I showed Mickey this infographic and asked her to explain what she understood from the information.

She went through it, following the path I was hoping she would, with ease and understanding. She got From Insight to Implementation to a point where she was confused so we worked together to help reiterate the source of confusion.

Things to consider:

• Set up context for change- consider people’s “Drive*Motivation*Ability” behavior.

SERVICE DESIGN IN ACTION.

Design doesn’t just end with a great concept.

Implementation brings the concept to life; it is the production and rollout stage of a project. Here are four different fields in which service design can be implemented in real life.

• Help people understand what will change: structure, task, technology, people

SERVICE DESIGN & SOFTWARE DEVELOPMENT

Creating and maintaining meaningful backlog.

SERVICE DESIGN & CHANGE MANAGEMENT

• Use co-creation and participation

• Use the power of story to make change appealing and inspiring

Things to consider:

Things to consider:

• Consider technical and human factors (varies based on your organization, (ie) agile, lean, early user feedback)

• Set up context for change- consider people’s “Drive*Motivation*Ability” behavior.

1. Reserach (Insight & Data)

Keep it | Change it Human-centered implementation.

• Process for backlog/implementation:

SERVICE DESIGN & PRODUCT MANAGEMENT

Mickey’s suggestions, listed below, were carried into the design of our final infographic.

• Help people understand what will change: structure, task, technology, people

SERVICE DESIGN & SOFTWARE DEVELOPMENT

SIGN N.

Creating and maintaining meaningful backlog.

• Use co-creation and participation

• Process for backlog/implementation:

SERVICE DESIGN &

1. Reserach (Insight & Data)

SERVICE DESIGN & PRODUCT MANAGEMENT CHANGE MANAGEMENT

3. Prototyping (physical mock-up

These steps inform co-creation Human-centered which support implementation

Negotiating user needs with strategy,

feasability and organizational goals implementation.

Things to consider:

Things to consider: • Imagination phase: spaces for innovation

The subtly implied path makes reading easy to follow along

• Define phase: what needs to be fulfilled • Set up context for change- consider • Realization people’s “Drive*Motivation*Ability” behavior.phase: development & production • Support/use

• Help people&understand what will change: phase: market introduction -> SERVICE DESIGN market growth -> market maturity -> market structure, task, technology, people decline -> support ARCHITECTURE • Use co-creation and participation • Retire/Dispose phase: end of life of

Systemic Stages in Architecture product, introduction of new offering & Service Design: • Use the power of story to make change

appealing and inspiring

1. Mindset change: adapting systemic mindset 2. Needs assesment: research & preperation 3. Creation: integrating all people and stakeholders to co-create & ideate

human factors (varies 4. Testing: constant prototyping n, (ie) agile, lean,

lementation:

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From This is Service Design Doing Chapter 8: Implementation Clara Asumadu SERV 311 | Spring 2019

SERVICE DESIGN & Professor Manhaes PRODUCT MANAGEMENT

Negotiating user needs with strategy, feasability and organizational goals Things to consider: • Imagination phase: spaces for innovation

• Define phase: what needs to be fulfilled

• Realization phase: development & production

• Support/use phase: market introduction -> market growth -> market maturity -> market decline -> support • Retire/Dispose phase: end of life of product, introduction of new offering

ng systemic mindset

arch & preperation

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From This is Service Design Doing Chapter 8: Implementation Clara Asumadu SERV 311 | Spring 2019 Professor Manhaes

Things to consider: • Imagination phase: spaces for innovation

• Realization phase: development & production

SERVICE DESIGN & ARCHITECTURE

early user feedback)

2. Ideation (Ideas & Concepts)

Negotiating user needs with strategy, feasability and organizational goals

• Define phase: what needs to be fulfilled

Things to consider:

concept. o life; it is the ect. Here are e design

meaningful

3. Prototyping (physical mock-up These steps inform co-creation which support implementation

• Use the power of story to make change appealing and inspiring

Consider technical and human factors (varies mentation •based on your organization, (ie) agile, lean,

& LOPMENT

2. Ideation (Ideas & Concepts)

Information is very overwhelming and should be more succinct

Systemic Stages in Architecture & Service Design: 1. Mindset change: adapting systemic mindset 2. Needs assesment: research & preperation 3. Creation: integrating all people and stakeholders to co-create & ideate 4. Testing: constant prototyping 5. Building: implementation & construction 6. Monitoring: use, after care and further iteration

• Support/use phase: market introduction -> market growth -> market maturity -> market decline -> support • Retire/Dispose phase: end of life of product, introduction of new offering

The architecture portion seems disconnected, make it’s relation to the overarching theme more clear

From This is Service Design Doing Chapter 8: Implementation Clara Asumadu SERV 311 | Spring 2019 Professor Manhaes

27

Service Design In Action

Our Work Why this design?

Clara’s layout was chosen for ease of readability. It was also able to showcase different categories while highlighting that they’re all under the same overarching topic, where it’s all connected with each other.

Natalie’s “time-line” way of capturing the content was used within each category because it was concise and not too wordy. It worked more in this combination of infographics because it opens with a short description, giving it more context.

An In-depth look at an Interview | Show ‘em

ion

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| Themed Entertainment Design Professor at SCAD

SERVICE DESIGN & CHANGE MANAGEMENT Human-centered implementation.

Things to consider:

| Tell ‘em

SERVICE | WorkDESIGN with ‘em IN ACTION.

From Insight to Implementation

• Set up context for change- consider

We first“Drive*Motivation*Ability” showed himbehavior. our combined infographic. He told us very detailed critique about everything from people’s Design doesn’t just end with a great concept.

• Help people understand what will change: Implementation brings the concept to life; it is the fonts totask, word choice structure, technology, people to meaning. We also showed him 2 iterations of different captions for each category production and rollout stage of a project. Here are SERVICE DESIGN & Use co-creation and participation four different fields in which service design to•• see which one made more sense and was more comprehensive. His suggestions, listed below, were CHANGE MANAGEMENT can be implemented in real life.

Use the power of story to make change appealing and inspiring Human-centered implementation. carried into the design of our final infographic.

Things to consider:

Keep it | Change it

His suggestions, listed below, were carried into the design of our final infographic.

SERVICE DESIGN & SOFTWARE DEVELOPMENT

SERVICE DESIGN & PRODUCT MANAGEMENT

Creating and maintaining meaningful backlog.

• Help people understand what will change: structure, task, technology, people • Use co-creation and participation

• Use the power of story to make change appealing and inspiring

Use more easy-to-understand wording for subtitles • Consider technical and human factors (varies and for other phrasing based on your organization, (ie) agile, lean,

Simplify and highlight the wording of the subtitle in each • Define phase: what needs to be fulfilled category • Realization phase: development & production Negotiating user needs with strategy, feasability and organizational goals

Things to consider:

Things to consider: • Imagination phase: spaces for innovation

early user feedback)

• Process for backlog/implementation:

• Support/use phase: market introduction -> market growth -> market maturity -> market decline -> support

1. Reserach (Insight & Data)

2. Ideation (Ideas & Concepts)

3. Prototyping (physical mock-up

• Retire/Dispose phase: end of life of product, introduction of new offering

General Interviews

• Set up context for change- consider people’s “Drive*Motivation*Ability” behavior.

These steps inform co-creation which support implementation

| Work with ‘em

| Show ‘em

SERVICE DESIGN & PRODUCT MANAGEMENT Negotiating user needs with strategy, feasability and organizational goals Things to consider: • Imagination phase: spaces for innovation

• Define phase: what needs to be fulfilled

• Realization phase: development & production

• Support/use phase: market introduction ->

SERVICE DESIGN & market growth -> market maturity -> market WeFrom asked a few people This is Service Design Doing for their opinion on the hexagons with & without the tabs to see which one decline -> support ARCHITECTURE Chapter 8: Implementation • Retire/Dispose phase: end of life of flowed better for them. It was a 3 to 2 vote in favor of the tabs.

Clara Asumadu Systemic Stages in Architecture product, introduction of new offering & Service Design: SERV 311 | Spring 2019 There was a comment to standardise the placement of icons on either sides of the hexagons to Professor Manhaes 1. Mindset change: adapting systemic mindset provide a sense of consistency and neatness.

2. Needs assesment: research & preperation 3. Creation: integrating all people and stakeholders to co-create & ideate 4. Testing: constant prototyping 5. Building: implementation & construction 6. Monitoring: use, after care and further iteration

From This is Service Design Doing Chapter 8: Implementation Clara Asumadu SERV 311 | Spring 2019 Professor Manhaes

Service Design In Action

SERVICE DESIGN IN ACTION

From Insight to Implementation Implementation brings a concept to life.

Here are four different ways in which service design can be implemented into your field.

CHANGE MANAGEMENT Human-centered implementation.

CREATE AWARENESS PERSUADE & MOTIVATE

SOFTWARE DEVELOPMENT Integrating a software project life-cycle with the service design process.

EDUCATE THE PEOPLE FACILITATE ACTION REINFORCE CHANGES

DEFINE THE SCOPE STORE IDEAS RESEARCH INSIGHTS IDEATE WITH TEAM PROTOTYPE & TEST BUILD PRODUCT RELEASE & EVALUATE

PRODUCT MANAGEMENT

More than managing the product, but also its entire product life-cycle.

IMAGINE THE FUTURE DEFINE DESIGN CONCEPTS REALIZE THE DESIGN

ARCHITECTURE

SUPPORT THE MARKET

Integrating architecture and the service design strategies.

RETIRE THE PRODUCT

ADAPT MINDSET

RE-STRATEGIZE ASSETS

ASSESS CONTEXT CO-CREATE THE DESIGN TEST THE PROTOTYPE BUILD PRODUCT MONITOR & EVALUATE

From This is Service Design Doing Chapter 8: Implementation Clara Asumadu & Natalie Su SERV 310 | Spring 2019 Professor Manhaes

28

3. Roles

2. Needs

1. Touchpoint Name

4. Connections

5. Measuring Quality

6. Status

Uncovering Your Customer’s Journey

04

30

Uncovering your Customer’s Journey On the left is a simple guide to capturing touchpoints. Ask yourselves the following questions as you go along each corresponding step: 1. What is the touchpoint’s name? At what stage of the journey does it happen?

2. What need does the touchpoint meet? If none, is it necessary?

3. What role does the touchpoint play?

4. This is any bridging/sequence touchpoints that lead to other touchpoints.

5. What is the quality of the touchpoint? Is it good?

6. Is there a plan to change or replace the touchpoint in the future?

You may answer these questions together with your team by conducting a workshop.

From Orchestrating Experiences Chapter 2: Pinning Down Touchpoints

by Patrick Quattlebaum & Chris Risdon

31

Uncovering Your Customer’s Journey

Capturing Touchpoints: A Checklist “Touchpoints” refer to all the interactions with a customer. They can span across channels, space, and time. Identifying touchpoints is valuable in transformative work that involves reimagining experiences and creating great things.

1. Channel Stage

2. Moments of Truth

3. Touchpoint Name

What channel of interaction is this touchpoint on? What stage of the journey?

What decisive moment in the journey does the touchpoint support?

Be clear, concise & consistent with the same touchpoints on other channels.

5. Roles

4. Needs

What roles does the touchpoint play?

What needs does the touchpoint meet? If none, is it necessary?

6. Connections

7. Quality

8. Measurement

Any bridging/sequence touchpoints that lead to other touchpoints and channels.

Is the touchpoint good? Does it fail to adhere to basic heuristics or experience principles?

Do you have any performance metrics associated with the touchpoint?

10. Status Is there a plan to change or replace the touchpoint in the future?

9. Owner

Who owns the touchpoint from the organisation’s viewpoint?

From Orchestrating Experiences, Chapter 2: Pinning Down Touchpoints

Natalie Su | SERV 310 | Spring 2019

Uncovering Your Customer’s Journey

Natalie’s Work Why this design?

In classic journey map fashion, I wanted to portray the checklist as if they are touchpoints of a journey. I envisioned this infographic to be a quick poster of sorts for a design team to efficiently look over and nail down, with prompting questions under each point.

An In-depth look at an Interview

| Marc, IT Technician

| Show ‘em

Marc first read over the titles, and went back and read the descriptions under each of them.

He mentioned that it’s clear, easy to understand and follow the flow. He had difficulty understanding some of the phrases as he is not familiar with the SD lingo.

uring Touchpoints: A Checklist General feedback:

efer to all the interactions with a customer. They can span across I talked a working adult and a high ce, and time.

Identifyingto touchpoints is valuable in transformative involves reimagining experiences and creating great things.

Roles

32

school student. They had the same feedback as Mark: it’s clear, easy

Keep it | Change it

Their suggestions, listed below, were carried into the design of our final infographic.

2. Moments of Truth What decisive moment in the journey does the touchpoint support?

3. Touchpoint Name “moment of truth” is an unfamiliar phrase.

Be clear, concise & consistent decision instead Use “decisive moment”or with the same touchpoints on other channels.

Capturing Touchpoints: A Checklist “Touchpoints” refer to all the interactions with a customer. They can span across channels, space, and time. Identifying touchpoints is valuable in transformative work that involves reimagining experiences and creating great things.

1. Channel Stage

2. Moments of Truth

3. Touchpoint Name

What channel of interaction is this touchpoint on? What stage of the journey?

What decisive moment in the journey does the touchpoint support?

Be clear, concise & consistent with the same touchpoints on other channels.

s does the oint play?

5. Roles

4. Needs

What roles does the touchpoint play?

What needs does the touchpoint meet? If none, is it necessary?

6. Connections

7. Quality

Any bridging/sequence touchpoints that lead to other touchpoints and channels.

Is the touchpoint good? Does it fail to adhere to basic heuristics or experience principles?

10. Status Is there a plan to change or replace the touchpoint in the future?

journey map structure makes the reading What needs does the easy to follow and understand

touchpoint meet? If none, is it necessary?

8. Measurement

Do you have any performance metrics associated with the touchpoint?

9. Owner

Who owns the touchpoint from the organisation’s viewpoint?

From Orchestrating Experiences, Chapter 2: Pinning Down Touchpoints

The 4. Needs

Natalie Su | SERV 310 | Spring 2019

33

Uncovering Your Customer’s Journey

A Workshop to Uncover Your Customer’s Journey

A guide on how to facilitate a workshop with your team to explore the stages, moments and touchpoints of your customer’s journey through your brand’s offerings.

From Orchestrating Experiences Chapter 1: Pinning Down Touchpoints, by Patrick Quattlebaum & Chris Risdon

Roles

Artifacts

Materials

- Lead facilitator - Co-facilitator(s): - Documentarian - Participants: designers, users, managers, researches etc.

- Pictures or screenshots of touchpoints in the physical or digital environments.

easel pad or butcher paper (to create a wall canvas), painter’s tape, sharpies, sticky notes, red (sad) and green (happy) emotion stickers, camera

15

min

Introductions Have participants (designers, managers, researchers, etc.) introduce themselves and get to know each other.

-Example touchpoint inventory

20

10

min

min

Review Agenda & Objectives Share the agenda and what you want to accomplish at the end of each session

30

Define & Review Key concepts Journey: the beginning, middle, and end of the customer’s experience Stages: the cluster of moments in the customer’s journey to fulfill specific needs or goals Moments: Specific moments throughout a journey that can influence brand perception Touchpoints: the experiences in the journey that can span channels, space, and time

15

40

min

min

min

Agree to channels

Define Journey Stages

Break

Channels: diffenrent platforms in which the customer engages with your brand.

List the major channels used or offered for the journey you are focusing on

Use an existing stage or hypothesize the stage in the customer’s journey

Take a short break; recharge!

15

min

Reflect & Determine Next Steps Reflect on the workshop process and outcomes. Determine what is next.

75

min

Review and Refine Review and refine your toucpoints. Evaluate the performance of each touchpoint

20

min

Fill in Touchpoints Using sticky notes, work as a team to fill in touchpoints of the journey stage you are focusing on. Be unique and specific and identify the channels they opperate in

Uncovering Your Customer’s Journey

Clara’s Work Why this design?

Since our book is meant for a design team who is familiar with service design to some extent, I thought it would be beneficial to include an infographic that focused on how to run a workshop. I chose the journey map structure for 2 reasons: to make it easy to follow how to run this workshop and to emulate the idea of a journey map through space and time.

An In-depth look at an Interview

| Mia, a Fibers student at SCAD

| Show ‘em

Keep it | Change it

Mia’s suggestions, listed below, were carried into the design of our final infographic.

Direct path is easy to follow; however the straight path can be made more interesting

ating Experiences Chapter 1: Pinning Down Touchpoints, by Patrick Quattlebaum & Chris Risdon

r ): n esigners, users, rches etc.

ions

| Tell ‘em

Mia reacted positively to the infographic upon her first look, which she explained was due to its bright colors and graphic elements. The original title confused her because it did not mention that the article was about a workshop; this affected how she understood the beginning of the infographic. After I briefly explained the content and as she read the definitions I provided, she was able to understand what I was communicating and relay it back to me.

kshop to Uncover Your Customer’s Journey Title should communicate that the infographic is how to facilitate a workshop with your team to explore the stages, moments oints of your customer’s journey through your brand’s offerings.how to run a workshop about

pants (designers, searchers, etc.) emselves and

34

Artifacts

Materials

- Pictures or screenshots of touchpoints in the physical or digital environments.

easel pad or butcher paper (to create a wall canvas), painter’s tape, sharpies, sticky notes, red (sad) and green (happy) emotion stickers, camera

-Example touchpoint inventory

10

min

Review Agenda & Objectives Share the agenda and what you want to accomplish at the end

20

min

Define & Review Key concepts Journey: the beginning, middle, and end of the customer’s experience Stages: the cluster of moments in the customer’s

35

Uncovering Your Customer’s Journey

Our Work Why this design?

Since the purpose of this booklet was to be a practical guide for design teams, we decided to go along with Clara’s design as it is a practical guide on how to conduct a workshop. We removed the blocks of definitions that were above the workshop’s “journey map” and combined our opening description to have the definition of touchpoints in the journey map structure.

General Interviews

| Work with ‘em

| Show ‘em

| Tell ‘em

We talked to SCAD students of various majors, a SCAD graduate and a barista. Overall, everyone understood what the infographic is about and said that it’s very clear and easy to follow. Most people pointed towards certain words that they did not understand. They asked what “touchpoints”, “artifacts” and “channels” meant. We asked the barista what he thought about the colors on Clara and Natalie’s work. He said the blues made him feel “sadder” as he goes down the list. The pink made him feel more energetic and inspired.

Keep it | Change it

Their suggestions, listed below, were carried into the design of our final infographic.

A Workshop to Uncover Your Customer’s Journey A guide on how to facilitate a workshop with your team to explore the stages, moments and touchpoints of your customer’s journey through your brand’s offerings.

10

15

A Workshop to Uncover Your Customer’s Journey min

min

Before you start

Introductions

Prepare your artifacts: pictures or screenshots of touchpoints in the physicsal or digital environments.

Have participants (designers, managers, researchers, etc.) introduce themselves and get to know each other.

Review Agenda & Objectives

Share the agenda and what you want to accomplish at the end of each session.

The structure is clear is verythe easy to follow and understand A guide on how to facilitate a workshop with your team and to explore stages, moments and touchpoints of your customer’s journey through your brand’s offerings.

30

20

min

min

Agree to channels

Channels: platforms in which the customer engages with your brand.

List major channels used & offered for the journey you focus on.

Define & Review Key concepts

Define and share examples of journeys, stages, moments, and touchpoints.

15

40

20

min

min

min

Define Journey Stages

Break

Fill in Touchpoints

Use an existing stage or hypothesize the stage in the customer’s journey

Take a short break; recharge!

Together, fill in touchpoints of the journey stage you focus on.

Identify the channels they opperate in.

15

75

min

For more information on touchpoints Orchestrating Experiences Chapter 2: Pinning Down Touchpoints, by Patrick Quattlebaum & Chris Risdon

min

Reflect & Determine Next Steps Reflect on the workshop process and outcomes. Determine what is next.

Review and Refine Review and refine your toucpoints. Evaluate the performance of each touchpoint.

10

15

Natalie Su & Clara Asumadu | SERV 310 | Spring 2019

min

min

Introductions

Before you start Prepare your artifacts: pictures or screenshots of touchpoints in the physicsal or digital environments.

Review Agenda

Have participants (designers, & Objectives The words “artifacts”, and “channels” managers, researchers, etc.) “touchpoints”, Share the agenda and what introduce themselves and easily understood and need ayouclearer definition want to accomplish at get to know each other. the end of each session.

30

min A Workshop to Uncover Your Customer’s Journey

20

min

A guide on how to facilitate a workshop with your team to explore the stages, moments and touchpoints of your customer’s journey through your brand’s offerings.

Agree to channels

Define & Review

10 the 15 platforms in which Channels: min Key concepts min customer engages with your brand.

The pink infographic is more energetic Define and share examples and Before you start Introductions Agenda channels usedReview & offered Prepare your artifacts: picturesList major Have participants (designers, of journeys, stages, moments, & Objectives or screenshots of touchpoints managers, researchers, etc.) the agenda and what for the journey focusShare in the physicsal or digital introduce themselvesyou and youon. want to accomplish at and touchpoints. environments.

get to know each other.

30

20

min

min

40

min

40

the end of each session.

Agree to channels Channels: platforms in which the customer engages with your brand.

List major channels used & offered for the journey you focus on.

15

15

Define & Review Key concepts

min

Define and share examples of journeys, stages, moments, and touchpoints.

20

20

min

inspiring

were not

Uncovering Your Customer’s Journey

A Workshop to Uncover Your Customer’s Journey “Touchpoints” refer to all the interactions with a customer. They can span across channels, space and time.

Identifying touchpoints is valuable in transformative work that involves reimagining experiences and creating great things. This is a guide on facilitating workshops to explore touchpoints of your customer’s journey with your team.

10

15

min

min

Before you s tart

Introductions

Prepare your artifacts: pictures or screenshots of touchpoints in the physical or digital environments.

Have participants (designers, managers, researchers, etc.) introduce themselves and get to know each other.

30

Review Agenda & Objectives Share the agenda and what you want to accomplish at the end of each session.

20

min

min

Agree to Channels Channels: platforms in which the customer engages with your brand.

List major channels used & offered for the journey you focus on.

Define & Review Key Concepts Define and share examples of journeys, stages, moments, and touchpoints.

15

40

min

min

20

min

Define Journey Stages

Break

Fill in Touchpoints

Use an existing stage or hypothesize the stage in the customer’s journey.

Take a short break; recharge!

Together, fill in touchpoints of the journey stage you focus on.

Identify the channels they opperate in.

15

min

For more information on touchpoints Orchestrating Experiences Chapter 2: Pinning Down Touchpoints, by Patrick Quattlebaum & Chris Risdon

Reflect & Determine Next Steps Reflect on the workshop process and outcomes.

Determine what is next.

Natalie Su & Clara Asumadu | SERV 310 | Spring 2019

75

min

Review & Refine Review and refine your touchpoints. Evaluate the performance of each touchpoint.

36

Mapping Experiences with Confidence

05

Mapping Experiences with Confidence An experience map is a visualization of your customer’s behaviors, emotions, and needs as they experience your service. You capture their experience through a conceptual journey through space and time. To create a map with confidence, you should be intentional, choose a level of detail, work in a team, gather all the necessary research data, and be iterative. You should also make sure to build common ground amongst your team on the importance of experience mapping.

From Orchestrating Experiences Chapter 5: Mapping Experiences

by Patrick Quattlebaum & Chris Risdon

38

39

Mapping Experiences with Confidence

Creating a Succesful Experience Map

An experience map is a visual articulation of behaviors, emotions, and needs of a customer, via touchpoint, as they go through a journey across space and time. Maps should be created with the people involved in the journey to synthesize qualitative and quantitative data held by these people. Working together to create the map can help identify opportunities, generate ideas, and clarify the gap between the current state and desired future state.

01

Be Intentional

02

Use experience maps for the right reasons, at the right time, and with the right level of time investment support and organizational support.

03

Work Together

Choose how specific or broad you want the scope of the experience you focus on to be. ( I.e.) the broad hotel experience vs. the checking in process

04

Be Iterative Continuously refine your understanding and how to communicate that knowledge throughout the mapping process. The process shouldn’t be linear but fluid and adaptive.

From more information: Orchestrating Experiences Chapter 5: Mapping Experiences

by Patrick Quattlebaum & Chris Risdon

Do your homework Know your stuff. In addition

Involve more people in all levels of the organization. It benefits in ways like building customer empathy, building rapport amongst cross functional teams, and its more efficient.

05

Choose your level of detail

to conducting quantitative and primary research, you should be layering in already existing insights and data in the processÂ

06

Build Common Ground Make sure that everyone understands that the mapping process is useful. It can inform opportunity identification, ideation, concept development, and more.

Clara Asumadu | Serv 310 |Spring 2019

Mapping Experiences with Confidence

40

Clara’s Work Why this design?

Because the content of the infographic was very straightforward, I mainly focused on trying to make the infographic look interesting by using a bright color and interesting shape. The content was mostly a result of my feedback from a person without much design knowledge.

An In-depth look at an Interview

| Joshua, a Biology student at Savannah State Univ.

| Tell ‘em

| Work with ‘em

I first gave Josh a brief explanation of the infographic and I asked him what he understood. He read through each definition and explained what he understood. When his explanation did not match what I was hopingatoaSuccesful communicated, we worked together to reword my definitions so that he understood.

Creating Experience Map Creating Succesful Experience Map

An experience map map is a visual articulation emotions, needs of a customer, via touchpoint, An experience is a visual articulationofofbehaviors, behaviors, emotions, andand needs of a customer, via touchpoint, go through a journey across spaceand andtime. time. Maps bebe created with with the people involvedinvolved in the in the as they as gothey through a journey across space Mapsshould should created the people to synthesize qualitative quantitativedata data held people.

Working together to create journey journey to synthesize qualitative andand quantitative heldbybythese these people.

Working together to the create the map can help identify opportunities, generate ideas, and clarify the gap between the current state and map can help identify opportunities, generate ideas, and clarify the gap between the current state and desired future state. desired future state.

Keep it | Change it

Joshua’s suggestions, listed below, were carried into the design of our final infographic.

01

01

Be Intentional

Use experience maps for the Be Intentional

right reasons, at the right time,

Use experience maps for the and with the right level of right reasons, at thesupport right time, time investment and and with the rightsupport. level of organizational time investment support and organizational support.

03

03

Work Together

Involve more people in all levels of the organization. It benefits in ways like building customer Work Together empathy, building rapport Involve more people in all levels amongst cross functional of theteams, organization.

It benefits and its more efficient.

in ways like building customer empathy, building rapport amongst cross functional teams, and its more efficient.

05

05

Be

Be Iterative Continuously refine your understanding and how to communicate that knowledge throughout the mapping process. The process shouldn’t Iterative be linear but fluid and adaptive.

Continuously refine your understanding and how to communicate that knowledge From more information: Orchestrating Experiences throughout the mapping Chapter 5: Mapping Experiences process. The process shouldn’t

by Patrick Quattlebaum & Chris Risdon be linear but fluid and adaptive.

From more information: Orchestrating Experiences

02

Choose your

of detail 02 levelChoose your

Choose how specific or broad

level of detail

you wantwording the scope of the like “Be Intentional” Use proactive Choose how specific or broad experience you focus on to be. of the ( I.e.)you the want broad the hotelscope experience vs. the checking inyou process experience focus on to be.

( I.e.) the broad hotel experience vs. the checking in process

04

Do your homework Know your stuff. In addition

04

to conducting quantitative and primary should Doresearch, your you homework be layering in already existing Know your stuff. In addition insights and data in the process

Keep information is easy to understand for people to conducting quantitative and who aren’t from design backgrounds primary research, you should be layering in already existing insights and data in the process

06

06

Build Common Ground Make sure that everyone understands that the mapping process is useful. It can inform opportunity identification, ideation, concept development, and more.

Build Common Ground

Make sure that everyone understands that the mapping process is useful. It can inform opportunity identification, ideation, Clara Asumadu | Serv 310 |Spring 2019 concept development, and more.

41

Mapping Experiences with Confidence

A guide to MAPPING WITH CONFIDENCE

Natalie Su | SERV 310 | Sring 2019

From Orchestrating Experiences: Chapter 5 Mapping Experiences.

Map with intent

Choose the degree of detail

Use experience mapping for the right reasons, at the right time, and with the right level of time investment and organizational support. Be clear of your objectives.

Looking at a journey with different degrees of detail can provide different insights, so choose how in-depth or how broad you want to cover and learn about the customer journey.

Don’t go solo

Do your homework

Involving more of the organization in experience mapping helps to build customer empathy, establish coworker rapport, encourage ownership from across the departments, and create efficiency.

Learning what your organization already knows will help you make proper trade-offs of time and energy. It helps to inform the research plan about the most critical knowledge gaps.

Iterate

Build into process

Experience maps reflect a collection of many differing pieces of information from the entire process. Continually refine your understanding and ways to communicate that knowledge through iterations.

The success of adopting experience mapping into your process depends greatly on others’ understanding of how it helps to define or design better end-to-end product and service experiences. Be sure to relay its benefits clearly to others.

Mapping Experiences with Confidence

42

Natalie’s Work Why this design?

The primary force of attraction in this infographic is the bold colour palette and use of icons. Since there was no particular sequence, I chose to lay out each section of information this way without any particular guiding lines. The intention of this design was also to be scannable with just the titles and icons.

Natalie Su | SERV 310 | Sring 2019

A guide to MAPPING WITH CONFIDENCE From Orchestrating Experiences: Chapter 5 Mapping Experiences.

General Interviews | Work with ‘em

| Show ‘em

Map with Choose the I spoke to a Dentistry student based in Cleveland and an ESOL student. People read it just as they would intent degree of detail a normal page; left to right, with no need of a guiding sequence. For those who read it on the laptop Use experience mapping for Looking at a journey with screen, colour was some issue with contrast between background and text, the right reasons, at the right contrast was legible. different There degrees of detail time, and with the right level can provide different of time investment and insights, so choose how depending on viewed on. organizational support.

Be what the infographic in-depthwas or how broad you clear of your objectives.

Keep it | Change it

want to cover and learn about the customer journey.

Their suggestions, listed below, were carried into the design of our final infographic.

Don’t go solo Involving more of the organization in experience mapping helps to build customer empathy, establish coworker rapport, encourage ownership from across the departments, and create efficiency.

Do your homework Learning what your organization already knows will help you

make proper trade-offsis of time Keep information easy understand for people Natalieto Su | SERV 310 | Sring 2019 and energy. It helps to inform the research plan about the who aren’t from design backgrounds most critical knowledge gaps.

A guide to MAPPING WITH CONFIDENCE From Orchestrating Experiences: Chapter 5 Mapping Experiences.

Iterate Map with intent

Build intothe Choose process degree of detail

Experience maps reflect a collection of many differingfor Use experience mapping pieces information fromright the the rightofreasons, at the entireand process.

Continually time, with the right level refine your understanding and of time investment and ways to communicate that organizational support. Be knowledge through iterations. clear of your objectives.

The success of adopting experience into with your Looking mapping at a journey process depends greatly on different degrees of detail others’ understanding of how it can provide different helps to define designhow better insights, so or choose end-to-end product and service in-depth or how broad you experiences. Be sure to relay its want to cover and learn benefits clearly to others.

The white text on top of the teal color is a little hard to read on certain screens about the customer journey.

Don’t go solo

Do your homework

Involving more of the organization in experience mapping helps to build customer empathy, establish coworker rapport, encourage ownership from across the departments, and create efficiency.

Learning what your organization already knows will help you make proper trade-offs of time and energy. It helps to inform the research plan about the most critical knowledge gaps.

Iterate

Build into process

Experience maps reflect a collection of many differing pieces of information from the entire process. Continually

The success of adopting experience mapping into your process depends greatly on others’ understanding of how it

43

Mapping Experiences with Confidence

Our Work Why this design?

The primary force of attraction in this infographic is the bold colour palette and use of icons. Since there was no particular sequence, I chose to lay out each section of information this way without any particular guiding lines. The intention of this design was also to be scannable with just the titles and icons.

An In-depth look at an Interview A guide to MAPPING WITH CONFIDENCE | Bryan, From Orchestrating Experiences: Chapter 5 Mapping Experiences.

SCAD staff

Natalie Su | SERV 310 | Sring 2019

| Show ‘em

| Tell ‘em

Map with Choose the intent degree of detail Bryan was able to relay the information back to us accurately despite not having prior knowledge on the Use experienceHe mapping for a journey with subject. was confused aboutLooking theat repetitive use of the word “right” in the first section, but further the right reasons, at the right different degrees of detail time, and with the right level can provide different interviews showed that this wasn’t asohuge of time investment and insights, choose howproblem. organizational support. Be clear of your objectives.

Keep it | Change it

in-depth or how broad you want to cover and learn about the customer journey.

His suggestions, listed below, were carried into the design of our final infographic.

Don’t go solo Involving more of the organization in experience mapping helps to build customer empathy, establish coworker rapport, encourage ownership from across the departments, and create efficiency.

Do your homework Learning what your organization Keep information to understand for already knows will helpeasy you make proper trade-offs of time Natalie Su | SERV 310 | Sring 2019 and energy.

It helps to informdesign backgrounds people who without the research plan about the

A guide to MAPPING WITH CONFIDENCE

most critical knowledge gaps.

From Orchestrating Experiences: Chapter 5 Mapping Experiences.

Iterate Map with intent Experience maps reflect a collection of many differingfor Use experience mapping pieces information fromright the the rightofreasons, at the entireand process.

Continually time, with the right level refine understanding of timeyour investment and and ways to communicate that organizational support. Be knowledge through iterations. clear of your objectives.

Build intothe Choose process degree of detail The success of adopting

experience into with your Looking mapping at a journey Use examples for each category of information process depends greatly on different degrees of detail others’ understanding of how it can provide different helps to define or design better to furtherend-to-end understanding insights, so choose how product and service

in-depth or how broad you

experiences. Be sure to relay its want to cover and learn benefits clearly to others.

about the customer journey.

Don’t go solo

Do your homework

Involving more of the organization in experience mapping helps to build customer empathy, establish coworker rapport, encourage ownership from across the departments, and create efficiency.

Learning what your organization already knows will help you make proper trade-offs of time and energy. It helps to inform the research plan about the most critical knowledge gaps.

Mapping Experiences with Confidence

Orchestrating Experiences: Chapter 5.

44

Clara Asumadu & Natalie Su | SERV 310 | Spring 2019

A guide to MAPPING EXPERIENCES WITH CONFIDENCE An Experience Map is a visualisation of a customer’s journey across space and time. Maps should be co-created and they can help clarify the gap between the current state and the desired future state.

Be intentional

Choose the level of detail

Use experience mapping for the right reasons, at the right time, and with the right level of time investment and organizational support. Be clear of your objectives.

Choose how in-depth or how broad you want to the scope of the experience you want to focus on to be. (I.e. the broad hotel experience vs. the checking-in process.)

Work together

Do your homework

Involving more of the organisation in experience mapping helps to build customer empathy, establish coworker rapport, encourage ownership from across the departments, and create efficiency.

Learning what your organization already knows will help you make proper trade-offs of time and energy. It helps to inform the research plan about the most critical knowledge gaps.

Be iterative

Build common ground

Continuously refine your understanding and how to communicate that knowledge throughout the mapping process. The process shouldn’t be linear but fluid and adaptive.

Make sure that everyone understands that the mapping process is useful. It can inform opportunities, ideation, concept development and more.

Human-Centered Research Methods

06

Human-Centered Research Methods The design process must be integrated with human-centered research methods in order to create innovative designs. Each stage of design process correlates with exploratory, generative and evaluative research. In the exploratory phase, you observe and reflect upon the context in which you are conducting research. In the generation phase, you make prototypes that are co-created with those you are designing with and for. In the evaluation phase, you test, assess and implement your most viable ideas. Each of these phases should be human-centered and iterative

From Designing for Service: Creating an Experience Advantage

by Hugh Dubberly and Shelley Evenson (2010)

46

47

Human-Centered Research Methods

It Observes

Discover the “What is?”

Study the people, the context, the company, its brand and it’s perceptions, and the current market conditions.

It Reflects

Create visual models like blueprints and journey maps that reflect and analyze the “What is”

Service Design: What Does It Do? It Creates

Service is a process that creates change in the conditions of a person because of the activity of some people; it is cocreated by the people involved in the change and the people facilitating the change.

Service design is the orchestrating of people to create a change that’s agreed upon by the people involved in the change and the people facilitating the change. Outlined here is the Service Design process

Create your concept, prototype the concept, test your concept, refine your concept and be iterative in this whole process.

It is Co-Created

Create dialogue about the service design process with organizations and customers.s

It Implements

Bring system resources of service design to the masses of people.

From Designing for service: Creating an experience advantage" by Dubberly and Evanson

Clara Asumadu | SERV 310 | Spring 2019

Human-Centered Research Methods

48

Clara’s Work Why this design?

I wanted this infographic to be as dynamic as our original layouts, so I decided to put the title in the center and have the information sprouting from the center.

General Interviews

| Work with ‘em

| Show ‘em

I showed this to a professor and some students, and they gave a lot of suggestions on how to make the It Observes infographic easier to read and to follow Discover the “What is?”

Study the people, the context, the company, its brand and it’s perceptions, and the current market conditions.

Keep it | Change it

It Reflects Their suggestions, listed below, were carried into the design of our final infographic.

Create visual models like blueprints and journey maps that reflect and analyze the “What is”

Service Design: What Does It Do?

Creates in the traditional location, make it If the titleIt isn’t impactful so it’s the first thing you see

Service is a process that creates change in the conditions of a person because of the activity of some people; it is cocreated by the people involved in the change and the people facilitating the change.

Service design is the orchestrating of people to create a change that’s agreed upon by the people involved in the change and the people facilitating the change. Outlined here is the Service Design process

Create your concept, prototype the concept, test your concept, refine your concept and be iterative in this whole process.

It is Co-Created

Create dialogue about the service design process with organizations and customers.s

It Observes

Discover the “What is?”

Study the people, the context, the company, its brand and it’s perceptions, and the current market conditions.

Don’t repeat the word “It” so much because the reader may not know what “it”is

It Implements

Bring system resources of service design to the masses of people.

It Reflects From Designing for service: Creating an experience advantage" by Dubberly and Evanson

Create visual models like blueprints and journey maps that reflect and analyze the is”| SERV 310 | Spring 2019 Clara“What Asumadu

e Design: Does It Do? It Creates

ocess that creates change ns of a person because of ome people; it is copeople involved in the e people facilitating

Create your concept, prototype the concept, test your concept, refine your concept and be iterative in this whole process.

is the orchestrating of e a change that’s agreed ople involved in the e people facilitating tlined here is the process

It is Co-Created

Create dialogue about the service design process with organizations and customers.s

It Implements

Bring system resources of service design to the masses of people.

49

Human-Centered Research Methods

Human-Centred Research Methods What methods to use and when to use them.

Each stage of the design process requires the employment of certain human-centred research methods to design innovative solutions most effectively .

STAGE

RESEARCH TYPE

Observe

Reflect

EXPLORATORY

Make

Socialise Implement

GENERATIVE

EVALUATIVE

RESEARCH METHODS

Ethnography: participant & non-participant observations, contextual inquiry.

Projective: expressive exercises. Constructive: concept ideation.

Evaluate: user tests, prototypes, focus groups.

EXAMPLES

Shadowing, interviews.

Collage, model kits.

Lab experiments, workshops.

GOALS

To immerse the research designer in the context.

To verify the current experiences of a service.

To evaluate the success of the solution.

To uncover the people’s goals and masked needs.

To determine what is meaningful.

To determine if it is useful, usable and desirable.

To provide an in-depth understanding of the data.

To co-create and explore solutions for the needs.

To make iterations before it is too late.

From Designing for Service: Creating an Experience Advantage.

Natalie Su | SERV 310 | Spring 2019

Human-Centered Research Methods

50

Natalie’s Work Why this design?

This infographic walks the reader through the many layers of research methods, and provides examples and goals so that it is useful and actionable for the reader. I wanted to portray the idea that each of the stages are not distinctly categorised within a few of the research methods; there is a lot of overlap in methodologies, hence the overlapping circles.

An In-depth look at an Interview

| Christine Van Duyn, Interior Design professor at SCAD

| Show ‘em

Christine understood everything and relayed her understandings of it back to me perfectly, and was even an-Centredable Research Methods Human-Centred Research Methods to relate it back to her field.

ethods to use and when to use them.

What methods to use and when to use them.

Keep it | Change it

ge of the design process requires the employment n human-centred research methods to design e solutions most effectively .

Each stage of the design process requires the employment of certain human-centred research methods to design innovative solutions most effectively .

Christine’s suggestions, listed below, were carried into the design of our final infographic.

Observe

Reflect

EXPLORATORY

Make

Socialise Implement

STAGE

Make the purpose of the overlapping circles immediate to recognize

GENERATIVE

EVALUATIVE

Ethnography: participant & non-participant observations, contextual inquiry.

Projective: expressive exercises. Constructive: concept ideation.

Evaluate: user tests, prototypes, focus groups.

Shadowing, interviews.

Collage, model kits.

Lab experiments, workshops.

General Interviews

To immerse the research designer in the context.

To verify the current experiences of a service.

To evaluate the success of the solution.

To uncover the people’s goals and masked needs.

To determine what is meaningful.

To determine if it is useful, usable and desirable.

RESEARCH TYPE

Observe

Reflect

EXPLORATORY

Make

Socialise Implement

Make the circles a purposeful part of the infographic, rather than simply a design element

GENERATIVE

EVALUATIVE

RESEARCH METHODS

Ethnography: participant & non-participant observations, contextual inquiry.

Projective: expressive exercises. Constructive: concept ideation.

Evaluate: user tests, prototypes, focus groups.

EXAMPLES

Shadowing, interviews.

Collage, model kits.

Lab experiments, workshops.

| Show ‘em GOALS

To immerse the research designer in the context.

To verify the current experiences of a service.

To evaluate the success of the solution.

To uncover the people’s goals and masked needs.

To determine what is meaningful.

To determine if it is useful, usable and desirable.

I spoke to a Barista and an ESOL student. There was still not an immediate understanding of the overlapping circles and they also felt there was a disconnect between the research types and stages and the circles.

To provide an in-depth understanding of the data.

To co-create and explore solutions for the needs.

ng for Service: Creating an Experience Advantage.

To make iterations before it is too late.

Natalie Su | SERV 310 | Spring 2019

To provide an in-depth understanding of the data.

To co-create and explore solutions for the needs.

From Designing for Service: Creating an Experience Advantage.

To make iterations before it is too late.

Natalie Su | SERV 310 | Spring 2019

51

Human-Centered Research Methods

Our Work Why this design?

Natalie’s layout was chosen for ease of readability. To solve the problem brought up in the feedback, we flipped the stages and research types and removed the white bar that went through the circles. This helped to make the circles seem more part ofResearch the infographic than simply decoration. We also reduced Human-Centred Methods the number of vertical dotted to streamline the flow ofthem. the infographic.

Whatlines methods to use and when to use Each stage of the design process requires the employment of certain human-centred research methods to design innovative solutions most effectively .

General Interviews

STAGE

| Work with ‘em

Observe

Reflect

Make

| Show ‘em

Socialise Implement

We spoke to a front-of-house staff, and 2 young parents. They didn’t realise that we had 3 different sections which had different colours. We worked with the front-of-house staff to make the wording more Human-Centred Research Methods comprehensive for an audience without design knowledge. After her help, people were able to understand the message of the infographic quite effectively and could relay the information back to us.

What methods to use and when to use them.

Each stage of the design process requires the employment of certain human-centred research methods to design innovative solutions most effectively .

STAGE

RESEARCH TYPE

Observe

Reflect

Make

Socialise Implement

Keep it | Change it

EXPLORATORY

GENERATIVE

EVALUATIVE

Their suggestions, listed below, were carried into the design of our final infographic.

EXPLORATORY

GENERATIVE

EVALUATIVE

RESEARCH METHODS

Ethnography: participant & non-participant observations, contextual inquiry.

Projective: expressive exercises. Constructive: concept ideation.

Evaluate: user tests, prototypes, focus groups.

EXAMPLES

Shadowing, interviews.

Collage, model kits.

Lab experiments, workshops.

GOALS

RESEARCH TYPE

To immerse the research designer in the context.

To verify the current experiences of a service.

To evaluate the success of the solution.

To uncover the people’s goals and masked needs.

To determine what is meaningful.

To determine if it is useful, usable and desirable.

To provide an in-depth understanding of the data.

To co-create and explore solutions for the needs.

To make iterations before it is too late.

From Designing for Service: Creating an Experience Advantage.

Ethnography: & Make the colours of participant the RESEARCH non-participant observations, METHODS inquiry. text easy tocontextual distinguish

Natalie Su | SERV 310 | Spring 2019

EXAMPLES

Shadowing, interviews.

Collage, model kits.

Lab experiments, workshops.

To immerse the research designer in the context.

To verify the current experiences of a service.

To evaluate the success of the solution.

To uncover the people’s goals and masked needs.

To determine what is meaningful.

To determine if it is useful, usable and desirable.

To provide an in-depth understanding of the data.

To co-create and explore solutions for the needs.

To make iterations before it is too late.

An In-depth look at an Interview GOALS

Projective: expressive exercises. Constructive: concept ideation.

Keep information easy Evaluate: user tests, to understand for prototypes, focus groups. people who without design backgrounds

| Lorraine, | Show ‘em a Pharmacist From Designing for Service: Creating an Experience Advantage.

Natalie Su | SERV 310 | Spring 2019

We showed Lorraine the final iteration. She understood everything; the flow was correct. Immediately, she pointed out the overlapping of the circles and explained its meaning without prompting.

Human-Centered Research Methods

52

Human-Centred Research Methods What methods to use and when to use them.

Each stage of the design process requires the employment of certain human-centred research methods to design innovative solutions most effectively .

RESEARCH TYPE

STAGE

EXPLORATORY

Observe

Reflect

GENERATIVE

Make

EVALUATIVE

Socialise Implement

RESEARCH METHODS

Ethnography: understanding the target group of people through observations.

Projective: exploring the possible concepts.

Constructive: working on chosen concepts.

Evaluate: test and assess the chosen concepts.

EXAMPLES

Shadowing, interviews.

Collage, model kits.

Lab experiments, workshops.

GOALS

To immerse the research designer in the context.

To verify the current experiences of a service.

To evaluate the success of the solution.

To uncover the people’s goals and masked needs.

To determine what is meaningful.

To determine if it is useful, usable and desirable.

To provide an in-depth understanding of the data.

To co-create and explore solutions for the needs.

To make iterations before it is too late.

From Designing for Service: Creating an Experience Advantage.

Natalie Su + Clara Asumadu | SERV 310 | Spring 2019

5 Core Elements of Service Design

07

5 Core Elements of Service Design As service designers, our role is to be an agent of impactful change. The key elements that allow us to create change connect different disciplines and practices together to define a design framework. These key elements include empathy, collaborative facilitation, storytelling, prototyping and testing, and change-making on an organizational level. Our goal should be to master these key elements that make up the core of Service Design.

From An Introduction to Service Design Chapter 12: Service design core capabilities

by Lara Penin

54

55

5 Core Elements of Service Design

5 Core Skills to Master as a Service Designer

From An Introduction to Service Design: Desigining the Invisible, Chapter 12.

1

2

Empathic Listening Understanding people’s behaviours, needs, values, and aspirations through their: Reasoning Reactions Guiding principles

5

Process Facilitation Bringing together people with different understandings & capabilities to: Collaborate Co-create Have stewardship

3

Making Organisational Changes

Help organisations make important decisions about their futures by: Engaging with them Understanding stakeholders Strengthening relatioships

Envisioning & Visualising

Envisioning a preferred future through images and stories to: Articulate insights Communicate visions Maintain empathy

4 Prototyping & Testing Test new ideas, learn what does & does not work, & how to move forward, by: Paper prototyping 3D modelling Bodystorming

Natalie Su | SERV 310 | Spring 2019

56

5 Core Elements of Service Design

Natalie’s Work Why this design?

I wanted to capture the main message of “the core” in some way in my infographic, hence the colour-blocking of the circle in the centre. Again, I wanted this to be an easy, scannable pamphlet for anyone in the team to quickly glance over and understand the message.

5 Core Skills to Master

An In-depth look at an Interview

as a Service Designer

From An Introduction to Service Design: Desigining the Invisible, Chapter 12.

| Debbie, an HR Representative

1

2

Empathic | Tell ‘em Listening

Understanding people’s behaviours, needs, values, and aspirations through their: Reasoning Reactions Guiding principles

Process Facilitation Bringing together people with different understandings & capabilities to:

Debbie understood the content of my infographic able to relay the information back to me.

Keep it | Change it 5 Core Skills

to Master

Debbie’s suggestions, listed below, were carried into the design of our final infographic. as a Service Designer

Collaborate Co-create Have stewardship

5 Core Skills to Master as a Service Designer

From An Introduction to Service Design: Desigining the Invisible, Chapter 12.

From An Introduction to Service Design: Desigining the Invisible, Chapter 12.

1

2

Empathic Listening Understanding people’s behaviours, needs, values, and aspirations through their: Reasoning Reactions Guiding principles

1 5

Process Facilitation Bringing together people with different understandings & capabilities to:

5

Making

Have info follow the Organisational 2 Process Empathic traditional way we Changes Listening Facilitation read in the West make Understanding people’s behaviours, Bringing together peopleHelp with organisations differ(top-bottom, left-right) important decisions about Collaborate Co-create Have stewardship

3

Making Organisational Changes

Help organisations make important decisions about their futures by: Engaging with them Understanding stakeholders Strengthening relatioships

Envisioning & Visualising

Envisioning a preferred future through images and stories to: Articulate insights Communicate visions Maintain empathy

4 Prototyping & Testing

needs, values, and aspirations through their: Reasoning Reactions Guiding principles

ent understandings & capabilities to:

Test new ideas, learn what does & does not work, & how to move forward, by: Paper prototyping 3D modelling Bodystorming

Natalie Su | SERV 310 | Spring 2019

General Interviews

their futures by: Engaging with them Collaborate Understanding Co-create stakeholders Have stewardship Strengthening relatioships

| Work with ‘em

I showed this to an ESOL student and some SCAD students.

3

5 Making Keep it | Change it Organisational

3

The 3 bullet points each 4 Prototyping makes it easy to scan & Testing the infographic Test new ideas, learn what does & does not work, & how to move forward, by: Paper prototyping 3D modelling Bodystorming

stories to: Articulate insights Communicate visio Maintain empathy

4 Prototyping & Testing

| Show ‘em Test new ideas, learn what does & does not work, & how to move forward, by: Paper prototyping 3D modelling Bodystorming

Envisioning & Visualising

Their suggestions, listed below, were carried into the design of our final infographic.

Changes Help organisations make important decisions about their futures by: Engaging with them Understanding stakeholders Strengthening relatioships

Envisioning

Say “making organiza- & Visualising tional changes” instead of “organizational change Envisioning a preferred making future through images a

Envisioning a preferred future through images and stories to: Articulate insights Communicate visions Maintain empathy

Natalie Su | SERV 310 | Spring

57

5 Core Elements of Service Design

The Core Elements of Service Design Understanding the core elements of service design and how it can create impactful change.

collaborative facilitation Service design is a collaborative practice. The designer should facilitate and encourage collaboration by informing, engaging, synthesizing information and by being decisive with their team.

empathy It is imperative to understand the group of people you are designing and strategizing for. Discover their reasoning, their reactions and their underlying core beliefs.

-Workshops -Focus groups

-Interviews -Focus groups

-Visualisations (journey map, blueprint)

-Business model canvas -3D models

storytelling Storytelling is a catalyst for innovation.

It articulates and communicates what you know. It also builds empathy because it helps build common understanding within a team.

From the book An Introduction to Service Design Chapter 12: Service design core capabilities by Penin

prototyping & testing Design opportunities need to be tested to see what works and what doesn’t work, to make decisions to move forward. This helps reduce risk and save time and resources.

Clara Asumadu | Spring 2019 SERV 310 | Professor Manhaes

5 Core Elements of Service Design

Clara’s Work Why this design?

To represent the “core” I broke up a circle into four parts, using color to separate each different element of the “core” of service design. I originally had represented the fifth core from this chapter as part of the running copy after the title, as I saw it to be an overarching core. But after interviewing people, and because this section was text heavy, I made the decision to not include this part because people brought the fifth core up, even without fully reading the original text.

An In-depth look at an Interview | English Professor from the University of Southern CA

| Show ‘em

I presented the infographic to the professor and asked him to read it and explain what he understood.

After reading the infographic, he told me what he understood about each topic and he felt that he had a good overview of service design.

Keep it | Change it

His suggestions, listed below, were carried into the design of our final infographic.

he Core Elements of Service Design Understanding the core elements of service design and how it can create impactful change.

e Core Elements of Service Design He used the word

The Core Elements of Service Design

nderstanding the core elements “Elements” of service design even laborative and how it can create impactful change. though I originally had cilitation empathy “Essence” in the title e design is a collaborative It is imperative to understand the

e. The designer should facilitate courage collaboration by ng, engaging, synthesizing ation and by being decisive eir team.

-Workshops -Focus groups

borative tation

-Visualisations (journey map, collaborative blueprint)

group of people you are designing and strategizing for. Discover their reasoning, their reactions and their underlying core beliefs.

-Interviews -Focus groups

u know. It also builds empathy cause it helps build common derstanding within a team.

-Workshops -Focus groups

-Visualisations

troduction to Service Design

Keep the info in the introducing text succinct and relevant

collaborative facilitation

Service design is a collaborative practice. The designer should facilitate and encourage collaboration by informing, engaging, synthesizing information and by being decisive with their team.

Color makes the information

-Business model canvas -3D models

ign is a he designer should facilitate age collaboration by engaging, synthesizing orytelling nrytelling and by decisive is a being catalyst for innovation. rticulates and communicates what eam.

Understanding the core elements of service design and how it can create impactful change.

empathy more pleasing to read

It is imperative to understand the group of people you are designing and strategizing for. Discover their prototyping reasoning, their reactions and their & testing underlying core beliefs.

Design opportunities need to be tested to see what works and what doesn’t work, to make decisions to move forward. This helps reduce risk and save time and resources.

-Interviews -Focus groups

-Business model

Clara Asumadu | Spring 2019

empathy It is imperative to understand the group of people you are designing and strategizing for. Discover their reasoning, their reactions and their underlying core beliefs.

-Workshops -Focus groups

-Interviews -Focus groups

-Visualisations (journey map, blueprint)

-Business model canvas -3D models

storytelling Storytelling is a catalyst for innovation.

It articulates and communicates what you know. It also builds empathy because it helps build common understanding within a team.

prototyping & testing Design opportunities need to be tested to see what works and what doesn’t work, to make decisions to move forward. This helps reduce risk and save time and resources.

58

59

5 Core Elements of Service Design

Our Work Why this design?

We decided to change our design completely to explore a better way to visualize the “core”. With the center and its elements branching out from the core, we felt that this conveyed that idea more clearly. We tested the two and people mentioned that this new design was better. We improved the design from one of Clara’s previous infographics by drawing focus to the title (at the centre “core”) and then branching out with “lighter weight” sub-sections.

An In-depth look at an Interview

| Aaron, a SCAD Security Guard

| Show ‘em

| Tell ‘em

We simply showed Aaron our 2 individual infographics, asking him to tell us what he understood from the context. Without any service design knowledge, he understood and relayed his understanding back to us accurately. He then picked the text that he understood best.

He didn’t understand “process facilitation”, but he understood “collaborative facilitation” from just it’s title.

He said that “empathic listening” captured the message specifically, while “empathy” was too open-ended.

In the end, he applied the knowledge learned through the infographic in his own ideas.

General Interviews

| Show ‘em

| Work with ‘em

We talked to 2 tourists, 2 security guards, 2 baristas, 2 SCAD alums at ShopSCAD (a fibres major (2016), Empathic Listening and media & performing arts major (2009)) and 4 other people for the final iteration.

Understanding people’s behaviours, needs, values, and aspirations through their: Reasoning Reactions Guiding principles

Keep it | Change it

Collaborative Facilitation Their suggestions, listed below, were carried into the design of our final infographic.

Bringing together people with different understandings & capabilities to: Collaborate Co-create Have stewardship

Core Most people Elements will start

of Service Design

to read from the title Understanding the core elements of service as intended, long design as and how it can create impactful change. it’s bold and attention-grabbing

Storytelling

Storytelling through visuals or stories, is a catalyst for innovation. It helps communicate information build empathy build common understanding

Prototyping and Testing

To help reduce risk and save time and resources, design opportunities need to be tested to see what works see what doesn’t work make decisions to move forward

Making Organizational Changes

Help organisations understand the role of design and make important decisions about their futures by: Engaging with them Understanding people Strengthening relatioships

From the book An Introduction to Service Design Chapter 12: Service design core capabilities by Lara Penin

Clara Asumadu and Natalie Su | SERV 310 | Spring 2019

Use the content description from the infographic that best captures each core element

5 Core Elements of Service Design

60

Empathic Listening

Understanding people’s behaviours, needs, values, and aspirations through their: Reasoning Reactions Guiding principles

Collaborative Facilitation

Bringing together people with dierent understandings & capabilities to: Collaborate Co-create Have stewardship

Core Elements

of Service Design Understanding the core elements of service design and how it can create impactful change.

Storytelling

Storytelling through visuals or stories, is a catalyst for innovation. It helps communicate information build empathy build common understanding

Prototyping and Testing

To help reduce risk and save time and resources, design opportunities need to be tested to see what works see what doesn’t work make decisions to move forward

Making Organizational Changes

Help organisations understand the role of design and make important decisions about their futures by: Engaging with them Understanding people Strengthening relatioships

From the book An Introduction to Service Design Chapter 12: Service design core capabilities by Lara Penin

Clara Asumadu and Natalie Su | SERV 310 | Spring 2019

An Interviewing with 2 Savannah locals Clara and Natalie Savannah, GA

References Communicating the New: Methods to Create and Accelerate Innovation Chapter 1: Finding the Conceptual Center by Marc Kim Erwin This is Service Design Doing Chapter 6: Ideation by Marc Stickdorn, Adam Lawrence, Markus Hormess, Jakob Schneider This is Service Design Doing Chapter 8: Implementation by Marc Stickdorn, Adam Lawrence, Markus Hormess, Jakob Schneider Orchestrating Experiences Chapter 2: Pinning Down Touchpoints

by Patrick Quattlebaum & Chris Risdon Orchestrating Experiences Chapter 5: Mapping Experiences

by Patrick Quattlebaum & Chris Risdon Designing for Service: Creating an Experience Advantage by Hugh Dubberly and Shelley Evenson (2010) An Introduction to Service Design Chapter 12: Service design Core Capabilities by Lara Penin

GET OUT THERE &

CREATE SOMETHING GREAT