Touchpoint Vol. 10 No. 3 - Managing Service Design

vol 10 no 3 | april 2019 | 18 €

Managing Service Design

14 From Thinking and Doing to Service Design Leading Brian Gillespie, Frans

Joziasse 40 Influencing Service Design Success Warren Duffy 72 The Service Design Maturit y Model Niels Corsten, Jules Prick

Touchpoint Volume 10 No. 3 April 2019 The Journal of Service Design ISSN 1868-6052

Pictures Unless otherwise stated, the copyrights of all images used for illustration lie with the author(s) of the respective article

Published by Service Design Network

Printing Hundt Druck

Publisher Birgit Mager

Fonts Mercury G2 Apercu

Editor-in-Chief Jesse Grimes Guest Editors Brigitte Wolf Patrick Quattlebaum Thomas Troch

Service Design Network gGmbH MĂźlheimer Freiheit 56 D-51063 KĂśln Germany www.service-design-network.org

Project Management Cristine Lanzoni

Contact & Advertising Sales Cristine Lanzoni journal@service-design-network.org

Art Direction Miriam Becker Jeannette Weber

For ordering Touchpoint, please visit www.service-design-network.org

Cover Adobe Stock

f ro m t h e e d i t o r s

Managing Service Design

As service design matures and shoulders new responsibilities within larger organisations, it also finds itself facing new challenges. Demonstrating its value and applying it to organisational transformation has been addressed in these pages before. In this issue, we look at a new question: how to manage service design.

As our remit broadens, and our team numbers swell, new challenges arise that didn’t exist before. This time, they don’t affect how we do our day-to-day work, but rather how it is managed. Creating a consistency of output amongst distributed service designers, establishing representation and champions at the top echelons of the organisation, and moving from hands-on work to managerial work become new areas of focus.

Design management is an area from where service designers can take inspiration when addressing these challenges. It brings together several perspectives (including supply chain management and project management, as well as design and strategy) to provide an organisation and structure for design activities. And it does so not just at operational levels, but at strategic ones as well. It came about more than 110 years ago to coordinate craft and industrial design in Germany, but still has lessons for us today.

In this issue, SDN Leadership Team member Brian Gillespie teams up with co-author Frans Joziasse to share his insights gained as a member of the DMI (Design Management Institute) and a current service designer, to present six ways service designers can effectively manage service design. Additional advice from service designers at work in large multinationals (such as from Warren Duffy at Capital One Canada, and Claudia Sosa and Jonathan Rodas from BBVA Bancomer) are presented here as well.

If you find yourself confronting these challenges, I hope you can draw valuable new insights from what’s contained in the following pages. And the learning won’t stop there. An experienced and dedicated team in Toronto is busily preparing for the SDN’s Global Conference this October in Toronto, where managing service design will be touched on, amongst a wide variety of other topics. I hope you can join us there.

Jesse Grimes, Jesse Grimes, Editor-in-Chief of Touchpoint, has eleven years’ experience as a service designer and consultant. He has worked in London, Copenhagen, Düsseldorf and Sydney and is now based in Amsterdam. He is an independent service design practitioner, trainer and coach (kolmiot.com). Jesse is also Senior Vice President of the Service Design Network.

Brigitte Wolf is Head of Department of Design Theory in the Faculty of Arts and Science at the German University Cairo (GUC).

Patrick Quattlebaum is Founder and CEO of Harmonic Design, a US-based service design firm, and co-author of Orchestrating Experiences.

Thomas Troch is Business Director at InSites Consulting in New York. He leads a team of creative researchers to uncover consumer insights for iconic brands.

Birgit Mager, publisher of Touchpoint, is professor for service design at Köln International School of Design (KISD) in Cologne, Germany.

She is founder and director of sedes research at KISD and is co-founder and President of the Service Design Network.

Jesse Grimes for the editorial board

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3

Upstream influencer

20

50

12 feature:

6

Managing Service Design

14 From Thinking and Doing

to Service Design Leading Brian Gillespie, Frans Joziasse

20 Connecting Business and

9

Design Through a Familiar Language Jelte Timmer, Jürgen Tanghe

22 ‘You Got a Problem?’

Judit Kun 26 Managing Service Design in 2 imprint 3

from the editors

6 news 9 cross-discipline 9

4

Mixed-method Analysis of Waste Collection Services Marius Möhler, Dikran Melkonian, Alma Castro

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an Academic Library Joe J. Marquez, Annie Downey

28 Building a Service rePublic

for All with Service Design Julianne Coughlan

33 Including Services in Design

Management J. Tuomas Harviainen, Sampsa Hyysalo

36 Experience from the Inside

Anna Rzepczynski, Joanne Richardson 40 Influencing Service Design

Success Warren Duffy

46 Managing a Long-term

Service Design Project Dr Jeyon Jung, Dr Younjoon Lee, Seunghoon Kwak

50 Demystifying India

Through Service Design Nikhita Ghugari, Swar Raisinghani

54 The Design Council:

A Feedback Mechanism for Design Projects Claudia Sosa, Jonathan Rodas

c ontents

Explore

Prove

Scale

Integrate

Thrive

72 62

92

70 Tools and Methods 72 The Service Design

Maturity Model Niels Corsten, Jules Prick

58 Service Design Global Conference 2018 60 Global Service Design

Community Meets in Dublin

62 Leadership Qualities

that Foster Awesome Creative Teams Lina Nilsson

65 The Living Service Blueprint

Paul Harrison

78 Bringing Feasibility and

Viability to Life in Service Blueprints Ruben Ocampo

82 Introducing the Double

Matrix Sharina Khan, Elivio Bonollo, Eddi Pianca

86 profile 86 Anna-Sophie Oertzen

90 inside sdn 90 Honouring the Winners

of the Service Design Award 2018!

92 SDN Chapter Awards 2018 –

Recognising the Impact of Chapters

94 The SDN Website Case

Study Experience

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Save the Date: Service Design Global Conference 2019

Mark your calendar and get ready to pack your bags, we are heading to Canada!

The 12th annual Service Design Global Conference will take place in Toronto from 10-11 October 2019 (with the exclusive SDN Members Event on 9 October 2019).

Service design is growing rapidly in Canada! Corporations, local government and other public-facing institutions have turned to service design for new and inventive ways to respond to the evolving needs of the country’s population. We are looking forward to welcoming 800 participants and speakers from all over the world in an exchange of experiences, ideas, and perspectives with the open-minded and creative service design community.

Introducing Toronto The dynamic metropolis of Toronto is recognised as a hub for service design. As a multicultural and international city full of friendly Canadians, Toronto provides a perfect backdrop to this year’s Service Design Global Conference.

Other fun facts about Toronto include: — Toronto is home to 8,100 restaurants and bars — It welcomes more than 40 million visitors annually — Toronto typically has 301 days of sunshine each year

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Over 180 languages and dialects — are spoken in the city — Around 25 percent of Hollywood movies are actually filmed in Toronto Preparations are underway to host you at this year’s premier service design event. The SDN Canada Chapter and SDN HQ are working hard to bring you insightful presentations and workshops, and a great conference experience.

Stay tuned for all information and details to follow at www.servicedesign-network.org/sdgc/2019.

Mark your calendars, and don’t miss Early Bird registration.

See you in Toronto!

Join the Buzz and Make the World a Better Place!

Service Design Day 2019

We would like to invite all organisations, service design professionals, students and enthusiasts to join us in celebration of Service Design Day on 1 June 2019.

This year is all about giving back to community – block your calendars on 31 May and / or 1 June and use your service design skills for the greater good! Share your contribution on social media using #SDDay19 and #ServiceDesignDay. Get more insight – follow our website and social media channels.

ne ws

Service Design Award 2019 – Call for Entries Open Until June 7!

Are you making an impact through service design? You are in the right place and make sure this year you gain the recognition you deserve.

The fifth edition of Service Design Award will recognise and celebrate service design projects submitted in the categories of Professional, Commercial, Non-profit/Public sector and Student work.

In 2018, over 80 entries were submitted from more than 25 countries around the world. Finalist and winning projects were showcased during the Award Ceremony at SDGC18 in Dublin, and six winning teams took to the stage for Pecha-Kucha presentations of their amazing work. Video material of the Award Ceremony and winner presentations is available at: www.youtu.be/l6kZvUbaKUE?t=57.

This year’s early bird entries are being accepted until 8 April.

Regular entries are accepted after that date, and close on 7 June.

As is the tradition, winners will be announced on stage at SDGC19 in Toronto! Find more information about Service Design Award 2019 and enter your work at: www.service-designnetwork.org/award-about.

To showcase the remarkable success of the Service Design Award, we published the Service Design Award Annual 2017, a collection of the very best in service design and delivery, with stories from finalists and winners from the first three years of the Award (2015—2017). Order your copy on our website: www.service-design-network. org/books-and-reports/introducingthe-service-design-award-annual.

Touchpoint Now Available

topics, and its intelligent recommen­ dation algorithms, we are bringing more and more people in touch with the excellent content that each issue of Touchpoint contains. In fact, shortly after joining Medium, we got recognised by the platform as a top writer in 'Innovation'!

Share the news amongst your net­ work, and follow Touchpoint on Me­dium if you haven't already, and give a few claps to the articles you enjoy at https://medium.com/touchpoint.

on Medium

The SDN is proud to announce that we're now making selected articles from each new issue of Touchpoint available on Medium. Doing so helps fulfil one of our goals of spreading knowledge, insights and awareness of service design to the wider world.

Thanks to the rapid growth of Medium as a resource for highquality writing on a vast variety of

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Service Design for

SDN Shanghai Chapter to Host

Sustainability at the WEDC

Inaugural Service Design

in China

National Conference in China

In mid-December 2018, SDN Senior Vice President Jesse Grimes was an invited speaker at the first World Eco-Design Conference (WEDC), held in Guangzhou province, China. His presentation - “The Importance of Service Design for Ecological Design” - called for service design to play a role in sustainable design projects and initiatives.

The conference provided additional evidence of the fastgrowing importance of service design in China, and helped further strengthen the SDN’s recognition and visibility there.

The conference took place in Conghua Eco-Design Town from 13-15 December, and attracted an audience of over 1,000 guests from 81 design organisations and institutions across 36 countries and regions, bringing together experts, scholars, entrepreneurs and government leaders to discuss and collaborate on the integration and innovation of design’s relationship to environmental, ecological and industrial issues.

The conference was supported by the United Nations Industrial Development Organization (UNIDO), national and local government in China, and cohosted by China Industrial Design Association, amongst others.

We are proud to announce that the Service Design Network will hold its first national conference in China: Service Design Futures. Taking place in Shanghai from 23-24 April, 2019 this conference will bring the best of the best together to co-create a future empowered by service design.

Economies, technologies and societies are rapidly co-evolving, requiring a shifting of mindsets and techniques to reach and maintain relevance. The SDN China Conference, Service Design Futures, organised by SDN’s Shanghai Chapter, CBi China Bridge and Successful Design, aims to explore and support this paradigm shift by sharing insights on how to manage these complexities by creating purposeful and valuable experiences.

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More than 30 inspiring presen­ tations will enlighten and inspire you, whether you are new to service design or a seasoned professional.

Both respected academics and business experts will share their expertise and latest thinking on trends in service design. The conference programme features a diverse lineup of speakers, inclu­ding Adam Lawrence (Global Service Jam), Birgit Mager (Service Design Network, Cologne International School of Design) and Cathy Huang (CBi China Bridge).

We welcome innovators, entre­ preneurs as well as leaders from across industries and borders to join the 2019 SDN China National Conference and support us in shap­ ing the future of service design to ensure it becomes the new normal!

For registration, please visit www.service-design-network.org/ events/sdncchina19.

c ro s s - d i s c i p l i n e

Mixed-method Analysis of Waste Collection Services A joint team of public sector officials from the City of Long Beach, California, and graduate students from the Harvard Kennedy School worked on a semester-long project to understand the drivers of illegal dumping in the city. Harvesting the synergies from quantitative and qualitative analyses was a key to success.

The issue of illegal dumping Bulky items and illegal dumping have been a major issue in Long Beach for many years.

In 2016, city workers collected around 15,000 mattresses from streets, roughly half of which were disposed of illegally.

The city tackles illegal waste through three types of initiatives: — Legal disposal services - Residents have access to a limited number of complimentary pickup services.

Channels to report illegal waste — Residents can inform the city about bulky items in public places.

Illegal waste collection - Staff from — the Public Works department gather bulky items on a daily basis.

Because Long Beach has experienced a worsening trend in illegal waste dumping, the city has strengthened its efforts, with a disproportionately increased investment in collecting illegal waste.

As a consequence, the share of illegal waste of total waste collected increased significantly between 2014 and 2018.

Furthermore, annual costs have soared.

This is due in part to the fact that collecting illegal waste is four times more expensive than requested pickups. As such, the city determined that a key issue would be to understand how to contain illegal dumping while also increasing the usage of requested pickups.

This issue was tackled through a collaboration between the Bloomberg Harvard City Leadership Initiative as well as the City of Long Beach Department of Public Works Environmental Services Bureau and the city’s Innovation Team.

The project was approached from two angles. First, a quantitative analysis tried to understand the characteristics of the neighbourhoods with a high prevalence of illegal dumping. A qualitative analysis followed to explore why some residents might not use the free services offered by the city.

Marius Möhler is a McCloy Fellow at the Harvard Kennedy School, pursuing his Master in Public Administration. He is passionate about “making government work”, through innovation, behavioural insights and organisational development.

Dikran Melkonian is Deputy Director for the Department of Public Work in the City of Long Beach, California, managing six bureaus, including the Environmental Service Bureau.

Alma Castro served as Deputy Director for the City of Long Beach Innovation Team. She now manages the city’s Justice Lab, aimed at reducing law enforcement interactions among high frequency utilisers.

Can numbers alone provide answers?

Building on internal data from the city as well as publicly available data sources, the Touchpoint 10-3

9

team initially used statistical analyses and GIS mapping1 to reveal a striking finding. One part of the city recorded a significantly higher incidence of illegal waste than the other whereas the contrary was true for the use of complimentary pick-up services. The readily available data suggested a correlation with selected demographic variables (median income, race, language) of the residents in the respective neighbourhoods.

Number of illegally dumped items per capita 0—10 10—20 20—30 30—40 40—50 50—60 60—70

Adding another layer through customer journey analyses The team turned to qualitative approaches in the next stage of the project. Based on the insights drawn from the quantitative analysis, they created personas representing the respective neighbourhoods (i.e., high vs. low prevalence of illegal waste). Then, they simulated the process each persona would go through for the respective service (illegal waste dumping and requesting free pickup service).

For example, the team made a number of ‘mystery shopping calls’ to the city’s call-centre to better understand what information residents need to provide.

The subsequent customer journey analysis allowed us to distil the factors that drive or inhibit the residents’ legal vs. illegal waste disposal. Inaccessibility and inconvenience emerged as the biggest service barriers.

One of the biggest impediments discovered was that users were required to submit their utility account number, which is usually only known to homeowners and not to those who live in rental accommodation.

Number of pick-up service requets per capita 0—10 10—20 20—30 30—40

GIS maps showing how illegal dumping is mainly concentrated in

Credit: Marius Möhler

areas of Long Beach where residents make fewer pickup requests.

1 Geospatial Information Systems (GIS) allow the analysis and representation of spatial information through combining layers of various information.

10 Touchpoint 10-3

Staff at the City of Long Beach Department of Public Works Environmental Services Bureau collecting illegally dumped items from an abandoned lot.

c ro s s - d i s c i p l i n e

Customer journey for legal waste pick-up Customer journey for legal waste pick-up Stages of journey

Resident’s actions

Search Googles 'dump mattress long beach'

Comments

E motional experience

Request

Wait

Pick-up

Finds ads for paid services

Finds www.long beachrecycles.org

Reads through instructions

Only resident 1: Fills out request form

Only resident 1: Waits to be contacted by phone

Both residents: Talks to customer service by phone

Only resident 1: Waits until next service day

Only resident 1: Prepares items for pick-up

Paid ads show up especially on phone

One of the top results

Unclear if fees are involved; Instructions in English only

Account number not required at this stage

No callback within 24 hours

Account number required at this stage; no immediate pick-up

Average waiting time: five days

Required to seal mattress, remove fridge door

Only resident 1: Pick-up achieved

POSITIVE 2 NEGATIVE

Deep dive

1

3

1 Non-English speaker doesn’t understand website and calls directly

2

Confusion about whether service is free or not

3

Customer can’t proceed without account number journey ends

4

5

4 Pick-up date is late

5

Too much work required from residents

Resident 1: Homeowner with high proficiency in English Resident 2: Tenant with limited proficiency in English

Service design for legal waste pick-up with substantial barriers – decreasing the convenience for resident 1 and preventing resident 2 from accessing the service

Customer journey analysis of two personas who want to request a pickup of their bulky waste item.

The qualitative insights allowed the team to re-run the previous quantitative analysis with home ownership as an additional factor. This variable turned out to be the main predictor for explaining illegal waste per neighbourhood; it was significantly stronger than ­demographic variables.

Synergies created from mixing methods In summary, it was determined that: — The city focused its efforts on removing waste from illegal dumping.

— Requested pickups were less accessible.

— Requested pickups were less convenient from a user perspective.

These insights suggested that both the policies of the — city as well as the service as it was implemented led to citizens substituting requested pickups with illegal dumping.

As such, the project had important implications. The city is now shifting resources to requested pickups, resulting in reduced wait times for citizens. Requirements for requesting pickups are also being overhauled. Without the application of a mixed-method research approach, the city would have taken different actions based on incorrect insights. A key learning from the project was that the interplay between qualitative and quantitative analyses resulted in better outcomes.

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f e at u re

Managing Service Design

From Thinking and Doing to Service Design Leading There is a natural synergy between service design and design management, sharing as they do three principles fundamental to their success: user-centredness, co-creation and a holistic perspective. How can this synergy be exploited to establish service design leadership in organisations, markets and service Brian Gillespie is a Boston-based consultant leveraging his MBA in Design Management to help clients and partners, including Frans Joziasse and PARK, research, design, and manage the diverse activities associated with driving business success by design. Brian is a member of the SDN Leadership Team. gillespie@service-designnetwork.org

Frans Joziasse MSc MBA is the general director of PARK, a design leadership consultancy and Grow, a design management education platform.

His teams in Europe and the USA help their clients establish design as a business critical competency. joziasse@park.bz

design teams, and advance the service design agenda?

The service design community has embraced the Design Thinking movement, formed a strong point of view about service design thinking and created a comprehensive suite of tools and methods to inform and form our service design doing. Establishing widespread Design Thinking capabilities does not guarantee effective design doing, and even when the two are successfully aligned, it does not guarantee a path to becoming a design-led company. To build and maintain design leadership, companies need to embed both design and the management of design at every level of the organisation. Design management can harness the successful output of Design Thinking and design doing to drive strategy, integrate design Design management Design Thinking + Design doing Fig. 1: Design Thinking, doing, managing and leading

14 Touchpoint 10-3

across the organisation, create great work and ultimately establish a position of design leadership (Figure 1).

Synergies between service design and design management Design management gained its reputation and intellectual rigour as an outcome of being applied in a product-centric economy. It has evolved to increase the role of design in forming strategies, future visioning and new business model research and development. Service design, as a relatively new design specialism, has gained steady momentum as a result of the digitalisation of business. It has allowed new value to be created by services that were built around pre-existing products,

Design leadership

m a n ag ing servi c e de si g n

Fig. 2: The levels of service design management

as those products became smarter, networked, and continually improved. This context has the potential to put service design leaders in a position to drive the establishment of design management organisations, and incorporate considerations for service strategy and design, into the management of day-to-day business.

There are several key ingredients required to successfully establish design management in an organisation: It must be customer-focussed, integrate enterprise-wide design, and have design leadership embedded at every level of management – strategic, tactical and operational (Figure 2).

A design leader must: — Hold a senior management role in supporting and influencing organisational strategy and business planning.

— Establish design capabilities in middle management, managing the design requirements of designed outputs of the various business departments that comprise the organisation.

— Lead multiple design projects and teams that drive the core business and achieve the strategic intent.

— Create design processes, tools and methods to

empower design and business leaders at every level of the organisation.

— Nurture a user-centred, co-creative, collaborative and design-informed culture at each level of the organisation.

— Define, measure and communicate the value of design in order to get the needed funding for the carrying out the aforementioned actions.

Service design leaders practice and evolve the aforementioned principles of user-centred, co-creative and holistic design with the tools, methods and outcomes that define their craft. This puts them in a strong position to drive greater integration of service design and design management, thereby creating the right organisational conditions for service innovation and implementation. The challenge will be to address the increased scale of responsibility that strategic service design management will entail.

Let’s take a closer look at how design leaders have addressed the six requirements listed above, and learn how service designers might apply their unique knowledge and experience to drive service design leadership in their organisations.

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Support strategic management This is a challenge for all design leaders. Often, it’s something that is out of our control and relies on the support of the C-suite to bring design leaders onboard.

1

As advanced as many of our tools for service design thinking and doing are, we lack ways of expressing our value in the language of business. Service design leaders must continue to develop business-friendly translations of service design value and its positive impact on the organisational strategy and success.

After several years of establishing design management at the operational and tactical

levels, the top management of a global toy company took the decision to bring design leadership to the strategic level. Design formed part of the discus-

Optimise tactical operations One of the greatest threats to successful design is that it is developed in organisational silos without consideration for consistency of the customer experience.

sion on how to further grow the company in the long term through suggesting growth drivers, leading breakthrough innovation projects, and launching initiatives for new business development. Design

2

The global design director of a premium do­ mestic appliance manufacturer has created a

– as an element of all core teams – also shared

global design network that unifies every designer in

co-responsibility for the short- and mid-term busi-

the company, whether they are product, UI, graphic

ness planning of different business categories. The

or service designers. The network aims not only to

expectation of fulfilling business goals is giving de-

create an overall customer experience and guide-

signers and their design managers clear guidance in

lines, but foremost to stimulate multi-disciplinary

connecting with other company functions (Figure 3).

collaboration with engineering, marketing and manufacturing. Design management has implemented a corporate design and Design Thinking toolbox that

Manage upwards

In companies where services are dominant, there is an opportunity for service design leaders, cultivating cross-discipline collaborative practices in their dayto-day project work, to leverage that cross-department visibility to attract the attention of senior management.

Connecting design competences and capabilities

Design

Manage downwards

Manage sidewards

Fig. 3: Strategic design leadership

16 Touchpoint 10-3

facilitates co-creative techniques within and beyond product and service innovation projects. Design also owns the academy that trains most middle management to work effectively with the toolbox (Figure 4).

UX toolbox Setting agenda for long term growth drivers

Manage sidewards

Design part of core teams

Sales

UX Design Thinking

R&D

UX design

Supply chain

Marketing

UX execution

Fig. 4: Integrated (UX) design organisation

Briefing for end-to-end user experience

m a n ag ing servi c e de si g n

For the service design process to be successful it must include service stakeholders from across the organisation, along with end-users, right from the beginning. The co-creative techniques currently in place to lead organisational collaboration – as well as its outputs, such as various maps and blueprints – can get quite complex when looking at the larger service ecosystem.

It will be critical for service design leaders to evolve these artefacts into management tools that facilitate regular, integrated oversight of ongoing service implementations across the company.

Lead teams and projects The past ten years have seen major advances in how we scope and run service design projects.

Our process is clear, and the evidence of our success is becoming manifest in many excellent case studies.

The recent publications, This is Service Design Doing and Design­ing the Invisible, showcase many high-profile service design successes.

3

The design VP of a leading pharmaceutical company decided to bring all exter-

nal design disciplines under the influence of design management in order to develop and implement distinctive and coherent customer experiences for its main global brands. The design directors were mandated to become custodians of creative work across all touchpoints, as well as manage global execution through design management systems and partners. The challenge is aligning all the different external design partners around one customer experience briefing (Figure 5).

When service designers work on projects at the operational level, reporting to non-design managers at the tactical level, service design’s holistic perspective typically ends up being limited to the multiple touchpoints through which a particular service is experienced. In other words, we often work on one service project in isolation from other service offerings.

Packaging

Digital

Point of sale

Design leadership

Product

Communication

Service

Brand experience touchpoints

Fig. 5: Integrated design management

This is different than having a truly holistic perspective of every service the organisation provides and driving design activities that ensure an integrated and complete service offering. It is also smaller in scope than design management’s holistic perspective of ‘all design practices’ and ‘all designed things’. To become service design leaders, we need to increase our roles, responsibilities and purview over the entire suite of services, as well as our ability to collaborate effectively with multiple design disciplines.

Service design, as a practice, has attracted designers from multiple design disciplines and evolved into an integrated discipline which pulls together skills and knowledge from multiple fields. Though we may be in a service-dominant economy, there are still many firms operating in a multi-value, multi-design world. Service design leaders will need to build on the integrative nature of the practice to develop new skills for multidisciplinary design team management.

Develop and implement processes, tools and methods Service design leaders have made great strides in the past ten years in developing service design tools and methods that empower designers to craft great services. However, it has also been reported that of the many dozens of tools at our disposal, only a very small percentage are devoted to service implementation.

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4

The design leadership at a global fast-moving consumer goods company faced lack of cred-

5

A market leader in personal care decided to rebrand its global range of products and

ibility in delivering tangible design successes. A de-

services. Design leadership knew from the be-

sign capability team was created in order for design

ginning that stakeholder management and their

to focus more on building competencies and skills

involvement in the branding process, would be

amongst design professionals. The main goal was

critical success factors in creating a company-

to develop design management in such a way that it

wide culture that embraced design. An internal

became involved earlier in innovation projects, as

PR and communication plan for re-designing the

well as improving design’s impact in creating holistic

brand was developed and implemented. Regular

customer experiences. Design drove the customer

progress meetings with top management and the

experience agenda in the global R&D organisa-

core project team built trust and credibility. An

tion and succeeded in teaming up with the global

external design partner also drove part of the selling

marketing organisation to educate them in how to

and communication strategy, giving internal multi-

effectively implement holistic design concepts.

disciplinary teams support for the new brand design, and to stay involved in the process end-to-end.

Finally, annual presentations to all employees of

A common discussion amongst service designers concerns how we can generate more effective adoption and delivery of our great designs. If we can’t deliver, we can’t measure impact. And if we don’t deliver and measure multiple services, led by an integrated, enterprise-wide service strategy and plan, we will not get the attention and support of senior management. Service design leaders need to create design processes, tools and methods to empower design and business leaders at every level of the organisation through the new business development process. As good as we are at visualising and storytelling, leaders need to continually improve the communicability of the output of service design tools and methods, finding ways to convert our design language into a more business-friendly medium.

Establish a culture that ingrains design Design Thinking has done much to democratise design.

Its problem-solving methodology is relatively easy to scale for the time, people and scope of a given challenge.

It has also helped build awareness of the value of design.

But although it is a step towards creating a designinformed culture, it is not enough.

successfully-launched, rebranded products helped socialise design throughout the organisation.

Service design leaders need to ensure that there is a solid understanding of the rationale for their work, as well as the value it generates for the business and for customers.

Co-creation sessions with stakeholders from all levels of the organisation have a positive impact when the results are actionable and visible. Creating a design-informed culture is a full-time job in which the outputs of design should be regularly socialised throughout the organisation.

Show the value of design A challenge for all design practices is to tie the evidence of its work to tangible value benchmarks, such as ROI, revenue generated, cost efficiencies, market penetration, or whatever is tracked by the organisation as a measurement of success.

6

The design industry has not had the same success as the worlds of advertising and

branding in clearly expressing the ROI of its work and proving its value. Few companies today have tackled this challenge and identified how to lever-

age design metrics. However, one global sports retailer has integrated the communication of design benefits across all its design activities.

18 Touchpoint 10-3

m a n ag ing servi c e de si g n

This company strongly believes that design is one of its core competencies and hence one of the critical elements of its value creation process.

Together with R&D it has established different innovation hubs where it creates and develops sport product experiences that are unique, affordable and of great quality. These three attributes, in combination with shared business goals, drive the metrics of the success of design. All new product launches are globally measured and fed back into the organisation, including design. Department and

The evolution of service design suggests factors that have it well-positioned to achieve more strategic influence, as well as to support the establishment of service design management. This is especially true in cases where internal service design teams are established in customer-focused and service-dominant businesses. The service industry’s share of GDP is expected to continue to grow. In this very competitive environment, service design and its management can be the differentiating factor that creates unique and purposeful customer experiences, drives business success, and establishes strong design leadership.

individual in­centives are driven by business success and shared among the innovation hubs on a monthly basis. It puts design into the pivot of value creator and maximises operational design excellence.

Service design leaders need to identify ways to define, measure and communicate the value of design in order to get the needed funding and support to build an effective service design management organisation. The challenge will be to quantify the tangible value of services, shown to be created by the direct intervention and leadership of an effective design team, working efficiently with the business.

Service design leadership outlook As described in these six case studies, many design disciplines in global companies have successfully ingrained themselves within their larger organisations.

To achieve similar success, service design leaders will need to make efforts at each level of the organisation: — Strategic – Play a role in establishing and driving an organisation-wide service design vision and strategy and create business-relevant metrics which measure the value of service design investment and output.

Tactical – Build internal and external front- and — back-stage service design capabilities.

— Operational – Integrate the efforts of other design disciplines and bridge the implementation gap by applying the same innovative perspective to delivering that has been applied to Design Thinking and design doing.

Touchpoint 10-3 19

Connecting Business and Design Through a Familiar Language For designers — especially those in large organisations — conventions, culture and language can create barriers to building trust and collaborating with business partners. In observing these dynamics at a large technology company, we found that business designer archetypes can help service designers better Jelte Timmer is a senior service designer at Livework.

He is an insightful innovation and transformation specialist and specialises in bringing behavioural psychology into design. jelte@liveworkstudio.com

Jürgen Tanghe is Service Design Lead at Studio Dott.

He has applied service design methods for business results and strategic transformation for a wide range of international clients. jurgen@studiodott.be

20 Touchpoint 10-3

engage with their business peers and create greater impact.

Different departments, different languages Connecting to the language of strategy, finance and operations has been identified previously as an obstacle for integrating service design into organisations. This has been discussed in Touchpoint Vol. 2 No. 2, published in September 2010. Our client reflected these common challenges. Their service designers’ failure to speak “the language of business” prevented viable strategic insights and concepts from making a material impact.

Language, however, was only a part of the problem. The service design department also struggled to connect design activities consistently to management processes and functions across departments. This led to missed opportunities to influence strategic agendas, or difficulties in linking design efforts to strategic objectives.

Defining the role of service design through archetypes To create better bridges between business and design, we developed a set of business designer archetypes. These tools addressed both the language and mechanics of business and were created to aid designers in identifying roles that they could take on to connect their work to different parts of the business.

The familiar format of archetypes, both human-centred and visual, made the tools accessible and stimulated adoption within the design department.

Critical to the archetypes’ design was linking design capabilities to business challenges. This included connecting to the financial logic that shapes business decision making1 , and

1 Hawawini, G., & Viallet, C. (2010). Finance for executives: Managing for value creation. Cengage Learning.

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Financial strategist

Strategy validator

Upstream influencer Credit: Livework Studio

Impact experimenter

These four illustrations served as a visual reference for our business design archetypes.

linking to the different phases of the management cycle2 that shape the needs of the manager. Both of these links revealed opportunities for designers to make an impact. For instance, we used the archetypes as a starting point to describe how prototyping can fulfil a role in validating strategy.

Four archetypes with four distinct business roles Our analysis resulted in four distinct archetypes.

Each defined a mode in which designers could use their skills to connect to business challenges.

We described the following typologies: — The financial strategist - Creating design chal­ lenges from financial reporting and connecting to the process of setting financial targets.

— The upstream influencer - Using design to inform and feed strategy with customer, trend and market insight and foresight, and connecting to the process of setting business priorities.

— The strategy validator - Mapping strategic goals onto the customer journey to identify strategic design hotspots. For these hotspots, prototypes

2 Kaplan, R. S., & Norton, D. P. (2008). Mastering the management system. Harvard business review, 86(1), 62.

are used to validate business strategy and connect to the strategy implementation process.

— The impact experimenter - Integrating financial goals and targets into the design phase, creating experiments that test business value, and con­ necting to the financial forecasting and capital investment process (by, among others, using the technique of discovery-driven planning 3).

Learnings The archetypes addressed the issue of not speaking the language of business, but their impact went much deeper. First, they provided the service design department with a structured approach to demystifying business and financial knowledge. Second, and most importantly, the archetypes assisted in making the business domain part of the job. It allowed for team members to speak the language of business without feeling that they were abandoning their identity as a designer. This extension of the designer’s identity will be essential to our client’s success and, more broadly, to growing the impact of service design as a field.

3 McGrath, R. G., & MacMillan, I. C. (2009). Discovery-driven growth: A breakthrough process to reduce risk and seize opportunity.

Harvard Business Press.

Touchpoint 10-3 21

‘You Got a Problem?’

Designing for better client-agency relationships

How might we design for better client-agency relationships in strategic design, at the beginning of new projects? After interviewing a wide range of clients, agencies and experts, I proposed and tested a workshop called ‘Solution Mapping’, that helps co-create strategies for dealing with potential Judit Kun is Strategic Design Lead at BoldX. She is a Hyper Island alumna, and spent nearly ten years in advertising in Budapest and Amsterdam producing award-winning work. Then she realised that her true passion is not just communicating different values but actually creating the products that bring them to life, and that there’s a profession for that. judit.kun@boldx.hu

problems during a project in advance.

Why explore this issue?

I really believe that by creating better services, products and experiences, the design community is actually creating a better world. The problem is, many of these amazing projects end up at the bottom of drawers. Because as we hear time and again, the biggest barrier to innovation isn’t the lack of innovative ideas, it’s implementation. And many of the barriers to implementation are related to relationships. Also, this is a business where the majority of the work is projectbased. Which means that if we want to be successful, we have to get really good at building productive relationships fast.

The research Throughout the project, I interviewed founders, design leads and heads of business operations from 11 agencies and 6 clients and carried out three analogous expert interviews.

I carefully selected the interviewees to

22 Touchpoint 10-3

represent a diverse set of agencies, both in size, typical project length and style of client collaboration. For example, while AJ&Smart’s projects usually last less than two weeks, since they specialise in the running of design sprints, BCG Digital Ventures’ collaborations can last up to two years, because they help build and scale entire new businesses from the ground up.

The clients are again a mix between private and public sector, privately held and publicly traded organisations.

The three experts were: — A couple’s therapist – because who would know more about how to build a strong relationship?

— A high-end wine salesman – because just like in design, he must serve his clients well to be successful. Also, similarly to design processes, high-end wine is a little bit of a ‘black box’ to most customers.

— A mediator – because that’s like a couple’s therapist for companies.

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Interviewed agencies by number of employees Number of Employees

2—10

11—50

51—200

201—500

501—1,000

1,001—5,000

5,001—10,000

Agency Anonymous agency

Interviewed client organisations Company Anonymous Client

The findings To understand where there might be an opportunity to improve the design of starting a new project, I first had to understand how agencies and clients usually approach this process. Based on the inputs from the interviews, I organised the activities at the beginning of a new project into three categories: ‘Setting up’, ‘Aligning’ and ‘Building the team’, which are described below: 1. Setting up – Part of setting up for success is dedicating a clear project owner with decision-making authority.

It’s also essential to define the stakeholder team from across the organisation and do basic project planning with check-in points and deliverables that are clear and useful to that team.

2. Aligning – that is, making sure all team members share the same vision of success and how they plan to get there. There are a few examples of existing workshops for this that agencies mentioned such as: ‘Project Point of Departure’1 , the ‘Agile Inception Deck’2 or the ‘Project Charter’3. The common themes amongst

these methods are that they establish a shared vision of success and encourage sharing and discussing expectations, responsibilities, priorities, scope and ways of working. They give a basic structure, but then of course people always adapt them to their team and project needs.

3. Building the team – There’s a simple component of creating a real team out of a bunch of professionals which is simply making sure there is actual time spent together, so relationships can be built. Then there’s a more structured approach: sharing personal hopes and fears at the beginning of the project or using exercises such as the ‘Stinky Fish’4 or the ‘Team Canvas’5. These help people build empathy and align on a personal level, creating a group identity.

1 Project Point of Departure: https://goo.gl/RgGEW1.

2 Agile inception Deck: https://goo.gl/zwAwwE. 3 Project Charter: https://goo.gl/eFnvnq.

4 Stinky Fish: https://goo.gl/aKEvTw. 5 Team canvas: https://goo.gl/3J5GZE.

Touchpoint 10-3 23

“The best projects have been the ones that had problems, but everyone was open enough to negotiate solutions around them.”

Joe Macleod, former Head of Design at ustwo

Talking through the process at BCG Digital Ventures.

Talking through the processes and experiences of projects that went really well – as well as ones that really didn’t – I also identified five main themes essential for good client-agency relationships: 1. Creating a unified team out of the ‘two sides’ 2. Open and honest communications 3. Managing the ambiguity and uncomfortable way of working 4. Understanding and empathy for the other company’s culture 5. Problem management

24 Touchpoint 10-3

When validating these themes during a second set of interviews, it seemed clear that ‘problem management’ was the one that captured people’s attention and curiosity. It’s a topic not usually dealt with at the beginning of a new project, but one that has a defining effect on its success.

Managing problems well makes for much more effective teams. And this isn’t just anecdotal evidence from my interviews, it’s also supported by the literature.

Wheelan6 found that solving ‘task conflicts’ largely contributes to team productivity, because it builds trust when people see that they can disagree and still work well together. She also found that groups that outline their problem-solving strategies in advance are more successful, however most teams spend no time on this at all. On the other hand, as Edmondson7 explains, if team members don’t know how to approach potential conflicts, they “may be unwilling to bring up errors that could help the team make subsequent changes”, meaning a lot of value might be lost.

This means that if we help teams prepare strategies for dealing with potential problems in advance, it implicitly gives permission to members to tackle those problems. In essence, the team accepts a solutionfocused behaviour from the beginning (instead of the instinctive blame-focused one).

The solution The idea was to introduce an activity into the existing routines at the beginning of new projects that supports defining problem management techniques in advance.

I designed a workshop called ‘Solution Mapping’, taking into consideration research about the types of exercises that have long-term effect on teams, as opposed to just lifting the mood temporarily. This means there are elements of reflection, feedback loops and concrete planning so that both the type of problems raised and the

6 Wheelan, S. (2016) Creating Effective Teams, 5th edn., Los Angeles: Sage.

7 Edmondson, A. C. (2012) Teaming: How Organisations Learn, Innovate and Compete in the Knowledge Economy, San Francisco: A Wiley Imprint.

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solutions the team comes up with are viable, accessible, and have the best chance of being implemented.

The main elements of the workshop include: — Some light theory on the importance of conflict management in the efficiency of teamwork, to satisfy the sceptics.

— Reflecting on past projects and their important issues, including the organisation’s own ‘baggage’ – the things they know aren’t ideal but must be dealt with.

Curveball Cards

Some examples of past issues – or ‘curveballs’ – in the workshop deck to get people thinking.

G — rouping potential problems according to their type (‘prevent’ or ‘prepare for’).

— Co-creating plausible problem management tech­niques that members of the team feel comfortable with. These can be step-by-step directions, even going as far as agreeing on the subject lines of e-mails. The purpose of this is that if problems arise, members know it’s acceptable to address them, and how to go about it.

Setting up a process to manage and iterate on these — techniques so they become a sustainable part of a healthy project.

I also prepared a deck to lead the workshop, complete with presenter’s notes, so it could later be easily used and adapted by people in the industry.

Considering the established processes, I intended this workshop not as a replacement, but as a valuable addition to already utilised inception days or project kick-offs.

Live test and feedback The test was carried out with a large automotive technology company’s marketing team. During the workshop, we created strategies for five specific problems. But I would argue that our series of conversations to better understand each other, why we work the way we do, and how we could better collaborate, was just as valuable.

The feedback after the workshop reflected this sentiment. According to the client, starting a project this way was refreshing and felt genuinely productive. But the most telling feedback was that the client went on to use the workshop with two more of their newly selected agencies. In fact, the account director from one reportedly said that it was one of their top five client meetings of all time.

Afterword Reflecting on the entire project I feel it cannot be overstated how complex relationships are, especially in business realms. For sure, ‘Solution Mapping’ isn’t going to solve all our problems. But maybe it can help us prepare a little bit better for them. For those interested in exploring this topic further, I would recommend researching the theme of ‘Understanding and empathy for the other company’s culture’. It’s a very connected, yet similarly underserved issue which has a great effect on project outcomes.

To learn more about the workshop deck or additional research on the topic described in the article, contact the author via email.

Touchpoint 10-3 25

Managing Service Design in an Academic Library Service design applied to libraries makes perfect sense. Unlike industry institutions, libraries are so-called ‘third places’1 that act as binding agents for communities. Library stakeholders include community members who call a library their own. As such, managing library service design efforts is important and we have Joe J. Marquez is the Social Sciences and User Experience librarian at Reed College in Portland, Oregon.

He has co-authored two books on service design in libraries, “Library Service Design: A LITA Guide to Holistic Assessment, Insight, and Improvement” (2016) and “Getting Started in Service Design” (2017). jmarquez@reed.edu

Annie Downey is the Associ­ ate College Librarian and Director of Research Services at Reed College in Portland, Oregon. She has co-authored two books on service design in libraries, “Library ­Service Design: A LITA Guide to Holistic Assessment, Insight, and Improvement” (2016) and “Getting Started in Service Design” (2017). adowney@reed.edu

26 Touchpoint 10-3

seen methods to infuse our institution with service design thinking.

Libraries are no different than industry institutions in many ways. We have hierarchies, personnel issues and deadlines. We offer services, and those services, just as those in industry, are focused on the end user experience.

Service design applied to libraries therefore makes perfect sense. However, the typically smaller budgets of libraries, and their non-profit status, means our library user experience (LUX) team is made up of volunteers within our organisation, versus in industry, where team members are hired to work together.

Additionally, changes in financial resource allocation are often decided at a higher level, where the usefulness of service design is unknown and evidence-based decision making relies too heavily on cold statistics that lack user explanations or context. Therefore, managing service design effectively within libraries is crucial for not only conducting user research and creating (or co-creating) services, but also for sharing

the methodology so that it can infuse the institution at the cultural level.

Need drives users to either adapt an environment to match their needs or drives them to find some other service that meets those needs. This describes how our LUX team was formed.

Prior to 2015, our library didn’t have a working methodology or consistent approach for addressing user research or design problems. Originally formed to undertake a traditional web-only usability study of the library’s website, the LUX team quickly morphed into a functional, cross-departmental team.

We looked at the user experience holistically, using service design and the service design mindset2 after we came

1 Oldenburg, R. (1999). The great good place: cafés, coffee shops, bookstores, bars, hair salons, and other hangouts at the heart of a community. New York: Marlowe ; Berkeley, Calif.

2 Marquez, J. J., & Downey, A. (2017). Getting Started in Service Design: A How-To-Do-It Manual for Librarians. Chicago: American Library Association.

m a n ag ing servi c e de si g n

to better understand that the user’s experience was determined by more than a single touchpoint3.

Service design and our LUX team adaptation of service design in a library has proven to be more than just a research methodology. Our approach to service design has turned out to be a cultural one, with a focus as much on the service design mindset as on service design as a process and methodology. The team is comprised of willing members from each department, and the adoption and adaptation of service design within our library environment has come from the group rather than from the institution. Essentially, there is ownership of the process across all members of the LUX team, and throughout the library staff.

As a result, the work conducted by the team has influenced how the library views its services and operations from the strategic, tactical and operational levels.

Our approach is influential in both the daily and planning operations of the library. It has become an integral part of the overall strategy that drives decision making and planning for the library’s future.

Evidence-based decision making is a core value of our library and the data we collect in both the long- and short-term allows us to be strategic in our thinking, regardless of how quickly a problem comes at us.

Recently, our building was identified as needing significant renovations to make it safer in the event of an earthquake. The space usage evidence gathered over multiple semesters by LUX team proved invaluable when discussing the temporary changes required to take place during the renovation (tactical), but it also supported our argument for seizing this opportunity to make permanent changes to improve the user experience (strategic).

At the tactical level, the LUX team has been influential in emphasising and overseeing UX at every level of the

3 Polaine, A. (2013, June 25). Designing for Services Beyond the Screen.

A List Apart, (377). [Online] Retrieved March 7, 2015, from http:// alistapart.com/article/designing-for-services-beyond-the-screen.

We use service design to inform all aspects of our service delivery and treat everything as a service, from connecting a student’s journey to finding a book, informing decisions on what to do with a row of thesis desks for a slated renovation and when looking at service delivery at traditional touchpoints like the circulation desk.

institution, both within the library and increasingly in the larger organisation of the college of which we are a part. This includes working with stakeholders across the institution to help them realise their short-term project goals. We credit the makeup of the team with our ability to establish this level of influence. Being a member of the LUX team is desirable because of the work we get to do and because we are seen as a group that has a real impact.

At the operational level, the success of the LUX team has allowed team leaders to train library staff to use a service design mindset to see everything the library offers as interconnected services. This holistic perspective helps people to see that their actions may impact the overall user experience.

Our introduction and ‘discovery’ of service design was serendipitous and based on a need for a better approach to understanding the user experience. In adapting service design, we focused on it being a mindset with an emphasis on ‘holistic thinking’ and ‘gathering evidence.’ This way of thinking not only drives how the LUX team approaches a design project, but also how we talk and share evidence and transparency with our colleagues about the user experience. By taking the time to build credibility through strategic use of evidence, we have had a wider impact on how the library, as a whole, views the user experience.

This ‘velvet glove’ approach has allowed us to be success­ ful in our research, but also with our colleagues. Our goal has always been to be able to say, “service design is something we do and not something we tried.” We have accomplished our goal.

Touchpoint 10-3 27

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Building a Service rePublic for All with Service Design This article describes the unique establishment of Service rePublic, a partnership between Cork County Council and Cork Institute of Technology (CIT) in Ireland. With this innovative approach, the collaboration of both practitioner and academic institution has allowed the rapid development of capacity and expertise within Julianne Coughlan is Service Design Manager at Cork County Council.

Julianne has worked in Cork County Council for the last 15 years. She holds an MSc from UCC, a Diploma in the Management of Modern Public Service Delivery from UCD, and a SPA in Designing Innovative Services from CIT. Julianne leads the Service rePublic service design unit in Cork County Council. julianne.coughlan@ corkcoco.ie

28 Touchpoint 10-3

the Service rePublic unit.

Context There’s nothing like a period of austerity to inspire reflection. What is important to us personally, socially, morally, politically and economically? We reflect as individuals and communities on what we want for ourselves and our families.

We examine and often re-prioritise our goals and objectives as organisations and businesses. Cork County Council, as one of the largest local government authorities in Ireland, had to find a way to meet the needs of customers, while at the same time contending with the social, economic and political pressures of a crippling austerity programme bearing down on its capacity to maintain services. Senior management decided that it wasn’t enough to maintain services; Cork County Council had to innovate and deliver services in a new way that would transform the experience for customers and future-proof the viability of re-designed services.

Researching the transformation process Between 2008 and 2014, Cork County Council lost 32 percent of its staff and 15 percent of its budget due to austerity measures implemented throughout the Irish public sector. During this time, Cork County Council also underwent a significant restructuring phase in terms of both internal departmental functions as well as the establishment of new administrative and political boundaries across the county, to which services would be realigned.

In 2014, the Council’s Chief Executive, Tim Lucey, commissioned a comprehensive customer survey, asking 500 residents, 200 businesses and 370 staff what they thought about the Council’s services, and how these had endured during the challenges of the recession. The results of the survey were surprising. Over 60 percent of residents and businesses indicated an overall positive perception of

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Cork County Council, with 30 percent neutral and only 10 percent expressing a negative perception. Interestingly, when staff were asked what they thought the public perception would be, almost 60 percent believed that they would have a negative perception of the Council.

The survey also went beyond perception to ask how services might be improved. Important findings here included the demand from the public for better access to services and better communication during the service delivery process. In addition, opportunities for the digitisation of services were revealed.

A more detailed customer service review followed in 2015, identifying where the digitisation of services would deliver the most impact. An interdepartmental team was formed with the objective of delivering an online services portal.

Cork County Council had always led the way in the rollout of business process improvement (BPI) programmes in the local authority sector and had one of the first dedicated organisational development departments in the country. Yet BPI was missing the engagement and impact on the customer side. Process and service reviews had delivered internal process efficiencies, but the impact on the service experience of

the customer was not equally improved. The success of service design in the public sector was evident in many other jurisdictions across Europe, and senior managers from Cork County Council sought out examples of this success, and began discussions with the managers involved.

The vision that Cork County Council could bring customers and staff together to accelerate the service transformation process led to the decision to test the service design approach relative to other business process improvement methods previously used. If the service design methodology delivered results, the Council wanted to implement a service transformation programme that would fundamentally change the experience of customers and staff in the production and consumption of services. This change needed to be embedded and then spread throughout the organisation, so that all stakeholders would feel empowerment in, and ownership of, the service experience.

The many ways that service design can be implemented within an organisation are described in the UK Design Commission’s report Re-Starting Britain 2: Design and Public Services1 . Models vary depending on the environment into which service design is being introduced, and the outcomes that are expected. In Cork County Council, a model such as the ‘embedded designer’ or ‘internal agency’ was preferred. Although many tools and techniques like those of service design were being used in the Council for some time – public consultations, surveys, user research, collaboration workshops, process mapping, use cases, etc. – the expertise in the discipline of service design itself did not exist within the Council.

It was important to build this expertise quickly, and to engage experts who would hand over these skills, enabling the internal team to carry out service design projects themselves and to become the internal agency.

The Cork County Council, County Hall Building, in Cork, Ireland.

1 Design Commission (2013). Restarting Britain 2: Design and Public Services. Retrieved 3 March, 2018, from http://www.policyconnect. org.uk/apdig/research/restarting-britain-2-design-public-services.

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Lessons learned: Managing the service design journey The existing online services portal team became the Service rePublic service design unit – the ‘internal agency’. A few significant critical success factors for this transformation should be noted: 1. The team were already in place and had moved through the recognised stages of group development during the implementation of the online portal, into an established ‘Performing’ stage2 , giving them an ability to work as a unit in a creative and productive way, and predisposing them well to the training.

2. The team members had displayed a willingness to move into new areas of work for the online portal, and were keen to take on the challenge of a new project.

Although the team were originally chosen for their technical and practical skills, the personality traits of the team meant they were well-suited to adapting to the changes in their roles and responsibilities, and also to the people-focussed service design process.

3. Establishing a team identity for Service rePublic was vital. The importance of physically locating the team together in a new space, and separating them from their previous organisational roles, can’t be underestimated. This freed the team from their previous activities in a practical and, more significantly, a psychological way. The sense that they were embarking on something new and different was reinforced by establishing the physical space. This was then further emphasised by creating a ‘brand’ for the team - Service rePublic.

4. The new brand triggered curiosity and interest from throughout the wider Council in service design, as well as how this new unit would work.

It created a sense of something new being done and of a new, professional approach being taken.

It also communicated a commitment to define a set

2 Tuckman, Bruce W. (1965). Developmental Sequence in Small Groups.

This article appeared in Psychological Bulletin, Volume 63, Number 6, Pages 384-99.

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of attributes and standards for the unit that would be associated with the brand.

5. Senior management in Cork County Council provided unwavering support during the training and transition period. This was essential to the establishment of Service rePublic, and to the morale of the team who had committed to new roles and unknown challenges ahead.

6. Bringing together the service design function and the means by which online services would also be delivered (via the online portal) created a unique environment for the team in which capacity could be developed and demonstrated. Because the tools for the design of the service and the implementation of the service co-existed, the team could rapidly cycle through live service design projects during the training, and could test and measure the impact of the service design process end-to-end, from the point that the customer joins to service to where they exit. The team could demonstrate the impact of service design in a highly tangible and practical way to the rest of the organisation.

7. The nature of the training provided during the initial capacity building phase allowed for the development of a complete and customised service design process for Cork County Council. The training’s holistic nature also allowed the team not only to build capacity, but to see the potential for expanding this capacity further within the organisation.

Housing Representations – a Service rePublic live learning project Housing representations are enquiries or requests relating to Housing services, which are made by members of parliament and local government, on behalf of a member of the public. For the first time ever, staff were brought together in a discovery workshop to discuss the current process. Elected members were then interviewed by the Service rePublic team to talk about their experience of housing representations. The elected members were very generous with their time and their ideas, and their input influenced the new service.

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Results — Housing Representations

100 %

€ 1 Saving on every acknowledgement and response

Decrease in time waiting for acknowledgement

€ 12k

86 % Decrease in time spent processing

Estimated annual savings on this project alone

Improved outcomes from the re-design of the Housing representations service.

Prototyping and testing were carried out for an online service into which elected members would directly input their representations, which delivered significant efficiencies. In terms of learning the design process, the Service rePublic team had taken a live project through a complete design cycle, customising the approach as they went, and had delivered real benefits for the Housing department and an improved service for elected members as well. As a result of this learning project, a number of additional opportunities for service transformation in Housing were identified and initiated.

The challenge concept – ‘Empathy for the Older Driver’ - was provided by the Older People’s Council, a representative group established by Cork County Council as part of the development of the Age Friendly Programme3. The workshop was a perfect example of the ideas that can be generated by bringing local authority and academic resources together, in terms of the people and expertise of both organisations.

Since 2018, Cork County Council has also provided a programme of work placements for CIT students within the Service rePublic unit. While the students gain experience, the Service rePublic team gains the insight, enthusiasm and fresh perspective of the students, who bring their ideas and skills into the Council.

Insights and conclusions The process of building and managing an internal service design unit in Cork County Council has revealed a number of interesting insights into the process from a public sector and local authority point of view.

Have high level vision - The support for adopting a new way to transform services and the vision for Service rePublic came from the top – from the Council’s Chief Executive, Deputy Chief Executive and Director of Corporate Services. Council staff were given the physical and organisational space to test service design as a means to effect change, and were then given the space to put it in practice.

Exploit partnership - As an organisation, Cork County

Service rePublic joint practice and academic initiatives As part of the real commitment by Cork County Council and Cork Institute of Technology (CIT) to bring citizens, individuals, communities and businesses into the process of designing services through Service rePublic, CIT developed and delivered a ‘Special Purpose Award’ in service design in 2017. This specialised service design certificate is the first of its kind in Ireland.

Service rePublic has also worked with CIT on the delivery of a Design Challenge for Innovation Week 2018.

Council has always looked at partnership within and beyond the public sector as a way of driving innovation and expanding the services and expertise that it can offer and facilitate. The Council has deep experience in developing relationships and collaborating with communities, educational institutions, private bodies and the wider public service on a national and international scale. The ability to leverage such partnerships was a significant advantage in the establishment of Service rePublic.

3 http://agefriendlyireland.ie/.

Touchpoint 10-3 31

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Participants in the Design Challenge at CIT Innovation Week 2018 – ‘Empathy for the Older Driver’.

Recognise service design potential - As a local authority, the social and economic development of the region is vital to its strategic objectives. Service design has the potential to deliver economic benefits across all sectors, as discussed in the Business Innovation Observatory case study, Design for Innovation – Service design as a means to advance business models4 .

Aim for sustainable development - Cork County Council

viewed the establishment of Service rePublic as an opportunity to create a catalyst for the development of service design expertise and a reputation for this expertise in the region. CIT provides the facility to train and develop the expertise going forward, while Cork County Council, with over 600 internal and public services, provides opportunities to practice it in a complex service delivery environment.

Build Relationships - The Service rePublic team has

discovered that the effectiveness of service design is based on the ability to build relationships, design the end-to-end experience, and to understand that that experience is inherently personal – both for staff providing the service, and for the customer consuming it.

Be creative about capacity – The GOV.UK website provides a comprehensive list of the necessary skills for service designers5, but these capabilities and competencies are not always easy to find in one individual. The Service rePublic team members have a variety of skills, including organisational development practice, staff relations, IT, graphic design, business analysis and business intelligence. Having the combined set of relevant skills in a team can be equally as effective as bringing together a team of individuals, each with all of the correct prerequisites. In fact, a more diverse team can be productive and dynamic in a way that a group of equally ‘qualified’ individuals might not.

Cork County Council and Service rePublic were proud to partner with the Service Design Network in hosting the Service Design Global Conference in Dublin in October 2018. The support and membership of the Service Design Network has been invaluable to Cork County Council on its service transformation journey. We look forward to the benefits of this strong relationship in the years to come.

4 Kristina Dervojeda, Diederik Verzijl, Fabian Nagtegaal, Mark Lengton & Elco Rouwmaat, PwC Netherlands, and Erica Monfardini & Laurent Frideres, PwC Luxembourg (2014) for the Business Innovation Observatory. Design for Innovation - Service design as a means to advance business models. Retrieved 12 March, 2018 from https://ec.europa.eu/growth/industry/innovation/businessinnovation-observatory/case-studies_view_en.

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5 https://www.gov.uk/government/publications/service-designerskills-they-need/service-designer-skills-they-need.

m a n ag ing servi c e de si g n

Including Services in Design Management Coming together (again) and reinvigorating mutual agendas Much of design management literature has ignored the existence of service design. That creates problems for service designers, because in addition to being product-oriented, design management is likelier to discuss how to convince management and potential clients about the value of design, than actual management. This will not be enough.

Little connection still exists between service design and design management.

Pacenti and Sangiorgi (2010)1 state that the initial works that outlined service design in the early 1990s were based on a combination of design studies, service research, marketing and management. This issue’s feature topic – service design’s relationship to design management – has in our view been suffering from two problems, which affect how we handle management in the context of service design.

The first problem is that the service design community itself has downplayed the fourth component: management. If management is being formally taught at all, the skills that are gained are more likely to be applied to using service design to facilitate strategy workshops for clients, rather than managing service design processes or service design agencies.

Furthermore, some service design schools focus so heavily on being a designer

rather than a new type of businessperson, that it may take years for graduates to learn to talk the performance indicator language of their clients, or to grasp organisational processes and management practices. This is not to say that we don’t need creative designers as well – on the contrary – but rather that conflicts of interest may exist in the community.

The second problem is that design management studies have been amazingly reluctant to engage with the idea that services can be designed, and especially with the thought that service design might be something unique, rather than

1 Pacenti, E., & Sangiorgi, D. (2010). Service Design Research Pioneers. An Overview of Service Design Developed in Italy Since the ‘90s. Design Research Journal, 1(10), 26–33.

2 Junginger, S., & Sangiorgi, D. (2011). Public Policy and Public Management: Contextualizing Service Design in the Public Sector. In Cooper, R, Junginger, S., & Lockwood, T. (Eds.) Handbook of Design Management (pp. 480-494). London: Bloomsbury.

J. Tuomas Harviainen is Professor of Information Studies at Tampere University, Finland. He also holds an MBA in Service Innovation and Design, and is working on a second doctorate, in Design Management, at Aalto University. tuomas.harviainen@tuni.fi

Sampsa Hyysalo is Pro­ fes­sor of CoDesign at Aalto University, Finland.

He has led a two-decade research programme on how organisations gain and utilise customer insight, co-design and human-centred design in new product and service development.

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just re-branded human-centred design. Part of this can be explained by the suspicion with which much of the wider design community viewed the first service designers (Junginger & Sangiorgi, 2011).2 People who used design techniques to create or improve ephemeral services, instead of tangible products or advertisements, were perceived by some colleagues as business consultants rather than ‘real designers’. However, that still does not fully explain it, because service designers have now clearly established their presence and value in the field in many countries (Fayard, Stigliani & Behcky, 2017).3 Nevertheless, the current situation is that if people read the ‘classics’ of design management written after service design was introduced, services are nearly always left out of the equation. This has to change, for both subjects to thrive in the future.

In 20114 , Bill Hollins, who two decades earlier was one of the first people to write about combining design management and services, argued that since service design was being picked up especially by formerly product design companies, design management practices would also soon expand into services. Yet it seems that the service design field still perceives design management as first and foremost the sales and marketing of design, not as management of practices or processes. Yet creative industries and individuals, too, need to be managed, and they require management approaches and techniques that are somewhat different from those offered in general guidebooks (especially the ones sold at airports).

Moreover, the engagement that design management and service design have with each other is becoming increasingly timely. Profoundly renewed services require organisational transformation in their client organisations, and this requires change management.

Yet within design management, change management has

3 Fayard, A.L., Stigliani, I., & Behcky, B. A. (2017). How Nascent Occupations Construct a Mandate: The Case of Service Designers’ Ethos. Administrative Science Quarterly, 62(2), 270–303.

4 Hollins, W. J. (2011). A Prospective of Service Design Management: Past, Present and Future. In Cooper, R, Junginger, S., & Lockwood, T. (Eds.) Handbook of Design Management (pp. 214-230). London: Bloomsbury.

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been predominantly pursued more narrowly on how to change R&D organisations to be more appreciative of design, and designers in their processes. Full utilisation of service design requires going ‘deeper’ into organisation, because service delivery, service management and gradual improvement of services concern not only the development and management flanks of organisations, but also a range of front-line roles, as well as operations and back offices. Some connections could be made to service management literature, but this might be less helpful than service designers may hope, because the literature is focussed on managing current service processes, not towards creating radical improvements.

The mutual engagement with management of organisational change and service design research may also be called for, because of the expanding scope of operations by service design agencies. Clients voice their demands for initiatives at more flexible and more trendy work practices in their more traditional line organisations, in both private and public sectors. Flying the banners of employee experience (EX), service designers are well-positioned to sell this, because creative designers themselves typically have flexible, high-yield work practices. There may, however, be problems ahead after the project is won. Agencies typically have few staff with training in operations, organisational development or human factors. Transforming employees’ job profiles, or rethinking organisational processes, value streams and procedures may not sit right with ‘designerly’ intuition.

Clients’ realities are, after all, often far removed from those of creative industries, with regards to operations, staff profiles and premises of profitability.

On a positive note, this could lead to interesting new engagements between management and organisational studies, design management and service design. On a more sceptical note, eager service designers, as the new kids on the organisational development block, need not make too many blunders with EX before they kill client enthusiasm – and not only towards EX, but with other more transformative applications of service design as well.

All the above underscores that the issue is not only about engagement, or the lack of it, between service

m a n ag ing servi c e de si g n

design, design management and management studies.

It is about building stronger bridges between those strands of organisation and management studies that are compatible with service design. Calling for management science or design management to become more central in service design is a good start. The next step would be to work out which schools of management are suitable for that engagement. And, in turn, which are compatible with how specific service design agencies prefer to conduct their practice, which typically entails hands-on, multilayered engagement with client organisations, as well as organisational change.

The choice of management schools suited for service design might be more constrained than is typically discussed. In Scandinavia, practicing service designers, and indeed most academics, draw heavily on preceding work in human-centred and collaborative design.

Both these have deep roots in contextual and in-depth understandings of organisational shop floor realities.

They feature tacitly and explicitly stated alignments with organisational development that stems from bottom-up engagement, rather than top-down organisational analysis and leadership.

In this last point may reside one of the academic hurdles in articulating the inter-relationship between service design and design management. Views of ‘service’ ‘employee’ ‘organisation’ ‘design’ and ‘management’, as well as the agency and responsibilities of different actors, differ dramatically between different schools to organisations and management. Not all bridges hold, and many may lead to practical but uneasy middle grounds for both practitioners and academics.5 So, what is the way forward? Clearly, academic bridge-building focused on service design-specific management needs to develop from its current state in both research and teaching. At the same time, there is a need for people with hands-on experience of good service design management practices to step up and provide

us with some reading of our own. In the meantime, acknowledging that a gap exists between the two fields will grant great job opportunities for managementoriented service designers, because they still have a lot of unexplored ground they can make their own. Who wants to start?

5 Hyysalo, S., Elgaard Jenssen, T., & Oudshoorn, N. (2016). The New Production of Users: Changing Innovation Collectives and Involvement Strategies. New York, NY: Routledge.

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Experience from the Inside

Motivated and engaged people within organisations are critical to creating successful services. To this end, Newcastle-based Orange Bus turned our process inward to unite coworkers around a new employee experience vision. Our methods not only improved our working environment but led to advances in how we deliver Anna Rzepczynski is a Senior UX Consultant at Orange Bus. Channelling empathy and insight, Anna adopts a user-centred approach to benefit service delivery. She uses creative and engaging methods to educate and drive change in organisations such as FSCS, Teachers’ Pensions, BBC and Capita. anna@orangebus.co.uk

Joanne Richardson is a Lead UX Consultant at Orange Bus with over a decade of industry experience. Joanne has supported organisations such as the BBC, NHS and Teachers’ Pensions to better understand their customers and to design digital services and products that meet their needs, whilst maintaining usability and engagement. joanne@orangebus.co.uk

36 Touchpoint 10-3

value to our clients.

Engaging people within our own business With our acquisition by Capita, Orange Bus faced a time of significant internal change. Our transition from digital agency to specialists in product and service design brought greater growth targets as well as many opportunities. To reach our full potential, our organisation recognised that we needed the people behind our services to get us there.

But how would we begin to make this transformation? We decided to practice what we preach and create a holistic view of our employee experience and opportunities for improvement.

narrow our participants to a manageable number while covering a range of experiences such as onboarding, career progression and influencing life events.

Step 2: Homework

Before we started, we asked partici­ pants to do some homework – creating a personal journey map – to better understand their previous experiences with the company. This allowed us to use the workshop time more effectively because there was an initial talking point.

What we did

Step 1: Where to start?

We had senior support but needed advocates across the business to ensure all disciplines were represented. We worked with them to define who should take part in the research. This helped

We gathered insights on Post-its and communicated key themes through storyboards.

m a n ag ing servi c e de si g n

Step 3: On-site workshops

Step 6: Taking action

We then held workshops across our office locations without senior management involvement to promote an open environment. Participants’ homework provided artefacts to help discuss their own experiences without influence. As people told their personal stories, we gathered very honest insights into the positives and negatives of our employee experience.

Using Olivia’s story, we ran workshops to generate ideas on how to improve her experience. The fictional character made it universal enough for everyone to engage, while keeping the themes relevant to all.

Then, we prioritised the ideas based on the poten­ tial impact and effort required. This enabled us to distinguish immediate actions from those that required the assignment of a dedicated project team.

Step 4: Analysing insights

After completing all of the sessions, we had composite journey maps for each participant group, highlighting the consistent highs and lows of their employee experience. We analysed the data from across sessions, looking for common themes and grouped insights.

Step 5: Communicating our findings

It was critical in presenting our findings to maintain the anonymity of participants without losing the emotional aspects of the data. To accomplish this, we created a fictional employee, Olivia, and used illustrated storyboards to narrate her employee experience.

This added a relatable element of empathy through the power of storytelling.

Impact

The ideas generated from the workshops noticeably improved the working environment. This included establishing ‘brand ambassadors’ who meet regularly to act on initiatives to improve employee experience and host company-wide retrospectives. We also had many ‘quick win’ ideas which required little effort but could make a big impact. These included creating an employee handbook using existing content as well as standardising processes across the company which had already proven to work well within individual teams. This has allowed our people to focus on improving the products and services we create.

Our project demonstrated that continual collaboration with employees is critical to improving employee Touchpoint 10-3 37

e­ xperience. While we have just begun our transformation, senior leaders understand and can articulate the bene­fits of our human-centred approach. Our CEO, Julian Leighton, put it this way: “The employee experience research provided a wealth of information and insights that we’re using to drive change from within.”

ts m e

My responsibilities

38 Touchpoint 10-3

Name Role How can I help?

My Super Power!

What we did

Many of the core project team at FSCS had existing experience understanding the end user on smaller digital projects. As a result, they knew some of the benefits of working collaboratively with users.

They hadn’t seen, however, the benefits of this at an organisational level. Management of the FSCS service is divided between Glasgow and London.

We decided to join these teams together, uniting the business and breaking down long-established silos.

Presence, participation and engaging communications were key to building cohesion across the organisation. We achieved this through collaborative research (interviews, workshops and shadowing) with employees, third parties and end users. The emphasis was on understanding the needs of multiple stakeholders, from claims handlers to legal advisors. FSCS reported that this approach piqued curiosity and “really got people thinking”.

We regularly visited each location, emphasising transparency and collaboration. Everyone was encouraged to review insights and propose their own ideas to improve the service. Involving employees in

What de

ligh

Applying our methodology to client change Following our employee experience project, we had the opportunity to apply our learnings to a client problem.

The UK’s Financial Services Compensation Scheme (FSCS) – a critical safety net for those who suffer when financial services organisations such as banks fail – has a great responsibility to the British public. Facing changes at both an organisation and service offering level, they engaged Orange Bus to investigate and design the end-toend customer journey to provide an accessible, personal and empathetic customer experience.

Look out for me!

Created and deliv ered by Orange Bus www.orangebus.co.u k

Profile sheet template to capture project team capabilities.

research and idea creation from the beginning resulted not only in a better, more informed service, but also a greater buy-in to the process. Employees felt respected, even in challenging discussions, helping to draw out many insights and ideas that they never expected to see happen.

As in our employee experience work, storytelling techniques were employed to align stakeholders. Using media such as video updates and large posters, our team shared our process and progress. FSCS distributed these through their internal communications channels. This included making sure we had a dedicated physical space at each location that was accessible to everyone. Their commitment and investment in supporting our methods meant that we had greater buy-in from their employees.

As with most organisations experiencing big chan­ges, there were other priorities that could have been distracting

m a n ag ing servi c e de si g n

The journey maps and profile sheets described in this article can be downloaded at:

or impacted our progress. To mitigate this, we clearly documented both our and the FSCS team’s contributions from the start. We created profile sheets that captured capabilities in our initial workshop. Each attendee got a copy in their work folder which was theirs to own as a mark of accountability to the project.

FSCS were new to the potential and impact of taking a service design approach that emphasises employee engagement. To encourage awareness and adoption of the methodology, we shared worksheets at each stage of the project, including the value of user research and how to create a customer journey map. This allowed people to try out techniques themselves. Overall, this approach helped create a real partnership, breaking down silos and thoughtfully engaging people who could have otherwise seen the project as a threat.

Key takeaways

Build connections – Establish advocates from the — outset. These people will talk confidently about what you’re doing and why. They can share the responsibility to communicate important insights and project decisions.

Spread the word through stories (regularly) – — Use stories to communicate key themes, whilst keeping them relatable and anonymised. Leverage the network to help share these stories far and wide.

Having our collaborative research clearly visible helped people feel more engaged. In our client’s own words, “When people see it there, they all feel a part of it”.

http://orangeb.us/journeymap and http://orangeb.us/profilesheet.

Make it participatory – Engage people through — participatory methods to reveal stories but consider your audience and the setting to make it a comfortable place to share. Not everyone likes drawing pictures, whereas others don’t like words. Facilitate in a way that lets everyone contribute. And have snacks!

Create momentum – When people are being open — about their experiences and dedicating time to feedback, it’s crucial to maintain momentum. This means communicating the value of their input regularly.

Go to where the people are – In both Orange — Bus and FSCS, visiting different office locations received positive feedback. Employees felt included. It also helped give context to the stories surrounding their experience.

People don’t (always) do homework – — Be prepared: Not everyone will complete homework in advance. Have a ‘Plan B’ for these scenarios, such as prompts for discussion.

Advocacy from the top – We benefited from — senior management support on both projects.

Without it we would have faced many more challenges, especial­ly around maintaining momentum and spreading the word.

— It won’t happen overnight – Much like traditional service design projects, internal changes take time and have wider implications on things such as policy and company culture. Prioritise what you can start with today, and what needs further iteration, to avoid stalling changes.

Mediate emotions when they run high – It can be — cathartic to have the freedom to reflective on your working experience. It’s important to capture these emotions in a useful way, acting as a mediator to avoid discussions becoming too personal.

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Influencing Service Design Success Lessons learned from the front lines of leading an in-house service design team Let’s face it, it’s hard to deliver meaningful customer experience (CX) changes. As the Service Design Lead at Capital One Canada, I’m constantly asking myself, “How is service design supported within the business, and how does service design support the business?”

Warren Duffy is the Service Design Lead at Capital One Canada, where he manages a team of service designers who work to develop endto-end experiences and scale human-centred design. warren.duffy@capitalone.com

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At Capital One, a multinational financial services organisation, we built a service design team from the ground up for our Canadian operations. With a desire to deliver seamless, increasingly intricate experiences across multiple customer touchpoints, we seized the opportunity to bring design in-house and to elevate customer experience across the organisation.

When looking at service design in your own organisation, consider the following lessons learned by the in-house service design team at Capital One Canada: — Be deliberate: Make sure you’re as deliberate with managing your practice as you are with your service design work, including ‘before’ and ‘after’ stages. Be open to learning new methods, just as you might expect others to learn how you approach problems from a human-centred perspective.

Iterate and evolve: As you’re immersed — in the work, iterate on working and staffing models, and be nimble with changes. Because no two projects are

the same, your process cannot be static.

Reflect and adapt: Take time to reflect — on the relationships you’ve developed through your work, and your understanding of the organisational culture, to continually adapt your approach and increase the odds of delivering successful in-market outcomes.

Whether you’re laying the groundwork for a service design team at your own organisation, or just beginning, in the middle of or wrapping up a service design project of your own, there are some important considerations worth keeping in mind at every stage – ‘before’, ‘during’ and ‘after’. These considerations are shared below per stage, beginning with a preparatory stage.

Allowing early strategic investments to mature As we’ve built our service design team, early strategic investments were, and continue to be, critical to our success:

m a n ag ing servi c e de si g n

Senior leader support: Our leader for Product — and Design is also part of the broader Canadian leadership team and helps ensure awareness of human-centred design remains high.

Organisational relationships: Early and frequent — support from teams across the Capital One organ­ isation, including training, project support and mentorship, have accelerated progress. By ­using internally-developed frameworks and service ­design tools1 , we didn’t need to ‘reinvent the wheel’.

Local investment: Over the last three years, — we’ve been deliberate about growing our design team, including hiring a Head of Design for Canada, along with teams of researchers, product designers, and service designers.

Connecting the dots and codifying A workshop that I attended at the 2016 LX: Leading Experience conference inspired me to pay closer attention to design working models and roles, and to how design functions within an organisation2 .

As a practice lead on a team with no formal design management function at the time, I realised it was my role to examine how our team worked within the organisation, and to codify these working models as the practice grew to better support our overall business strategy. I’m fortunate to have leaders who also believe this responsibility is just as important as the service design work, and a team that has contributed significantly to the development and refinement of the principles and lessons I’m sharing here.

As we build the foundational capabilities needed to transform into a technology-driven financial services company, customer-centricity is at the forefront.

See Figure 1.

1 ONE Design (January 2018). Service Design Tools & Methods, available online at https://medium.com/capitalonedesign/service-designtools-methods-6e7f62fcf881.

2 The workshop was led by Kristin Skinner and Peter Merholz, authors of Org Design for Design Orgs: Building and Managing In-House Design Teams (2016).

Service design function The end result is a service design function − from ‘proof of concept’ to ‘early maturity’.

Proof of concept First externally-led service design engagement

Foundational capabilities From ‘beta’ stage capabilities to increasing levels of maturity and accessibility across the organisation.

Investment in training and skill development From ‘externally led’ by external firms or enterprise teams to ‘internally led’ by the Canadian team.

Design strategy expertise Design research capabilities

Design Thinking training

Design research training

Year 1

Year 2

Team growth First internally-led service design engagement

Design sprint adoption

Early maturity Designing end-to-end experiences, teaching human-centred design, experimenting with ways to accelerate delivery

Workshop and training facilitation expertise

Service design training

Year 3

Year 4

Year 5

Fig. 1: Notice the lag between initial training through to capabilities.

Be realistic about how long it takes to launch a service design function in a large organisation.

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Before: Spotting success patterns Influencing the success of a service design project before it even begins requires approaching the ‘before’ phase of a project with the same intensity as you do the work itself. We developed our ‘success patterns’ (see Figure 2) over the course of a year and continue to modify them by evaluating our successes and failures.

Success Pattern Why It Matters

Full-stack team

A cross-functional, multidisciplinary team is required to work together to craft the future CX, and then bring it to life with their expertise across the frontstage and backstage of an experience.

Dedicated time

Reimagining an entire experience should be treated as a priority; otherwise, the team will grow frustrated. Consider physical space as well – does the team have enough room to immerse themselves in the problem?

Scope and bookends defined

False starts can occur if no guidance is provided around scope, especially if the new experience is meant to cut across departments. Teams are encouraged to challenge the defined bookends or reframe the problem space if necessary.

Ongoing execution and communication support

Common quick wins revolve around process or operational improvements, and communication touchpoints. Include those employees in your organisation who are responsible for CX delivery, and empower them to make customer-facing changes as the project progresses.

Line of sight to technology

Having the resources to build solutions to solve customer problems that the team has identified is a powerful motivator, and creates early momentum within the organisaton for additional experience enhancements.

Team readiness

Teams are well-positioned to enhance the overall CX when they actively develop an understanding of their customers and how they interact with an experience. This suggests that additional service design support will complement and accelerate their efforts too.

Fig. 2: These can be used as conversation-starters within your organisation. Begin at your own risk without having visibility to the answers these conversations provide.

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Of the success patterns, the two that are most nuanced are explained further below: Line of sight to technology It’s a safe assumption that technology will be part of most CX transformations. If the team is empowered to imagine a new future but there are no plans to equip them with the right resources to deliver, frustration can very quickly demoralise a team, or constrain their thinking too early. I include ‘line of sight’ because it might be that development teams are allocated after the initial experience discovery and design phase. This can allow time to fully ground larger technology investments with customer research, or to use an envisioned future-state CX blueprint to build a case for a greater technology investment than was originally planned.

Team readiness At its core, service design is a human-centred problemsolving discipline. If a team has already tried to get to know their users, or has some familiarity with the Design Thinking mindset, I have greater confidence they’ll arrive at rich insights faster, given their past efforts to infuse customer-centricity into their work.

Team readiness is greatly influenced by the team leader’s answers to the following questions: — Appetite for change3 and ability to follow through: Does the team leader foresee a future where changes to the current CX can be prioritised within their holistic roadmap?

Support for human-centred design: Does the team — leader believe that great CX is a strong business strategy and that service design can be used to bring the two together?

What are your own ‘success patterns’? Taking the time to codify what has worked and what hasn’t will serve you well in the future.

3 In his book with co-author Chris Risdon, Orchestrating Experiences: Collaborative Design for Complexity (2018), Patrick Quattlebaum outlines three categories of change: ‘Optimise the end-to-end experience’, ‘Reimagine the end-to-end experience’, and ‘Innovate from the ground up’. We benefitted significantly from partnering with Patrick in 2016 on our first service design project at Capital One Canada.

m a n ag ing servi c e de si g n

Experience discovery and design Experience 1

Experience delivery

SDS = Service Design Sprint DS = Design Sprint

DS

SDS

Experience 2

An early win for the in-house service design function was using a service design sprint to redesign an internal employee experience.

Following the six-week sprint, a Lean coach helped transition the team to delivery. The Lead Service Designer continues to provide occasional support via ad-hoc consulting and design sprints.

DS

Experience 3

Experience 4

DS

Experience 5

SDS

Year 1

SDS

SDS

SDS

Year 2

Year 3

To reimagine a complex customer experience, a design sprint was used to kick off development for one ‘no regret’ feature. From the initial design sprint team, a subset of the team transitioned to designing the end-to-end experience.

Fig. 3: Use battle-tested frameworks and established service design methodologies as a starting point, and then customise. Take the time to reflect on working models to help shape future projects.

During: Iterating on working models and being dynamic with team composition A key principle we’ve followed has been to experiment with different working models as we’ve partnered with various teams. Figure 3 shows how our approach has changed depending on the team, how we’ve used sprints, and how over time we’ve worked to balance discovery and delivery activities.

Understanding how partner teams are planning, delivering and measuring their work is important.

For example, we’ve found it helpful to embrace common objectives and align on which operational KPIs to track within the experience. It’s also a good idea to brush up on the methodologies – like Agile and Lean – and associated terminology the organisation is using and find a way to integrate. At the very least, your own design process should not run counter to how established teams are already working.

Within these projects, sprints have emerged as an effective mechanism because of the built-in structure they provide, the emphasis on collaboration, and the momentum that comes from being time-boxed. The two types of sprints we’ve used the most are the ‘design sprint’4 (anywhere from three days to two weeks, with

some user validation at the end of the sprint), and the ‘service design sprint’ (at least six weeks, so as to include time for more in-depth customer research).

If we’re working with a development team from the beginning of a project, starting with a design sprint is a good way to kick-start delivery for any ‘no regrets’ features (work we consider to be required no matter what, or work that we feel will certainly be in the futurestate CX), before transitioning to the broader experience discovery and design phase. The design sprint is also a helpful way to determine who would like to be involved in the design of the end-to-end experience and which stakeholders need to be engaged. Most importantly, both types of sprints provide a mechanism to de-risk technology investments with some form of customer feedback.

As you experiment with various discovery and delivery methods, the leadership of the process will fluctuate between design and partner teams. It’s important to build trust with your partners so you can maximise flexibility and speed while working together.

4 We’ve primarily used Google Ventures’ Design Sprint, customising as required. This type of sprint is detailed in Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days (2016) by Jake Knapp.

Touchpoint 10-3 43

Design team

Leadership of process

Partner team

Practice lead Lead service designer Design team expertise

Researcher Product designer

Before project

Alignment and problem framing

Discovery and mapping

Ideation and envisioning

Evolution planning and piloting

After project

Fig. 4: Carefully consider the people and skills you require as you move forward, and remain as nimble as possible.

Strategic

Challenge

Mitigation strategies

Service design is positioned as a ‘silver bullet’ for solving all customer problems or isn’t well understood.

– Be well-versed in other problem-solving methodologies that exist within the organisation and know when to say “no” based on your assessment of the best way to approach a problem.

– Lead by example, aligning as a team on key terms and methods, and then spend time on education with partner teams.

Measuring long-term results is difficult.

– Measure as many short-term or intangible changes as possible — such as a team’s enhanced knowledge of their end user.

– Launch more comprehensive measurement programs like customer feedback surveys to capture long-term outcomes.

– Benchmark all the data you have and evaluate on a quarterly basis as the team works to improve the CX.

Speed of delivery is lagging discovery; team turnover or reorganisations are slowing down implementation.

– Re-scope your own work to that of your partner teams – for example, consider defining your bookends more tightly.

– Develop artifacts that are easy to understand, access, and modify.

First and foremost, capture customer needs and insights over detailed solutions that might become outdated over time.

– Document your process – will a fresh set of eyes be as invested in your findings and recommendations without knowing the rigour behind them?

Data on how customers are interacting with your organisation’s products or services is limited.

– Request more customer usage data or cross-channel data if it doesn’t exist.

– Recognise and celebrate early attempts to combine quantitative data with qualitative data to provide a new perspective on a problem, or to track the results of a new CX initiative.

– Data and data tools are becoming increasingly accessible – lean in to these as much as you’re asking your colleagues to lean in to service design methodologies.

Operational

Fig. 5: Set aside time to reflect on challenges you’ve faced and talk about how you can modify your approach for next time or influence broader organisational changes.

44 Touchpoint 10-3

m a n ag ing servi c e de si g n

Within a design team, some roles such as Practice Lead, Researcher or Product Designer may not be required from start to finish. Continually evaluate what skills are required at each stage of the project and be nimble in making adjustments.

Figure 4 outlines the interconnectedness between partner and design teams, and how the composition of a design team may change over the course of a project, depending on what stage you’re at.

After: Reflecting on support models and embracing challenges In the context of an 18-24 month vision and future-state CX, it can be risky to tie implementation success to a few stakeholder presentations or a final report. Instead, be as deliberate about your post-project support model as you are about the outputs you deliver.

Being an in-house practice has been beneficial for us in this regard: — Our team has a shared desire to drive change and realise outcomes, and our success hinges on the success of our partner teams. This serves as a powerful motivator for all of us to stay aligned and hold each other accountable. As you make the transition to experience delivery, consider what would be the ideal way to work together with partner teams towards your new shared vision.

— Being embedded in the organisational culture – that is, having a pulse on the priorities, the people and the ideas flowing through the company – means that our in-house service design team is well-positioned to look for ways to accelerate in-market outcomes.

Consider what new ceremonies or capabilities may need to be developed to speed up delivery.

— Lastly, fluidity between projects is high. Our team becomes a connector of methods, concepts, and teams across different parts of the organisation. Consider what partnerships should be built or strengthened, and what future projects could help nurture ideas that are still in their infancy.

approaching problems. Being in-house means you can’t simply move on when something doesn’t go as planned.

Instead, you should reflect and develop mitigation strategies that you can integrate into your practice to help prevent future roadblocks (see Figure 5).

Influencing service design success To recap, when it comes to service design and design management, it’s important to apply the same amount of rigour to growing and managing your practice as you do to solving customer problems. Iteration is also critical as you work with partner teams. In addition, you should find time to periodically reflect on what’s working and what’s not working, especially in the context of the organisational structure and culture you operate in, so you can effectively navigate challenges in the future. Success won’t come overnight – it depends in part on the type of organisation you work in, the initial strategic support you receive, and your organisation’s ongoing investment in humancentred design – but it’s well worth the journey.

Along the way, remember that your partner teams aren’t as concerned with how you run your practice as you are, and your customers certainly don’t care. You’ll ultimately be evaluated by partners and customers alike based on the changes and outcomes you help drive, so set out to discover the balance between ‘managing’ and ‘doing’. Most of all, have fun – and be sure to celebrate each milestone as you go!

Some of the toughest challenges of scaling service design within Capital One Canada have been the best lessons. Embracing failure and reflecting on challenges within the context of the organisational structure and our environment have led to new ways of working and Touchpoint 10-3 45

Managing a Long-term Service Design Project The case of the five-year ‘Digital Detox’ project Establishing partnerships and networks with a wide range of actors (going beyond users) from diverse disciplines is key to designing and launching good services. This article explores how service designers manage partnerships during a long-term project involving many different stakeholders to achieve the timely and effective implementation of the service developed.

Dr Jeyon Jung is Assistant Professor of Visual Communication Design at Kyunghee University. Her research interests include the strategic management of design practice to better engage with collaborative multi-disciplinary situations.

Attempts to solve problems that society faces using service design methodologies are increasing. In recent years, smartphone addiction has been a growing problem in South Korea, which is one of the most heavily affected countries.

Therefore, the Ministry of Trade, Industry and Energy (MOTIE) and the Korea

Institute of Design Promotion (KIDP) commissioned and funded ‘Digital Detox’ in 2015, a five-year service design project aiming to develop a service-business model and build a platform for service content that helps prevent addiction to electronic devices, such as smartphones, among early teenage students (See Fig. 1).

Dr Younjoon Lee is Assistant Professor of Visual Communication Design at Hongik University. Her main research interest lies in investigating how design can elevate its role beyond conventional activities.

Seunghoon Kwak, CEO of VINYL Experience Co. Ltd. since 2002, has been consulting on UX and the service design of digital service platforms and new product development relating primarily to healthcare.

Fig. 1: The service was developed to improve the behavioural habits of teenagers using smartphones and will be used as a mobile counselling service for youth counselling centres in the future.

46 Touchpoint 10-3

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Drawing on this project, we will explore how designers undertook the main tasks step-by-step, applying appropri­ate methods to achieve them, and identified relevant actors who were involved and played different roles. The lessons learnt from each stage of managing the service design will also be discussed.

First year: Explore service opportunities At the start of the project, we defined the issue of smartphone addiction as a social problem, which should be tackled through behavioural change rather than through medical intervention. In order to explore service opportunities, a service design agency involved various field experts (game developers, psychologists, mental therapists, etc.) and potential users (adult/ adolescent, male/female, addict group/high-risk group, etc.) using expert seminars and interviews.

The main tasks of this phase were: — Explore insights into potential service opportunities through engaging with field experts and potential users.

— Understand smartphone addiction and non-addiction mechanisms.

— Define stakeholders and their varying levels of involvement in the mechanisms.

These processes demonstrated that forceful methods to prevent addiction, such as a control system on smartphones, do not have a lasting effect. Instead, encouraging qualitative communication between users and stakeholders who can encourage voluntary motivation and compensation is needed. Accordingly, early teenagers (users) and their parents (stakeholders) were chosen as the main service target for positive intervention, based on their close relationship.

Second and third years: Design a service prototype and system Having defined the main service targets (children and parents), further research was undertaken that

allowed the classification of child-parent relationship types. Participant groups were then sampled and invited to attend co-creation sessions to generate service ideas and develop core service functions.

This process enabled the design of a service prototype (mobile application) from the point of view of users rather than providers. The participation of system managers along with users was also useful for evalua­ ting system usability and service function acceptability.

In this phase, the main tasks were: — Generate service ideas through co-creation with users (children and their parents).

— Develop core service functions and content.

— Design and evaluate a service prototype and system.

In this phase it was discovered that technological differentiation and an obsession with completeness from a provider perspective often demands more intervention or investment than is necessary for users.

Utilising a co-design approach1 , a service prototype was designed and evaluated with real users, not experts, so that service designers could improve user understanding in real time and make quick decisions.

During the development process, changes to the system interface due to version changes in smartphones (Android, iOS) occurred continuously. In the future, it will be necessary to establish an efficient management plan to cope with changes to smartphone operating systems as they affect the service system, and a system structure design that is cost-effective in use is more important than merely performing certain functions.

Fourth and fifth years: Test and commercialise the service In order to assess the usability and acceptance of the service in more depth, counsellors were brought in to test the service and identify areas of improvement.

The service is currently in the process of being

1 Sanders, E., & Stappers, P. J. (2008). Co-creation and the new landscapes of design. CoDesign, 4(1), 5–18.

Touchpoint 10-3 47

commercialised so that it can be offered as a mobile counselling service in a public youth counselling centre.

Having signed a memorandum of understanding with a manufacturing company that intends to make Internet of Things (IoT) service products for children, we are considering a business model that is suitable for the international market. This includes working on a business model design to generate revenue through incre­ mentally selling services and products in the market.

The main tasks of this phase were: — Test a pilot service with a counselling centre to collect feedback.

— Manage and improve the service system (including identifying bugs).

— Launch it as a public service.

— Expand it as a private service.

It was recognised during this phase that training target users before and after testing the service system is important, and sufficient time is needed to do that.

In addition to the unexpected inconvenience of applying a new service system to existing work practices, there was a lot of stress and rejection during the piloting process due to a lack of understanding of how the service works. Therefore, detailed consideration should be paid to how to attract users to try the service.

Moreover, piloting should be performed with suffi­ cient consideration of existing work-related problems that may arise during testing the new system.

The role of service designers and stakeholders Overall, the entire project was divided into three phases: ‘Explore’ (first year), ‘Design’ (second and third years),

2 More detailed procedure of the project can be found in the International Conference of the 13th European Academy of Design proceedings: Lee, Y., Jung, J., & Kwak, S. (2019). Investigation into how each stakeholder plays a role at different levels of granularity to realise a long-term service design project. Manuscript submitted for publication.

3 Lee, Y. (2008). Design participation tactics: the challenges and new roles for designers in the co-design process. Co-Design, 4(1), 31–50.

4 Damodaran, L. (1996). User involvement in the systems design process – a practical guide for users. Behaviour and Information Technology, 15(January), 363–377.

5 Due to the lack of research on stakeholders’ roles in service design research, we adapted Damodaran’s (1996) work on the users’ role indicated above, and extended the scope, going beyond users and applying it to explore stakeholders’ roles.

48 Touchpoint 10-3

and ‘Test and launch’ (fourth and fifth years). Overall, the project consisted of 21 detailed steps, each of which involved different stakeholders2 . This can be seen in Fig. 2, which also illustrates the roles designers and stakeholders played at different steps. Three types of roles are identified for designers3 (‘masterful’, ‘facilitative’ and ‘stimulating’) and stakeholders4 (‘consultative’, ‘participative’ and ‘informative’), respectively5.

During most of the project, service designers played a masterful role in leading the process, but in the second and third years, this role was carried out interchangeably with a programme-developing agency, which worked independently to develop service algorithms, platform modules and a back-end system. Because commercialisation of the service is the ultimate goal of the project, a considerable amount of time was devoted to collaborating with an external agency that had the required professional programme-developing skills to realise the service. During this phase, the service design agency played a key role in transforming the service concept developed by them into an actual service.

Another long-term collaborator – an emotions research centre at a university – participated in the project for the first two years, taking on informative, participative and advisory roles at different stages. Working with child psychologists in the centre contributed significantly to understanding the complex mechanisms of the addiction problem of young children, as well as related social and psychological issues. However, this co-operation was based on a mutual agreement that aligns with the direction of the research needs of the centre.

The Internet Addiction Counselling Centre was originally contacted to seek information and opinions on addictive behaviour during the initial research phase, because they had already realised that they needed such a service. With their feedback reflected in the project, they acted as a test bed for the pilot testing in the fourth year. In addition, they provided access to target service users – children (addicted/high risk) and their parents – who were successfully classified and recruited, depending on the level of addiction, through the centre.

Lastly, field experts and user groups generally acted as informants, based on their knowledge and experi­ ence of the usage of smartphones and related addictive be­haviour throughout the project, but mainly in the process of user research and the evaluation of service concepts and acceptance.

m a n ag ing servi c e de si g n

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Fig. 2: Diverse roles

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Implications for service design management practice and research This project was set to last five years, with the intention to launch a service into the market through commercialisation at the end of the process. To manage the process, it was essential to form long-term partnerships with several key stakeholders. In doing so, designers and stakeholders played different roles: masterful, facilitative and stimulating roles for the designers, and consultative, participative and informative roles for the stakeholders.

To integrate each collaborative activity with diverse stakeholders in a single project, it was often necessary for designers to facilitate collaboration between stakeholders by sharing and communicating their authority as project managers. Frequently, designers needed to intervene in the communication process between stakeholders who have different languages and ​​ experiences, to help them

14. Platform module nt developme

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understand each other’s work. For example, even though a UX designer provides a scenario for counsellors, the counsellors may ask very few questions because they cannot understand the contents of the document. Therefore, the process of translating and communicating the work with stakeholders has been an integral part of the project.

There is a lack of research on the role of stakeholders in service design, especially in long-term service design projects. This study suggested that it is important to establish partnerships and networks with various actors in the process of managing a long-term project, while engaging them with a deeper understanding of their role at different stages of the process. In the future, as more and more cases of service design deal with com­ plex social problems involving diverse stakeholders, more research on the roles of and partnerships between stakeholders is required.

Touchpoint 10-3 49

Demystifying India Through Service Design Turning complexities into opportunities India is often described as ‘complex’ due to its diverse cultural, economic and social structures that make it challenging for companies to penetrate or innovate. We sought to better understand this complexity and define how service designers can turn these complexities into opportunities.

Nikhita Ghugari is Co-founder and Creative Strategist at Xeno Co-lab, a service design consultancy based in Pune, India.

She studied product design and has been practising Design Thinking and trend forecasting for the past six years. Her work has been focussed on helping businesses design products and services based on their users’ needs and future thinking that are relevant and future-proof. nikhita@xenocolab.com

Swar Raisinghani is Cofounder and Design Lead at Xeno Co-lab. She holds a degree in social innovation and her ­passion lies in helping businesses practise human-­ centred design to create meaningful and innovative products and services across sectors such as finance, health­care, digital services, etc. swar@xenocolab.com

50 Touchpoint 10-3

Decoding a complex landscape Many factors in India continue to draw the attention and investment of companies from abroad. Its strong GDP growth, youthful demographics1 and thriving global startup culture have led to an influx of new products and services aimed at the Indian consumer. As India and its people rapidly evolve, companies view the country as both a huge playground of untapped opportunities and a mysterious, complicated puzzle to solve. Recently at the Innovation Social Global conference, a CEO asked our team: “Tell me how companies become successful in India. What’s the secret?”

This question, although broad, was direct and valid. We had no single answer.

1 By 2020, it will be the world’s youngest country with an average age of 29. Source: Financial Express, 2017: https://www.financialexpress. com/india-news/with-an-average-age-of-29india-will-be-the-worlds-youngest-countryby-2020/603435/.

In addition to the country’s demographic, economic and cultural diversity, there is also unequal access to products and services and inconsistent infrastructural support. Because of such challenges, companies have a hard time figuring out how to introduce differentiated products and services that create and sustain loyalty from the Indian audience.

Despite these challenges, global companies such as Google, Uber and IKEA have made inroads into the market. They have done so through the introduction of differentiated, valueadded products and services or by shifts in their business models. For instance, Google introduced YouTubeGo after studying the infrastructural limitations of wi-fi and mobile network coverage.

Unique features, such as watching videos offline and providing a preview of videos, let the user decide how they want to use their mobile data. Such features address user needs in a way that is relevant to contextual constraints.

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Feature innovation

Touchpoint innovation

How can the product/ service features be altered to fit the target user context?

How to incorporate and leverage the contextual touchpoints from the ecosystem?

Business model innovation How to re-imagine contextual strategies by keeping the macro-level business intent constant?

Three lenses of innovation

How do we leverage these complexities?

As a service design consultancy based in India, it is a very exciting time for us to help businesses identify these untapped opportunities and implement relevant solutions. To deeply understand the user and their context, we change our methodology and approach because social, economic and cultural dynamics vary every few kilometres. To design for the relevant Indian regional context, we evaluate innovation opportunities in terms of unique features, experience touchpoints and business models.

For example, we worked with a global technology company that wanted to help non-English speakers understand English text through a translation feature in their mobile application. Our team observed that although the users appreciated the feature for translating the content to their local language, they also saw this application as a tool to learn English. This was an ‘aha!’ moment for the team because it pointed towards not-soobvious expectations of aspirational users. Such insights help inform, and sometimes pivot, product positioning.

Another interesting insight was observed during an engagement with ‘Project Kish’ to create financial inclusion in rural India. We spent time to understand the multiple stakeholders – such as banks, insurance

companies, local self-help women groups, etc. – involved in local financial interactions. Our team soon realised that a group of local, progressive villagers formed the ‘credit society’, which acted as a trusted mediator between the villagers and the bank. Formal or informal trust circles such as this one have the potential of becoming additional touchpoints to efficiently deliver more trustworthy products or services.

Learnings for service designers Based on our experience, we wanted to share some of our personal learnings for how one can address some of the challenges when designing solutions for India.

These learnings are relevant irrespective of the sector, demography of the target audience or innovation stage.

1. Define a very specific user segment and context

As human-centred designers, we all are familiar with the trap of designing for ‘everyone’. The design community has developed tools – such as personas and empathy maps – to guide the design process away from generic solutions and towards products and services that address the specific needs of their intended users. Given the socialeconomic diversity and disparity in India, defining user segments and their context precisely is even more critical Touchpoint 10-3 51

to deliver relevant solutions. A persona needs to communicate in great detail the dimensions of lifestyle, beliefs, behaviours and services/infrastructure access, because these factors vary greatly even within the same state.

One approach we use to uncover the nuances in our diverse population is engaging with local experts for different states and regions in India. These experts provide a critical entry point into their villages, allowing us to overcome language and cultural barriers, and helping us build trust with the people. This technique consistently leads to quality insights grounded in a better understanding of the people and their context.

Even when we conduct field research in a village in our home state of Maharashtra, such local expert collaboration makes these cultural probes easier and more effective to solve for rural-urban disparity.

2. Building shorter feedback loops into the process

India’s fast-changing environment, unique user expectations and infrastructural volatility can lead to unintended consequences. Even solutions defined through a human-centred approach may be used in a completely different manner than what was anticipated.

Contrasting user contexts

52 Touchpoint 10-3

Tried-and-true research methods may fail when you reach the field, due to unforeseen circumstances.

As a result, teams need to be flexible, adaptable and agile in their work. We have found shorter feedback loops in the design process reduce the risk of long-term failure by continuously reflecting on what is – or is not – working. We encourage our designers to think on their feet, adapting their methods to feedback and the given context.

For example, usually for multiple research sprints we plan for iteration after each sprint. But when we were recently working in rural India, we had two iteration loops during a sprint: once in the beginning and once in the end. In the beginning, we began to understand biases in our tools or visualisations.

For instance, when we used a plus (‘+’) symbol with a Rupee symbol to show ‘adding money’, the users interpreted it as a medical sign because of differences in education and digital literacy. We realised we had assumed ‘+’ to mean ‘adding more’ money because of the digital payment services familiar to the design team.

Based on similar learnings, we made iterations to our visual tools and probes in the middle of the sprint.

m a n ag ing servi c e de si g n

Community gatherings in rural India

3. Building on relationships

Through our personal and professional experiences in India, we have learned that relationships and trust have a critical role in how people engage with p ­ roducts and services. Peer-validation and recommendation have significant influences when a user makes decisions both large and small. Companies unfamiliar with this social structure are often surprised when their innovation fails. One secret to succeeding in India: Make understanding personal relationships and social circles a key input into designing, implementing and communicating product and services.

We see many other opportunities to adapt our tools and methodologies depending on the context. In the end, we feel it is equally important to inculcate creative optimism and resilience within innovation teams to work with constraints and complexities. This will open up a contextual blue ocean of opportunities which one wouldn’t stumble upon otherwise.

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The Design Council: A Feedback Mechanism for Design Projects Shaping a team’s mindset while scaling fast When Mexico’s BBVA design team began to grow rapidly, from six to 120 designers in the space of two years, our biggest challenge was to establish and permeate the same design mindset, which had to have an optimal balance between putting processes in place and encouraging creative freedom.

Claudia Sosa is Head of CX Design at BBVA Bancomer. She has worked in technological and strategic projects for the manufacturing, entertainment, educational and financial services industries. claudiagizela.sosa@bbva.com

Jonathan Rodas is Associate Director of UX Design at BBVA Bancomer. He has led service design and UX projects for companies such as Google, Facebook, Samsung and Sony jonathanomar.rodas@bbva.com

54 Touchpoint 10-3

As a global organisation, BBVA has seven strategic priorities, the first of which is to set a new standard in customer experience. To address this priority, BBVA in Mexico created a design team in 2016 which would be responsible not only for executing the tactical part of design, but also for making strategic decisions at the same level as the business and technology departments.

In order to rise to the challenge, the talent and professional profiles that would form the team were key. We were able to position ourselves as a great employer for designers, and we began to attract the best talent in Mexico. By the time we had reached 120 people, 110 different projects were being carried out in parallel, each quarter. No designer had ever worked in a team of this size, both in terms of the number of people and number of projects.

As designers arrived, the diversity of profiles, specialisations, operational standards and work processes became

more and more evident. For each project, we set up a work team with the right mix of profiles to take it on: service design, strategic design, user experience, user interface, visual design, creative tech and content writing. It became clear that each designer had their own approach to the project, meaning there were no standards in the deliverables produced by designers within teams, and across the entire design department. Every day, stakeholders were demanding more quality and consistency. This triggered us to set up a framework that would establish a standard and identity.

The first attempt: The ‘Framework’ The Framework is nothing more than an adapted version of the stages of Design Thinking. Each of the stages – ‘Understand’, ‘Ideate’, ‘Prototype’ and ‘Evaluate’ – have tools that designers can use to guide them in the execution of the process.

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Through the analysis we found two types of findings that would serve to drive a change in the design team. The first related to the model’s biggest areas of opportunity at that time: ‘Implementation opportunities’. The second related to elements that were barriers or enablers for the correct implementation of the Framework: ‘Change enablers’.

Implementation opportunities (main areas of opportunity that we found while executing the framework) were: 1. Purpose – The designers knew what the Framework consisted of, but didn’t comprehend that it had a human-centred essence.

Change enablers (elements found to be a barrier or an enabler for the correct execution) were: 1. Deep understanding – Having a comprehension of the model allowed designers to decide what phases and deliverables to do or not to do.

2. Formal mechanisms – Incorporating the framework into existing work commitments drove success in implementation and compliance.

3. Role models – The design team leaders played a key role in its correct understanding and implementation.

The realisations described above allowed us to create a nine-box model, which we still use as the basis for continuous improvement. Observing the activities and initiatives we had in each of the quadrants, we visualised and designed a comprehensive solution that we called the ‘Design Council’.

Deep understanding

Purpose

Formal mechanisms

The first analysis: The model We carried out research that allowed us to get deep into the feeling, thinking and doing of the team. This stage of understanding included: — A survey to identify which designers were promoters and detractors — Interviewing those designers — Carrying out workshops with teams to understand the work dynamics — Observing designers working with a tool from the Framework

2. Implementation process – The phases to be carried out were clear, but they were not easy to incorporate into the designers' day-to-day work.

3. Results – The Framework was created to be consistent and raise the quality of deliverables, but there was no tangible way to measure success.

Role models

The goal was to give the design team a guide that would allow them to understand and carry out the different stages of the design process using tools that generate empathy with people, both inside and outside the organisation, as well as structure and analyse the information obtained from them. In doing so, we wanted to ensure that they were making the right decisions by having all the pieces of the puzzle when creating design proposals.

The launch of the Framework sparked a large number of reactions from the designers, most of them unfavourable. It was understood that all the design phases and deliverables were mandatory. Because they had never used them before, they did not understand the need for them, nor why they should suddenly begin using them.

Some felt that it took too long and did not add value to their projects, others felt that it limited their creativity.

Having observed the team's reaction, we decided to take two steps back to listen, empathise and explore alternative solutions that would allow us to maintain consistency in deliverables and create a valuable mechanism for the development of the designers.

Should it be a result of the actions taken?

Implementation process

Results

A document explaining the ‘Framework’

Number of designers for vs. against the ‘Framework’

An onboarding that leads can pass on

Designers adjust tools in order to fit specific needs

Q&A sessions Coaching 1:1 User research that enhances empathy

Toolkit/canvas library Project documentation Stakeholder map 2.0 (with related projects)

Design critique sessionsset by the management team Record of evaluation and feedback

End-to-End feature documentation Design leads are the hierarchical role models

Content sharing by senior designers and team influencers

The council members as new role models

Ongoing elements in the ‘Framework’

Celebration of the best canvas of the month Show & tell of the best project/ mindset every quarter

New elements to be implemented

Table of elements that were part of the Framework, and the new initiatives to be implemented.

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1. Individual expertise The first building block used by the Council members is their own experience, the design process they execute and the best practices they have identified in the past.

Best practices

Experience

2. Feedback and standards The Council members get to know a project during a one hour session. They show the teams different ways to improve their process by sharing their expertise, using the evaluation tool and the feedback template.

Design process

3. Team guidance The Council members are continuously learning how other teams approach a design challenge. They share the best practices in the Design Council sessions and suggest to implement them with their own teams.

Council member

Evaluated designers

Individual knowledge

The four different moments that the Design Council creates in order to transform individual knowledge into a collective sharing.

The second attempt: The ‘Design Council’ The Design Council is an evaluation mechanism led by designers who have excelled in their projects in the last quarter. It seeks to meet three major objectives:

At the end of the session, the Council members carry out a debriefing session where they establish a score and send an email with recommendations for the evaluated team, as well as next steps.

Evaluate the project process to create a standard of — quality by identifying areas of opportunity.

— Communicate best practices by identifying high-value solutions that the teams being evaluated have developed and that can be passed on to the rest of the designers through the recommendations of the Council members.

Recognise designers who have excelled in their work — and in the quality of their projects by making them team mentors.

The second analysis: There and back again Three months after implementing the Design Council and evaluating 25 of the 110 projects carried out during that period, the fundamental question was: “Have we fulfilled our objectives?” The answer is simple: “Yes”.

We achieved a clear diagnosis of our design process, with which we were able to identify the specific stages and see where we should focus in order to enhance the skills of each team and the quality of the projects. We also shared best practices from one project to another, enabling a kind of cross-pollination between them, and recognising the good work carried out by the teams.

The big surprise came when, after analysing the results, we realised that the impact went beyond the objectives set and had implications for the work culture of the department.

As the department grew in number of designers (up to the 120 that we are now), we realised that permeating a mindset is not a theoretical exercise. It is something that you put into practice on a daily basis, through

Its operation is based on fortnightly meetings where a group of designers are invited to present a project. Each session lasts one hour, in which the team being evaluated presents its process and answers the questions posed by the Council members. To achieve this, the members rely on an evaluation tool that contains criteria guiding what they should evaluate, as well as serving as triggers for the conversation. These criteria are evaluated on a scale of one to five, to quantify which results appear to be either deficient or above expectations.

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4. Cross-pollination Every quarter the design team has new projects. When the designers start a new project, they take the lessons learned with them. Therefore, best practices are shared and implemented throughout the design team.

Collective knowledge

the decisions you take and the interactions you have with your teammates. Basically, it is something you should experiment with first-hand, so it becomes part of yourself. The Design Council has become the space where teams experience the mindset we want for the department, in a symbiotic relationship in which Council members teach teams ways to improve their process. The teams, in turn, give feedback and teach the members of the Council new ways of solving the problems we face, as well as new methodologies and tools, thus achieving a renewal of knowledge.

In her research on vulnerability, Dr Brené Brown identified that the search for perfectionism and the fear of failure are key factors which hold back innovation in companies. We found that the Design Council helps design teams confront the feeling of being emotionally exposed, and instead encourages them to embrace failures as a natural part of the design process. This is reinforced by the fact that Council members are their co-workers, with whom the connection is natural, breaking the 'bossemployee' dynamic and instead fostering a session of analysis and ideation between two equals.

The value of interactions In the Agile culture that today guides BBVA's transformation, there is a key value: ‘individuals and their interactions over processes and tools’. This key value inspired us to make the Design Council, a mechanism that prioritises human interactions over rigid processes.

We understand that knowledge generated by the teams can’t be properly exploited if we restrain it. It cannot be contained, waiting for our approval like a river contained by a dam waits to be released little by little, as needed.

This torrent of knowledge must be left to run free; like water, it will find its way. And the path it has found is the natural interaction between a group of people who, with humility, dedication and objectivity, share their knowledge and experiences to teach their peers better and new ways of doing their work.

And because in such large teams, standardising the quality and level of knowledge becomes rather complex, we must trust our teams, help them show their passion and confront their vulnerability, building spaces where they can debate, analyse and iterate their own practices, which results in improving the quality of any existing design process. To quote Silicon Valley entrepreneur Reed Hastings, “The best managers figure out how to get great outcomes by setting the appropriate context, rather than by trying to control their people”.

The first group of Design Council members.

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f e at u re

Title Service Design Global Conference 2018

Global Service Design Community Meets in Dublin Beautiful Dublin – the hometown of Guinness and U2, and a hub for Google, Facebook and Linkedin – played host to the 11th Service Design Global Conference (SDGC) in October 2018.

With the theme ‘Designing to Deliver’, focusing on the complex aspects of implementing service design projects in organisations, the sold-out event provided more than 800 service design thinkers and doers from all over the world with a broad range of content.

60 Touchpoint 10-3

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Check out all the remarkable content, including presentations, videos and pictures at: www.service-design-network.org/ events/sdgc18globalevents.

In fact, SDGC literally started off with a big bang, with a sensational performance by Irish drummers opening the event. During the ensuing presentations and workshop, participants were challenged to look beyond their own service design bubble and move from insights to execution. To name but a few of the highlights: Lina Nilsson from Designit on qualities that foster creative teams, Alberta Soranzo about the architecture of change and Patrick Quattlebaum on orchestrating progress through competitive collaboration.

Overall, the conference had a great buzz, a truly global spirit and a vibrant networking atmosphere, adding a lot of value to the fast-growing expertise and network of service design.

Touchpoint 10-3 61

Leadership Qualities that Foster Awesome Creative Teams Designers increasingly find themselves thrust into leadership roles.

Despite their passion for the work they do, they are not always prepared for these roles. In this article I share research insights about the leadership qualities that creative teams want from their leaders, and provide some tips on how you can develop these Lina Nilsson is a Senior Service Designer at Designit, where she applies her research and design expertise to solve problems and helps organisations deliver compelling, people-centred services.

She has several years’ experience working with multi-disciplinary teams on projects for both the public and private sectors.

qualities if you want to become a better leader.

It can be hard to be thrust into a leadership role and know how to steer a team in exactly the right direction.

More relevant than ever To be a great creative leader is more relevant than ever, because more businesses are starting to understand the value of design and are recruiting more designers. We also see more design agencies being bought by business consultancies, as well as organisations creating their own in-house design teams. In this new future, creative leaders have an important role to play.

They need to transform into leaders that can create the optimal environment for teams to deliver creative work. Otherwise, talented teams in an organisation might find themselves operating in an environment where they are unable 62 Touchpoint 10-3

to deliver creative work to the market, leading to wasted time and resources.

Leadership is also important for employee retention. As cited in the magazine Inc.1 , many employees leave companies because of poor management performance and lack of employee recognition, not because of the companies themselves. So, if creative leaders don’t serve the team well, valuable staff might leave to find new opportunities elsewhere.

1 Schwantes, Marcel. Inc. Magazine. December 2018. https://www.inc.com/marcel-schwantes/ why-do-people-quit-their-jobs-exactly-newresearch-points-finger-at-5-common-reasons. html (accessed January 5, 2019).

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The research To help guide those moving from doing the creative work to leading creative teams, I decided to carry out research and interview people working in multidisciplinary teams to understand what they want from their leaders. I hoped that if I could understand what they wanted, I could create a framework that could guide those who want to become better creative leaders.

Behaviour frameworks define the characteristics and ways of working that help align employee actions to accomplish a collective vision. I have previously done this for staff in the retail, finance and medical sectors in order to help them deliver delightful customer services, so I know that if you give people too many behaviours to consider, it becomes difficult to remember them all and stick to them. Therefore, I was hoping to come up with a framework containing just a few key qualities. However, after speaking to more than 40 creative individuals, who collectively delivered mountains of insights, it became clear that leadership is more complex than I realised.

It proved too tricky to synthesise everything into just a handful of qualities.

The ten key qualities Ultimately, I took all the insights from the interviews and formed ten key qualities. I observed that these qualities are not innate characteristics such as intelligence, or having an extroverted or introverted nature. Instead, these qualities are characteristics we can develop during our career, meaning we all can gradually transform into better creative leaders. We can best serve our teams by

Vision

Leadership qualities

Creative leadership as a service

01 Efficient communication

employing the ten qualities at different times, depending on what the situation calls for. By doing so, we help create the right environment for the team to deliver awesome creative work.

Each quality will help the leader achieve different things ‘Efficient communication’ is the first quality, because it is the most important one. If the leader can’t efficiently communicate with both their team and their stakeholders, leading becomes simply too difficult. As a leader, they must be able to explain ideas and convince people to change. If they struggle to communicate efficiently, they might never get a chance to express their other great qualities. Communication is therefore the underpinning foundation for good creative leadership.

The next qualities – ‘Demonstrate expertise’, ‘Be visionary’ and ‘Have a positive attitude’ – are important to engage followers. Design can be challenging, and it is hard to achieve great things alone. Therefore, leaders need followers to help them achieve ambitious goals.

These three qualities assist the leader in building trust, exciting team members to follow their vision, and creating the positive environment that makes people want to join their projects.

The following qualities – ‘Set clear expectations’, ‘Embrace failures’ and ‘Embrace diversity’ – are important to create the right environment for the team to be creative. And lastly, ‘Be humble’, ‘Support your team’ and ‘Coach your team’ are used to help push the team towards better productivity.

Desired goals = Build the foundation

02 Demonstrate expertise

03 Be visionary

04 = Get followers Have a positive attitude

05 Set clear expectations

06 Embrace failure

07 Embrace diversity

Create the optimal = environment for creativity

08 Be humble

09 Support your team

10 Coach your team

= Better productivity

Ten qualities to employ to deliver creative leadership as a service

Touchpoint 10-3 63

Start small Focus on developing a smaller number of qualities based on what you are trying to achieve, rather than becoming overwhelmed by trying to develop all ten qualities at once. Don’t get me wrong – it would be amazing if you could be good at all of them, but no one is perfect, so it is better to focus on applying the qualities that will help you achieve what you need in your current role. For example, a founder of a startup would be best served by focussing on developing the three core qualities that will get them followers, because they need to attract investors and the first set of employees. If, however, you work for a larger organisation where you lead projects, focus on developing the qualities that will help your team to be creative and productive.

When you have identified what qualities you want to develop, start by reflecting on how well you already employ these qualities, identify your weaknesses and create an action plan for the coming month. If one action is to ‘Support your team’ and as a result you want to check in with them more frequently, make sure you free up time in your calendar to do so, and think about how you get the most out of those check-ins without starting to micro-manage your team. At the end of the first month, ask for feedback from your team. It can be as simple as asking your team to write down, on Post-it notes, what you have done well and what they wish you did more of, for each one of the qualities you are developing. Based on their feedback, adapt your behaviour accordingly, create an updated action plan for the coming month and seek support if needed.

The framework is there as guidance to help you in creating the optimal environment for your team, but every team can have their unique needs, so adapt it to suit. Make sure to stay true to yourself and find a way to express the qualities in ways that feel most natural to you.

Make sure to practice and reflect on your performance.

Over time you can become better.

Organisations can support the development of their leader If you represent an organisation in which designers are being thrust into creative leadership roles, here are some tips on making those transitions successful.

Firstly, give creative leaders time. It is hard to juggle doing the work and serving a team, so make sure you put extra resources on a project to free-up the leader to focus 64 Touchpoint 10-3

on applying the qualities and serving the team, instead of having to chip in, get their head down at their desk and do the creative work themselves. Some leaders enjoy doing the creative work with the team, which is fine. But the leader can’t expect to have as much time to do the detailed design work as they did before. There are just not enough hours in the day. The risk is that the leader could get too involved in the details instead of seeing the bigger picture, making it hard to guide the team in the right direction. So, as an organisation, give the new leader an extra designer on the team to support them with their design tasks, thereby freeing them up to lead.

Secondly, coach the new leader. It can be hard to develop new soft skills, and leaders have to deal with many tricky situations when they are responsible for creative outputs. Therefore, find someone that can provide coaching. Create a safe space where the leader can share challenges, and help them prepare to overcome them. For example, when a new leader has to give constructive feedback to a team member, you can’t expect them to instantly get it right. Having a coach can give them the opportunity to discuss feedback sessions before they happen, and learn how to speak to their team better.

Having support from the employer can make the transition into becoming a better creative leader much smoother, making the environment for the team and the leader much more pleasant.

Watch the author's presentation at SDGC18 on Youtube channel or find the slides on Slideshare: www.youtube.com/ servicedesignnetwork www.slideshare.net/sdnetwork

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The Living Service Blueprint Embedding service design in agile projects

As service designers, we face many obstacles in maintaining service design’s relevance during the implementation phase of complex enterprise IT projects. Making service design the cornerstone of a fast-paced agile project requires a new approach, where service design spans from research through to delivery.

Challenges of enterprise service design Many organisations that invest in service design often confine the activity to the research and discovery phases of the project lifecycle. In these cases where service design remains a highlevel activity, the service blueprint that specifies the new service lacks sufficient detail, becomes detached from the realities of agile delivery, and ends up gathering dust in the corner.

Challenges arise when trying to embed service design practices into the development and delivery phases of a project. Traditional service design tools simply aren’t optimised to manage the gritty technical and process complexities demanded in these execution phases of an agile project. The service blueprint does not clearly depict the impact of legacy systems, how they affect the overall experience, if we can impact them or how to design to overcome these problems.

Different types of touchpoints must be co-ordinated, designed, developed and delivered to roll out the new service specified in the service blueprint.

For example: — Digital touchpoints require UX and visual design skills to specify and validate the online experience required by customers and internal staff.

— A rchitectural changes need governance reviews and cross-organisational agreement. This can take time and will impact on delivery times.

— Project delivery often requires multiple development teams to develop the necessary systems that are required for the new service impacts across each digital channel and to roll-out changes within the organisation.

— Process updates require operations to roll out new ways of working, plan organisational impacts and assess impacts on SLAs and so on.

Paul Harrison is Design Lead at Wipro Digital in their Dublin Studio. As a service design lead and UX architect, Paul applies a human-centred design lens to large-scale enterprise transformation projects.

With over 20 years of experience in design, Paul takes initiatives from insights through to implementation, collaborating closely with development teams to get complex services delivered.

Touchpoint 10-3 65

During the development phase, the lead architect and lead service designer will typically need to work across multiple teams to co-ordinate the solution. So how do you orchestrate these activities across teams?

The orchestration of new experiences requires contributions from all disciplines. With engineering and design talent at a premium, having a delivery team all working in the same physical location is becoming a luxury for most organisations. Typically, resources are distributed across locations and in more than one country. Moreover, these enterprises need to cater for flexible and remote working arrangements. We therefore need to rethink the tools we use, particularly when it comes to agile projects.

The challenge for agile delivery teams is maintaining context and a sense of the bigger picture. Agile teams focus on a subset of user stories as they move from sprint to sprint, and often lack a holistic view that’s needed to keep everybody aligned towards the desired outcome.

This can result in misinterpreted requirements and wasted effort, particularly when teams are distributed across locations.

Agile delivery teams work from the product backlog.

For a service designer, it can be exhausting trying to keep the service blueprint and the backlog aligned. This counts for other artefacts as well, such as prototype screens or sketches, and also for architectural and engineering artefacts. Where does the single source of truth lie?

Our approach to service blueprints is different in that it captures the technology and system impacts enabling the new service in detail, mapping functional and API impacts to user stories and driving participation from everyone involved in a cross-functional agile manner.

Technical investigations (spikes) are also pin-pointed using the service blueprint to provide context.

We start by making the service blueprint our focal point in an online project collaborative space we call the ‘Project Wall’. The service blueprint transitions from an initial high-level journey outlining processes, systems and people, into a complete map of the project – detailing user stories (work to be done) that the project members pick up and deliver on, what the touchpoints look like, functional impacts, what data is needed and what APIs are required to access the data.

Resource Request Service Blueprint Create New Request

STAGE LOGIN TO HUB

ACTION

The Hiring Manager views their Profile to set delegates and License to Hire date.

Resource requests for HM are displayed.

Navigate to Profile page and update HM delegate and license to hire info

LAUNCH NEW REQUEST FORM The Hiring Manager launches the New Resource Request form from the Resource Management landing page.

SPECIFY REQUEST DETAILS The Hiring Manager specifies details for the new resource request.

Resource request for their approval are displayed.

Navigate to Profile page and update approver delegate and license to hire info

or Delegate

Functional Area

Delegate

The user launchs the Request form.

If Licence to Hire is not defined in user profile, user must first fill in.

(Line Manager)

Level 1 Approver

If the user is a delegate for a Hiring Manager they must select the requesting HM

Cost Centre

The Division/Business Area that the New Hire will belong to will be set by the HM profile settings

Job Title, Code, Family, G

The Cost centre for the New Hire. The default is set from the profile

Select Job Family/grade. Sele code from the job codes list describe the role fully. Speci

CMU Team

Off-shore Team

Navigate to Settings page and update approvers list

RM Administrator

Navigate to a users' Profile page and update approver or HM delegates

INTERACTION

SYSTEM FUNCTIONALITY

Display: - Number of active resource requests - Top 10 requests (max) based on status change

Display list of approvers.

Fetch approvers.

Add new approver.

Delete existing approver.

Display current delegates.

Change approval delegate.

Change HM delegate.

Indicate LtoH and date completed

Delegate?

Launch New Request Check Licence to Hire

Fetch Business Area/ Function from user profile

Fetch Cost Centre for user from Profile

Optionally, select Macro Fam Auto-complete search based Title or Job Code for selected

PW-200

PW-183 Raise a Request - Delegate

PW-180

Resource Management - User Profile

PW-648 Recruit a Perm Page

PW-127

Settings Page for the Hub

Business Area & Cost Centre

Job Family

Job Ti

"Resourcing" widget in the Hub[Resourcing WIdget Prototype|https://4s5eqe.axshare.com/#g=1&p= dashboard]

Create a setting page for the Hub for configuration settings for installed features.

Feature settings can be role based access controlled. [https://lbgv.visualstudio.com/Vanilla/\_git/sspfront-end/pullrequest/375? \_a=overview|https://lbgv.visualstudio.com/Vanill a/_git/ssp-fro…

User Profile for Resource Management. * Hiring Manage can specify delegate for raising a request. * Approver can specify delegate for approving a request. * Specify license to hire details.

As an sso authenticated and authorised userI want the new recruit a perm pageso that i can initiate the recruit a perm request*Assumptions*API can cater for 1000 calls per secScreen responsive for IE11 and Chrome

When creating a New Resource Request, a check is needed to see if the License to Hire data has been specified by the Hiring Manager in their User Profile before they can proceed.

License to Hire lasts for 1 year from date specified. If the License to Hire date has been specified but is out of date the user can only save a request. They c…

As a Delegate user, I want to raise a request on behalf of a Hiring Manager. Assumptions:The Hiring Manager must have previously specified the user as a Delegate in their Profile page.All Profile data used in the request (from Clarity) will use the Hiring Managers data and not the Delegates data.

Resource Request Business Area containing Function and Cost Centre is populated from the Hiring Manager Profile (Clarity data). Function is read only. Cost centre may be changed.

Function maps to Division/Business Area 4 drop-down in Advorto. Cost Centre maps to Cost Centre in Advorto.

The Resource Request form will allow the Hiring Manager to select the correct Macro Job Family for the position they require the new resource to belong to. The list of Macro Job Family is defined in the Job Code file: http://teamspace.intranet.group/sites/MRDM/Job %20Codes/Core%20Job%20Codes%20by%20J ob%20Family.xlsx

The use or a Job Family. based o types. T Macro J with the Title or J

IN PROGRESS

TO DO

DONE

DONE

READY FOR COLLABORATION

DONE

DONE

DONE

DONE

PW-680

Go to Resource Management page.

Display list of requests for user, sort by date

PW-195 Resourcing Widget

License to Hire

PW-179

PW-17

PW-51 FE: Resource Management Landing page design updates

DONE

Tableau Reports

Front-End

PW-72

PW-199

Front-End: Request Details page redesign and conditional displays

Resource Management Level 1 Approvers

Activity Log has been redesigned. Follow-on tasks from UI/UX review - conditional displays etc.

Allow the RM Administrator to create a list of Level 1 Approvers. A Level 1 Approver must be a user of the Hub.[Settings Prototype|https://4s5eqe.axshare.com/#g=1&p= settings]

DONE

READY FOR COLLABORATION

PW-196

PW-148

PW-192 FE: Resource Requests Page

PW-650 New Recruit a Perm Request Button

Raise a Request - Delegate

As a RM Hiring Manager, I want to indicate that I have completed my License to Hire in Discovery Learning and specify the date that I completed it. [User Profile|https://4s5eqe.axshare.com/#g=1&p=prof ile]

As a Resource Management Approver, I want to specify a delegate who can approve RM requests on my behalf. This option should only appear if I am a RM Approver role.[User Profile|https://4s5eqe.axshare.com/#g=1&p=prof ile]

Resource Management landing page \Resource Requests

As an sso authenticated and authorised userI want the new request button on screenso that i can initiate the recruit a perm request*Assumptions*API can cater for 1000 calls per secScreen responsive for IE11 and Chrome

As a Delegate user, I want to raise a request on behalf of a Hiring Manager. Assumptions:The Hiring Manager must have previously specified the user as a Delegate in their Profile page.All Profile data used in the request (from Clarity) will use the Hiring Managers data and not the Delegates data.

READY FOR COLLABORATION

PW-197

READY FOR COLLABORATION

DONE

DONE

READY FOR COLLABORATION

PW-146 SL: RM Request query (Page load)

PW-473 Front-End: Request A New Resource functionality update and integration with API services

PW-135 SL: Capability

PW-140 SL: RM Schema

PW-137 SL: Job Title

As a RequesterI want a list of Capabilities related to the Job Title/Job CodeSo that I can choose the relevant one(s) for the Request - full list by job title/job code on page load - add new

As an EngineerI want to design the Schema for the RM journeySo that I can implement the journey

As a RequestI want the Job Title be return based on Job FamilySo populate the Request with the co

DONE

DONE

DONE

Specify License to Hire

FE: Navigation updates As an authenticated and authorised userI want to see a link So that I can navigate to the Settings page

Delegate for Approving a Request

PW-183

PW-495 Front-End: Apply new des "Request a New Resourc page

DONE

IDEAS NON PRIORITISED

PW-198 Delegate for Raising a Request As a Hiring Manager I want to specify a delegate for raising a request on my behalf. The delegate must be a user of the Hub. This option should only be available if I am a Hiring Manager role.

[User Profile|https://4s5eqe.axshare.com/#g=1&p=prof ile]

READY FOR COLLABORATION

PW-151 SL: Approver Query

PW-150 SL: Approver List storage

As an authenticated and authorised user (Hiring Manager)I want to retrieve the list of RM Requests that I have access toSo that I can use the RM FeatureView for submitter requestsEdit for requests in draftSupports: - pagination

As an authenticated and authorised userI want to query the DDP/Clarity dataSo that I can pick the ones for my list

As an authenticated and authorised userI want to store the list of ApproversSo that I can use the RM Feature

DONE

TO DO

TO DO

PW-146 SL: RM Request query (Page load)

PW-153 SL: User Profile RM Delegate Storage As an authenticated and authorised user of the HubI want to store the additional User Profile dataSo that I can use the RM Feature

As an authenticated and authorised user (Hiring Manager)I want to retrieve the list of RM Requests that I have access toSo that I can use the RM FeatureView for submitter requestsEdit for requests in draftSupports: - pagination

TO DO

DONE

Implement missing functionality, compose and refactor existing code execution paths to optimise performance and improve workflow.

PW-147 SL: RM Request storage

Service Layer

As an authenticated and authorised userI want to store the list of submitted RM RequestsSo that I can use the in RM Feature

PW-88

DONE

API

New µService, SSO New API: • login()

PW-149

SL: Approver Request query (Page load)

SL: Approver List population (Page Load)

PW-152 SL: Delegate Query

PW-154 SL: User Profile Service changes

As an authenticated and authorised user (Approver)I want to retrieve the list of RM Requests that I need to approveSo that I can use the RM FeatureView for Awaiting Approval RequestsSupports: - pagination

As an authenticated and authorised userI want to retrieve the list of ApproversSo that the list is populated on page load

As an authenticated and authorised userI want to query the list of usersSo that I can pick the delegate that is relevant to meThis will be from the list of users available in DDP/Clarity.

As an authenticated and authorised userI want to User Profile Service updatedSo that I can see have the RM specific details displayedAdditional fields:Delegate ApprovingDelegate RaisingLicense to Hire (Yes/No)

DONE

TO DO

TO DO

TO DO

New µService, ResourceMgmt New API: • GetRequests()

New µService, ResourceMgmtSettings New API: • GetApprovers() • AddApprover() • RemoveApprover()

Existing µService, UserProfile New API: • GetDelegates() • UpdateApprovalDelegate() • UpdateHMDelegate() • UpdateLicenceToHire()

New µService, ResourceMgmt New API: • GetRequests()

DONE

Existing µService, UserProfile New API: • GetLicenceToHire()

Query µService, UserProfile API: • GetDelegates()

New µService, FunctionalArea New API: • SearchFunctionalAreas()

DATA

CHALLENGES / ISSUES

Approver must be Clarity user. Return list of matching names after 3/4 characters.

Selected name must then be set as an Approver.

Approver delegate or HM delegate can be any Clarity user. Return list of matching names after 3/4 characters.

Existing µService, UserProfile New API: • GetCostCentre()

New µService, Jo New API: • GetJobFam • GetJobCod • GetJobTitle

Existing µService, UserProfile New API: • GetFunctionalArea()

SSO RtB

The “Project Wall” in use

66 Touchpoint 10-3

VIew Profile

The RM Administrator updates the list of Level 1 Approvers in the Hub.

Navigate to RM page.

Hiring Manager

The Hub

Bringing service design front and centre Communication and collaboration are essential in making service design work in a fast-paced agile environment. Building a complex service demands deep and continuous cross-disciplinary collaboration from idea to launch. Particularly during the development phase, where issues need to be resolved quickly between business, design, engineering and architecture.

At Wipro Digital’s Dublin studio, we’re reimagining the service blueprint as the central artefact that can both keep context top-of-mind, as well as drive continuous, real-time collaboration across teams.

Approvers

A user logs into the Hub and is shown the landing page.

User License to Hire (HM or delegate) from Profile (within 12 months from date)

List of delegates for each HM in Hub. HM details to capture: • Name • FileID • email address

Business Area & Cost Centre from HM Profile.

Sync'ed with Clarity

Need to verify this data. Can the info in Clarity be mapped directly to the Advorto dropdowns?

Search by Job Title or by Job code Optiona filters: • grade • macro job family

Grade

sdgc

Level 1 Approval SPECIFY BUSINESS CASE The Hiring Manager specifies reason for hiring

Selects one or more locations and the samary pay group

Select cababilities

Enter details for internal and external job ad

Sublit request

Select capabilites or specifiy new ones based on Job title/code

Review details, select appropriate Level 1 Approver. Submit request.

Metrics

CMU APPROVAL

VIEW METRICS

The CMU approval process is as today. The CM team do weekly DCT extracts and check requests directly in Advorto and change to Vacancy if approved

This could also be done by the Administrator as part of their weekly meeting, directly or via WebEx. Login to Hub

CMU Approval

Live user stories embedded in the Project Wall

SEND REQUEST FOR LEVEL 1 APPROVAL Decisions on Level 1 requests can be recorded by either the Approver or their nominated Administrator.

The HM can see metrics relating to their RM pipeline. A senior exec for the full pipeline.

Review Request

HM can also check the status of their request in the Hub

Rejected, rework required

Correct any errors

Performs checks if needed to ensure request is OK.

View pipeline metrics.

If approved, approve in Hub. Report back any errors to HM.

View pipeline metrics. (or Senior Exec)

View pipeline metrics. (or Senior Exec)

Manually entry into Advorto & update request in Hub with Advorto ATR # Still support with automation for transition

Support HM on request

Approved Request is now changed to a Vacancy in Advorto

Select location. Matching options: Post code, Country, County, Town, Office, Branch.

Store Pay Market & SAP codes, Min & Max Salary.

For Backfill or Secondment, select person leaving. Autocomplete based on name or FileID. G+ requires extra question.

Specify Vacancy: - Internal & External descriptions - Responsibilities Upload spec. (optional) and store

Fetch list of capabilities for the Job Code.

Store any new Capabilities specified by the user for that Job Code.

Reason to Hire

PW-169 Job Description

PW-171 Advertising Period

PW-168

Office Location In the Resource request form, the user will be allowed to specify the office(s) where the resource will be required to work.Role Based in:* Single Office/Branch- requires one office location to be specified.* Multiple Offices requires up to 6.* Flexible Office - requires no office location to be specified.Workplace: The user will be allow to search on a cit…

The Hiring Manager will be allowed to select and define an appropriate business case in order to get the request approved.Why are you hiring:* New demand* Backfill vacancy* Graduate / Trainee * Apprentice * Secondment* Other initiative Type of recruitment activity:* Project investment* Run the businessAdvorto mapping ("W…

As a Hiring Manager I want to be able to specific the Job description as part of my Resource request. This will include the following sections:* External Job Description (maps to "Vacancy advert external" in Advorto)* Internal Job Description (maps to "Internal vacancy advert" in Advorto* Key Accountabilities (maps to "K…

As a Hiring Manager I want to specify the advertising period for my Job Ad defined in my Resource Request.Default is 2 weeks. 2, 4, 6, 8 weeks. Maps to "Proposed posting period" in Advorto.

As a Hiring Manager I want to be able to select the skills required for the role I am filling, that will be part of the my resource request. I also want to be able to specify a new skill.Skills that are added will be linked to the Job code/title. When that Job code/title is used again, those skills will be displayed for the user to select.

DONE

DONE

READY FOR COLLABORATION

READY FOR COLLABORATION

PW-175

itle and Grade

PW-172

PW-174 Pay Scale

PW-170 Upload Job Advert

When creating a Resource request the user must set the pay scale. Pay scales are 1 to 10.

Pay scale 6 is set by default for London. Pay scale 4 set set by default nationally. Pay scales are located in Pay Group files http://teamspace.intranet.group/sites/MRDM/Job %20Codes/Core%20Job%20Codes%20by%20J ob%20Family.xlsxWhen specifyi…

As a Hiring Manager I want to be able to upload a Job Ad I have already prepared as part of my Resource request. Also include option to remove or view a previously uploaded Job ad.PDF or Word formats. This maps to "Job specification document" in Advorto, an optional field.

DONE

IN PROGRESS

Capabilities

READY FOR COLLABORATION

Fetch list of approvers (RM Admin fn).

Default approver is Line Manager+1. Set as default in drop-down if in Approvers list. Email link to request to Approver.

PW-167 Review Resource Request

PW-166 Create Resource Request

As a Hiring Manager I want to be able to review all the details of my resource request before I send it it for approval. I also want to be able to select my approver before I submit the request.

As a Hiring Manager I want to create a New Resource Request after I have reviewed it and submitted it for approval.

DONE

DONE

Open request in Hub

Approve or Reject (send for rework).

Email HM if rejected.

Update Request log.

Approved?

Load Tableau chart for OD releated info in request view.

PW-165 New Resource Request Notification Email - Approver As a Level 1 Approver, I want to be notified by email when a new Resource Request has been submitted for my approval. Also notify the Hiring Manager of this email.The email should include details of the request with an embedded link that should launch the Hu…

READY FOR COLLABORATION

Add the Advorto requisition ID to the request in the Hub. Email the appropriate GT mail box. Not needed for GCIO.

Request not now be submitted and updated automatically in Advorto

HM logs into the RM landing page to view pipeline metrics.

Approver or Senior exec will see new Metrics menu item in main menu.

PW-167 Review Resource Request

PW-162 Approve Resource Request

PW-156 Offshore Resource Request Update

PW-155 Advorto Status Refresh

PW-158 Resource Request RPA to Advorto

PW-121 RM Exec Metrics

PW-120 RM HM Metrics

As a Hiring Manager I want to be able to review all the details of my resource request before I send it it for approval. I also want to be able to select my approver before I submit the request.

As a Level 1 Approver I want to be able to approve a Resource Request that has been submitted to me for approval.

As an offshore team member, I want to update the details of a Resource Request in the Hub, to align with details I made in Advorto, so that the Hub will be kept up to date with Advorto changes.Offshore team may need to have a specific role that will enable them to update a Request. This will also for flexibility to keep requests aligned.

As a Hiring Manager, I want to be able to see the current state of a Request that I have submitted as it progresses in Advorto.The refresh can be a nightly download from Advorto to update only the status in the Hub.

When a Resource Request has been approved by a Level 1 Approver, the Hub should automatically enter the request into Advorto via RPA.

As an approver or department head, I want to see metrics for Resource Requests in my department, so that I can keep track of the overall pipeline.See prototype: https://4s5eqe.axshare.com/#g=1&p=resource_ management_metrics

As a hiring manager I want to see overall metrics for active requests in my pipeline.See prototype: https://4s5eqe.axshare.com/#g=1&p=resourcing

DONE

DONE

IDEAS NON PRIORITISED

IDEAS NON PRIORITISED

READY FOR COLLABORATION

IDEAS NON PRIORITISED

IDEAS NON PRIORITISED

PW-262 Define: Tableau Requirements

PW-157 Resource Request Advorto Hidden Fields

DONE

PW-185 Export Requests

PW-143 Add Advorto Information

When submitting a Resource Request all mandatory Advorto fields must be populated.

There are a number of fields hidden from the user that will require the following settings that have not been mapped in other user stories:* "Proje…

READY FOR COLLABORATION

As an Off-shore user, who inputs the request into Advorto, I want to be able to add the Advorto request ID to the Resource Request in the Hub after I create the request in Advorto, so that a Hiring Manager can follow the status of their request through to Advorto.

From the Resource Management landing page, I want to be able to select one or more request from the table and export those request to a PDF document.

IDEAS NON PRIORITISED

READY FOR COLLABORATION

PW-574 CMU Approval

PARKED

LVCA-156

Display chart for with head count information

Resource Management Tableau Insert As a Level 1 Approver, I want to see the Resource Management metrics that are applicable to my function/business area, so that I can make an informed decision when I am approving a resource request.

The metrics should include details of availa…

TO DO

sign to ce" form

obTitle

Enter details for the business case.

The Hiring Manager confirms details and selects approver

CMU Admin uses Advorto to review submitted requests, which can be sent for rework, rejected or exported via DCT

78

milies() des() es()

SUBMIT FOR APPROVAL

SELECT CAPABILITIES

The approver receives and email and link to the request. Click link and is directed to Hub and Request is opened.

er will be allowed to search on a Job Title b Code for the selected Macro Job The search will be an auto-complete on the Job Title or Job Code as the user The user will see the related Grade, Job Family, Primary Job Family details e Job title and code. On selecting a Job Job Code, the relat…

and Grade to o that I can orrect data

Speccify Job Ad

Locations & Salary Range

ect a Job title or Job t. Enter text to ify working pattern.

mily and/or Grade. d on either Job d Family/Grade.

SPECIFY JOB AD

The Hiring Manager writes details that go into the Job Advertisment

PW-552 Front-End: Request A New Resource - Reason to Hire tab

PW-546 Front-End: Request A New Resource - Job Advertisement tab

Front-End: Request A New Resource - Reason to Hire tab UI and functionality implementation

Implement Job Advertisement tab on Request a New Resource page

DONE

IN PROGRESS

PW-136

PW-134

PW-67

SL: Office

SL: Save Draft

SL: File upload backend for RM

As a RequesterI want to be presented with a searchable list of officesSo that I can pick the correct onesSearch criteria: - city - office name post codeData source and format unclear

As a RequesterI want to save a draftSo that I can revisit the Request at a later time

As a Hiring Manager,I want to be able to upload and store job descriptions in the RM,so the Hiring team can use it.

DONE

DONE

IN PROGRESS

Query µService, Locations New API: • GetLocations()

New µService, ResourceMgmt API: • UpdateRequest()

New µService, JobAd New API: • CreateJobAd() • UploadAd() • SetAdvertPeriod()

Capabilities Lookup.

Store per Job title.

Editable by all HMs.

New µService, ResourceMgmt API: • GetSkills() • CreateSkills() • DeleteSkills()

PW-192 FE: Resource Requests Page

PW-534 Front-End: Request A New Resource - Review Request tab

As a Hiring Manager I want to specify the key capabilities for a candidate, so that I can find a suitable candidate for the requested role.

PW-186

DONE

DONE

As a Level 1 Approver I want to be able to select a Resource Request that has been sent to me for review, so that I can review the request and make an assessment. The details should include:* Describe all fields the HM has defined prioritised for t…

Link to wireframe: https://4s5eqe.axshare.com/#g=1&p=request_d etails

IN PROGRESS

DONE

PW-64

PW-147 SL: RM Request storage

PW-133 SL: Create Request

As an authenticated and authorised userI want to store the list of submitted RM RequestsSo that I can use the in RM Feature

As a RequesterI want to submit the RequestSo that it can start the Approval process - email approver - validations?

DONE

DONE

New µService, ResourceMgmt API: • UpdateRequest() • CreateRequest()

PW-88 SL: Approver Request query (Page load) As an authenticated and authorised user (Approver)I want to retrieve the list of RM Requests that I need to approveSo that I can use the RM FeatureView for Awaiting Approval RequestsSupports: - pagination

DONE

PW-86 Front-End: Review Request details page

FE: Review Resource Request Details for Approver

Resource Management landing page \Resource Requests

Implement Request a New Resource form last tab, Review Request, UI elements and functionality

Activity Log As a Hiring Manager or an Approver, I want to see the Activity Log associated with a Resource Request, that allows me to see what actions were taken on a request, by whom, on what date date and any comments they made.

DONE

IDEAS NON PRIORITISED

Peson leaving may be in AD or may have already left. If search returns no hit, then capture entered name.

DONE

PW-129 SL: Get Request Details

PW-146 SL: RM Request query (Page load)

PW-128 SL: Requests Search

As a HM or ApproverI want to view the Job Ad for the RequestSo that I can make an informed decision on the Request

As a HM or ApproverI want to get the details of a RequestSo that I can view and and make an informed decision on it

As an authenticated and authorised user (Hiring Manager)I want to retrieve the list of RM Requests that I have access toSo that I can use the RM FeatureView for submitter requestsEdit for requests in draftSupports: - pagination

As a HM or ApproverI want to search RequestsSo that I can find specific RequestsSearch criteria: - Job Title - Req Id Location - Advorto ID

TO DO

DONE

DONE

TO DO

Process change: -Automated request updates -Automated email generation -Change from manual processing -Change Management impacts

PW-51 FE: Resource Management Landing page design updates

READY FOR COLLABORATION

PW-131 SL: Job Ad

Yes Approved?

Email Off-shore team to enter request into Advorto EMail HM

New µService, ResourceMgmt New API: • GetRequests()

PW-132 SL: Request State change As a HM or ApproverI want to change the Request StateSo that the Request can be treated accordinglyHM - Delete - Withdraw CloneApprover - Approve - Reject ReworkEach state change may result in: - an entry in the Activity (Audit) Log - old request details being versioned - email notification (offshore or HM)

TO DO

New µService, ResourceMgmt API: • UpdateRequest()

No

Existing µService, FTP API: • FileUpload()

Locations: • Group Locations (Directories) Pay codes & salary see Data sources.

Min & Max needs to be returned and populated.

PW-187 FE: Resource Request Details for HM As a Hiring Manager I want to select a request on the Resource Management Landing page, that I have submitted, so that I can view the details and activity log.The details should describe all fields the HM has defined and an activity log that shows the timeline of what has happened, by whom and when.A CTA shall be provided: If t…

PW-130

FE: View Job Application Preview As a user of Resource Management front-end appI want to see click a button to view a readonly preview of Job Advertisement for the current Resource Request.So that I can see what the published Resource Request will look like.Wireframe link: https://4s5eqe.axshare.com/#g=1&p=job_previe w

Email HM

Capabilities linked to Job title

Dependecy on FTP integration in Platform

Approvers list defined in Hub. Check if manager+1 via Clarity info, matches one in list and set as default.

Tableau data relating to Head count automation posponed

How do we determine the correct GT mailbox? Based on Function?

Off-shore team needs to be set up to enter Advorto requests manually.

Team collaboration and communication taking place on the Project Wall

Touchpoint 10-3 67

Data mapping to under­­lying legacy systems is captured, as well as key architectural components, to understand the impacts they have on the overall experience. The service blueprint is initially visualised using traditional methods. We then quickly move the blueprint to an online space, allowing everyone to collaborate and participate in fleshing out the blueprint, regardless of their discipline or location.

User stories are structured as vertical slices on the wall that will deliver functionality for front-end development, service layer development and process updates. Initially the user stories are captured as digital Post-its. These are then converted to live user stories in Jira via the service blueprint. These user stories become live links into Jira, forming the product backlog. This keeps the service blueprint and backlog aligned, creating a living service blueprint. The user story title, identity and status are shown at a high level.

As the user zooms in, the user story details and identity of who is working on the user story are also shown.

Visualising the product backlog in the service blueprint provides the missing context that helps the team to prioritise user stories and identify missing functionality and activities. User stories are written for: Digital and non-digital touchpoints – For front-end and — service layer development.

T echnical investigations – Agile spikes to remove — technical blockers.

S olution architectural activities – Stakeholder signoff, — compliance, etc.

Cross-team dependencies – Dependencies on other — teams delivering functionality.

Visualising the user stories in this way provides a vision for the product owner of the full extent of the delivery, allowing the service blueprint to drive the formation of the backlog. While user stories can potentially come from anywhere, such as agile backlog refinement activities, the service blueprint becomes a more natural mechanism to build, view, track and prioritise the backlog.

68 Touchpoint 10-3

The Project Wall captures a full picture of the new service – from validated prototype screens, architec­ tural diagrams, to data mapping and process updates.

Anything we need to share with the team is added to the Project Wall.

Collaboration is encouraged by all members, regard­ less of their role or location. Project issues or concerns can be added by anyone, anywhere on the Project Wall.

Everyone is encouraged to participate and ask questions, and cross-functional conversations happen in a more fluid manner. The Project Wall provides full traceability of what was decided.

Design is evolving Designing collaboratively as a cross functional team has changed what design has become for us at Wipro Digital. In the past, design was simply the pretty apps and web pages that we threw over the wall to the developers, in the hope that they just might get it and build it the way it was designed.

Through service design techniques and tools such as the Project Wall, design has become more engrained throughout the organisation and across the full development lifecycle.

There are a number of activities that we know to be design, such as: — The customer journey, showing clearly the impacts on every user involved with the new service.

— The prototypes and screens that each different user≈will interact with, including visual design, branding and copy.

— The information architecture (IA) and navigation for the digital touchpoints.

— The automated and manual processes that are impacted.

However, there are a number of other activities that we also considered to be design that were not imme­ diately apparent until we brought them together using the Project Wall. Design also includes:

sdgc

Read Touchpoint Archive Online For further information about the Project Wall, read the blog post Rethinking Service Blueprints for Agile Delivery at http://bit.ly/wd-sb.

450 + articles free access

The data that the touchpoints need to interact with, — including data structures and data mapping.

— The contracts – the APIs and micro-services that will enable the users to interact with the data and system functionality.

— The solution architecture which enables the roll out the new services.

— The journey-based product backlog that defines everything that needs to be done.

At Wipro Digital the traditional role of the service designer has evolved. They must lead this collabora­ tion, driving the service blueprint, building up the Project Wall, ensuring everyone participates in this cross-functional activity, training people in using the Project Wall, providing context in a way that everyone can understand, breaking down complexity, and enabling better alignment throughout the project lifecycle. The service designer has become a key role at Wipro Digital to make this a success.

Touchpoint, the Journal of Service Design, was launched in May 2009 and is the first and only journal dedicated to the theory and practice of service design. Published by SDN three times per year, it provides a written record of the ongoing discussions within the service design community.

To improve the reach of this unique resource, Touchpoint has opened its Archive (all issues except the three most recent). That means more than 450 articles related to service design are freely available on our website.

Enjoy the opportunity to search articles by volume and issue, by authors or keywords.

Visit the SDN website and sign in for a free Community Membership to dive into the Touchpoint Archive! Full issues of Touchpoint may be also read on-screen and on mobile devices via the Issuu website and app.

www.service-design-network.org Touchpoint 10-3 69

Tools and Methods

The Service Design Maturity Model A strategic framework to embed service design into an organisation In the past years, many organisations have been working on pro­­jects to improve service experiences. Increasingly, large ­organisations have started to understand the value of service design. This has resulted in a growing desire amongst organi­ sations that ‘understand’ service design to embed it into their Niels Corsten is Service Design Lead at Koos Service Design. He has contributed to service design projects in telecom, banking, mobility, insurance and healthcare industries, amongst others.

He is currently involved in embedding service design in organisations, working toolkits, training programmes and on-the-job coaching. niels@koosservicedesign.com

Jules Prick is partner at Koos Service Design with over ten years of international experience in research, branding and service innovation.

He founded Koos Service Design in Amsterdam in 2009, following his passion to create meaningful services. jules@koosservicedesign.com

72 Touchpoint 10-3

companies. We have helped some of our clients, including a Portu­guese telecom provider, a leading European bank, an energy utility company and the Dutch Railways, achieve this ambition.

Implementing service design capabilities is a somewhat unexplored territory for many service designers. When reflecting upon those projects, we observed striking similarities amongst them and soon began formulating a framework: The Service Design Maturity Model. We set out to create a model for successfully embedding service design at scale within organisa­ tions, including actionable advice on how to overcome barriers.

Introducing the Service Design Maturity Model The model consists of five stages that show the process of embedding service design into an organisation and structures the transformation towards a service design-led company. The model helps to identify the current stage of maturity

through four pillars, which then serve as guidelines for further maturation.

— People and Resources – The extent to which people, budget, time and facilities are available and dedicated to service design activities.

— Tools and Capabilities – The extent to which service design methodologies and tools are applied within the organ­ isation, and the level of required skills and capabilities that are needed to apply service design.

Organisational Structure – The extent — to which the organisational structure allows and facilitates multidisciplinary service design work and the assigned roles that are needed to do so.

Metrics and Deliverables – The shape — and form of service design deliverables and the extent to which metrics and

tools and me thods

The Service Design Maturity Model

Explore

Prove

KPIs are in place and being utilised to stimulate and facilitate service design.

The four pillars are tied to each of the maturity stages and show the transformation process towards a service design-led organisation. The five stages are ‘Explore’, ‘Prove’, ‘Scale’, ‘Integrate’ and ‘Thrive’.

Explore – Crusaders within the organisation are — exploring service design as a new methodology and unite with other service design enthusiasts in order to start a first initiative.

Prove – Painstaking pioneering to get service design — established in the organisation, with service design projects and the creation of evidence of its value.

Scale – Service design expands throughout the — organisation through unifying tools and method­ ologies and teaching of its capabilities.

Integrate – The siloed organisational structures — are torn down and transformed into a design-led

Scale

Integrate

Thrive

f­ oundation. Service design is embedded in the daily way of working through integrated systems and metrics.

Thrive – Service design now thrives in the organisation — through leadership and experimentation, and service design is ingrained in the company culture. Method­ ologies are being evolved as the organisation is pushing the service design envelope.

In the following section, each of the maturity stages is described, showing what you would experience within each stage, and what is necessary to progress towards the next stage.

Stage 1: Explore What it’s like

In an organisation where service design is non-existent, there is no responsibility, no budget, no time and no facilities available to carry out service design. But above all, there are no people or capabilities. Individuals across the organisation encounter service design through Touchpoint 10-3 73

external trainings or workshops, amongst others. This results in some knowledge and expertise in service design being present within the organisation, although it is minimal and scattered.

What to do

Finding and uniting with other enthusiasts is the biggest common barrier in this stage, because the organisational structure won’t allow multidisciplinary get-togethers.

Meetups or ‘Service Jams’ can be used to explore service design, scout other enthusiasts and sway newcomers.

With those first sparks, it is crucial to follow the energy and nurture those first followers. Don’t waste your energy getting everyone excited, but instead start doing service design with a small group that is engaged. We’ve noticed that it is important not to ask for permission in this stage, because you risk prematurely killing the movement.

Stage 2: Prove What it’s like

The key of this stage lies in proving the value and laying the foundation for service design. The first enthusiasts form a multidisciplinary project team, even though they are still dispersed and separated by silos. To establish

service design, its value needs to be proven to each individual. That’s why it is often experienced by pio­ neers as something akin to trench warfare. Many teams tend to put a focus on process and deliverables such as customer journey maps and service blueprints, which actually counteracts the necessary focus on results.

Many organisations don’t manage to progress beyond this stage, leaving enthusiasts stuck mapping out customer journeys in minor projects throughout the organisation.

What to do

A common barrier is the focus on process instead of results. The risk of putting together service design enthusiasts on a project is that their focus becomes demonstrating how great the process is, rather than demonstrating the real business value. Because a large part of the organisation is still unaware of service design and its value, it should not be set in the spotlight until it can be explained through business value.

Therefore, we suggest running ‘Trojan horse projects’ (referred to as ‘stealth projects’ by Marc Stickdorn).

Trojan horse projects are service design projects in disguise. This means not naming them with service design terminology, such as ‘customer journey project’, but rather recognisable business activities, such as ‘onboarding optimisation’. This allows the team to experiment, fail and focus on actual value. It’s paramount that this evidence is measurable in relevant business metrics (such as cost reduction or revenue growth).

Only when significant impact has been made can the team start evangelising both the results and the pro­cess.

Service design agencies often collaborate with organ­ i­sations during this stage of maturity, because they offer the necessary capabilities and improve the project’s chances of success. We helped a health insurance com­ pany (who thought it was ready to scale capabilities) to run a series of trojan horse projects to be able to sell the business value of service design before scaling up.

Stage 3: Scale What it’s like

Proving the value of service design before scaling up capabilities at a Portuguese telecom provider.

74 Touchpoint 10-3

More people get interested and involved in service design and capabilities spread outside the initial team of enthusiasts. The first employees start to specialise in service design and a CX department forms, in which the first customer-centric KPIs become defined.

As more service design initiatives are started, spaces

tools and me thods

a toolkit that fits the company processes is needed for a successful company-wide implementation.

With a unified language at your disposal, it is of the essence to start training the organisation, but don’t force everyone to become a service designer. We often apply a simple three-level model, in which we develop basic service design literacy, advanced service design application and service design leadership.

Stage 4: Integrate What it’s like

Teaching employees of a large bank about service design during the Scale stage.

In this stage, it is time to systematically integrate ser­ vice design into the company way of working. Service design is now decentralised and present in each team, and the majority of employees are engaged with the methodology and are utilised in a structured way. Dedi­ cated service design budgets are now in place across teams or departments. Customer-centric KPIs are now being adopted throughout the organisation, which goes hand-in-­hand with assigning customer-centric respon­ sibilities to C- level.

What to do

get hijacked as project rooms. The transition goes hand-in-hand with silos that start to suffer under multidisciplinary teams. Additionally, employees start to feel that service design is interfering with the existing way of working. We have seen this happening in a collaboration with the CX team of an energy company, who sought to scale service design in the entire organisation. When we introduced a tailormade toolkit, we stumbled upon resistance of people that hadn’t yet been convinced of the value of service design. We had not yet managed to successfully evangelise its business value to the wider audience.

What to do

To facilitate the growth of service design within an organisation, it’s best to spread the former project team throughout the company and start running multiple projects. The risk of service design becoming popular is that unaligned initiatives are started throughout the organisation without a unified language. That’s why it is important to start creating a common method­ ology that everyone can use. Where standardised toolkits may be sufficient for the first few initiatives,

This stage calls for a definite transformation of the silo-based organisation into one in which agile teams are assigned to customer journeys. It assigns the role of ‘Journey Owners’ to systematically work on the improvement of service experiences, thereby creating a service design continuum. Moreover, a community is built to maintain the unified way of working and facilitate the sharing of new service design knowledge. It is best to create an internal community, because openness about failure and experimentation are critical.

When many people are working on the improvement of services, the organisation runs the risk that different teams do similar work. This situation demands that systems are put in place that allow for both consistency in service innovations and the prevention of repetitive work across the organisation. Great examples are design systems, research systems and service patterns. Service patterns define standardised service experiences and internal processes to be applied to repetitive parts of a service. The British government portal GOV.UK applies service patterns to common services, such as applying for something, submitting documents or verifying identity.

This makes the wide breadth of services more consistent for citizens and more manageable for local authorities.

Touchpoint 10-3 75

People and Resources

1 2 3 4 5

Tools and Capabilities

Organisational structure

Metrics and Deliverables

Individual service design enthusiasts are scattered across the organisation, in which no budget, time and facilities are dedicated to service design

Service design knowledge and expertise is selfretrieved (through books / articles / trainings), but scattered across the organisation.

Traditional siloed structure, with no assigned responsibilities on service design or customer experience.

Customer-centric metrics and deliverables are nonexistent.

Prove

First project team is formed by enthusiasts and / or design agency. There is missing budget and management buy-in for service design initiatives.

Existing (adjacent) capabilities are brought together from different people.

Organisations tend to buy capabilities through hiring a design agency.

The first multidisciplinary team is being formed and the first service design initiatives are taking place regardless of structure

Deliverables of first project being created, like a customer journey map. First measurable results are often lacking.

Scale

More people get involved and incidental budgets are created for service design projects.

Rooms and facilities are getting hijacked for service design.

Capabilities are spreading outside of the initial team. First employees start to specialise and CX / SD departments are being formed.

Interference with the existing way of working is felt.

Silos starts to suffer under the demands of multidisciplinary teams.

Project results are becoming increasingly apparent. First customer-centric KPIs are set specifically for the CX department.

The majority of people is engaged with service design.

Dedicated service design budgets are now in place.

Unified capabilities, methodology and language around service design, as capabilities are being decentralised within each team.

The siloed structure is broken down and design-led foundation is being laid. New roles emerge and being assigned in each team.

C-suite is committed to CX and SD and may even assign a Chief Design Officer.

Customer-centric KPIs go company wide.

The entire organisation is involved in service design. Everyone is aware that all decisions may impact customer experience.

Strict methodology is let loose and experimentation is stimulated, as the design mindset is ingrained in the company culture.

Organisational structure allows for close co-creation of service experiences in multidisciplinary teams.

Each initiative is tied to customercentric metrics and deliverables. Customer centricity has become an important KPI for the entire C-suite.

Explore

Integrate

Thrive

A snapshot: The four pillars explained per maturity stage

76 Touchpoint 10-3

tools and me thods

Stage 5: Thrive What it’s like

When everyone is involved in service design and it is integrated into the way of working throughout the entire organisation, it can now thrive. It has risen above its role as methodology and became ingrained in the culture. The new organisational structure allows for close co-creation of service experiences in each team, where each initiative is tied to customer-centric metrics and deliverables. Service design is not just represented at C-level, but customer centricity has become an im­ portant KPI for the entire C-suite. A Dutch e-commerce company that is well-known for its customer-centricity is CoolBlue. CoolBlue CEO Pieter Zwart has said, “We are not an online retailer, we are a customer journey agency. We want to be a leading example of a customercentric business. Ultimate customer satisfaction is not just a metric or a goal, it is part of our corporate culture.”

What to do

In this stage, it is no longer a matter of managing methodologies and processes but safeguarding the customer-centric culture and core principles. The organisation can allow for experimentation with new tools and methodologies, simply because the mindset is right. Whereas in previous stages it was important to share project evidence and value, now you can focus on nurturing the sharing of knowledge and building a learning community. Thriving in service design is now about inspiring others and reinventing the game.

3. Combine movement and mandate Many organisations exhibit a bottom-up movement when it comes to service design. The most common barriers are in the hard work necessary to prove the value of service design to each individual employee, as well as working against organisational struc­t ures that don’t allow multidisciplinary work. Prove service design to higher management to create mandate to then open the path for further implementation.

However, a top-down approach to service design doesn’t always result in easier implementation. At a leading bank we worked with, the agile team structure was implemented top-down to show commitment to multidisciplinary customer-centric work. However, the employees were neither shown the evidence of service design value nor were they trained with the capabilities to act upon the structural transformation. They are now catching up to do so.

4. Mind the changing role for service designers The maturity of an organisation has great implications on the role of service designers. Moving through the maturity stages, the role of a service designer changes from scout to hands-on doer, to trainer, to facilitator, and ends at leader. Each of those roles requires a different mindset and capabilities. Our profession is changing.

Conclusions and learnings This model has already greatly helped us to structure transformations for our clients by defining their situa­ tion and overcoming barriers to maturation. The most important learnings can be summarised as: 1. Determine where you’re at Be aware that the maturity stage can differ across com­ pany departments, teams and even people. Differences in maturity across the organisation often explain ten­ sions or resistance occurring during transformation.

An extended version of this article is available online at

2. Work the weakest link We advise always focussing your efforts on the part of the organisation that is least mature, to prevent enlarging the gap and creating more resistance.

www.service-design-network.org /community-knowledge.

Touchpoint 10-3 77

Bringing Feasibility and Viability to Life in Service Blueprints Translating user journeys into action and tangible value As designers, we pride ourselves in our ability to think of innovation holistically by applying the three lenses of Desirability, Feasibility and Viability to our work. At Conic, we have iterated on the creation of Service Blueprints over the past few years to make the execution of new experiences more clearly actionable (Feasibility) Ruben Ocampo is the founder of Conic, a Chicago-based innovation consulting firm.

For nearly 20 years he has applied design methods to solve challenges facing public and private organisations in the U.S., Australia, Europe and Latin America. ruben.ocampo@conicgroup.com

78 Touchpoint 10-3

and to better articulate their business value (Viability). This article focuses on four particular elements that we have used to improve on our facilitation and documentation of Service Blueprints.

1. Presenting visionary touchpoints across ‘swim lanes’ that range from high touch/no tech to high tech/no touch During a recent engagement, a client challenged us to come up with ways to show the effort that would be required to bring to life each proposed touchpoint across the narrative of a new experience in a Service Blueprint.

After tying the ideas for the new into a cohesive narrative, we ranked each touchpoint on this continuum: — High Tech: Touchpoints that require investments in technologies to automate actions and/or fully replace human interactions with self-serve digital tools.

High tech

Low to mid tech

High touch/ No tech

By separating proposed touchpoints into swim lanes based on the degree of technological effort required, our Service Blueprints gain a new layer of meaning relative to their Feasibility for implementation.

tools and me thods

The inclusion of a

Phases

Minimum Viable Solution High tech

for all the phases in a Service Blueprint allows for the execution of an early version of

Low to mid tech

the total envisioned experience rather than of some discreet parts.

High touch/ No tech

Minimum viable solution

Simplified feature found in the MVS

Touchpoint found in the MVS as shown

Low to Mid Tech: Touchpoints that require the use of — technologies that, although new to the organization, are readily available in the marketplace and relatively easy to integrate.

— High Touch/No Tech: Touchpoints that rely solely on human interactions, and don’t require the introductions of new technologies to be implemented.

Once we completed this exercise, the touchpoints were illustrated across three ‘swim lanes’ based on where each fell on this continuum, adding a new layer of meaning to the overall narrative for this new service.

2. Creating a Minimum Viable Solution version of each touchpoint or phase One of the challenges of separating touchpoints in a continuum between High Touch and High Tech is that some clients immediately assume that High Touch solutions are cheap quick wins and, therefore, should get first priority when it comes to implementation. This assumption, however, may overlook essential elements of the service that rely on more advanced technologies.

Touchpoint not featured in the MVS

To overcome this challenge, we have worked with our clients’ implementation teams to create a Mini­ mum Viable Solution of all the touchpoints across the entire narrative. During this phase of work, each touchpoint in the original narrative is mapped against the proposed Minimum Viable Solution based on: — Whether it can be implemented as it was originally envisioned — A simplified version (e.g. a low tech version of a high tech proposed solution) can be implemented in the short term, or — It is altogether excluded from the Minimum Viable Solution, and considered a medium to long-term item.

We use icons to indicate the correlation between each of the touchpoints in the visionary user expe­ rience and its corresponding version in the Mini­ mum Viable Solution based on this mapping.

We have found that the inclusion of a Minimum Viable Solution in the Service Blueprint has facilitated the short-term execution of critical elements of the experience, creating a valuable stepping-stone towards the realisation of visionary, long-term investments.

Touchpoint 10-3 79

4. Creating Value Maps to articulate the value created for all stakeholders in the system Our clients have faced a number of chal­ lenges when pitching Service Blueprints within their organisations, more commonly: — It may seem as though the end user is reaping all the benefits while the organisation bringing the new experience to life bears all the cost and effort.

— Potential new value that is not financial in nature may be undermined.

80 Touchpoint 10-3

Effort/investment

Higher

Backstage enablers

Lower

3. Using Impact/Effort matrixes to prioritize backstage enablers Service Blueprints are commonly used to identify key backstage enablers required to bring a new service to life. In our experience, we have found that clients need extra help prioritizing them. At this point in an engagement, we ask the team members who would be responsible for the execution and integration of each enabler to assess the effort and investment required on a scale from 1) Exists today and could be leveraged in the future to 5) Does not exist today, it must be created or implemented. Once they have completed this assess­ ment, we facilitate an activity in which we force rank all the enablers based on the effort and investment that each will require. Then, we force rank the enablers again, but this time based on the impact that they believe each enabler will have on the envisioned user experience.

Finally, we have each team member vote for the three enablers that they believe will be most critical to bring the envisioned user experience to life. The output from these activities is a 2 x 2 matrix, with the X-axis being the impact on the user experience, and the Y-axis being the effort and investment required. Each enabler is placed on a quadrant, illustrating how many of the phases of the user experience depend on it, and those with the highest number of votes are highlighted in bold letters.

By illustrating the backstage enablers in this form, our clients are able to demonstrate the need to invest in longer-term enablers that are considered strate­ gic differentiators, while showing opportunities for impact with minimum investments in the short-term.

Phase impacted

Phase impacted

1 2 3 4 5

1 2 3 4 5

A. Enabler 1 B. Enabler 2 ` C. Enabler 3 D. Enabler 4

I. Enabler 9 J. Enabler 10 K. Enabler 11 L. Enabler 12

E. Enabler 5 F. Enabler 6 G. Enabler 7 H. Enabler 8

M. Enabler 13 N. Enabler 14 O. Enabler 15 P. Enabler 16

Lower

Impact on user experience

Higher

Example of a 2x2 matrix used to rank enablers on user impact across the X-axis and on effort and investment on the Y-axis. This example also shows which phases of the experience are impacted by each enabler. The enablers voted as most critical by the project team are highlighted in bold letters.

Value created by and for other stakeholders, like — business partners, may be ignored altogether.

Michael Porter popularized the use of Activity System Maps in his 1996 article What is Strategy?1 as a way of showing the strength of links between different core assets within an organization. This view of the organization as a system allows leaders to make more informed decisions about which assets to invest in, deemphasize or retire based on their impact on the entire system. Inspired by this framework, Value Maps show the different types of value created and how they impact different stakeholders. We think of it as a value exchange between the user, the organisation, and others in the value chain, defined in the following terms: Value created for the end user — −− Functional: how easy does the improved/new service make it to complete a task or achieve a goal.

1 Porter, M. (1996) What is Strategy? Harvard Business Review. https://hbr.org/product/what-is-strategy/an/96608-PDF-ENG.

tools and me thods

−− Emotional: how does the improved/new service make the user feel about him/herself and the organisation providing the service. −− Economic: how does the improved/new service help the user save or make money.

Value created for the organisation (and/or its business — partners) −− Economic: how do investments in the creation of the improved/new service translate into financial returns (through savings or revenues). −− Human/emotional: how do investments improve mo­ rale, productivity, satisfaction, and/or employee pride. −− Brand: how do investments translate into improved brand perception in the market. −− Business intelligence: how do investments in new technologies lead to the gathering of essential data and translation of this data into better insight for future decision making.

This representation of value elevates the discussion from a focus on dollars and cents to a holistic under­ standing of the benefits that the investments in the new service will have for all stakeholders involved, laying the foundation for a strong business case.

At Conic, we work tirelessly to give Feasibility and Viability an equal footing to Desirability throughout the design process in our engagements.

And by bringing the four elements described in this article into our design process, we have helped our clients craft a clearer roadmap towards implementation, making it much easier to gain buy-in from both internal and external stakeholders.

As the practice of design becomes more essential to business strategy, we believe that it is critical for designers to not only be willing to partake in these types of conversations but to actively lead them with the necessary knowledge and authority.

Example of a value map depicting different types of value created for all actors by the new service.

End user Online dashboard

• Easy call scheduling Personal allows for easier, communications more frequent interactions • Ongoing relationships with authorised training organisations improve employee and partner satisfaction • Because of the visibility of tiers and benefits, users are are motivated to sell • Tiers build the brand by retaining users who are motivated to climb to the higher tier levels

Loyalty tiers

Emotional

$

Functional

• Reduced manual Task automation processes allows sales

Economic

team to spend more time selling and doing more meaningful work • Automated tasks create data that can be used to track user conversion

Brand

Business intelligence

Business

• Easy access to personal informations and benefits • User can easily find revenue-generating opportunities

Business partners

Touchpoint 10-3 81

Introducing the Double Matrix A new ideation method for service design This article reports on the development of a new service design ideation method which may be used for creative problem-solving.

This new matrix has undergone preliminary testing in a half-day workshop entitled HackCARE, that was planned and organised by the authors.

Sharina Khan is a multidisciplinary designer who has worked with global brands on numerous projects, designing products, services and experiences.

She is currently pursuing her Ph.D. at the University of Canberra, exploring new design methodologies. sharina.khan.uc@gmail.com Elivio Bonollo, PhD (Melb), MIEAust CPEng, CEng MIET, is currently Emeritus Professor of Industrial Design at the University of Canberra. He was formerly foundation Professor of Industrial Design, Dean of the Faculty of Environmental Design and a Pro Vice Chancellor. livio.bonollo@canberra.edu.au Eddi Pianca PhD is an Assistant Professor of Industrial Design at the University of Canberra where he lectures in industrial design and conducts research on high performance sporting products. eddi.pianca@canberra.edu.au

82 Touchpoint 10-3

The Double Matrix can be applied to generate a volume of ideas and has the following potential benefits: 1. It provides a platform to engage people from various cultural backgrounds and disciplines to collectively and systematically co-create shared value opportunities – CSV1 (Porter & Kramer, 2011) reflecting the ‘Product as Service’ circular strategy (MacArthur Foundation & IDEO, 2017).

2. It can reduce the time taken from a typical three-day workshop to a half-day.

3. It may improve delivery and reduce complexity of the design process, by removing industry jargon and cultural barriers to engage participants in a shared conversation in designing.

The engagement of participants from a diverse group is important, in keeping with the views evident in various sources

1 The concept of shared value – which focuses on the connections between societal and economic progress – has the power to unleash the next wave of global growth. (Porter & Kramer, 2011).

in the literature on breakthrough thinking: “A diverse group of problem solvers will almost always beat a homogeneous group of problem solvers” (Howe, 2008).

Relatedly, Manzini and Brown shared that revolutionary solutions are generated from new users (Brown & Katz, 2009) and interactions of different actors in a codesign process (Manzini, 2015).

Key features of the Double Matrix The Double Matrix method, comprising the Context and Scale matrices, was generated from the ‘Ideation Blueprint’ shown in Figure 1, which was created by the authors. When running a workshop, the topic in discussion is placed at the centre. The blueprint has three categories that combine to form the ‘Context matrix’, made up of the ‘Ecosystem’ and ‘Wellbeing’ categories, and the ‘Scale matrix’ which is made up of the ‘Ecosystem’ and ‘Experience’ categories.

The term ‘Context matrix’ was derived from the need to contextualise an issue to better scope the ideation process.

tools and me thods

The ‘Scale matrix’ was developed to allow a systematic scaling of the generated ideas: Scale from a conceptual idea to a digital platform and lastly, to a service system.

The Double Matrix which encapsulates the ‘Ecosystem’, ‘Wellbeing’ and ‘Experience’ categories are explained in more detail below.

Scale Ma t r i x

Context Ma t ri x Ecosystem and Wellbeing

Ecosystem and Experience

Experience – To create a wholesome experience, and — one that is reflective of the circular economy, one of the key strategies is to look at the product as a service.

Between the product and service lies the shared network of services, enabled by the digital platform.

Holistically, the product, digital platform and services form the experience. The ‘Product’ entity is closest to the core and represents the tangible component. In the next shell is the ‘Digital’ entity, which represents the platform for connectivity. In the outer shell sits the ‘Service’ system entity.

Fig. 1: Proposed configuration of the Ideation Blueprint

Application of the Double Matrix To test the new Double Matrix, the social area of care was chosen and placed at the core of the Ideation Blueprint.

Care was chosen because of its complexity and growing global issues, an ill-defined problem that encapsulates self-care, community-care and environment-care, the “greatest unmet needs in the global economy” (Porter & Kramer, 2011).

A workshop entitled ‘HackCARE’ was planned by the authors to collectively generate ideas in the area of social care. By way of explanation, the term ‘HackCARE’ is derived from the cultural lingo common in Singapore, which means not to care. In this case, however, the intent is opposite; that is, to hack (break) pain points such as painful experiences and frustrations.

Ecosystem – To build an ecosystem, it is essential to — secure the participation of various stakeholders in the conversation to cross-pollinate ideas and create shared value. ‘Self’, ‘Community’ and ‘Environment’ serve as users in the Double Matrix. ‘Self’ is the user or any other stakeholders involved in the process.

‘Community’ is the group of people sharing common interests. ‘Environment’ is the surroundings (natural world) impacted by users and other stakeholders.

Wellbeing – This can be broadly categorised as body, — mind and social support, hence the choice of emotional, physical and social entities to form this category.

These three entities allow the wellbeing aspect to be considered holistically. The ‘Emotional’ entity is closest to the core, the ‘Physical’ entity is in the next shell, and lastly, the ‘Social’ entity is in the outer shell.

Fig. 2: LEGO blocks applied as visualisation tools

Ecosystem Environment

Community

Serv ice Sy

Dig ita

l

ct

E

l cia So cal ysi Ph

Topic Pro du

al ion ot m

Self

em st Wellbeing

Experience

Touchpoint 10-3 83

Emotional

Emotional + Self

Emotional + Community

Emotional + Environment

Physical + Self

Physical + Community

Physical + Environment

Social + Self

Self

Community

Environment

Conceptual

Ideas Individual Ownership

Digital

Platform

Social + Community

Social + Environment

As depicted in Figure 2, this matrix method was used together with LEGO blocks that acted as visualisation tools to encourage quick ideation and the expression of ideas. This helped participants build their creative confidence to cross-pollinate ideas and express them effectively.

1. Context Matrix Participants were formed into groups and encouraged to choose two elements from two categories of the Context Matrix shown in Figure 3, e.g., ‘Physical’ (‘Ecosystem’) + ‘Self’ (‘Wellbeing’). Each group was tasked with identifying pain points and then to compose a wishlist consisting of goals and motivations. They continued with asking ‘five whys’ to deep dive into identifying user’s needs that would later help them to scope their design challenge, using the ‘how might we’ method.

2. Scale Matrix From the design challenge generated at the end of the Context Matrix phase, each group then generated several conceptual ideas using LEGO blocks. They then voted to select a single one to share with other groups and gather feedback. In this process, cross-pollination and scaling of ideas across other stakeholders from the community and environment took place.

Service System

Shared Network

Fig. 3: Context Matrix

84 Touchpoint 10-3

Experience

Ecosystem

Environment

Product

Community

Wellbeing

Digital

Self

Physical

Scale Ma tri x

Social

Ecosystem

Context Ma t r i x

Shared

Value

CSV Opportunities

Fig. 4: Scale Matrix

Findings Two rounds of workshops were conducted in two cities, Canberra (Australia) and Kedah (Malaysia). This allowed for the cities’ contrasting cultural backgrounds to better explore the care context. Some of the findings included: 1. Visualisation Tool: The use of LEGO blocks provided a consistent starting point for users coming from varied backgrounds and provided a quick method for participants to collectively build on the ideas of others. It also allowed better clarity, confidence and expression of ideas during sharing.

The choice of LEGO colour also seemed to influence the way that ideas were conceptualised, as illustrated in Figure 5. The group given white LEGO blocks derived a more clinical approach to their ideas, whereas those with green blocks derived a more environmental-driven approach.

2. Cultural Influences: In Canberra, there was a total of eight participants working in pairs, including six design students, one person from industry with a social work background, and a design lecturer. Of those eight participants, four were from different ethnicity groups: Australian, Malaysian, Chinese and Indian. In Kedah, there was a total of 60 participants divided into groups of six students. Both groups had contrasting findings.

In Canberra, ideas were mostly focused on care issues

tools and me thods

that closely mattered to them – issues of care centred around specific friends, or family members. However, in Kedah, participants generated more communitydriven ideas, which portrayed a strong cultural and environmental influence of the region.

3. Systematic Ideation Process: This new Double Matrix method allowed the users to scale up their ideas in a systematic manner, and through the sharing process, allowed ideas to be combined and built upon to create shared value. The sharing process takes place at the empathising stage, by understanding users in their context, in this scenario, users from the various cultural backgrounds voicing the needs and pain points of their users, which later informed their ideas.

One of the ideas created using the combination of ‘Physical’ care + ‘Self’ care was a wearable fall alarm for the elderly, to alert caregivers. After this step, participants were encouraged to share and build ideas with other groups by tapping into their various experiences and diverse backgrounds with the intent to scale up the concept (a physical object) towards a digital platform. This allowed the focus to move towards services centred around the product, reflecting the ‘Product as Service’ circular strategy.

The digital platform generated in this instance was a

for patient. From here, participants then moved on to question the value of this idea from business, social and environmental perspectives, to create shared value opportunities.

Conclusion From this small sample, encouraging results were obtained using the method described. Further research is needed in order to expand the investigation and compare its effectiveness over other ideation methods.

The Double Matrix could be further customised for ‘hacking’ other issues, through empowering and engaging everyone to actively participate in these open workshops to collectively address complex issues. The aim is to translate some of these shared value opportunities into sustainable business models that transcend geographical and cultural boundaries. With these opportunities, the next step is to explore if engaging various stakeholders from both profit and non-profit organisations collectively can bring some of these ideas to fruition.

References Brown, T., & Katz, B. (2009). Change by design: How design thinking transforms organizations and inspires innovation.

Manzini, E. (2015). Design, when everybody designs: An introduction to design for social innovation.

Terdiman, D. (2008). Q&A: Jeff Howe on 'crowdsourcing'. [online] CNET. Available at: https://www.cnet.com/news/q-a-jeff-howe-oncrowdsourcing.

E. Porter, M. and R. Kramer, M. (2011). Creating Shared Value. [online] Harvard Business Review. Available at: https://hbr.org/2011/01/thebig-idea-creating-shared-value.

MacArthur Foundation, E., IDEO. (2017). The Circular Design Guide. [online] Circulardesignguide.com. Available at: https://www. circulardesignguide.com/.

Fig. 5: White vs Green Lego

mobile app that connects stakeholders – caregivers, nurses and doctors – with other services, such as ambulances and healthcare facilities. This would ensure a smooth and effective transition between a fall and subsequent actions to provide optimum care Touchpoint 10-3 85

Anna-Sophie Oertzen Meet the service designer

For this edition of the Touchpoint Profile, Editor-in-Chief Jesse Grimes followed up with Anna-Sophie Oertzen after meeting at an event in Amsterdam, to learn more about how her research into the value of co-creation can enlighten service designers. AnnaSophie is currently employed by the Köln International School of Anna-Sophie Oertzen is a PhD Candidate exploring how co-creation with different actors may be used to design and deliver profitable, user-centric services. For that, Anna-Sophie uses her business background specialised in marketing, strategy and innovation, her experience in conducting user research, and her practical service design knowledge. anna-sophie.oertzen@ th-koeln.de

Design (KISD) at the TH Köln and enrolled as a PhD Candidate at the School of Business and Economics at Maastricht University. She is also a Research Fellow with the Service Design for Innovation Network (SDIN), a Marie Curie training project of the European Union’s Horizon 2020 Research and Innovation Programme.

Jesse Grimes: You've chosen to dive deeply into one of the main techniques of service design for your thesis: cocreating services. What interests you about this topic?

Anna-Sophie Oertzen: Let me start with a brief look into the past. The participation of users in provider activities has been around for decades; for instance, people going to the supermarkets, collecting their food, paying at the check-out counter, and taking their food home, is a form of participation in the provider’s activities. During this time, users were regarded as “partial employees”, improving the productivity of providers. With the start of the twenty-first century, the mindset around user-provider collabora86 Touchpoint 10-3

tion began to change. Instead of instrumentalising users for productivity gains during service delivery, they became more active collaborators during earlier and later phases of the service process.

Today, this active collaboration is often termed co-creation and is recognised as the next frontier of competitive strategy.

I find it really interesting that an industrial practice confined to the service delivery and steered by providers, has transformed into a much broader application that includes innovation activities to conceptualise and design services and is increasingly demanded by users. We have witnessed the changing role of users from passive and isolated to active, informed, and connected. To satisfy the changing requirements of users, providers are

p ro f i l e

forced to re-examine the traditional system. Products and services can no longer be seen in isolation, but to succeed, they need to be viewed as part of the larger ecosystem. Offerings cannot be “pushed” onto the market, but they have to be “pulled” by users. Providers no longer act autonomously, but have to integrate the user’s voice. I like to believe that one of the keys for this on-going transformation that has to serve the needs of users, providers, and society, is co-creating services together with different actors.

Several weeks ago we had the chance to meet at an SDN Netherlands Chapter event, in which you shared some of your insights so far and ran a workshop for attendees.

Do people share your views on co-creation, or see it differently? What were some of your key takeaways from the workshop?

Together with my co-facilitators, Birgit Mager and Gaby Odekerken-Schröder, we had a fantastic time with a very active crowd during our co-creation event in Amsterdam! Most people agreed that co-creation is essential in order to put the user at the centre of attention. However, in design, co-creation efforts are

focused often only on the innovation activities of a new offering. In my view though, service co-creation has the potential to be widely applied across different situations and contexts. Co-creation exists in different actor constellations, for instance in C2C, B2B, or B2C contexts, and also across industries in the public and private sectors. It spans ideation activities in earlier phases of the service process (e.g., co-ideation and covaluation), design activities (e.g., co-design and co-test), implementation activities (e.g., co-launch), and also later phases of the service process, such as delivery activities (e.g., co-production and co-consumption).

In this sense, co-creation and service design are like two peas in a pod - they are complementary through their holistic, contextual, and iterative nature.

Some key takeaways from the workshop were that participants’ mindset, motivation, and individual experience influence their engagement in co-creation; however, factors relating to the facilitator and the physical context are equally important. During the workshop, we also crafted personas that are prone to engage in co-creation and some that are less receptive.

Generally, we found that people likely to engage in co-creation are considered to be open, curious, social, and oriented towards teamwork, while people less likely to engage in co-creation are described as riskaverse, analytical, clarity-needing, and experts in a specific field. Interestingly, the findings from the workshop also point towards a tendency of young and female participants being more likely to engage in co-creation - I will leave that open for discussion!

You are pursuing your PhD at the School of Business and Economics at Maastricht University and the Köln International School of Design at the TH Köln, Technical University of Applied Sciences. How did that come about, and what can service designers learn from being exposed to different perspectives on service?

Participants discussing the factors influencing people’s engagement in co-creation during the SDN Netherlands Chapter event

I have the wonderful opportunity to be part of the Marie Curie training network ‘Service Design for Innovation’ (SDIN), which is funded by the European Touchpoint 10-3 87

Union’s Horizon 2020 Research and Innovation Programme. The mission of SDIN is to encourage the widespread application of service design in European organisations to leapfrog service innovation. As an Early Stage Researcher of SDIN, I am employed by the Köln International School of Design and enrolled as a PhD Candidate at the department of Marketing and Supply Chain Management at Maastricht University. Thus, I get to enjoy the best of both worlds to inform my research.

Throughout the last years, I realised that there is an overwhelming number of conceptualisations and perspectives for the concepts of service, service design, and co-creation. Depending on the perspective, people may talk about very different things. To speak the same language, we should clearly communicate what we mean when using certain terms. However, while labels are important to find a common denominator and provide a sense of direction, we should not try to fit every idea into neat disciplinary boxes. Rather, it is important to learn from these other perspectives and build on them. To solve complex problems and navigate paradoxical challenges, interdisciplinarity can be very powerful because it enables tapping into knowledge pools of other disciplines and synthesising the ideas.

Service designers are sometimes guilty of approaching user research too superficially – poorly choosing representative subjects, or misinterpreting findings, for example. Are there also 'wrong' ways of carrying out co-creation?

Before carrying out any co-creation activity, we should ask ourselves whether co-creation is really needed. Then, we have to consider what kind of co-creation makes most sense; would it be co-creation workshops with different actors, open crowdsourcing, or in-store interactions with users? Once we have decided in favour of cocreation and what type of co-creation activity we want to conduct, it is essential to invite the right participants and to avoid a ‘participation façade’. Unfortunately, co-creation has become somewhat of a buzzword and is occasionally applied simply because there is the belief 88 Touchpoint 10-3

that it must be done. In those cases, co-creation is often conducted superficially, risking only the impression of true participation. Ironically, this failure of co-cre­ ation instead results in designers projecting their own assumptions onto the understanding of others, risking exclusion, and controlling the sharing of experiences.

As service designers facilitating the co-creation activi­ ty, we have to be mindful to carefully listen to people, understand them without imposing our own perceptions, and find the best way possible to integrate their needs into our designs. It is a challenge to objectively filter the lived experience of others, while at the same time subjectively build on our own lived experience. To make sure that our designs are truly user-centric, it is not enough to keep the user at the back of our mind after one co-creation workshop; rather we should aim for continuously and iteratively including the people in our activities that are the focus of the design initiative.

To wrap things up, what is one piece of advice you'd give to practicing service designers so they can get the most value out of co-creation?

There is no one-size-fits-all approach to co-creation.

Successful co-creation is not just about selecting the right participants, but also about involving them at the right stage, asking the right questions, and nourishing a supportive organisational environment. Listen to people, embrace their ideas, and deliver according to their needs – and make sure your organisation is ready to co-create, too!

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Touchpoint Anniversary Collection Touchpoint is now con­ cluding its tenth year of publication, having first been published in early 2009. Celebrate this significant milestone by filling your personal or corporate library with ten years of in-depth articles relevant to service design, written by many authors from around the world.

Touchpoint is the only publication of its type dedicated to covering the global practice of service design, occupying an unique and valuable role in shaping the discourse and future of our discipline.

Order your Touchpoint Anniversary Collection pack at www.service-design-network.org/books-and-reports Touchpoint 10-3 89

Honouring the Winners of the Service Design Award 2018!

The Service Design Award 2018 ceremony took place on 11 October 2018, at the SDN’s Global Conference in Dublin. The Convention Centre Dublin was full with over 800 expectant attendees and sixteen shortlisted teams.

Head of the Jury Kerry Bodine and SDN President Birgit Mager took to the stage to co-host the ceremony and announce the six winners selected by the international jury of service design experts.

The 2018 edition comprised more than 80 project submissions from more than 25 countries. From a shortlist of thirteen Professional and three Student projects, the following winners were recognised by the jury for their exceptional contribution and impact with service design.

Epam Continuum – Winner for

the Best in Private Sector, with the commercial project, “Digital Wayfinding Design & Prototype”

90 Touchpoint 10-3

Hellon – Winner for the Best in Private Sector, with the commercial project, “‘Baby’ - Reducing Stress and Increasing Parent Spend Through Design”

Modern Human – Winner for the Best

in Private Sector, with the commercial project, “‘Project Phoenix’: Service Design For Tesco Bank” Fjord – Winner for the Best in Public Sector, with the professional non-profit project, “Developing a Police Force's Digital Experience for Citizens”

inside sdn

Innovationsguiden – Winner for

the Best Cultural Change in the Public Sector, with the professional non-profit project, “Public Sector Development Based on User Needs” Design Information & Thinking –

Winner for the Best Student Project, with the student project, “Con+ Optimizing Pet Adoption Service In The Shelter”

On October 12, the Pecha-Kucha style winner presentations were a big hit with the audience. We had an opportunity to hear key insights into the process, learning, challenges and outcomes of six award-winning, world-class service design projects.

We are proud to congratulate and showcase the winners for their exceptional projects! You are invited to view their presentations at: www.youtu.be/l6kZvUbaKUE. Among the main highlights of SDGC18 were the insightful and unique winner presentations, as well as the exhibition project posters from all finalists.

The Service Design Award is celebrating its fifth edition in 2019, and submissions are open from midFebruary to June. As in the previous years, an international jury will be looking for exceptional service design projects and best-case practices from professionals and students. Seize the opportunity to submit your own great work and celebrate on stage at SDGC19 in Toronto!

Get to know our winners, and prepare your submissions for the next edition of Service Design Award.

All finalist and winner cases are available in our case study library: www.service-design-network.org/ service-design-award-2018-finalists. ln addition, you can hear insights directly from the winners in a special edition of the SDN podcast at: www. service-design-network.org/podcast.

Touchpoint 10-3 91

SDN Chapter Awards 2018 – Recognising the Impact of Chapters The SDN is a strong, international network, thanks to our amazing and motivated Chapters. Since 2008 we have grown from 1 to 42 Chapters in more than 30 countries and over five continents! Our Chapters are local communi­ties of the SDN that are managed by passionate service design volunteers. They support their local service design community to grow, flourish and contribute to the global discourse.

In 2017, we initiated the annual SDN Chapter Awards to both recognise the global impact and to celebrate achievements on a local and national level. The most recent award ceremony took place on 10 October, 2018, during the Members Event at SDGC18 in Dublin.

An international jury awarded five Chapters across five categories with awards for: Best Members Relations, Excellent Event Organization, Best Public Relations, Most Innovative Initiative and Excellent Cultural Inclusivity. A special thank you to the SDN Chapter Awards Jury: SDN President, Birgit Mager, SDN National Chapter Board Principal, Tarja Chydenius, Representative for SDN Japan, Atsushi Hasegawa, Representative for SDN UK, Eloise

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Smith-Foster, and Representative for SDN San Francisco, Gassia Salibian.

This year we would like to especially thank the SDN Ireland team for their amazing contribution, collaborating with SDN Global to host the Service Design Global Conference 2018 in Dublin!

Award for Best Members Relations: SDN Denmark The Chapter has developed excellent member experiences by hosting a

wide variety of innovative initiatives and events for their community in the past year. Their activities range from celebrating Service Design Day and holding workshops to book club meetings and informal meet-ups.

They are especially proud of their cooperation with Design Denmark, Danish Design Center and Eggs'.

Award for Excellent Event Organisation: SDN Finland The Chapter hosted local meet-ups and smaller events on a monthly basis. Most notably, the SDN Finland Chapter led and hosted their first and highly successful national conference in April 2018, under the theme “The Evolving Role of Service Design", with over 300 attendees from all around the world.

Award for the Best Public Relations: SDN Poland The youngest winning Chapter!

In recognition of their highly developed and effective public relations strategy, their award commends the innovation and commitment demonstrated by the team, which has led to the successful engagement of the community with both international and local initiatives, events and ­service design publications.

some of our most dedicated members.

This workshop aimed to define their “current state of affairs”, identify the areas of greatest opportunity, and to determine the key questions that still need to be answered. The workshop was a huge success, resulting in a clear path toward success.

Touchpoint articles into traditional Chinese, having completed 12 articles by the time the award was bestowed.

They continue to translate articles on a weekly basis, and distribute them on their Facebook page: www.facebook.com/sdntw.

Once again, a huge thank you to all fantastic Chapters who showcased the great work they are doing for their local communities! The jury awarded an Honourable Mention to the following Chapters for their amazing work:

Award for the Most Innovative Initiative: SDN San Francisco In true service design fashion, SDN San Francisco kicked off with a workshop comprised of their leaders and

Award for Excellent Cultural Inclusivity: SDN Taiwan Their commitment to raising aware­ ness and developing an understanding of service design in Taiwan was achieved through a focus on translated content. SDN Taiwan continues to successfully translate selected

Excellent Event Organisation: — SDN Belgium, SDN Brazil, SDN Mexico and SDN UK Best Members Relations: — SDN Bulgaria If you want to be put in touch with your local Chapter team, or are thinking about building a Chapter in your region, please get in touch at chapter@service-design-network.org.

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The SDN Website Case Study Experience Over the past couple of years, the SDN has reached out to our members to understand what they value about their membership and how our organisation might i­mprove the member experience. One of the most consistent responses is that members value learning from the experience of others in the network, especially those that are in a similar professional context to their own. Case studies were fre­quently referenced as a powerful way to tell stories of experience designing and delivering service design value, both stories of success and stories of failure.

To address this feedback, we launched an initiative last year to overhaul the case study experience on our website.

The goal is to provide faster and easier access to professionally relevant content, and encourage our large network to become more active in authoring case studies about the great work being done around the world. The past few years has seen the number of submitted case studies dwindle.

We want to turn the tide and create a platform that not only informs our members, but also positions our authors as experienced service design experts and important contributors to our network’s intellectual capital.

The new case study experience features enhancements to both the submission of case studies by mem94 Touchpoint 10-3

bers, as well as the format and presentation on the web site for those who read them.

— New structure that will be consistently applied to all case studies — Better at-a-glance case study summary information to decide if the case study is right for reader — Simpler submission form with clear guidelines and an offline template to help authors prepare their case studies in advance of uploading to the case study editorial team — A new editorial team to ensure consistent, high standards — Notification to the network when new case studies are published — New filter to display professional context of case studies

Frequently-used keywords to — help dig down into specific details of service design When we launch in the second quarter of 2019, we will be actively soliciting new case studies from our members.

When you receive the invitation, be sure to download the template and guide­lines and start sharing stories of the work you have done. Your fellow members will thank you!

By Brian Gillespie, SDN Leadership Team, Member Experience Board and Kendall Griffin, SDN Marketing and Content De­ velop­­ment Manager.

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