Touchpoint Vol. 9 No.3 - Service Design at Scale by Service Design Network

vol 9 no 3 | april 2018 | 18 €

Service Design at Scale

8 HOW TO SCALE SERVICE DESIGN Kerry Bodine 50 HOW TO CREATE 70,000 SERVICE

DESIGNERS Geoffrey Lew 73 PRODUCT-SERVICE SYSTEMS Ivo Dewit

the journal of service design

Touchpoint Volume 9 No. 3 April 2018 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 Andrea Fineman Juha Kronqvist Project Management Cristine Lanzoni Art Direction Jeannette Weber Cover Illustration Jeannette Weber

Service Design Network gGmbH MĂźlheimer Freiheit 56 D-51063 KĂśln Germany www.service-design-network.org Contact & Advertising Sales Cristine Lanzoni journal@service-design-network.org For ordering Touchpoint, please visit www.service-design-network.org

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

Service Design at Scale

In November 2017, the SDN community came together in Madrid, for our milestone tenth annual Global Conference. Amongst several themes which underpinned workshops and presentations across the three days, one stood out: Service design at scale. Service designers today find themselves grappling with questions of scale that would have been seldom heard in the earliest days of the discipline: “How can I bring all these stakeholders on board and create a coalition?” “How can I train teams of people across an organisation to carry out this work independently, going forward?” “How can the organisation itself modify and adapt itself in the ways that are necessary to deliver these service improvements?” “Service Design at Scale” is a challenge that has arisen out of success, but has no simple answers. The increasingly large mandate, and set of responsibilities, enjoyed by service designers comes with new challenges. In this issue of Touchpoint, we turn our focus to making our work grow beyond us; spreading the power and value of service design across entire organisations. And beyond this issue’s articles on that theme, there are also some fascinating reads on intriguing new areas of interest for service design. Pascal Soboll builds upon a presentation he gave in Madrid, introducing systems thinking and showing how it can be applied in service design contexts, to help solve seemingly intractable problems (Page 10). Ivo Dewitt dives into Product-Service Systems, and a new toolkit to help design them (Page 73). And I had a chance to sit down with Simone Cicero, to learn more about the Platform Design Toolkit, in this issue’s Profile (Page 78). If you’re faced with the (perhaps luxurious) problem of scaling your work as a service designer, and are looking for inspiration, I hope you find new and valuable insights between the covers of this issue.

Jesse Grimes, Editor-in-Chief for Touchpoint, has nine years experience as a service designer and consultant. He has worked in London, Copenhagen, Düsseldorf and Sydney and is now based in Amsterdam with Dutch agency Informaat. Jesse is also Vice President of the Service Design Network. Andrea Fineman is a service designer at Adaptive Path at Capital One. Juha Kronqvist is Lead Service Designer at Hellon, a Helsinki and London based service design agency. During his ten years practice he has specialised in healthcare and public sector clients and educated hundreds of service design enthusiasts. 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.

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Jesse Grimes for the editorial board

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40 16 32 Breaking New Frontiers

2 IMPRINT 3

Patrik Havander, Stefan Moritz, Anna Hellmer, Daniel Sjoblom

FROM THE EDITORS

6 NEWS 8

KERRY’S TAKE

How to Scale Service Design Kerry Bodine

20 Service Design and the

36 Scaling Service Design in the

24 Compelling Services Need

40 It Takes a Village

Future of Work Nick de Leon

Compelling Content Informaat

10 CROSS-DISCIPLINE 10 Moving Beyond Lucky

Pascal Soboll 16 Lab.our Ward

Nicolas von Flittner 4

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26 FEATURE:

SERVICE DESIGN AT SCALE

28 Mind the Gap

Dennis Hambeukers

UK Government Kara Kane, Martin Jordan

Mary Wharmby, Anxo López 44 A (Failed) Change Story?

Roman Schoeneboom 50 How to Create 70,000

Service Designers Geoffrey Lew

c ontents

82 73

54 The Intersection of Brand,

82 INSIDE SDN

Service Design and Change Emily Cullen, Jonty Fairless, Katie Meehan

82 Celebrating the Service

Design Award 2017 Winners!

58 Beyond the Neverend

84 SDN Chapter Awards –

Joe Macleod 70 Business Origami 62 TOOLS AND METHODS 64 Applying Design Sprints as

a Tool to Initiate a Cultural Transformation Journey Mikko Kutvonen

66 The Art of Stakeholdering:

A Practical Guide Patrick Bach, Markus Grupp, Chelsea Omel

Dr Rachel Jones, Yukinobu Maruyama 73 EDUCATION AND RESEARCH 73 Product-Service Systems

Ivo Dewit 78 PROFILES 78 Simone Cicero

A Powerful Community

86 What is ‘Nordic Service

Design’?

88 SDGC17 Took the Next Step

Forward: Service Design at Scale

90 Rethink Democracy:

Fjord’s One-Day Workshop to Interrogate our Voting Systems Touchpoint 9-3

non-profit/public sector and student work. In 2017 over 100 entries were submitted from more than 25 countries around the world. These outstanding cases have been published in the premier edition of the Service Design Award 2017 Annual which you can order from the ‘Books and Reports’ section of SDN website. Don’t miss the chance to dive into the great projects!

SAVE THE DATE: SDGC18 IS DESIGNING TO DELIVER IN DUBLIN

Many great minds have said that ideas are easy, it’s implementation that’s the real challenge. For service design, it is no different. Journeys, visions and blueprints help us understand the end-to-end customer experience, identify opportunities and provide the north star to guide teams and organisations. But how do we ensure the design of the service is what gets delivered and makes real impact in the world? Whether you are in the private or public sector, moving quickly from insight to execution is imperative to achieving meaningful and measurable results. Join us this year to explore Designing to Deliver – how we move from service design methods and tools to delivery, management, measurement and other emerging topics at the Service Design Global Conference October 6

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11-12, 2018 in Dublin, Ireland, with pre-conference events starting October 10. The annual conference is the community’s highlight of the year, and sells out fast. Stay tuned for more information and details to follow. We will keep you updated on our SDGC webpage, social media or within our newsletter Insider. www.service-design-network.org/ sdgc/2018

SERVICE DESIGN AWARD 2018: CALL FOR ENTRIES OPEN UNTIL JUNE 4!

Are you making an impact through service design? Then don’t be shy, make sure this is the year you gain the recognition you deserve. The internationally recognised Service Design Award jury commend exemplary projects in the categories of professional, commercial and

The 2018 Award finalist and winning projects will be showcased during the Award Ceremony at the Service Design Global Conference in Dublin, and exhibited all year on the SDN website. This ensures these benchmark projects are disseminated within business, academia and the service design community, shaping best practice across the industry. The 2017 Award Ceremony in Madrid was a huge success, with three professional winners and two student winners from Australia, the Netherlands, Canada, Malta and the UK. SDN looks forward to seeing even more diverse entries in 2018. Enter your work now at: www.service-design-network.org/ award-about

ne ws

INTRODUCING THE VERY FIRST EDITION OF THE SERVICE DESIGN AWARD ANNUAL

After three successful years of the Service Design Award, we’re now proud to announce the very first edition of the Service Design Award Annual. This beautifully designed book is a celebration of the very best in service design and delivery, with stories from finalists and winners from the first three years of the Award as full, illustrated case studies, demonstrating ‘what good looks like’.

#servicedesignawardannual #servicedesignaward

See how the best in our field are pushing the boundaries of service design. Hear from the judges on how they approached the challenge of decision-making. Be inspired by outstanding projects from both the commercial and public sectors, delivering impact in a wide range of categories and across the world. Order your copy now on our website: www.service-design-network.org/ books-and-reports

SHAKE UP THE WORLD! #SERVICEDESIGNDAY

Get ready to share your love for service design on June 1, Service Design Day! Show the world the transforming power of service design, celebrate its achievements, raise awareness, and most importantly, bring people together across nations and backgrounds. Our voices reached over two million people last year, letting them know about the passionate and open community on their doorstep. This year, we will focus on the theme ‘Borderless’ with events, online activities and knowledge sharing all around the world! Get in touch with your local Chapter and stay tuned on our website to find out how you can get involved. No matter what your involvement, don’t forget to use the hashtag #ServiceDesignDay. Together, we will share learnings and further strengthen our growing discipline. Join the buzz and make June 1 all about service design!

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How to Scale Service Design The theme of the 2017 Service Design Global Conference in Madrid was “Service Design at Scale”. Over the course of three days there, I saw four themes emerge that point the way for the discipline to scale.

Technology Larry Keeley of Doblin dissected the underlying technology of Airbnb and Uber, exposing the fact that only a small fraction of their respective tech stacks is proprietary. In fact, Uber’s only patent is the feature that lets you know your driver is dropping someone off nearby (which has the maddening effect of undermining Uber’s estimate of when your driver might actually arrive). Larry’s empowering message to everyone in the audience: We don’t need to create proprietary technology to create the world’s next multibillion dollar business — the building blocks are already out there. Larry’s talk also made me think of technology like IBM Watson and Salesforce Service Cloud in a new way. These full-blown platforms are far more than components of a tech stack, and yet they also act as building blocks by enabling service flows that designers can imbed in larger services. For example, Service Cloud enables physical devices (such as a car or refrigerator) to notify the manufacturer when they’re about to 8

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break down. The platform then helps the manufacturer to seamlessly kick off a service flow with technicians and proactively contact the device owner, who may not even realise that there’s a problem brewing. In order for service design to scale, designers can’t reinvent the wheel every time we want to implement a technology-based service. Rather, we must invest time to understand the service building blocks that have already been developed by tech giants — and that may already be in use in our clients’ organisations. Ubiquity In order for service design to scale, we must think beyond just the core of the service we’re designing. We must consider every single aspect of the customer journey — from the time that customers have an initial need through to the time they leave. For the first time this year, I saw presentations and projects that did just that: — Capital One’s ‘Money Coaching’ service, a finalist in this year’s Service Design Award, helps

people better understand their financial values and goals, but also acts as a marketing vehicle for the company as prospective customers ‘Need’, ‘Seek’, and ‘Choose’ a financial services provider. — Bridgeable, a Service Design Award winner, worked with TELUS, one of Canada’s largest mobile service providers, to redefine the contract renewals experience, taking us through ‘Love’, ‘Give’, and ‘Get’. Uber’s Evi Hui talked about — designing the onboarding and education experiences for new drivers going through the ‘Use’ phase for the first time. Uniform Strategisk Design, — yet another Service Design Award finalist, designed the ‘Fix’ experience for rerouting Norwegian State Railways

Dennis Hambeukers

k e rr y ’ s ta k e

passengers to busses during rail service interruptions. And Joe McCloud appropriately — delivered the final conference keynote based on his book Ends, which examines how companies need to design coherent endings to product, service, and digital experiences — because like it or not, customers will ultimately ‘Leave’. Coaching I heard many speakers reflect on their evolving role as service designers. Some original “doers” had found themselves shifting into roles as facilitators, helping to guide service design projects. And some of those facilitators had shifted into teaching positions, rallying the next cadre of service design professionals in formal educational settings. But I was most intrigued by several

speakers who positioned themselves as coaches to their clients or to others within their organisations. Rather than facilitating design activities themselves, they were preparing people who had no service design experience to lead service design efforts or to integrate aspects of service design into their ongoing work. If our goal is to fully scale service design, the several hundred people attending the annual global conference can’t try to own service design. We have to let go and accept — no, embrace — the fact that other people will practice it (imperfectly) and inevitably adapt core service design methodologies and deliverables to meet their own needs, mindsets and capabilities. Service design practiced broadly (and imperfectly) will have a bigger (and better) impact on the world than a small group practicing it in a pristine, controlled state. Delivery The discipline of service design can improve its perceived — and true — value if service designs are actually brought to life in the real world. And service ecosystems are key to delivery. They encompass the employees, partners, processes, technology, policies, data, communications, incentives, culture, tools, training, spaces and budgets that support (or thwart) the customer experience. Service designers, through service blueprints and beyond, are tasked with designing these ecosystems. But we need more than design work to ensure that services and experiences are implemented the way we’ve intended.

Enter the ‘journey manager’. The journey manager is an emerging role within organisations (my estimate is that there are about 1,000 such individuals across the world today.) Analogous to a traditional product manager, the journey manager is responsible for understanding customer needs, identifying gaps with the current experience, creating a long-term vision, making the business case for change, herding cross-functional stakeholders to execute on that vision and measuring the ongoing impact of their work. That measurement will centre largely on journey analytics, which involves the analysis of customer feedback, operational metrics and financial data aligned to key customer journeys. It’s my belief that in the near future, the journey manager will evolve from an obscure role to an essential player in the delivery of service design strategies.

Kerry Bodine is a customer experience expert and the co-author of Outside In. Her research, analysis and opinions appear frequently on sites such as Harvard Business Review, Forbes, and Fast Company. Follow Kerry on Twitter at @kerrybodine.

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Moving Beyond Lucky How systems thinking can help design for ‘wicked problems’

As the service design field becomes more successful at solving complex challenges, there’s one elephant that’s getting hard to ignore: User-centred design is inherently a bottom-up approach, in which we extrapolate insights from individuals and apply on a large scale. This can be spectacularly successful. However, hitting Pascal Soboll leads Daylight Design’s Munich office. Trained as a product designer and a physicist, he is deeply fascinated by the symbiotic potential between science and design. His favourite innovation fields lie at the intersection between social change, technological development and organisational strategy. He regularly speaks on the subject of Design Thinking and creative leadership.

the bullseye with every project is difficult because it relies on knowledge gleaned from a small subset to generate solutions that must work in a real-world context and at scale. In addition, desirability — which is our key value measure and at the heart of Design Thinking — changes as we work on more complex briefs. While understanding users’ desires is necessary, it’s by no means sufficient to finding a good solution. Stakeholders, organisations and regulatory bodies must also be considered to determine whether an idea has potential.

This is particularly apparent in healthcare, where a service may be desirable for a patient, but must also meet other criteria such as integration into hospital processes, being accepted by insurance providers and conforming to privacy and other laws. Gathering the necessary knowledge through ethno graphic research alone is unrealistic. These limitations become ever more apparent as we’re trusted with bigger and more intractable challenges. As designers, we have now ‘earned our seat at the table’ 10 Touchpoint 9-3

as Google Ventures’ Kate Aronowitz said in a recent Fast Company article1 . But to hold this place, we must consistently prove that we can identify the best opportunities to pursue. We need to reliably identify the ‘right thing to do’ before we go and ‘do that thing right’. This means expanding our toolbox beyond intuition, experience and, sometimes ... sheer luck.

1 ‘Designers Finally Have A Seat At The Table. Now What?’ in Fast Company, 8 January 2018

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How to make Obamacare viable? Consider the challenge presented by so-called ‘Obamacare’ in the United States. Mandated in 2010 and implemented in 2014, it has put the U.S. Medicaid health insurance system under huge financial strain. In fact, in its current incarnation, it’s not considered financially viable. In the heated political debate about whether Obamacare should be retained or abandoned, cost – unsurprisingly – is one of the major bargaining chips. A core problem? Individuals under the Medicaid programme known as ‘high utilisers’ incur a large percentage of system costs. For one large U.S. health insurance provider, five percent of users represent 55 percent of their total costs! Excessive emergency room visits (each costing around $5,000) and frequent emergency services calls by this user group trigger expensive responses.

different. Developed independently of design, system thinking is a well-established academic discipline in its own right that brings together experts and facilitates their input with the aim of gaining a big picture overview, identifying the best leverage points and tracking change towards impact from the beginning. And – as it turns out – it is wonderfully compatible with Design Thinking. Diving into this particular case with the insurance company, we began with ethnographic research to understand the high utilisers' perspective. It was truly eye-opening: the people we met were barely able to keep their lives together. The typical user was unemployed, drifting in and out of homelessness, chronically ill with at least one disease such as diabetes and/or obesity. They usually had a history of behavioural problems and drug abuse, too. We quickly learned that many triggers lead them to call emergency services or visit the emergency room, but by no means were their reasons all medicalrelated! Some occasionally went to the hospital simply because they didn’t have a place to sleep. Or they would call emergency services because, in a crisis, they just didn’t have anyone else to talk to.

Cost caused by a few patients threaten entire health insurance

Can design help? That’s exactly what this insurance company wondered when they approached Daylight Design and our collaborators at CodeName Collective. With a challenge of such scale, reach and potential impact on people’s lives, what better opportunity to prove our worth? Countless authorities – from politicians and insurance leaders to mathematicians and healthcare experts – have tried to solve this crisis, yet success has so far eluded everyone. It is a truly ‘wicked problem’. So how can we as designers be rightfully confident that we can make a difference? Enter: systems thinking. Systems thinking While there’s much talk today about ‘designing systems’ and ‘systemic design’, systems thinking is altogether

Daylight, Code Name Collective

system

High utilisers are usually challenged by the complexities of life.

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The firemen we spoke with (usually first responders to emergency services calls) confirmed that, while they always rush to the ‘scene’ as fast as possible, in many cases, they recognise the address of frequent users, and have a pretty good idea about how serious the ‘medical emergency’ will be before they arrive. Having tuned our intuitions, we dove into systems thinking, inviting interdisciplinary experts to a series of workshops to identify the bigger picture. While they shared insights on hospital routines, organisational hurdles, financial structures, regulatory restrictions and more, we captured the dependencies emerging from these discussions. A big, messy map emerged. As system thinkers, we look for patterns. Of particular interest are ‘causality loops’ that can represent vicious circles, or self-reinforcing patterns that might require alteration if sustainable change is to occur. Dependencies and causality loops For example, in bringing together experts from the social and medical sectors we learned that unemployment often leads to debt and bad credit ratings. These ratings are in turn a major factor in homelessness. Not having an address impacts people’s ability to be registered with a primary care physician. For chronically ill patients, this leads to missed appointments for regular check-ups, which can cause deteriorating health. This in turn causes frequent emergency room visits making it hard to keep a steady job, and propelling the cycle further.

Causality loop indicating how lasting change can occur

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Recognising causality loops allows us to gain an overview of such complex dependencies. They also provide an opportunity to identify leverage points that should be addressed to most effectively enable lasting change. For instance, if we could intervene in the hospital’s emergency department to identify individuals caught in this loop — and somehow help solve their housing issue, giving them an address — rather than just focusing on the more immediate health problems, then we could break the vicious loop and put them on a trajectory of improving their lives overall. This would include, but not be limited to, their health situation. While this is just one causality loop example, housing is indeed known to be one of the key ‘determinants of health’, i.e. a crucial factor in improving overall health. There is one additional benefit of establishing causality loops: They inherently provide a theory of change. By this we mean that in describing the causal links within the loop step-by-step, we also form an understanding of what the effect will be if we managed to tweak any point in the chain. Knowing this, we can define which changes down the line we can expect and which metrics we should be monitoring as early indicators of progress. This potential to track the impact of any intervention is crucial, especially as there is hardly ever just one relevant causality loop. Multiple loops co-exist and are usually connected with each other in obscure ways. This is precisely what makes the overall behaviour of a complex system so notoriously hard to predict.

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Conceptual sketch of resulting service

Prototypes of service tools

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Applying systems thinking and design thinking in alternating sequence.

So how should we evaluate the success of our imaginary emergency department intervention? The classical approach would suggest that we either: a) track engagement with the system (a poor measure of impact), or b) track the long-term trend in unemployment among the chronically ill. This would be a frustratingly slow exercise and a poor measure of causality as the trend could be influenced by any number of other drivers. Having established a step-by-step theory of change, however, allows us to track success in a meaningful, yet short-term way. In our example we might decide, for instance, to track the percentage of missed primary care appointments among our identified target group. While this would not constitute impact yet, it would be an early indication that we have started to nudge the system in the right direction. Apart from providing an important basis for iterating our designs on, having early indicators of success can also be invaluable for securing follow-on funding during lengthy, often publicly-funded projects. A service to stabilise members’ lives Discussing many systemic issues such as the one described above, we arrived at an overall solution for the ‘high utiliser’ challenge: a service that supports patients not just with acute health problems, but also helps in stabilising their lives more broadly. Concretely, it helps on three fronts: medical, social (including housing) and behavioural. By helping with these key determinants of health, we will improve their overall wellbeing and many medical costs will be avoided. The service will be delivered by interdisciplinary teams consisting of two nurses, a social worker and a psychologist. Every team looks after a few dozen patients (or ‘members’, as we call them). We expect each member 14 Touchpoint 9-3

to use the service for a limited time, and only during periods of instability before ‘graduating out’ when they reach sufficient stability again. This theory of change should lead to a significant decrease in ‘high utilisers’ visiting hospital emergency departments, or calling emergency services for the wrong reasons. Despite being a high-touch service, savings within the overall healthcare system should be substantial, contributing to making Medicaid — and with it Obamacare — financially viable. Our health insurance client is committed to rolling out the service and first teams have been hired. Members have been identified and a first pilot is taking place right now, using many physical and digital prototypes we designed for the service teams, members and other stakeholders. Together with our client, we will be tracking the pilot’s effectiveness through a number of well-defined change indicators throughout the system. Early indications are positive and indicate value well beyond Obamacare itself. This has led our client to commit to full implementation, regardless of the outcome of on-going political debate. Thanks to systems thinking, an enlightened client, great partners and the input of many fantastic experts has enabled us to create value for people in need, no matter how the political battle ends. Combining systems thinking and Design Thinking While systems thinking and Design Thinking have no shared history, there are commonalities and differences that make the methods extremely compatible and powerful when used together. Both accept complexity as something to be embraced, rather than avoided. Also, both trust in an iterative process, which allows for a

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stepwise approximation towards the right solution, rather than expecting it to be flawless out-of-the-box. Equally important are the differences between the two: systems thinking is an expert-based approach, which consciously paints a neutral, global picture to understand the system clearly, emphasising analysis and theoretical understanding of challenges. Design Thinking, on the other hand, excels in capturing individual experiences on a granular, emotional level and is geared towards action in making, testing and re-making. The best way we have found to combine the two in real life is to apply them in an alternating pattern, creating a symbiosis of analytic capabilities with creative muscle. As outlined, Design Thinkers need an approach to systematically analyse complex challenges, and systems thinkers need to bridge the gap between ‘diagnosis’ and ‘action’. Bringing the two together has the power to create lasting, meaningful change.

Getting started Should you be curious to learn more about systems thinking, there are resources to help you dive in. Daylight Design, in collaboration with The Omidyar Group, has created a systems thinking workbook detailing how to get started with adding systems thinking tools to innovation initiatives. To download visit: http://www.daylightdesign. com/a-handbook-of-systems-thinking/ Be aware that systems thinking is timeintensive. Adding systems thinking modules to a design project will extend the schedule

Continue the discussion on Slack! Question for the author(s)? Have your own perspective to share with the community? Head over to the #touchpoint channel within the SDN’s Community Slack, and take part in the discussion about this article! sdn-community.slack.com Not yet a member? Join at bit.ly/SDNSlackNEW

by several weeks. It is therefore best to reserve this powerful toolbox for those truly difficult challenges; the ones that others have tried unsuccessfully to solve in the past. By combining systems and Design Thinking, you now can!

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Lab.our Ward

Nicolas von Flittner has been working for the past two years as the Product Design Lead at M4ID and is currently leading the Lab. our Ward project. Nicolasâ&#x20AC;&#x2122;s work builds on M4IDâ&#x20AC;&#x2122;s design research and contextual knowledge when concepting, prototyping, building and testing products and physical components of services that aim to improve the quality of healthcare and products in low-resource communities.

Helena Sandman

Rethinking the childbirth experience for maternity wards in low resource settings

The service design tools are tested during the design phase to validate the content and understand the effect.

Lab.our Ward rethinks the maternity ward experience through human-centred design and interdisciplinary collaboration. It has brought together architects, service designers and product designers, as well as healthcare providers and community members to design a smoother and safer maternal and new-born care journey in low-resource settings.

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Piloting Lab.our Ward in Odisha, India Currently, the Lab.our Ward project is in the pilot stage in two existing maternal health facilities in the State of Odisha, India. During this stage, the team is bringing the conceptual work into practice, together with the locally-based Technical Support Unit of Care India, an international NGO focused on alleviating poverty and social injustice around the world. Through this pilot, the aim is to validate solutions and build replicable learning cases, which will help to scale the project further.

Approach The Lab.our Ward looks at both new and existing ways to deliver improved quality of care in maternity ward spaces and services, based on an evidence-based, humancentred design process. Addressing care from three pillars – services, space and products – and recognising a woman’s journey through the facility from her arrival to postpartum, the initiative takes the notion of a safe and dignified childbirth experience beyond just statistics and survival. The project has developed more than 20 innovative design proposals for improved products, services, communication and architecture elements that support the woman’s journey through the facility. The proposals are aligned with the World Health Organisation’s ‘Quality of Care’ framework, and are rooted in clinical evidence, combined with user insights gathered through field research in India, Kenya, Uganda, Nigeria and Tanzania.

Contextual image from India

Helena Sandman

While maternal and infant mortality rates have dropped in the last 20 years, complications during pregnancy and childbirth still claim the lives of thousands of mothers and new-borns annually. As the number of births taking place in health facilities continues to rise, maternity wards must be adequately prepared to deliver high-quality care to women and new-borns everywhere. Launched in late 2015, Lab.our Ward is a crossdisciplinary innovation project to design novel maternity ward services, products and spaces for low-resource settings, using an interdisciplinary and human-centred approach. Quality of care is improved from the woman’s perspective, which may have a positive impact on maternal and new-born health outcomes. During 2017 and 2018, the proposed solutions, such as tools for improved information and communication, product solutions to enhance privacy, and several improvements in workflow, are being piloted in two healthcare facilities in Odisha, a state in eastern India. Lab.our Ward is led by M4ID, a Finland-based social impact company that employs creative problemsolving and interdisciplinary approaches to bring social innovation to global health challenges.

Discovery phase The background information was collected during research visits to the facilities in autumn 2017. M4ID conducted participatory interviews and co-design workshops with staff members, clients and their families. Working intensively in a different cultural context has its challenges, and requires careful planning and contextual research, as well as the ability to adapt to circumstances on the spot. Extended waiting times, surprise visits and ad-hoc meetings can ruin the most carefully laid-out schedule. For example, a workshop session might be challenged by a situation in which participants cannot contribute because of hierarchical constraints or unequal gender roles. Touchpoint 9-3 17

Part of Lab.our Ward Systemic map visualising the external stakeholders and providers network supporting the local facilities.

The design model used follows the journey of the woman in a facility through five key steps: Arrival, Admission, Labour, Delivery and Postnatal.

Through our research, we were able to discover several opportunities for improvement in the facilities. For example, careless attitudes towards public space and low expectations on hygiene have led to behaviour that is unsafe in a hospital environment. Poorly designed or utilised physical layouts have a negative effect on workflow and productivity. Long walks, disorganised work space, lack of waiting areas and poor general planning creates frustration and confusion. This leads to compromised comfort and privacy, and a poor feeling of security, which might prolong the labour and delivery processes and hinder recovery. Solutions for Odisha M4ID came up with various solutions for improving the facilities in Odisha. For improved workflow and safety, we created different paper-based tools, such as the Mothers 18 Touchpoint 9-3

and Supporters Passes, to inform the woman and the support person about the labour and delivery process. The Mothers Pass helps the staff to prioritise a clientâ&#x20AC;&#x2122;s treatment based on the identified risk signs. The pass also helps women feel recognised and stand out to the staff. The time-stamping feature on the pass enables the woman to follow the progress of the labour and remind the staff about the next check-up. The Supportersâ&#x20AC;&#x2122; Pass informs companions in advance on how to support the mother in the best way. The physical components of the pilot focus on client privacy, comfort and workflow. The proposed solutions aim to calm the environment by changing the room functions and limiting the visitor access. Product solutions increase privacy and the possibility to keep the baby in close proximity to the mother during different stages of the journey. Additional solutions were

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suggested, such as improved delivery beds, handrails and better lighting and storage. These products will be used to make the space and working areas more comfortable, functional and easier to maintain. Monitoring and evaluation The planned solutions will be implemented in 2018. Before that is complete, a baseline evaluation will be carried out by a local monitoring and evaluation partner â&#x20AC;&#x201C; The 4th Wheel â&#x20AC;&#x201C; a company specialised in building monitoring, evaluation and learning frameworks for the health and development sector. Once the solutions are implemented, the monitoring and evaluation team will design the end-line evaluation tools that enable them to collect data to learn about the effectiveness of the interventions. During this period, the solutions will be iterated based on user feedback and observations. The evaluation phase will take approximately six months, with the focus on care process and service quality improvements. Scaling and the future of Lab.our Ward Part of the project is to develop sustainable strategies for scaling the Lab.our Ward approach and solutions in the challenging healthcare sector. One of the main principles of the project is that all the background material and improvement ideas are accessible for all. This calls for the use of systems thinking, and placing the maternal ward in a larger context in society. The idea is to link the different stakeholders in a holistic map that shows all the interlinked factors affecting the local maternal healthcare system, and how they could be targeted. Governmental support, educational curricula for nurses, infrastructure for water and electricity, roads, and reliable supply chains, among others, all play a role when building well-functioning healthcare services. Since we are working with different groups, from policy-makers and influencers to grassroots-level implementers, we need to take into consideration that each stakeholder needs to find the information that is most relevant for them. A policy-maker benefits from more data-driven material, while a nurse requires practical ideas on how to motivate other staff members on issues such as hand hygiene. Each of the developed products or services has to meet the needs of the users, while taking into account different cultural contexts. In principle, an idea developed in

Visual tool to inform the supportive family members about their role and ways to help the pregnant mother and newborn baby.

Uganda can work in India, but factors such as language and local religion do affect the content. The developed materials are designed to be as universal as possible and to be accessible and well-structured in a way that can be adjusted locally. For product solutions, we encourage the use of modified ideas that better align with local materials and production methods. Part of the scale planning is to build a communitydriven web portal that collects all the developed information and solutions in one place. We will share case studies and examples of the solutions in practice, as well as recommendations for how to use them effectively. When developing and piloting the improvements, it is critical to ensure that the ownership of the solutions is transferred to local actors. We want to help participants plan and continue the systematic improvement work by building networks that continue to develop locallyrooted solutions, share their experiences and learn from others. Â We are actively building the Lab.our Ward model and continuing to share what we have learned with a wider audience. The future plans for scaling include improving the replicability and access of the approach and solutions to strengthen our implementation network to more locations, and continuing to build support among stakeholders in different countries. We are also continuing the dialogue among partners in order to strengthen the role of human-centred design while improving maternal health services in the global south.

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Service Design and the Future of Work The discipline of service design has demonstrated its value in enabling both industry and the public sector to transform the value, effectiveness and experience of their services for customers and citizens. As service designers, we recognise that you canâ&#x20AC;&#x2122;t deliver a great customer experience without Nick de Leon is head of service design at the Royal College of Art in the UK. The department has over 90 Masters and PhD students and undertakes projects with government and industry. He has a PhD from Imperial College on Smart Cities, a Masters from the RCA and a BSc in Mechanical Engineering.

considering the human experience of those delivering the services. Seeing that we already know how to apply service design for service delivery, why not apply this thinking to the design of the end-to-end work experience â&#x20AC;&#x201C; not only for those in the front-line, but for everyone in an organisation? The workplace is being transformed with technology and new management practices, and in this article we argue that service design has a crucial role to play here too. Up until now, management consultants have led the way in engineering task-flows and business processes, and devising organisational structures. But what is missing is the explicit design of the human experience of work, especially at a time when the very nature of work and the relationship between employer and employee are being transformed by artificial intelligence, robotics, cloud computing and data science, at every level of the organisation. The opportunity for service designers is to transform the work experience, not only to help firms attract and retain top talent, but for everyone in

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employment, perhaps even re-imagining work for the fourth industrial revolution. The challenge of future employment Much has been written about the impact of robotics and AI on the future of work, and the consequences of these technologies. They stand to impact not just lower-paid work, but also higher-paid jobs in management and highly-skilled professions. The decline in employment, and perhaps even its demise â&#x20AC;&#x201C; in sectors such as financial services, healthcare, law, education, hospitality, transportation

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and across public services – is not only envisioned, but has become part of the longer term strategic planning of corporations and government. It is not just call centre staff but cardiologists who stand to be affected, and it is both teachers as well as truck drivers whose jobs will be transformed. It is estimated that around 30 percent of existing UK jobs are at risk due to automation from robotics and AI by the early 2030s (PWC Report, 2017). The transformation of work, and the creative destruction of entire sectors of activity, is hardly new. But what is different this time is the likely pace of change, thanks to exogenous economic and technological factors evolving at a speed that outstrips the capacity for labour markets and the workplace to evolve. The time is nearing when your boss might be an algorithm, your colleague a robot, and your appeal to the HR department mediated through a chatbot. It adds up to a fundamental change in the nature of work, and the relationship between human and robotic colleagues, and between employers and employees. Matthew Taylor, CEO of the Royal Society of Arts (RSA) in the UK, is leading a review for the British government on employment practices. The RSA’s research shows that 73 percent of people think we should do more as a country to improve the quality of jobs. Of the approximately 13.5 million people living in poverty in the UK, 55 percent are in working households. Much of this work is precarious, with so-called ‘zero hours’ contracts, temporary contracts or contract working. The report describes the link between insecurity in work and health, revealing that the fear associated with being in an insecure job has more damaging health impacts than actually becoming unemployed. The implication here is that a systemic and collective effort is required to design not simply the workplace, but the nature and experience of work itself. This means building the capacity of institutions and organisations to contribute to the skills and capacity of the people in work, those preparing for work, and for those who may no longer work. It is a design challenge, but before asking designers to address it, a question

worth posing is whether we actually know how to go about designing work. Applying service design to the end-to-end experience of work Over the last two years, the RCA has undertaken six design research projects associated with this topic. These have included large corporations such as banks and professional services firms, the public sector (with a special focus on junior doctors and newly-qualified teachers), and the development of vocational training programmes at schools and academies. We have also worked with creative agencies of different scales, including a large global agency as well as a much smaller one. The research projects have covered recruiting and career advice to those preparing for work, the on-boarding of new employees to embed them in the culture of an organisation and make them productive as fast as possible, as well as the career and professional development and support needs of employees. We have examined the day-to-day operational organisation and management of tasks, and even the exit of employees from an organisation. This last research project considered their dignity and the opportunity to contribute value moving forwards, while maintaining the morale of other employees who stay with an organisation during a period of downsizing. In every case, the application of service design methods and tools, combined with knowledge of organisational behaviour, change management and strategic management, have shown the value of service design not only in small scale pilots but at scale. It has also shown that there is a contribution that can be made at every phase in the work-lifecycle of employment. Our research has shown that service design has many of the tools and frameworks to help examine this conundrum for both government as well as the far-sighted firms who recognise the human and economic cost of not addressing this issue. Service design recognises that value is created at the interface between those who deliver the service and those who Touchpoint 9-3 21

are the recipients – value is co-created. This involves service designers moving from the principle of customer centricity to a more elliptical approach in which they design for both poles within the ellipse – the provider and the recipient - and design both the experience of work as well as the resulting customer experience of the recipient of that service. While many firms and governments have bought into the principles of Design Thinking and recognise the primacy of the customer or user experience, current workplace practice indicates that they may have lost sight of the human experience of delivering a service to clients as well as to their colleagues, and to the design of the workplace and the digital systems they use, whether it is for relatively low-skilled tasks or for their top talent.

Let us put craft and creativity back into work, rather than allowing an overbearing compliance culture to dominate it. Designing the New Workplace Experience (NWX) In today’s digitally-enabled workplace, employees measure their expectations against their experiences with digital devices and services outside work. We can refer to this as the New Workplace Experience (NWX). It is a combination of work and management practice, digital transformation of work, and the tools and interfaces between digital services and human resources and the values of the organisation. The projects we have undertaken have indicated key attributes of the New Workplace Experience: The tools of the job:

For industry leading firms, the NWX is a key differentiator as they compete for talent, with companies seeking to design their employee experience and support services so they can deliver added value to clients and colleagues. The digital tools and services, and the infrastructure that supports them, need to be at the 22 Touchpoint 9-3

highest level. If the HR system is not as easy to use as Match.com or Linkedin, or the firm’s procurement system is a far cry from one-click purchasing on Amazon, or it’s easier for doctors to share patient records on Whatsapp than through internal systems, then the digital component of the work experience is going to impact productivity, morale and retention. Management structures:

Another driver is the expectations of millennials or ‘Generation Y’ workforce members, who will comprise more than one-third of adult Americans by 2020, and 75 percent of the workforce by 2025. Well-educated, well-networked, multilingual and self-determined, they are looking for jobs that enable personal growth and development of the self. However, they typically encounter workplaces that are suffering from restrictive hierarchies, high levels of routinisation, and do not offer the preferred flexible and multifaceted activities that align with their aspirations. Personal agency:

Management practice, management structures and metrics and the organisation of the work need to be self-evidently aligned to the business vision and their expectations, and provide a degree of self-determination and personal empowerment. In what has become a highly-engineered and compliance-focussed culture, there exists a need to leave just enough boxes in the process and workflow that say “do the right thing, we trust you to know what it is”. Such a scenario is already accepted for elite professionals and most talented and creative individuals in society, but we need to reflect on how we can put craft and creativity back into work for everyone, rather than allowing an overbearing compliance culture which has replaced it. Values, value creation and being valued:

Whether we are looking at relatively mundane roles, or elite jobs where there is a war for talent, if an organisation is to achieve its goals, it needs to create a supportive and engaging social and physical

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environment, and design the work experience so that it provides meaning, dignity and personal fulfilment. Through our work, we have developed four principles (Graber, Leon et al, 2015): 1. Provide clear line-of-sight to the value employees are creating for the end-customer or user and for the enterprise, through their own personal contribution, however modest. 2. Ensure there is the opportunity to create new value through their personal initiative, rather than designing workflows that require slavish adherence and overspecification and compliance to a process conceived by others. 3. Make employees feel that their contribution is valued by their management as well as their colleagues. 4. Ensure that the personal values of the employees, the values of the organisation and the values of the customers they are serving are all aligned. If any one of these elements are missing, the work experience and the quality of the services delivered within the organisation, or to its customers, will be adversely affected. Where next for service design From our work at the Royal College of Art with the public and private sector, we have identified a number of areas for designers to focus upon. However, it is important to recognise that the work experience is often defined by the weakest element, so a holistic analysis is required. The key opportunity areas for design that will shape and influence the workplace experience include: — Recruitment, on-boarding and subsequent loyalty and retention programmes — Organisational design and related appraisal, rewards, incentives and management procedures — Task and associated business process design — Support tools and information services that enable the execution of tasks — The physical and virtual environment in which tasks takes place — The internal interaction between employees within a business or organisational function, as well as between

functions and the extended enterprise and its partners and customers Organisational culture and communications and — human resource support programmes It is the combination of these and other factors that add up to the employee workplace experience and, as we learned in our research, that experience is too often not designed, but is the consequence of design decisions in each of these areas. As we look to the future, governments and business leaders need to take a strategic view about the design of work and the work experience, and clearly service design has a crucial role to play in this. While there are indications that this is happening, as evidenced by our own work, we must intensify the explicit role of the designer in the design of work to be ready for the fourth industrial revolution, and avoid the social and economic consequences of being ill-prepared.

Graber and Leon, 2015, Managing by Design. Academy of Management Journal 2015, Vol. 58, No. 1, 1–7. Haldane, 2015, Labour Share Bank of England, http://bankofengland.c.uk/publications/Documents/speeches/2015/ speech 864.pdf Labour Force Survey, 2016, Work related stress, anxiety and depression statistics in Great Britain, Health and Safety Executive PriceWaterhouseCoopers, 2017. Workforce of the future - The competing forces shaping 2030 Schwab, Klaus, 2016. The Fourth Industrial Revolution, (Switzerland: World Economic Forum, 2016) Taylor, M. 2017. Why we need to talk about good work, Royal Society for the Arts Tinson, A. et al, Joseph Rowntree Foundation 2016. Monitoring Poverty and Social Exclusion, 2016, National Policy Institute Winograd, M and Hais, M, Brookings Institute, 2014. How Millennials Could Upend Wall Street and Corporate America

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Compelling Services Need Compelling Content How Informaat applies omnichannel content strategy Relevant content is a critical element across all channels of a service. That is why a good content strategy is of crucial importance. At Informaat, service design and content strategy go hand-in-hand. Informaat is a design consultancy that supports organisations in the development and implementation of their digital strategies. To extend its UX- and content design capabilities, it started its service design practice in 2008. Informaat works with the biggest brands (private and public sectors) in the Netherlands and abroad. More information can be found at informaat.com.

In our daily practice, we see big brands struggling with getting their content right. Unfortunately, broken content experiences are still commonplace. For instance, product promotions in one channel that seem to have vanished in other channels, or a website that provides you with perfectly-tailored content, yet the related call centre agent treats you like an unknown prospect. Bad content experiences are proven to damage the overall customer experience. The larger the organisation and the more touchpoints involved, the more challenging it becomes to get the content right in each context, on each touchpoint and for each customer. Getting content to reinforce your experience strategy requires some effort and smart tactics. But where does one begin? Outside-in with content journeys It all starts with finding out what content is relevant to your customers and at what point in the journey. A good way to do so is to carry out user research, create personas and map the customer’s experience

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of your service. So far, all well-known service design techniques. But in addition to these, we put extra focus on content and map the customer’s content experience as well. By doing so, we uncover insights into the customer needs and questions, content purposes, content types and formats, and more general content considerations that make up a ‘content journey’. Holistic: all channels, front stage and backstage Compelling content is not just a matter of great substance (e.g., copy, video, graphics). Structure – for instance in terms of metadata – is important as well because it makes our client’s content findable, personal and relevant. And besides these directly visible content aspects, one also needs to consider less visible aspects, such as the people, processes and tooling involved. Top class content (we like to call it ‘Triple A content’) scores well on all four content strategy pillars: substance, structure, workflow and governance. At Informaat, we take a holistic perspective when

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working with content, taking into account all these aspects for all touchpoints and channels — a prerequisite for a seamless experience. Agile and adaptive An omnichannel content strategy may sound like a great plan … that runs the risk of landing in the bottom drawer of your boss’s desk. In our experience, the best way to implement a content strategy is with the tactic of ‘connecting the dots’. We work step-by-step. With a strong vision and backlog, and based on an awareness of what’s going on in your organisation, our team determines what elements of the strategy can best be implemented where and when. It both orchestrates initiatives and bridges silos, thereby supporting growth in content maturity from ‘A’ to ‘AA’ to ‘AAA’. This is how we make omnichannel content strategy actionable.

“Informaat helped ABN AMRO to get a clear view of our content situation and define a solid content strategy and roadmap. They are currently doing an excellent job helping us to implement the strategy step-by-step within the bank.” Stephan de Ruiter, Head of Omnichannel content strategy and delivery, ABN AMRO (The Netherlands).

A content journey enriches a customer journey map with a content perspective. It links service design and content strategy.

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f e at u re

Title

Service Design at Scale

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Mind the Gap Reflections on the SDN Global Conference in Madrid

When I look back at the Service Design Global Conference in Madrid, the theme that sticks with me is the gap between design and business. If we want to scale service design, connecting design thinking and doing to the reality of business is crucial. Touchpoint 9-3 29

The service design skills we developed and the designs we produce are useless if they end up in a drawer. If the service we designed is not implemented and delivered by the organisation, our designs are useless. Service design can spark interest and enthusiasm, but the delivery is where the real value lies. Most organisations today have a dominant logic that is based on scientific and economic models. They feel the need to innovate, and they even recognise the value of design in accomplishing that. But they struggle to incorporate the design approach. On the other hand, designers are having difficulty getting past the initial enthusiasm for their designs and really driving change. This applies for both external agencies and in-house design teams. Modern businesses require planning and control, clear governance, returns on investment, business cases and good scores on their key performance indicators. These things are often difficult to reconcile with the intuitive, explorative, messy way of working of design. When design acts on the fringes of business, this is not such an issue. But with service design, we are touching core aspects of business – the way people work and organise themselves. Designers should play a role in bridging this gap. If we aim for maximum impact and value of design for business, we must own this gap. We have to step outside the design bubble and acquire new knowledge and skills. Service designers are in a great starting position: We are able to connect silos, trigger new mind-sets and create solutions that add value for users. But to really drive change, we have to embed ourselves deeper into the core of business thinking. The question is, how? It seems logical to dive deep into the needs and context of business, just like we do with the users. If we see design as a service, not only to the users but also to the business, how would we design that service? What is the job to be done for which you should hire a service designer? Can design contribute to governance goals such as risk reduction, value creation, performance and the business case? Can design help make work more engaging, more human?

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When we think about the value of design for business, the ‘why’ is clear to most. Design has qualities business is missing, and that is becoming more and more apparent. The ‘what’ is also evident. We have to do user research, draw journey maps, prototype and create blueprints. But the ‘how’ is the question that matters most now. How can we make sure that the things that service designers do contribute to the reason we are hired?

Dennis Hambeukers is a service designer at Zuiderlicht. He has been working for more then 15 years as a designer in diverse creative industries.

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Breaking New Frontiers Six success factors for scaling B2B service design

Patrik Havander is Head of Strategy and Communication for Transaction Banking at Nordea, one of the largest and most successful banks in the Nordic region. Patrik is well-recognised as a seasoned executive, author and speaker. Stefan Moritz is Global Vice President for Customer Experience and Service Design at Veryday. Stefan is an international pioneer in service design and leads the service design practice at McKinsey Design. Anna Hellmer is a Service Designer and Researcher in Veryday’s New York studio, helping clients like Nordea redesign their offerings and build more customer-centric, agile organisations. Daniel Sjoblom is a Design Director at Veryday focused on digital service design over 20 years and 200+ projects with a passion for combining business and user perspectives.

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Change in large organisations takes time, and is challenging. You may follow all the best practices, but inevitably there will be employees who don’t want to change, leadership teams with differing priorities, and the realities of legacy systems. But change at scale is possible. Sweden’s Nordea and Veryday have worked together on an ambitious initiative to transform Nordea’s B2B customer experience in four countries. Working together as a cross-company, cross-disciplinary team, we have made real impact and learned some valuable lessons along the way. Scaling service design at an international B2B financial services organisation is particularly challenging due to organisational complexity, internal fear of failure and local differences. Nordea, one of the largest banks in the Nordic region, has the ambition to combine a stellar customer experience with a company culture that supports and empowers employees.

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Teaming up to create value Our initiative was about using an agile design approach to understand and improve the Nordea customer experience and to increase service consistency across markets. We went through an extensive design process, engaging some of Nordea’s largest customers in the process. Many of our solutions were related to changing behaviour and culture within the organisation, as well as the delivery of service to customers. Scaling in this context meant working iteratively by prototyping, piloting and implementing in several phases, building up from hour-long testing interviews to monthlong pilots and assembling structures that allowed the implemented solutions to evolve and grow over time. These efforts have taught us six valuable lessons.

Six success factors

2. Help customers have a great day

The focus should be simple: If we make life easier for our customers, we’ve done our job. Making them more successful is often directly linked to satisfaction. People have different needs at work than they do in their personal lives, and designing for a B2B organisation is about understanding the professional and personal needs of each customer in their differing roles. Example: Nordea’s corporate customers are successful, driven professionals. Our research showed that they see themselves as part of a network of other people — their colleagues — and that what they care about is successfully navigating that network. Their feelings about the bank are based not only on how easy it is to deal with, but how well the bank helps them personally do a good job and internally shine. One respondent told us that she arrives at the office an hour early just in case she needs to prepare information for colleagues about the day’s bank statements. As always, a strong understanding of contextual customer needs was crucial to success.

1. Unlock passion

Building new capabilities is about removing obstacles and identifying the creativity, curiosity and drive that people already possess. Build enthusiasm about your higher purpose, let employees have new ideas, and encourage them to run with those ideas. This requires patience and doesn’t always work the way you’ve planned. Find the informal leaders that others look up to who create energy and empower them to help build enthusiasm. Example: After collecting ideas from around the organisation, we held an internal ‘insight to action’ workshop at Nordea that allowed team leaders to invest ‘passion points’ in the idea they were most excited about and to pilot it within their team. Distributing responsibility for ideas became a powerful moment of ownership-building, as people raised their hands and said, “I want to take this on”.

3. Bigger is not always better

Improvements that may seem mundane can make a huge difference. Initial ideas to improve customer experience often require big new technology solutions, and it’s always easy to blame IT for the feeling that nothing can be done. Knowing how to prioritise solutions based on cost and timeline is difficult, but don’t ignore the basics just because they’re ‘boring’. Even if an intervention isn’t shiny, building trust and confidence to do what’s best for the customer is key. In fact, this approach can accelerate impact and momentum while you’re busy building more complex platforms.

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Example: Within B2B banking, customers have certain repetitive daily tasks. These tasks are critical and are often the largest cause of frustration. Although Nordea’s customers reacted positively to some of the more revolutionary solutions presented, we first needed to resolve their daily frustrations to build trust and show our commitment to improving their experience. One such intervention was about always providing an end-of-day update to customers with active queries.

solutions should never be static. Building ownership and constant development ensures that even temporary initiatives can have a lasting effect. Example: The Nordea+Veryday team co-created a playbook and a corresponding workshop format to implement a tailored agile design methodology within Nordea. The methodology is still spreading across silos and hierarchies and leading to more employees being able to drive continuous development themselves. Full-day playbook workshops go through design phases such as initial prototyping and testing, acting as a kick-start for employees’ ideas.

4. Customer partners

Co-creating with corporate customers? At first it might seem daunting to connect so closely with your most valuable customers. It’s worth it. Being open to improvements and partnering to solve together is a new way of working that’s not easy to accomplish. Trust that your customers have great suggestions and are very happy to contribute. Simply involving them in your transformation can have a positive impact on customer satisfaction — especially if you know they’re currently unhappy. Example: Throughout the project we worked with a set of customer teams, checking in periodically to get their feedback and opinions. After initial scepticism from some Nordea account managers, enthusiasm was high on both the customer side and within the bank. Month after month, customers were able to see their continuous feedback translated into action. It was liberating to discuss openly and work together on finding the best solutions.

5. Continuity and evolution

Service design implies continuous improvement. Times change, customers change and technology changes, so 34 Touchpoint 9-3

6. Set up for success

It’s vital to set up solutions for success, and a big part of that is making sure solutions can run by themselves. If a solution is digital this may be obvious, but it may not be so obvious for a process change. Operational and culture changes also require that people are trained to handle updates and to troubleshoot. How’s your solution supported internally? Who owns it? How is it continuously evaluated?

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Example: We created a tutorial section on the Nordea website to ensure that customers can find information themselves if they choose. The Nordea customer service organisation created video tutorials after taking part in a training programme. Aside from structuring how videos should be created going forward, we had to figure out how to lead customers to them and how to incorporate them into the service flow. Now, enthusiastic front-line experts do in-house video production and the results are promising. Eyes on the future Creating a customer-centric, design-driven culture within Nordea is a work in progress. Some of the toughest nuts are yet to be cracked, but as the work moves forward it becomes incrementally easier. Successfully solving problems builds the confidence and trust needed to move on to new challenges. Working in cross-silo teams becomes natural as organisational culture changes and people become more comfortable with new ways of working. Subsequently, Nordea has climbed from fifth place to first place overall on Prospera, the cross-Nordic customer satisfaction ranking. We’re excited to see where our work will lead us next — and glad to be able to share some of what we learned with you. Approach your effort like you’d approach a set of Dominoes: You may not be able to change everything at once, but if you start, the rest will follow.

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Scaling Service Design in the UK Government There are more than 800 designers working in the UK government, and around 80 of them are service designers. Compared to most organisations, this is a very large number. But the UK government isnâ&#x20AC;&#x2122;t like most organisations. One point of difference is its size: There are nearly 420,000 people working across 25 departments Kara Kane is the Community Manager for User-centred Design at GDS. She is also a co-organiser of the London Gov Design Meetup.

in government. Another point of difference is what government is there to do. The UK government is there to serve its people which, in large part, means providing services.

This means that the role of service designer in government is a hugely important one. So, having got to a relatively advanced stage of maturity, how can we scale the impact of service design in the UK government? Martin Jordan helps create services that people value. He is Head of Service Design at GDS where he leads the service design practices across the UK Government.

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How we got to where we are now Design has developed a great deal in the UK government over the past five or so years, growing alongside digital government since the foundation of the Government Digital Service (GDS) in 2011. The UK Government is now one of the leading digital governments in the world. In the latest United Nations E-Government Survey, the United Kingdom came in on top of both the e-government development and eâ&#x20AC;&#x201C;participation indices.1 Alongside this digital development, the remit of design in government has

grown from interaction designers fixing the front-end of digital transactions to an understanding that an end-to-end, back-to-front, cross-channel approach is needed for services - using service design. This digital transformation, alongside strong design leadership and organisational maturity, means that government has been able to develop in-house service design capabilities. Service design is now a rapidly-growing specialism in government. Government organisations hire service designers to work alongside service managers, policy makers, customer service teams and frontline staff to deliver simpler, better and cheaper services. If this trend

1 https://publicadministration.un.org/egovkb/enus/Reports/UN-E-Government-Survey-2016

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A cross-government design meetup at the Design Museum in London.

continues, demand for service designers will be greater than supply. Service design as a discipline and formal role was first established at GDS. GDS is part of the Cabinet Office and sits at the centre of the UK Government. It helps other government departments develop user-focused services by providing guidance, developing service components, and establishing and upholding service quality standards. At GDS alone, the service design team has doubled in the last 18 months.

Service design is a new, yet rapidly growing discipline in the UK government.

How service design works in government Before developing anything, civil servants increasingly do research with users to understand their contexts, needs and capabilities. Because entirely new government services are rare, service design often includes a lot of archaeological excavation: interpreting the policy, mapping existing support systems and identifying key stakeholders. This is a process which requires time, trust and persistence. It requires constant zooming in and out – moving between the ‘meta’ and the ‘matter’; the bigger intent and the smallest unit of delivery. Designers on the inside are more likely to be able to look at the end-to-end experience and delivery mechanisms behind them than hired contractors. Service designers in government departments work in either a service development team or overarching programme, overseeing various transactions related to a larger end-to-end service. They identify what the real problem is and carry out research activities around users, existing systems and processes, policies and business capabilities. They map Touchpoint 9-3 37

and visualise the journeys of users and facilitate a shared understanding within and outside of their team. Service designers spot opportunities for reducing cost and complexity, often cutting the amount of steps that users need to take to achieve a goal. Furthermore, they help define the scope of the service. They work with service managers to prioritise user needs and decide on the smallest version of a service they can put out into the real world. Through prototyping, they explore various solutions to the problem. In close collaboration with other disciplines, the service designers shape the service end-to-end, from backstage to front, and across channels. Scaling the impact of service design In the last few years, the UK Government’s Head of Design Lou Downe and their team were able to prove the value of design and a view of services as users understand them, rather than only policies, processes and IT systems. The team collected and published service data 2, developed practical guidance for the Service Manual3 and are looking at how standards such as the Government Service Standard4 describe services. There are about ten heads of design across the UK government. Design leadership is critical for service design to scale in government. The heads of design recognise the need for service designers, work with teams to identify where service design can add value and help with recruitment. Today, the UK Government Transformation Strategy recognises service design as a critical activity for the years to come. One of the Transformation Strategy priorities is to design and deliver joined-up, end-to-end services by 20205. As well as working on a structure to scale service design, GDS also creates and delivers support, guidance and tools to help scale service design in government.

2 https://www.gov.uk/performance 3 https://www.gov.uk/service-manual 4 https://www.gov.uk/service-manual/service-standard 5 https://www.gov.uk/government/publications/governmenttransformation-strategy-2017-to-2020/government-transformationstrategy

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Many of these are equally useful and applicable for largescale organisations in the private sector. They include: — Providing training, coaching and mentoring — Offering guidance and patterns — Sharing learnings via blog posts and regular meetups — Building communities — Unifying job roles across departments — Investing in education of the next generation

Participants of the ‘Introduction to service design’ training.

Service design in government is growing as a profession, yet it is not equally well understood everywhere. GDS recently piloted a new training course, “Introduction to service design”. The aim of the course is to help other professions in government understand service design, the benefits it offers, the role of a service designer and how a service designer works with other roles. Patterns are published as guidance in the Service Manual, a place for teams to find all the information they need to design and deliver services. There are design patterns for service teams to use to start building a service. There are many shared tasks in government services, so patterns help teams solve a problem once and then focus on the trickier problems related to their service. Designers across government create, share and contribute to patterns.

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Sharing across departments and teams is also helpful to learn how service design operates in different parts of government. There is a growing, cross-government service design community which has face-to-face meetups every few months. The aim is to have a forum to discuss work and work-related topics, to explore what service design is across government and how it can improve, and to meet and learn from other service designers. The community also uses Slack to share work and ask questions. In March 2017, the UK government published the common roles, capabilities and career paths that make up the digital, data and technology profession. Service design is one of the 37 named roles. Every department can now recruit and retain service designers based on this shared jobs framework.

students to government and to see if delivery teams could utilise an intern on their team. Now GDS is looking to expand the service design internship this summer. Elsewhere in government, the Home Office is hiring for its first year-long service design internship. In addition to the support, guidance and tools for the UK government, there is sharing and collaboration with the international service design community. In 2017, an international working group of designers working for governments around the globe was formed. Facilitated by GDS, designers from Helsinki to Lisbon and Vancouver to Canberra discuss ways of working and share their experiences, approaches and methods via a mailing list, Slack and a monthly call. In Summer 2018, they will meet in London for the first time to identify possibilities for collaboration on services such as import/export and immigration. This group of more than 500 designers from almost 40 countries brings the scaling of service design to yet another level.

Continue the discussion on Slack! Question for the author(s)? Have your own perspective to share with the community? Head over to the #touchpoint Service designers and policy makers suggest improvements to the policy cycle and discuss how to make it more user-centred.

channel within the SDNâ&#x20AC;&#x2122;s Community Slack, and take part in the discussion about this article! sdn-community.slack.com

Bringing in new talent and going global It is important to work with universities and emerging talent. It is challenging to hire service designers at all levels, often because people arenâ&#x20AC;&#x2122;t aware of the opportunities for service designers in government. Last year, GDS hired its first service design intern. It was a pilot to see how GDS can work with universities to expose

Not yet a member? Join at bit.ly/SDNSlackNEW

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It Takes a Village Service designing organisational change at BBVA

What does it mean to ‘design at scale’ in a 132,000-employee organisation? Two years ago, BBVA, one of the world’s oldest and largest banks, launched a grand experiment to find the answer. During that time, because of the sponsorship of top management including the Chairman and CEO, the design team grew from a Mary Wharmby is a design leader, strategist and educator with almost 20 years experience leading teams in the creation of engaging and impactful products and services. As Head of Design Transformation at BBVA she leads a team dedicated to driving innovation by strategically infusing design across the entire organisation.

Anxo López, Ph.D. is a service and strategic designer with ten years’ experience working on both sides of the profession: as consultant and now at an in-house team leading design strategy for BBVA’s Design Transformation team. Throughout his career he has dedicated special attention to the promotion of design as strategic activity for companies and institutions.

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handful to over two hundred, design evolved from downstream production to core strategic capability and design methodologies went beyond the Design Department to permeate the entire organisation, reshaping skillsets, processes and culture. Together, these changes have resulted in a more innovative and competitive organisation. — BBVA’s big learning? Meaningful change means orienting everyone around the customer. Design Transformation: A Trojan horse Organisational change is defined as “a process of profound and radical change that orients an organisation in a new direction and takes it to an entirely different level of effectiveness.”1 But change is hard. According to McKinsey, one third of change programmes fail.2

1 http://www.businessdictionary.com/definition/ transformation.html 2 https://www.mckinsey.com/businessfunctions/organization/how-we-help-clients/ transformational-change

John Kotter, a professor at Harvard Business School, has worked with dozens of companies to develop an eight-step model of change: create urgency, form a powerful coalition, create a vision for change, communicate the vision, remove obstacles, create short-term wins, build on the change and finally, anchor the change in culture.3 Similarly, McKinsey has a five-step strategy: set strategic objectives, assess current capabilities, create a portfolio of initiatives, create an

3 https://www.kotterinc.com/8-steps-process-forleading-change

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implementation model and sustain momentum through continuous improvement.4 Though clearly containing crucial ingredients for success, as designers, we found traditional change management models too abstract, top-down, linear and missing a key opportunity: leveraging the proven power of human-centred thinking. Instead, as a design team at BBVA we looked to another designer for inspiration. Jared Spool has outlined a fivestep model of design maturity in organisations: design as production, sporadic projects, significant investment, embedding of designers, and finally, design is infused throughout the organisation. He refers to this last step as the UX/Design tipping point.5 We embraced the idea of infusing design into the organisation and set out to find our Design tipping point. We used Design Thinking as a Trojan horse to show our non-designer colleagues the importance of putting the client at the centre and using creative tools to provide new possibilities to understand, conceptualise, prototype and evaluate products and services.6

Getting started: From human needs to organisational needs BBVAâ&#x20AC;&#x2122;s Design Transformation began in early 2016. Like many change management programmes in todayâ&#x20AC;&#x2122;s competitive marketplace, the primary goal was to help BBVA be more innovative. Based on early research and analysis, the business chose three areas of focus: customer-centricity, collaboration and creativity. Although BBVA was simultaneously building a world-class design team to create cutting-edge financial products and services, it was clear that key decisions about the customer experience were happening well beyond the Design Department. All employees were making decisions impacting the customer experience. The goal was to make each employeeâ&#x20AC;&#x2122;s link to the customer more visible, tangible and actionable. Using Design Thinking, we have been able to provide a common language and set of tools to enable collaboration and enhance creativity. It was also about finding a way to make Design Thinking accessible to colleagues for whom the process would have been well outside their ordinary working life.

4 http://ihrc.ch/wp-content/uploads/2013/05/McKinsey_Lane_Five_ Frames_20110128.pdf 5 https://articles.uie.com/design_infused and https://vimeo.com/ 209323782 6 https://www.forrester.com/report/Global+Mobile+Banking+ Benchmark+2017/-/E-RES137691

The Design Organisational Ecosystem

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Ambassadors practicing during the Design Thinking training.

Design Thinking Learning Pyramid

Creating impact: From training to behaviour change With these goals in mind, the initial strategy centred on building new skills and capabilities. We considered a number of tactics: shallow training for everyone would not yield enough early impact and deep training to just a few teams would ignore most of the organisation. Instead, we opted to deliver deep training and coaching to individuals across many teams, hoping to create a viral model of transformation and a more peer-to-peer approach. In mid-2016, we piloted an intensive four-day Design Thinking workshop centred on an actual innovation challenge facing BBVA – the credit card experience. We found it crucial to ground training in real, practical challenges. Theory and jargon were out. But to create impact, we needed to go beyond training and initiate behaviour change in each participant’s dayto-day environment. The pilot workshop was followed by six-weeks of coaching, during which the Transformation Team acted as help desk, mentor and occasional therapist. In the end, one participant stood out. Known affectionately as ‘Design Ambassador Zero’, she 42 Touchpoint 9-3

represented a new life-form at BBVA: a Design Thinking hybrid. We envisioned an organisation of Design Thinking hybrids, each acting as change agent for their team. The Design Ambassador Program was born with the first-year goal of creating 1,000 Ambassadors. We asked each Ambassador to exhibit six key behaviours: — Interact with customers — Connect with other areas — Experiment with new ideas — Prototype and test concepts — Iterate solutions — Pass on what you’ve learned! Scaling: From individuals to pyramid Though the Design Ambassador workshops were creating an elite group of viral change agents, to truly scale, we needed to provide multiple paths and levels of engagement. In early 2017, we began defining a pyramid-shaped framework to do just that. At the bottom we placed small, bite-sized teaser content like innovation and design events, a virtual support community, posters to communicate new ways

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of working, and a single-page guide for formulating and submitting human-centred challenges and solutions. At the second level of the pyramid we created a virtual course in Design Thinking open to all BBVA employees. This project-based course was designed to empower everyone with basic tools for innovation. The third level of the pyramid, the Design Ambassador workshops and coaching, were already in place. To further incentivise and grow the Ambassadors, we began developing a series of Master Classes. Finally, we created a parallel track for leaders with customised workshops focused on proving the value of Design Thinking and empowering each leader to act as an innovation enabler for their team. Redesigning the organisation: From challenges to innovation As part of our research effort, we spoke with dozens of Ambassadors and discovered that as they endeavoured to work differently, they were often bumping into institutional challenges: misunderstandings across teams, legacy processes and structures, cultural biases, etc. To create lasting change, the business needed to go beyond just its employees, but instead to reshape process and structure. Like most mature organisations, over time, bureaucracy had built up and BBVA had become less friendly to innovation. But there was a silver lining: The Design Ambassadors were able to identify barriers to innovation that were often invisible to those operating with a business-as-usual mind-set. The Ambassadors became the canaries in the coal mine. As the most common challenges came into focus, the next step was to remove or reimagine them. With a set of recipes, Ambassadors were empowered to individually tackle institutional challenges, effectively redesigning the organisation from the inside out. Measuring impact: From numbers to stories The importance and challenge of measurement and reporting cannot be overstated. Instead of building innovative products and services for customers, Design Transformation focuses on building the capacity for innovation, so measuring direct financial impact is not a metric we consider. An early challenge was obtaining baseline metrics. When the programme launched two years ago, the

reporting tools needed were not yet in place. By the time they were, the baseline had shifted. A second challenge was finding the right metrics to track. We experimented with a number of mostly quantitative metrics with mixed results. In retrospect, it is clear that a successful approach must combine deep qualitative stories with broader quantitative extrapolation. We are still learning, and our Program is evolving. Design Transformation: A new value proposition for design Design, regardless of who practices it, is and has always been present in any business, either by action or by omission. Historically it has been the former. But now, rapid changes in technology have pushed design irreversibly into the core and spotlight of large organisations. Many digitally-focused businesses like BBVA are not only buying/building strong internal design teams, they are spreading design capacity throughout their organisations, training non-designers in design mind-sets and methods, essentially democratising design and experimenting with new paradigms of organisational change. From the designerâ&#x20AC;&#x2122;s point of view, we have opened part of our toolbox to our colleagues in the organisation. This has had a very positive impact on the organisation and on the designers. It has facilitated design work in projects, due to increased awareness of design processes, and is generating a common framework, strengthening an equal and collaborative relationship between business, technology and design teams. We found that design-led transformation efforts are not a substitute for traditional change management paradigms, but rather a powerful complement and extender. At BBVA, applying a service design filter to organisational change has reduced abstraction, providing a clear set of actionable behaviour changes. It has helped BBVA reorient the entire company around the customer. Design has also enabled an organic, bottom-up process that evolved by learning at each step. This approach fosters the cultural mind-set that service companies are about people who have to work together to offer innovative solutions that fit the real needs of other people: BBVAâ&#x20AC;&#x2122;s customers, clients and colleagues.

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A (Failed) Change Story? Twenty-two months of increasing service design capabilities at the third-largest retailer in the world – A personal review

Roman Schoeneboom is currently Service Design Lead at Lloyds. You can find him either leading workshops/method training, or supporting different teams with their projects. He is a certified facilitator for the LEGO Serious Play method, teaches in universities, writes regularly about his work sharing his insights and is an avid drummer.

Illustration of Digital Customer Experience team structure and roles.

In January 2016, a small team called ‘Digital Customer Experience’ started its work to create a joined-up and consistent digital customer experience for Tesco PLC, the world’s third-largest retailer and the UK’s biggest employer. This article aims to give insights into a 22-month change process, sharing pains, gains and learnings. It starts with the Digital Customer experience team itself, focusing on how we defined new ways of working, the team vision, and how we built first buy-in with small, high impact projects (such as an agile framework, a hierarchy for needs and a mobile app standard). It then shares the results of two projects, as well as learnings on how to support scaling service design in big organisations by using the right rituals and documents. Unless otherwise stated, all viewpoints expressed here are my own.

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Improving the Digital Customer Experience The team started with an initial research phase and identified a range of isolated customer experiences covering digital products, call centres, stores, etc. There was a potential to embrace digital culture and a new way of working. We observed limited sharing of data, limited re-use of common UI or technology components, and the delivery of inconsistent experiences to colleagues and customers throughout the entire business. We understood, for example, that customers don’t want separate accounts for each website, and also that our ‘help’ pages don’t actually help, resulting in one quarter of our online users ‘giving up’ and converting to call centres (very expensive for the business). At the time, we offered a very inconsistent brand experience. There was duplication of information, confusing journeys from e.g. Google search to our over 800 Tesco domains, and 46 different available applications. This was a challenging but excellent playing ground for service design methodologies. Helping Tesco to improve the way they design services The team started with the ‘vision’ of introducing a service design-led transformation programme aimed at placing the customer at the heart of the design process. This meant creating or providing: — an accessible, integrated experience across all our channels — a consistent look and feel across the entire portfolio — new ways of working and collaborating, using a digital design language to drive the ‘vision’ and link it to other work streams To achieve this, we wanted to establish an evidencebased, customer/colleague-centric service design approach across Tesco, by creating tools and processes to help improve Tesco’s digital customer experience. This would allow us to set standards and to define expectations, demonstrating how the approach would deliver a better experience: our own prototype.

Building first buy-in with small, high impact projects As a team, we envisioned, tested and created many guidelines, principles, tools and digital platforms. These included a mobile app standard, a content strategy guide, a digital design language, a customer needs library, an agile framework, a triaging process and a service design playbook. Most of our work and processes were accompanied by visuals, because we learned that it allows the way we work to be more tangible. Agile framework

The framework encourages teams to put evidence at the centre of solving problems and has four phases: — Live: supporting and optimising an existing product or service — Discovery: understanding the needs of the customers in relation to a specific problem — Alpha: validating the best way of meeting those needs — Beta: building a scalable, sustainable solution The framework made the new way of working in teams understandable. And by giving each phase a clear name, it helped comply with, and improve, existing agile delivery methods.

A framework to set out best practice for agile delivery within Tesco. Process, steps and content were hosted on the Digital Customer Experience team website.

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Hierarchy for needs

A visualisation was created because we realised that there were multiple definitions of needs, customer journeys, acceptance criteria and problem statements. The hierarchy visualised how an intrinsic need is connected to multiple customer journeys and needs. This proved to be a great resource within training sessions, and started getting Tesco colleagues talking about the same definitions.

The mobile app standard was a set of seven principles for building and releasing Tesco-own mobile applications, and was hosted on the Digital Customer Experience team website.

Mobile app standard:

This mobile app standard helped us to connect stakeholders to a common process, reducing the number of products we had to manage as a business and establishing brand consistency. It resulted in reducing the 46 available apps down to nine, and enhancing our remaining apps with features which otherwise would have been made redundant.

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Project: Why organisations struggle to map their own business Businesses struggle with customer journey mapping. I had to learn this the hard way in the first project I lead. My Design Director had requested that we facilitate mapping exercises in-house, rather then relying on agencies, because most of their deliverables were not insightful and actionable enough. I started working on a simple template, with the idea of reusing this tool throughout other projects, and being able to compare between them. I saw this as being more than just a tool, and instead an opportunity for the business to have their research, data, customer pain points, etc. gathered in a consistent way. Having had earlier experience using these tools, I believed we could deliver the results earlier then expected. However, we only managed to deliver two out of 12 service blueprints, and these were several months later than promised. Judging on its deliverables, the project was a failure. Nevertheless, we learned a great deal from the process. We learned that for Tesco as a business, it is difficult to: — Provide data – we need specific questions for specific data — Share insights and existing research – we lost three weeks waiting for other teams to share their insights, only to realise that they don’t own the data, but rather just manage a process — Work in an interdisciplinary manner – despite inviting a wide range of participants to our sessions from the start, many people did not attend, making it seem as if the project was not a priority — Manage and communicate expectations/envisioned outcomes — Understand the undertaking of this project – getting awareness and buy-in for customer mapping exercises takes time, especially in large corporations

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However, for the Digital Customer Experience team, the project was seen as an overall successful, because: — We were able to create connections to a variety of teams We shared our learning of the process widely (internal — blogs, presentations, and in team-support sessions) The team were seen as subject matter experts when — it came to mapping; whenever a team requested information, advice, support or training, working with their team or briefing agencies, we were part of the planning session

The playbook – a growing, digital method toolkit – is written from the

four teams with similar needs for a clear process and simple-to-use tools, the decision was made to create the playbook. Work on it started in October 2016. Making something look simple is easy. Making something easy to use is much harder. The trick was to start small and iterate widely on all the tools. Our starting point was that others should be able to to use the tools easily, without having specific software knowledge. This meant keeping things plain and simple, but also effective. All of the templates are paper-based (A4, A3 and A0 size documents), and based around a Post-it note grid, where applicable. The best way to build good products and services is to iterate, iterate, iterate. Some of my learnings from the process: — Have a release plan and content strategy in place, and have someone responsible for it. This helps ensure that people know what has to be delivered when, and who is responsible. — Have a product owner. This role maintains the momentum of product development, acting as the go-to point if there are any questions. — Make it accessible and build it for the needs of your users. This means it’s easy to access, easy to read and easy to use as a product. — Open it up. Building a quick MVP and sharing it with the community will help solicit early feedback and hasten the creation of your toolkit.

perspective of teams doing service design projects.

Project: The service design playbook In the service design playbook, we share what we learned from using and testing these tools in customer-facing research and design projects. While the main target audiences are teams in research and design, all the tools and ‘plays’ are produced so that they're easily accessible to people who aren't researchers or designers by trade. We observed that there was a strong interest from other Tesco teams to get an understanding of how to manage their own design-led processes. After supporting

The service design playbook currently consists of four main steps, corresponding with Tesco’s agile framework. It has nine chapters and 34 ‘plays’, outlining what, how and when to use a certain tool, and provides downloadable templates. Successfully integrating service design practice A good plan is the service designer’s best friend. Structure, regular rituals and using classic business documents helped us to successfully integrate service design practice within Tesco. We also didn’t only use projects to show the business how the process works; Touchpoint 9-3 47

we set out to work more closely with strategy and insights teams in order to directly support customer improvements, changing their mind-set in the process. We started to develop central guidance to help everyone across Tesco understand service design, supported in the recruitment of people and agencies, and provided colleagues with the right tools and access to the right training. We created a variety of plans and documents, such as: — A service design communication plan, outlining objectives, considerations, stakeholders, strategy, key messages, tactics and assets for the service design team — A service design strategy plan, which provided an overview of the year ahead, outlining ongoing projects, planned projects and head count as well as overall budget In addition, we introduced meetings and rituals, such as: — A service design weekly meeting with the Head of Service Design and Agile Manager, in order to plan ongoing and upcoming work and budgeting, as well as respond to project and training requests — A fortnightly management meeting with the Head of Design and/or the Strategic Principal, to talk about long-term plans, head counts and budgets — A roadmap meeting with the Head of Design and/or the Strategic Principal every three months, to review, discuss and agree objectives concerning ongoing and upcoming projects — Weekly ‘show and tell’ sessions and/or week notes, to share ongoing work and give insights into process, struggles and small wins On top of these rituals and plans, we tried to make the best use of our internal structures, reaching out to the community of colleagues and partners through Yammer (for gathering opinions and research, recruiting people for interviews and testing sessions) and SharePoint (for blogging about our work, and for sharing and storing assets).

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A failed change story When the Digital Customer Experience (DCE) team started its work, we set ourselves a three-year period to research, learn, create, support, influence and deliver. Unfortunately, Tesco made the decision in June 2017 to make 1,300 management roles redundant over time. At the end of the process, the DCE team was reduced from 25 to four colleagues. I believe we would have needed the remaining last year to successfully deliver change within Tesco, having proof of a strong portfolio of products, platforms, projects and training. Most of our change management work was frozen in October 2017, with no clear follow-up plan. Tesco recently announced that they will get rid of an additional 1,700 customer experience managers, creating 900 new, more generic roles to simplify their operations. There seems to be the tendency for this organisation not to focus on customer experience, which is considered today’s only real differentiator amongst competing organisations. Tesco still very much has the mind-set of a classical retailer, and these are some of the indications: — None of the strategic drivers (differentiated brand, reducing operational costs, generating cash, maximising margins, maximising value, innovation) mention customers — There are a lot of assumptions about customers, but no clear picture of behaviours, needs and pain points when interacting with the business — Cutting back on most of the research function — The restructuring and new service model was delivered by large business consultancy — A turnaround focus on profit, growth and shares — There is no ambassador at board level (CTO, CDO), and a lack of design centricity (or intention to become design centric) — A lot of ongoing, costly, un-coordinated activities — Very few subject matter experts, but a lot of mediocre generalists — No clear, long-term plan and/or ownership of work — Limited communication about learnings and failures across the business

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Read Touchpoint Archive Online Personally, the time at Tesco for myself was successful. I’ve been in the lucky position to work with a great team, and to challenge the business on some of its ways of working. I was able to create a stronger awareness for customer journey mapping, advising on the process and introducing a digital, more collaborative way of doing so. I was able to show the business how ethnographic research is done right, opening the process to colleagues, and sharing insights with other teams. I’ve also been able to create the service design playbook, a growing resource helping colleagues to create better services by applying a tested process and methods. I was able to use this tool and integrate it into my training offering, ensuring consistent approaches and ways of working, building connections not empires, and being transparent and collaborative. Now, at Lloyds Banking Group, I am starting all over again.

400 + articles free access

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 370 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 9-3 49

How to Create 70,000 Service Designers Pick up any business magazine today and you will probably read about the bleak future of business process outsourcing providers. Genpact in particular, one of the world’s largest with almost 70,000 employees, saw the emergence of automation and machine learning as an omen of the future. It needed to embrace Geoffrey Lew is a Director of Innovation by Design at Genpact. He specialises in helping organisations design their work of the future through a human-centric and digital led approach, from Sydney to New York.

change or perish. But how could it make the transformation from an organisation that helped clients process millions of transactions a day, to one that deeply understands the new world of design and digital technology? In theory, service design was the perfect platform to help craft this new organisation and help transform the organisation into one where the needs of clients would come first, rather than the solution. Employees needed to see ‘old’ client challenges from new perspectives; not all issues could or should be solved through outsourcing. As one of the leaders in Genpact’s innovation group, I knew that difficult challenges lay ahead. Fortunately, there were success stories of organisations who had successfully made the transformation. These success stories often talked about the importance of having the right tone at the top, having a committed leadership team, providing adequate training, and making a support network available. But for me, there was always a lingering

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question which needed answering: “Would these techniques scale?” The best way to find out, of course, was to experiment. Placing a bet on training the whole organisation One of our strategic bets was that we could train everyone in the organisation to a reasonable level of competence in service design. We decided to provide training through a series of pre-recorded videos, with supplementary readings. As employees moved through the curriculum, there were checkpoints to record 10-minute videos of themselves presenting their own take on topics, or of them explaining concepts to a group. Successfully completing a set of these would earn them a certification in that

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area. Face-to-face training would have been preferred, but the large number of employees made that path impossible. The curriculum focused mostly on teaching the process of service design with an emphasis on the core principle of human centred design. We reasoned that it would be more effective to keep the messaging simple, and that it would be easier to teach the activities of service design (e.g., creating personas, sketching journey maps). More abstract concepts would have to be left to on-the-job experience. We supplemented these sessions with optional weekly webinars called “Masterclasses” which delved deeper into specific topics. These topics ranged from an introduction to prototyping software to increasing emotional intelligence. We also hired an external provider to help deliver some of the training through in-person workshops, so that a select number of high potential employees were able to further experience service design ‘in action’. These participants could then move on to being champions and facilitators themselves, sharing their knowledge with others. Hiring an external provider also allowed us to leverage their training materials, which saved us a lot of

“Pretty much anything that a normal person can do in less than one second, we can now automate with artificial intelligence.” Computer scientist Andrew Ng

up-front time and effort. Training our people this way required us to standardise our materials, which was helpful for quickly reaching a wide number of people. But as we trained more and more people, we found that we were increasingly avoiding the question of what service design meant for our organisation. Materials and tools that worked well for training didn’t necessarily apply to what our organisation did, which raised many questions. For instance, how was prototyping supposed to apply to the processing work they were doing? These questions unfortunately presented my team with a slight identity crisis.

Progression of service design training at Genpact.

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Creating something we could call our own To solve our crisis, we tried creating our own version of service design. We wanted to be able to tell stories about what made service design at Genpact unique. These stories would be empowering to our people, and would help change our image in the eyes of clients. To do this we needed talent – talent that could craft the story for the rest of the organisation. Fortunately, our leaders were invested in the design journey and we were able to hire talented individuals from areas ranging from technology companies and consulting firms to design agencies and user experience freelancers. For someone who had been there from close to the beginning, it seemed as if we had created a whole network of designers overnight, significantly expanding design’s stature within the organisation. These individuals were part of the organisation and were sketching a new design story, shifting the way people thought about their work, one conversation at a time. But we faced another challenge: each person brought with them their own design philosophy and set of tools. We had to find a way of blending these together, so that we had a cohesive set of practices. This turned out to be more difficult than anticipated, because it required us to make tough choices about what we would choose to adopt and exclude. For example, we found that someone’s opinion on the types of problems that were best solved through service design varied depending on their individual background. These conversations were robust and thoughtful, but time-consuming. How much time did we still have to make progress? Trying to scale faster According to Gartner, machine learning was expected to be mainstream in fewer than five years.1 The strategies to date were effective, but the effect was diffused. We faced a decision to either continue organically on our

1 Gartner: https://www.gartner.com/smarterwithgartner/top-trendsin-the-gartner-hype-cycle-for-emerging-technologies-2017/

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current path, or to pivot. We chose to pivot by acquiring a specialised design firm. Many companies make acquisitions for this purpose, but they choose to situate them as separate entities in an in-house agency model. This is effective for protecting the culture of the acquired firm while immediately adding to the client value proposition, but it does little to change the core or the organisation. We knew that for change to be successful, the acquired firm had to connect with the rest of the organisation. The acquired firm was placed into an existing division within the organisation. And perhaps unusually, members from the previous centre of excellence were also folded into the acquired firm. In essence, we acquired the design firm, but the design firm also ‘acquired’ a core team from Genpact. This blended leadership and staff across the firms, and the ‘old guard’ helped the acquired firm connect outwards across the organisation. Personally, I was surprised to see how similar the service design approaches were, despite being applied to distinctly different challenges. From designing new financial lending portals, to helping employees work more efficiently, there was no limitation to the application of service design. Surprising lessons Perhaps what was most surprising throughout this journey was how fast people bought into the service design way of thinking, and the excitement they had about it. Our people were immediately drawn to the service design philosophy and were actively thinking of new ways to apply it. We found that employees started to organise their own ‘service design jams,’ bringing along their teams and clients to see if they could solve old problems in new ways. Service design became synonymous with innovation and out-of-the-box thinking. We were surprised by the momentum we created with a relatively small investment. It was as if a seed had already been planted, and it just needed water to grow. Holding webinars and training was enough to encourage people to have their own conversations and research.

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High

Almost everyone in the company would eventually learn to speak the language of design. We also learnt some hard lessons along the way. We learnt that our broad-brush approach meant that we couldn’t help everyone that reached out for assistance, so we had to constantly recalibrate where and how our efforts were directed. We learnt that some people took to the service design principles more than others: while most were able to adopt the activities of service design, it took time for the mind-set to really flourish.

Keeping focus on the development of people was also important, because as designers we often have strong views on how things ought to be. For some, this meant learning how to let go and accepting outputs that might not have met their high standards. But transformation did happen. Speak to anyone today, and most are unable to separate service design from the work they do and the client conversations they have. Our persistence has shown that service design can scale, even in the unlikeliest of places.

Colour legend:

Strategic acquisition

· Strategic bets · Tactical advantage · Utilities for scaling Online training

IMPACT

Coaching and mentoring Webinar Masterclasses

Immersive training

Training for leadership

Low

Communications from leadership

Low

FEASIBILITY

High

Relative effectiveness of methods for scaling service design for Genpact.

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The Intersection of Brand, Service Design and Change Building an in-house service design lab In the summer of 2017, an online fashion retailer approached Sparks Grove UK with a challenge: amidst rapid growth in the business, how might they use their Tech teams’ entrepreneurial culture to create and drive new change initiatives across the organisation? From this, the idea of a service design lab was born. Several months later, the ‘Culture Champs’ is now an in-house, Emily Cullen is a Service Design Lead at Sparks Grove, an experience design consultancy and division of global management consultancy North Highland. Jonty Fairless is a Creative Lead at Sparks Grove working on communications and brand strategy across media, telecommunications, retail and fast-fashion industries. Katie Meehan is Head of Brand at Sparks Grove’s London office where she leads marketing, experience and branding projects that drive growth and are rooted in insight and empathy.

eight-workstream lab that designs, trials and embeds new employee experience initiatives across the organisation. In this article we discuss the process of designing and embedding the lab, some important things we learnt along the way, and the impacts we’ve seen.

A Change engine for tech Harnessing the culture Champs for continual change

A high-level overview of how the Culture Champs (i.e. the service design lab) functions.

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A typical design phase

A draft of the design process showing how prototypes would move through the lab.

Starting at the beginning Sometimes the most interesting projects are the ones that grow into something completely unexpected. Initially, our client asked us to help solidify and grow the Tech team brand within the organisation. Our goal was to tell the story in a way that inspired action, cultivated loyalty and attracted talent. But we also knew it needed to be more than words: the brand needed to be the promise of an experience. From talk to action: Pivoting to a design lab Given the rapid rate of growth in the business and countless change initiatives underway, we soon realised that we needed to widen our mission from brand definition to something much more tangible.

“I’d rather be part of the team that’s making changes that improve tech, than part of one that’s just talking about stuff.” Employee in Tech department

Everything had to be geared towards action if we were going to gain any traction with the frustrated Tech teams. We needed to do two things: find out what the Tech team wanted to be, then design services and initiatives that help the team reach that goal. In other words, take the unmet brand promises and build an internal service design lab around them. Step 1: Setting up the squads Our first step was to invite the growing Tech community to divide into ‘squads’ aligned to a particular brand

promise. Throughout a three-month long analysis, the job of each squad was to define what their promise really meant, what blockers were preventing delivery on this promise, and finally to build a backlog of ideas to actively move forward in an outcome-focussed way. By the end, the group generated more than 45 separate ideas to shift the culture of Tech in line with the promises, focusing on autonomy, agility, development, environment, innovation, people, strategy, and technology. It was time to move to solution-focused research and design. Step 2: Designing how the lab would function The lab was deliberately grown, not imposed. We slowly developed structures and guidelines with the Tech community, looking at what would work best in the organisation’s delivery-focused culture, and how we could best fit around the teams’ busy working patterns. The lab began to coalesce around a simple ‘designbuild-test-run’ structure, inspired by the teams’ existing approach to developing tech prototypes for the organisation. By sticking closely to the language and approach already embedded with the teams, people could join the lab without much difficulty; they were designing things in the same way they did their day-to-day work. Step 3: Getting the first service prototype through the lab Feedback from Tech was that people didn’t feel they have sufficient time to develop themselves, so for the first service prototype we focused on the Development workstream. The Development squad designed and trialled a regular monthly all-hands shutdown called ‘Tech Develops’. Designed to give people dedicated space to pursue learning, personal projects, hacks and Touchpoint 9-3 55

collaborations with other teams, the shutdowns were conceived as a service for Tech, administered by the central Tech Office function. Feedback from leadership highlighted the significance and power of the Lab even in this first prototype:

“It shouldn’t be understated how revolutionary this first prototype was for the teams. In a delivery-focused organisation such as this, the idea of shutting down for 12 days each year would have been laughed out of the leadership team meeting just six months ago.” Head of Technology department

Step 4: Embedding and scaling With the lab's first prototype hailed as a success, we needed to embed and scale the process. We followed a few key steps: First, we freed up people's time to help scale and keep the lab running. In the prototype example above, the lab let go of managing this shortly after launch, and the Tech and Learning teams took ownership. Given that it was a proven success, it made it easy to prioritise this over other initiatives and find the required resources. Second, we never stopped gathering feedback and refining as we went. We continued to iterate and improve on the ‘Tech Develops’ learning day, tweaking the communications and event each month to better meet Tech’s needs. Third, we kept going. This was easier said than done when the service design lab was a side project for a lot of the team. But, as we tested, trialled and designed more services, we naturally became more efficient as structures and templates were built. A few key learnings from along the way 1. If you build it, they won’t come

We had a vision for the lab after the very first workshop, but it has only grown into a sustainable engine for cultural change precisely because the group have built it themselves. 56 Touchpoint 9-3

We found that a ‘by us, for us’ design was the quickest route to designing sustainable services that stick around. We stuck ruthlessly to the Tech brand promises in everything we did when designing the lab, and that meant empowerment and autonomy for everyone involved. 2. Proportional representation gives you credibility

Building the team to run the lab was complicated. Passionate self-starters are always going to raise their hand first and we found that ‘core’ individuals kept popping up everywhere, consistently involved in an influential capacity throughout the organisation. One of the most valuable exercises we ran was to actively rebalance the group before everyone got too comfortable. We deliberately expanded the group so as to make it more representative of people from different areas and roles in Tech. This meant that the department – which was, at worst, at odds with itself - could always recognise and talk to one of ‘their’ people in the group. It improved our ability to design solutions and improved the success rate of launches. 3. Take it slow - Rome wasn’t built in a day

We’d chosen to build a service design lab with busy individuals, often holding down important day jobs, in a delivery-focused culture, during one of the company’s busiest ever trading periods. Things took time. Taking it slow proved to be a benefit. It gave the team time to understand data and percolate, discuss and share ideas, some of which were massive in scope and revolutionary in their impact. The result was that the services that went through the lab had more depth, and were feasible and realistic. This was better than wasting people’s time and energy trialling lots of wild initiatives that may not stand the test of time. 4. Create an identity

The company is a very image-conscious organisation. Every programme had their identity sorted or their own merchandise produced. Autonomous development teams working on the Tech floor all have their own brand and personality, jostling alongside each other with printouts of in-jokes and Kanban boards competing for space on the walls. To stay relevant in this environment, the lab needed an identity. In order to be a sustainable institution, people needed to identify the lab and the lab teams needed to

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The Development Squad, working through the design phase of the Tech Develops initiative prior to launch.

feel pride working under the brand. We brought a visual designer on board to give the lab a distinct brand and identity that members could rally around. This was instrumental in making it a feature of the Tech landscape. 5. Lean on proven project management tactics

In ambitious, growing organisations such as this one, there is a great deal going on, and the daily news-feed of activities changes so fast that new initiatives tend to burn bright and then burn out. There was a risk that the lab might go the same way; an exciting organic, grassroots upwelling of innovation and ideas that would die almost as soon as it bubbled up. We mitigated this by pulling out the full project manager toolkit, implementing consistent and strategic techniques, regular and effective communication and a clearly signposted, dedicated resource for managing progress. These efforts helped turn the lab from a temporary frisson of excitement into a Tech institution. 6. Engage leadership – ‘grassroots’ doesn’t exclude those at the top

We quickly came to recognise that a number of the cultural challenges facing the Tech team were the unintended side effects of an otherwise well-intentioned, high-functioning system. There were no problem personalities or behaviours in the leadership team, it was just a bunch of people trying to work together as best they could. As soon as the group came to this understanding, it changed the tone of the lab. This wasn’t a rebellion within Tech, but a group experiment to find ways to adjust a system.

This opened the door to get the leadership involved. Leadership played a vital steering role in each squad, adding insight, removing obstacles and speeding progress to rollout. 7. Become the answer to the difficult questions

Before we even started rolling out prototypes, Tech leadership came to see the value of the lab as a way to answer difficult questions honestly and succinctly, with the backing of a team working to solve these challenges. In doing so, they promoted the lab and started to pay attention themselves. So while the lab was arguably used as a cop-out answer initially (“oh, we've got a team working on that”), over time these became more substantive. Leadership began delivering detailed, clearsighted explanations of the challenges we’re facing and the solutions we’re designing. So what’s next? The lab is still growing and developing. As much as it’s the source of prototypes, it itself is a prototype. But what’s fascinating is watching how it begins to take on a new identity as a central hub of cultural change within the department. We hope and expect the lab become a permanent feature of the department. It’ll attract those bright, capable and versatile individuals who can turn their hand to almost anything, and transform into an internal service design and implementation unit – a true engine for cultural change within Tech.

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Beyond the Neverend Financial services that embrace ends will survive the start-up surge

Banking will become the epicentre of endings as it creates infinite beginnings. Despite the banking industry’s excitement around recent technology and pro-market legislative changes, what will start to become a differentiator in the financial services industry is not how a product starts, but the quality and conclusiveness of Joe Macleod’s career has spanned the leading web, telecoms and app companies, where he has built a variety of successful services and products. He was most recently Head of Design at the award-winning studio Ustwo. He now works on the ‘Closure Experiences’ project where he consults, writes and talks about this important issue.

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its ending. The consumer lifecycle can be broken into three sections. ‘On-boarding’ is made up of starting experiences, such as advertising and packaging. ‘Usage’ is the stable, committed relationship between the user and the service they use, or the product they own. And lastly, ‘offboarding’ consists of ‘closure experiences’ that should neutralise the negative aspects of the relationship, delete data, and provide good, positive memories. Endings have long been overlooked in the consumer lifecycle as an area of interest, but recent changes, coming legislation and new data might spark interest in this part of the consumer lifecycle.

for life, a bank account for decades, and full-term mortgages. Banks represented respect, trust and long-term stability. Fewer products. Fewer endings. Following the recession of the early 1980s and the subsequent banking losses, as well as the emergence of technology that assesses customer value, many of the human experiences of banks started to be removed. ‘Pushing’ products became the norm and drove the financial services landscape to become significantly busier. British citizens typically have 11 employers throughout their career, each one providing an individual pension. In the United States, consumers each hold an average of 3.7 credit cards.

Old endings Reflecting on historical norms in banking, we can see a service industry based on human relationships. Customers typically had long, trusting relationships with banks and far fewer products: A pension

The changing frequency of product endings The European and UK financial markets are predicted to surge as a result of new legislation and trends. Both the Payment Services Directive 2 (PSD2)

s e r v i c e d e s i g n at s c a l e

110

Financial services products App life span (6 months usage)

100 75 50 40 30

20 Mortage renewals

20 Products per lifetime 15

Over lifetime

13.7 Products per person. Taiwan

11 Pensions on average UK.

5 4 3 2

3 Bank accounts. 3 Mortgages

Pre 2008

Over lifetime

1 Pension.

Entire working life.

Past

Present

Future

Mortgage. 20-30 Years.

13.7 Products per person. Taiwan.

Pension. Entire working life.

20 Mortgage renewals

Financial services products App life span (6 months usage) Adobe

Bank account.

Average usage 26 years pre 2008.

Every 2 years over 25-30 years

11 Pensions on average UK.

Department for Work and Pensions

and the concept of API-based ‘Open Banking’ will allow consumers to share data with financial services providers in the hope of better offers and improved services. Many see these moves as democratising a financial services landscape which a few big banks currently monopolise. The result of this surge in financial products needs to find traction with consumers. Many people are asking, “What is the market potential? How many more products do people want?” A recent study by RFi Group looked at financial product penetration across the world. Appetite varies considerably, but if the data is to be believed then the potential opportunity could be big. And this is especially promising for start-ups and so-called ‘challenger’ banks. The data uncovers the correlation between digital engagement and products-per-person: Highly digitallyengaged people had a Net Promoter Score of 21 (more likely to recommend their bank to others), compared to 5 for those less digitally-engaged. Those highly digitallyengaged people also had, on average, more products, at 4.4, compared to 2.7 for those less engaged.1 But here is the interesting insight: Those ‘highly digitally-engaged’ are also harder to please, and they are also keen to try better alternatives.

Alan Shields, RFi Group Director, describes these customers as “… magpies [that] are looking for the next shiny thing and so need to be constantly engaged with digital innovation and functionality. For some banks this will put those consumers in the ‘too hard’ basket. For other, more nimble players, these consumers will represent a huge opportunity.”1 A perfect landscape is emerging to satisfy these magpies. Speed of on-boarding will increase. New products will spur innovation. Open data will personalise offers before people need to commit, providing more opportunities to try more products. And based on the RFi research, there is an appetite for even more. Do we assume that people will move on to new products without off-boarding and ending their old product relationships? Maybe. The issue really is, will they consciously do this or, as in other sectors, will it be overlooked and forgotten? Active users will become an issue.

1 [Online] Retrieved February 8, 2018, from https://thefinancialbrand. com/56424/cross-selling-banking-products/

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App industry indicator The app industry has witnessed how severe the drop-off in activity is for some products. Research conducted by Adobe saw a massive drop-off in activity over the first six months of use, with some apps being only used once.2 Mirroring this behaviour in financial services could become very disruptive, without appropriate off-boarding in place. The superfluity of a new weather app might not seem like an issue, but juggling dozens of new financial services products might come with a bigger risk, and result in forgotten funds lingering in inactive accounts.

Account Switch Service’, aimed at reducing the effort of moving accounts between banks by enforcing a safe and reliable way to switch accounts within seven days. They legislated consumer endings because the industry couldn’t do it themselves.

Legal endings Governing bodies have also felt a need to act on behalf of European citizens with regard to consumers’ data endings. The General Data Protection Regulation (GDPR) places expectations on any company providing data services to European citizens. In the past, a provider could legally fumble their goodbyes to consumers, keeping hold of consumer data. Amongst GDPR’s many aspects, three stand out as empowering the consumer endings. 1. Firstly, the ‘Right to Data Portability’ will free the consumer to expose their data to a competitor in a clear, transferable way. Although this could be achieved in that past, the format of that data could cynically limit the ability to share it. Legislation now will ensure that the data is in an open and universallyvisible format. Competitors will be targeting your customers with detailed, well-informed offerings. 2. Secondly, the ‘Consent and Right to Remove Consent’ will change the one-way logic of providing a single consent which remains in-force forever. Consumers will now be able to retract that consent at any moment. Importantly, providers will have to remind consumers regularly that it is their right to retract consent, which isn’t going to be great for a service provider’s retention efforts. 3. Lastly, the ‘Right to be Forgotten’ provides the potential to sweep away the lingering nature of data. Consumers will wield the almighty power of deletion (probably clumsily at first), likely challenging service providers.

2 [Online] Retrieved February 3, 2018, from https://www.recode. net/2015/9/2/11618236/mobile-apps-have-a-short-half-life-usefalls-sharply-after-first-six 3 [Online] Retrieved February 4, 2018, from http://www.independent. co.uk/news/uk/politics/dormant-bank-accounts-homelessnessdonate-charities-homeless-people-government-a8140996.html

Endings need to be acknowledged In the rush towards a busier marketplace for financial services, many of which will be delivered rapidly through digital channels, the longevity of usage and the number

Forgotten endings A dormant bank account is one that has received no activity over a period of time. That period varies between countries. While in the UK it is 15 years, in the US it is shorter, and differences exist even between states. Some governments consider these assets as State equity. In 2008, the then-Prime Minister Gordon Brown stated that, “it’s a feature of modern life that people often lose track of small sums and deposits. Over time these build up as unclaimed assets in the banking system. Unclaimed assets when identified, will be put to use to improve youth and community facilities around Britain.”3 We might well witness a significant amount of product dormancy, with funds forgotten and left behind alongside the growth in innovators and early adopters. Those funds will be hoovered up by governments enjoying the spoils of un-resolved product endings. In the past, governments often safeguarded proper, conclusive endings for consumers. According to a UK independent commission on banking, prior to 2009, “75 percent of personal current account holders have never switched, with nearly one in five saying this was because of the hassle and potential risks.” In response to this, the UK government introduced the ‘Current

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Endings have long been overlooked in the consumer lifecycle as an area of interest, but recent changes, coming legislation and new data might spark interest in this part of the consumer lifecycle.

of active users will be factors. Shortly after acknowledging the implications of GDPR, service providers are going to have to address the issue of consumer off-boarding and endings. Future consumer experiences in the financial services sector will consist of the frequent opening and closing of relationships. A casual pause won’t be tolerated; not only legally, but also by savvy consumers who won’t want to be caught out in a world of endlessness and who will be looking for a conclusive ending. Businesses, especially financial services, will have to recognise endings as places to provide effort, messages and meaning. The best of these businesses will embrace a new culture of starts and ends. And move beyond the neverend.

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Title

Photo by Markus Spiske on Unsplash

f e at u re

Tools and Methods

Applying Design Sprints as a Tool to Initiate a Cultural Transformation Journey Over the past few years, design sprints have become a staple of cross-disciplinary service creation processes. Design sprints progress in a lean and iterative manner, offering a hands-on framework that strives to find concrete solutions for “answering crucial questions through prototyping and testing ideas with Mikko Kutvonen is a Senior Service Designer at Futurice. In his work, Mikko applies methods of organisational development and design thinking to agile software development to help organisations drive continuous transformation. He is also a board member at Ornamo, the Finnish association of designers.

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customers.”1 Working at Futurice, I have had the pleasure of helping a wide range of organisations discover and validate new service concepts using an explorative, step-by-step, Lean Service Creation (LSC) process, which draws heavily from design sprinting. In doing so, I have incorporated design sprints in our digital transformation projects due to their effectiveness at transforming abstract concepts into tangible digital prototypes. Additionally, sprints have turned out to be exceptionally good for introducing new customer-centric ways of working, and as a way to advance cultural shifts within organisations. By far the most sensible way to understand organisational culture in practice is to see it as the way an organisation works and does things. For the designer, this becomes apparent in an organisation’s success stories and in the potential obstacles that people encounter during the sprint. Exposure to these insights during the sprint allows designers

to understand organisational culture and identify the deeply-rooted cultural norms, values, and leadership styles that will help or inhibit the group to accomplish change. The design sprint as a learning environment In my experience with design sprints, the people participating in the sprints have expressed interest in learning not only how to plan and organise design sprints, but also how to introduce new ways of prototyping within their organisation. This is in many ways in line with John Shook’s idea that “the way to change the culture is not to first change how people think, but how people behave — what they do.”2 Above all, we have learned that the

1 Knapp, J., Zeratsky, J. & Kowitz, B. (2016) Sprint – How to Solve Big Problems and Test New Ideas in Just Five Days. New York: Simon & Schuster. 2 Shook, J. (2010) How to Change a Culture: Lessons From NUMMI. MIT Sloan Management. (Winter 2010), Vol. 51. No. 2., pp.63-68.

Daniel Morales

tools and me thods

service creation sprint serves as a learning opportunity that can help organisations trigger a bottom-up, designdriven cultural shift. To this end, Futurice has created an open-source Lean Service Creation (LSC) toolkit3 that enables any organisation to explore a human-centric design methodology. The toolkit contains several tools and methods for business leaders and innovators, and is available free of charge at leanservicecreation.com. The role of designers has expanded as a result of their serving as facilitators and prototypers within sprints. My experiences indicate that the well-structured choreography of the sprint can significantly support learning. The sprints have demonstrated that introducing a fixed set of exercises helps participants learn anything from creative ideation to user interviewing and prototype validation. Through this process, the designer evolves into a coach whose main responsibility is to create a stimulating environment for learning. This also means that the designer’s role is to look after the participants and their education as they become the most valuable tool in cultural change. In practical terms, exercises such as creating personas, mapping customer journeys and team sketching have turned out to be pivotal tools for solidifying divergent thinking as an integral part of an organisation’s innovation processes. Inevitably, by broadening the participants’ competencies, the design sprint can start driving an organisation’s cultural change. For example, over the years I have witnessed design participants from organisations such as government agencies and

manufacturing companies grow significantly more active in coaching others internally. In fact, many of the participants are increasingly carrying out customer interviews by themselves in order to become more customer-centric. Thanks to the sprint, as well as bottom-up change agents within individual business units, human-centred approaches have found their way into everyday work, paving the way for cultural transformation. These follow-on effects make it clear that design sprints have the potential to deepen an organisation’s commitment to design, and eventually push it into investing in innovation and human-centred design. However, the fundamental mistake for the facilitator or coach is to start evangelising about organisational culture with a ‘one-size-fits-all’ mentality. I have witnessed instances where provoking changes in an organisation’s cultural norms, routines and basic tools has given rise to active resistance. Perhaps the most common mistake is to encourage manufacturing industries to adopt the agility of start-up businesses overnight. More often than not, organisations’ existing leadership models are the direct result of their operational environment. Consequently, an organisation’s readiness for continuous change is deeply rooted in its legacy. Therefore, we have to come to the conclusion that the best way to facilitate change is to bring people together across the organisation, and help them realise existing barriers to change and figure out how those barriers can be overcome with the help of new methodologies and ways of working. Putting it all together As our experiences demonstrate, cross-disciplinary design sprints can serve as a tool for an organisation’s cultural transformation. Because of the multi-faceted nature of culture, change cannot come overnight. However, the structured process of the sprint, along with step-by-step exercises, can help organisations hit the soft spot in their culture, and by extension, cultivate cultural transformation and pave the way for human-centred design throughout the organisation.

3 https://leanservicecreation.com/

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The Art of Stakeholdering: A Practical Guide “Our greatest challenge is not our ability as designers to design a service, but the ability of the organisation to deliver that service.”1 — Louise Downe, 2017 Service Design Global Conference, Madrid

Patrick Bach leads the Human Centred Design team at TD Bank Group. His team designs new services and helps improve existing ones, for both customers and employees. Markus Grupp leads Experience Design at Canadian retailer Indigo, designing delightful employee and customer experiences. Chelsea Omel leads Customer Innovation at Grant Thornton Canada, with a focus on creating exceptional service experiences for external clients and internal employees.

As service design practitioners, what can we do to ensure that those who hold the keys to critical decisions are aligned with our vision? Creating and delivering on amazing service experiences requires stakeholder involvement and support from front-of-house as well as supporting teams as diverse as marketing, technology, product, operations, legal and security. Thinking during project planning about how you might tailor your approach to best engage these stakeholders can help to minimise some of the common pitfalls and frustrations of practicing service design within an existing organisation. Whether you are part of an in-house team or an external agency, this article will outline an easy-to-use framework for understanding your stakeholders, as well as techniques for building alignment and support for a service design approach within an organisation.

1 Louise Downe, Scaling Service Design in Government: A New Approach to Service Design in Large Organisations, Service Design Network Global Conference, Nov. 2-3, 2017, Madrid, Spain.

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Mapping Your Stakeholders Start by developing empathy with each of your stakeholders. Through interactions, you will be better able to understand their role in the organisation and their objectives and challenges. You will observe what they say and how they interact in formal meetings, hallway conversations and via email. Through informal coffee or lunch conversations, you may also learn what they are thinking and feeling, and uncover their professional and personal motivations. Take note of their understanding, concerns, or questions, especially related to service design or your project. Ask yourself three questions about each stakeholder: Question #1: “How much does my stakeholder know about service design? Are they experts? Have they read a few articles about it? Is it a totally foreign concept?” Question #2: “How much does my stakeholder believe in service design as an approach to problem-solving and

tools and me thods

creating value? On a spectrum between ‘true believer’ and ‘sceptic’, how do they rank?” Question #3: “How much influence (or authority) does my stakeholder have? How much power do they have to make or decisions or influence decision-makers? Do they control resources?”

Draw two axes, where one axis represents knowledge of service design and the other represents belief in service design, as illustrated below. Based on your answers to questions 1 and 2, map your stakeholders along these axes, where they will fall into one of four quadrants.

Specify the size of each dot based on each stakeholder’s relative influence.

You will now see that each stakeholder is aligned with a specific stakeholder archetype, which are explained below.

Plot each stakeholder with a dot, based on their understanding and belief.

Next, based on question 3, specify the size of each dot based on each stakeholder’s relative influence on your project or in your organisation.

Stakeholder archetypes

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The Sceptic (High Knowledge, Low Belief) The Sceptic is someone who is familiar with service design but is not convinced that it is worthwhile, either because they don’t see the value in it or they are invested in other approaches. Work to understand the Sceptic’s position and arguments, and prepare accordingly with relevant examples that take into account outcomes. Particularly for influential Sceptics, play to their ego and avoid engaging in an ‘us versus them’ mentality; instead, look for opportunities to leverage their knowledge and expertise and bring them into trenches of your project. The Eager Beaver (Low Knowledge, High Belief) Eager Beavers are enthusiastic supporters of service design, and with some coaching they can become strong contributors to the team. Harness the energy of Eager Beavers by engaging them in activities such as user interviews or workshop planning, and as project ambassadors. At the same time, ensure you keep them on track, because Eager Beavers can be prone to setting false expectations about what service design can achieve, which can be especially difficult if they have a high level of influence. Stay close to Eager Beavers and try to increase their knowledge as quickly as possible. Champion (High Knowledge, High Belief) The Champion is almost always the service designer’s dream stakeholder, whether it’s an influential leader who can provide support and protection for a project, or a working-level colleague who is willing and able to jump in as a co-facilitator. If you have a Champion, leverage them wherever you can, either as an extension of the service design team or as an ally who can help manage your Sceptics and your Prospects. Be mindful of Champions who are territorial or see themselves as the incumbent experts, because they can create political problems or, worse, try to discredit you. The Prospect (Low Knowledge, Low Belief) The Prospect is someone who knows little about service design and has yet to make up their mind about its value. This stakeholder in particular will benefit from 68 Touchpoint 9-3

increasing their knowledge, so encourage them to attend a service design workshop or a 101 crash course, but keep the content simple and easy-to-digest. If you engage with a Prospect at the right time and with an approach that caters to their interests, they almost always become allies. For an influential Prospect, try to identify problems they care about and demonstrate how service design could help provide a solution. Planning your projects accordingly Being deliberate about assessing your stakeholder landscape up front can help you to create project plans that include the right mix of service design activities, as well build in enough time to manage effectively. Low Understanding of Service Design In contexts where the overall understanding of service design is low, activities that establish a baseline familiarity among your decision-makers and influencers can help them to feel comfortable with the process and its outputs. — Include time for formal and informal learning: Offer a training session on design methods you’ll be using, and leave room for casual one-on-one chats to debrief on service design activities as part of the project plan. — Use workshops and meetings as opportunities for show-and-tell – Provide lots of case studies, and find ways to incorporate mini-activities such as an interactive worksheet to accompany an executive presentation. — Be deliberate with your language: Establish a framework for talking about the service design process that is compatible with the organisation’s existing vernacular and work processes. — Focus on outcomes: Clearly communicate the duration for each phase of activities, what stakeholders can expect to see, and why each activity is important. Low Belief in Service Design In environments where belief in service design is low, putting in the effort to understand stakeholder concerns

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and orchestrate ‘a-ha’ moments can help them to recognise its value. — Make time for frequent, informal check-ins: Create the conditions for your stakeholders to ask questions and share concerns in a low-stakes environment, such as in one-on-one conversations. — Orchestrate opportunities for stakeholders to interact directly with users: Invite stakeholders to join a customer interview, or invite a handful of customers in for a round of rapid feedback during a workshop. — Keep logistics tight and production values high: Make sure your stakeholders do not have anything to complain about and that you respect their time. — Invest in communicating your successes: Especially early on, take the time to create polished, user-friendly case studies that can be easily shared. Short videos can be especially effective.

own archetypes or borrow the ones in this article, but take the time to carefully consider the goals, motivations and circumstances of those around you. We’ve had success applying this framework and these tools in our work with internal service design groups. It’s an art, not a science.

High Belief in Service Design If you are fortunate enough to be working in a context where belief in service design is high, involving your stakeholders in the process and ramping up their skills can lay the groundwork for lasting organisational change. — Expand your capacity: Have stakeholders co-lead activities such as user interviews and synthesis. — Experiment with new tools: This audience tends to have a higher tolerance for more sophisticated activities and activities that might not turn out as planned. — Leverage stakeholder enthusiasm: Invest in coaching to increase their confidence and empower them to be more user-centred in their own day-to-day roles. Conclusion The purpose of this article is not to paint stakeholders as simplistic, nor to be reductionist about the complexities of human behaviours. The intent is merely to challenge us as designers to demonstrate the same thoughtfulness and enthusiasm that we display in understanding our end users, to our internal stakeholders. Build empathy with your stakeholders by engaging with them. Create your Touchpoint 9-3 69

Business Origami A tool for designing complex service systems

Business Origami is a particularly useful tool for designing new services and for exploring new opportunities to extend existing services in complex systems that involve multiple organisations and multiple stakeholders. In this article, we present Business Origami as being specifically created to facilitate service design Dr Rachel Jones is Programme Director at Upside Energy and is responsible for managing the R&D activities at this Cleantech venture. Rachel is an international leading practitioner in strategic design with over 20 years’ experience in innovating new digital services.

Yukinobu Maruyama is Chief Designer at Hitachi in Japan. Having trained as a product designer, he helped launch the Human Interaction Laboratory, open innovation activities and service design at Hitachi. He is currently managing design projects in urban systems, healthcare and robotics/AI.

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in complex service systems. We generally consider a service to exist within the organisational setting that makes the service system possible. The service within the organisation becomes the focus of design and we use tools such as blueprints1 or service system maps2 that allow us to analyse the current and future relationships between resources, processes and actors. Other visualisation tools such as actor network maps3 or service ecology maps “help a team move away from thinking just about people and organisations, and pay more attention to the things that are part of our mutual interactions”4 . Few studies have looked into the implications of designing within and for ecosystems or complex service systems. An exception is Multilevel Service Design (MSD) that designs service systems at three interconnected levels: the service concept for value constellations, the service system comprising its architecture and navigation, and the service experience

blueprint.3,5 However, MSD involves the design of one service at a time, and in many cases, service design must position itself in complex systems, establishing an integrated multiservice system. Hitachi’s centre for social innovation aims to tackle society’s challenges, such as creating more sustainable cities and

1 Shostack GL (1984). Designing services that deliver. Harvard Bus. Rev. 62(January–February):133–139. 2 Jegou F, Manzini E, eds. (2008). Collaborative Services: Social Innovation and Design for Sustainability (Edizioni Polidessign, Milan). 3 Morelli N, Tollestrup C (2007). New representation techniques for designing in a systemic perspective. Design Inquiries: Nordic Design Res. (NORDES 2007), Stockholm, http://www.nordes.org/opj/ index.php/nl3/article/view/148. 4 Kimbell L, Julier J (2012). The Social Design Methods Menu (Fieldstudio, London). http:// www.lucykimbell.com/stuff/Fieldstudio_ SocialDesignMethodsMenu.pdf. 5 Patricio L, Fisk RP, e Cunha JF, Constantine L (2011). Multilevel service design: From customer value constellation to service experience blueprinting. J. Service Res. 14:180–200.

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supporting a growing elderly population. Many of these challenges involve developing services involving multiple stakeholders across several parts of multiple organisations. In 2006, Yukinobu Maruyama invented a tool called Business Origami that organisations such as Citizen Experience, SAP, Google and IBM have since adopted. The Business Origami method involves gathering stakeholders for a participatory, semi-structured workshop about new service models to accelerate shared understanding and decision-making amongst stakeholders. It involves participants arranging simple card components to build up complicated service opportunities, whilst creating empathy and consensus amongst stakeholders often situated in socially complex relationships. Business Origami can be carried out from a generic (objective) perspective, or from a stakeholdercentred perspective. The aim of a workshop is to create a win-win opportunity amongst stakeholders. Business Origami explores various attributes, including: — Stakeholders (service providers, businesses, individuals, service users) — Physical locations — Relationships between stakeholders — Services provided — Resources and activities needed to deliver services — Transactions such as financial and information exchanges — Personal experiences of service users or customers

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Each workshop is custom-made and designed in such a way as to create the best potential outcome. Prior to the workshop, by way of preparation, we carry out user research, create a selection of personas and brainstorm ideas, sketching the concepts that have arisen. At the start of the workshop we give a presentation about the Business Origami method and divide the workshop into groups of five or six participants, who work around a table. Each table has a set of Business Origami cards, white paper and coloured pens. The cards include representations of physical things such as people, devices, transportation and buildings. To begin with, we ask participants to identify as many things as possible. These are then grouped into associated elements. The figure below shows the gradual build up of Uber services from the grouping of things in (1). The layout of the cards can be easily changed, allowing for rapid exploration and experimentation from different viewpoints. We then ask participants to draw relationships between the elements to describe the services. We ask them to use different colours to represent different relationships, such as green for services and orange for financial transactions. Participants use cards to represent specific attributes such as resource, activity, product, information, payment, user experience and business value (2).

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Outcome of Business Origami workshop

We then ask participants to review the service flows. This entails adding numbers to describe the service flow from the userâ&#x20AC;&#x2122;s point of view, then adding other attributes, and finally and we ask them to discuss potential issues, risks, challenges and new service opportunities (3). Finally, we ask each group to choose a someone to present the outcome to everyone else. Outcome of Business Origami workshop At Hitachi, we use Business Origami extensively to focus on complex problems and create service opportunities amongst multiple stakeholders. We have used it successfully in different sectors with multiple stakeholders from different organisations, to explore the reconfiguration and development of new services, and to explore the service flows and potential business models.

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Product-Service Systems Beyond the dichotomy and into the system

The recent SDN Global Conference in Madrid ended with some clear upscaling insights. Delivering great experiences for customers requires organisations to expand their design activities beyond the silos. Preferably, all ecosystem stakeholders deliver a consistent and coherent offering together, providing value to the customer.

Ivo Dewit is a design and doctoral researcher at the University of Antwerp in Belgium, with a Masters in Product Development and a Masters in Business Studies (focussing on change management and marketing). His current research is on early stage Front-End Innovation tooling and process support for PSS design towards meaningful innovation. He is carrying out his Ph.D. research at the University of Antwerp within the Department of Product Development, in the Faculty of Design Sciences. Ivo is also a recent co-founder of the SDN Belgium Chapter.

This brings the notion of systems thinking into their strategy, design and execution as a means to balance customer and business value into meaningful innovation. Training, incorporating and communicating this knowledge to (non-)designers throughout the organisation is indispensable. Quite logically, this comes with certain barriers, different expectations of output, undesired consequences, and more. However, in another five years, we are bound to scale the impact of service design! Touchpoint 9-3 73

Beyond the dichotomy When reading the literature on service innovation, the field is at the dawn of its third wave. For some decades, service innovation has had a great deal of efforts, following an ‘assimilation approach’, helping manufacturers gain ground, extending their businesses by adding or creating new services. However, when designed in accordance with typical product development methodologies and principles, the full potential of the user and typical service characteristics remained under-addressed. The second – a ‘demarcation approach’ – offered a clear break with the past, advocating a service (-dominant) logic with unique characteristics for services, design tools and a customer-centric definition for the field. But a half-hearted integration of both remains, leading us to the current situation in which there is an unintended dichotomy between product and service. Therefore, a third wave is now beginning to emerge: the ‘synthesis approach’, integrating product and service, and designing them as a combined value carrier into a system. There is no longer a need for entirely new tools, but rather adapted tools that support the valuable inclusion of product and service, and the transition into product-service systems (PSS). Because of its integral nature, PSS design and strategic rollout requires a structured process with a broader, systemic scope in mind. Into the system The “PSS Design | Strategic Rollout Toolkit” covers a spectrum of tools and methodologies that successfully provide a 360-degree approach to a systematic design process. It works well for deep exploration as well as for using the results of one tool to fuel another and increase impact. The choice of the tools is distinctive on synthesis, as well as the build-up and handover between different actors in the PSS system. Moreover, it is applicable in both international contexts and in multidisciplinary fields of application. The tools have been tested with multiple user groups and have been selected to address the wicked problems that companies face in their daily challenges (e.g., internet of things, industry 4.0, big data, 74 Touchpoint 9-3

social and ecological awareness, wellbeing in general and higher user expectancy levels). The entire PSS toolkit and its templates help structure outcomes and enable readers to implement the tools in their specific contexts, and overcome barriers for incorporation and implementation. There are different toolkits that include a variety of tools, but this one has curated the content to cover gaps in the PSS design process, offering relevant tools to enable product design and service design practitioners to systematically rethink business as usual. It also dedicates effort to integrating non-designers into a design process, using an approachable and professional tone-of-voice. The “PSS Design Toolkit”: context of discovery Five years of participatory action research, quantitative (e.g., creativity support index), and foremost qualitative (e.g., surveys, in-depth interviews, literature review) evaluations throughout the design process ultimately resulted in the “PSS Design | Strategic Rollout Toolkit”. As a research means, it has been iteratively builtup alongside the design efforts of first year Product Development Masters students in the “Integrated Systems” course at the University of Antwerp, in Belgium. Supported by product, service and system design agencies (e.g., Namahn, Studio Dott, Shift N, Antwerp Management School - Expertise Centre Business Design & Innovation) industrial companies, service providers and governmental institutions, the design course is now in its fifth year, and has reached 81 projects from 242 students. Each year, these students go through the PSS design process, and are challenged with a different focus, such as ‘milestones in life’, ‘physical and digital traces’, ‘tackling obesity’, ‘smart city sharing concepts’ and ‘life 4.0’. The “PSS Design Toolkit”: the process The PSS design toolkit brings forward iterative support in the design process with a threefold focus: a synthesis approach, the user experience and the front-end of innovation (FEI). The toolkit aims to revise, adapt and add to the current PSS design tools and to better support a future generation of designers for deep exploration and

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PSS design process

in managing the variety of underlying design processes. Beginners, advanced users, experts and â&#x20AC;&#x2DC;beyondersâ&#x20AC;&#x2122; can plug and play with the many tools and techniques offered throughout the proposed design process, using the rationale of the method to get inspired, or dedicate themselves to PSS all along the way. The three stages of the PSS design process have no dominant push on product and/or service when you are working towards a solution. In other words, you cannot design with an outcome in mind. Understand stage

This stage frames the context and its underlying human drivers, helping you to understand and reveal all possible interactions between those affecting the context and others affected by it. Insights can be obtained through a variety of methods, but it remains central that you are able to identify patterns in behaviour and interactions, even if unintended. Each tool offers an interpretative lens to enable sense-making of the context, in order to

reframe the perspectives or to change them. In a stepby-step manner, you will discover multiple ways (levers) on how to intervene in the system, relevant to rethink the whole and reframe its purpose. Clustering promising patterns will support you to capture the bigger themes and ultimately address the underlying phenomenon of the situation. A representation of all (re)framed insights should encourage stakeholders to discuss, interact and attain a holistic understanding of the issue. Together you will be able to identify the multiple levers on how to intervene in the system. If agreed upon, this sets ground for a (re)formulation of a clear design challenge. A deep understanding of the system will assist you in building its (non-) technical requirements. Explore stage

During this stage, the design challenge and its requirements (e.g., context, interaction, rational, emotional) set the stage for explorative activities. Different (stimuli) techniques are provided to generate Touchpoint 9-3 75

PSS scenario: student obesity system-user touchpoint exploration and design

a large amount of opposites, alternatives and inspirational input in order to achieve solutions for the whole, as well as for its sub-challenges. It’s about ‘AND’ thinking instead of ‘OR’ thinking; consciously generating unusual viewpoints enables you to ideate on the extremes. The opposite of one truth may very well be another profound truth. The requirements of the first stage have set criteria for discussion, creating a refined exploration of the playground of your future solution, different scenarios and their underlying business models. This will enable you to understand the consequences of your choices on the interaction with product, service and resulting overall experience. Your exploration should converge into a clear concept: the future viewpoint of interactions between users and the providers of your (PSS) solution. 76 Touchpoint 9-3

Running alongside each possible/necessary touchpoint enables a matchmaking of actions, intentions and values, each with different technical and non-technical systemuser connections and ultimately their design. Define stage

This stage bridges the gap between the current knowledge and the target knowledge of the user — what one has in mind about the product/service, which parts should be understood by whom - through actual design/interface representation. Visual compositions convey the look and feel of your system, providing an identity to novel or unfamiliar system functionalities and a possible entrance point and inspiration for prototyping the products and services in the system. The goal of designing the critical

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components with an increasing level of fidelity is to focus on getting a good understanding of a concept’s core functionality before moving on to the bells and whistles that might be required. This is also known as ‘appropriate-fidelity prototyping’. Another method is to deliberately prototype product-services to provoke emotions or reactions among the stakeholder group, and facilitate ‘lip-loosening’ conversations. We anticipate you will end up with a totally different kind of briefing for implementation and a solution that clarifies tasks, responsibilities and benefits for all possible stakeholders, and they will have a better understanding and verified interest in your PSS. “PSS Strategic Rollout Toolkit”: Context of discovery We took a holistic perspective of the firm and examined the internal barriers that companies encounter when upscaling product-service systems. Over the course of eighteen months, we conducted an exploratory study consisting of both multiple case and participatory action research methods with eight local manufacturers that have taken concrete steps towards product-service solutions. Based on our observations, we identified three barriers that prevent companies from upscaling towards PSS. First, while companies may show ambition for further growth by improving current PSS offerings, thus unlocking their current PSS potential, they have insufficient knowledge to roll out current PSS. Second, manufacturers often put emphasis on innovating either products or technologies, and treat service as an add-on. In other words, they have insufficient experience in an integrated design approach to create new PSS. Third, in companies that are having trouble upscaling PSS, the root of the problem often lies in an unsupportive organisational logic, which prevents the company from successfully creating and implementing integrated PSS. Our goal was to develop insight into the internal levers for upscaling PSS, and to introduce the “PSS Strategic Rollout Toolkit” to support companies in generating and prioritising PSS-enhancing projects.

“PSS Strategic Rollout Toolkit”: The process We developed the toolkit focusing on three key aspects of potential PSS upscaling, mentioned earlier. With ‘Strategy Sprint 1’, companies are introduced to the concepts of ‘exploring’ vs. ‘exploiting’ PSS opportunities, which is in line with our distinction between developing new PSS and rolling out current PSS. During the workshops, teams are advised in making a distinction between PSS exploration and exploitation projects, emphasising how they may differ both in terms of investments and benefits. Using ‘Strategy Sprint 2’, we involve employees from different backgrounds within the firm. Teams can easily map the bottlenecks for PSS improvement projects because each member can offer a different perspective. By addressing these bottlenecks and discussing ways to bypass them in teams, companies may also start to leverage a shared organisational logic for supporting PSS. The ‘Value Exchange Board’ removes any confusion on the co-creation effort and support needed from employees and/or external stakeholders at the beginning of the PSS-orientated project, setting out the best possible team formation, a strong collaborative team set-up is created that can deal with the complexity of the PSS development.

The PSS Design | Strategic Rollout Toolkit (ISBN: 9789057186608) is available for sale at the publisher's website: bit.ly/2HBJku5

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Simone Cicero Meet the service designer

Along with other partners, Simone Cicero launched the Platform Design Toolkit. Bringing together service design, business model innovation, lean startup and customer development, the Toolkit helps designers and businesspeople alike to identify and harness the power of platforms. In this profile, he chats with Touchpoint Simone Cicero is creator of Platform Design Toolkit, and managing partner at Boundaryless, a company that helps organizations create platform strategies to mobilize ecosystems for growth, impact and evolution.

Editor-in-Chief Jesse Grimes. Jesse Grimes: For those readers that aren’t familiar with the concept of platform design and the “Platform Design Toolkit”, can you give a short introduction to the work you've been doing and what it’s about?

Simone Cicero: I created the Platform Design Canvas in 2013, as a derivative of the Business Model Canvas. The canvas evolved into a toolkit since then, in a conversation with the design, innovation and business strategy communities. Feedback has been collected in several masterclasses, exchanges and workshops. Technically speaking the toolkit is a methodology, based on a set of canvases that provide an aid to teams and individuals that want to design for an ecosystem. The set of canvasses comes with a user guide (we’re aiming to release a more comprehensive manual), a regular publication on Medium, and a newsletter aimed at sharing our way to apply this 78 Touchpoint 9-3

thinking. In terms of inspirations, I would say that Platform Design is a child of service design, business model innovation, lean startup and customer development. The main objective of the platform design toolkit – which has become clearer after few years of using it and researching it – is probably that it helps us move from the ‘industrial perspective’ of customercentred design into the ‘post industrial perspective’. We believe this post industrial perspective must be ecosystem-centred or – much better – relationship-centred. We always say that is about moving from organising production, to organising interaction. It’s a way for companies to think without boundaries, beyond the traditional limitations of employees and resources. Everyone can now work for you (with you) if you craft the right set of incentives. We believe that individuals and individual entities (small organizations, teams) play an ever greater role in

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the networked economy. Therefore, a key part of a platform strategy is enabling them to exchange value, in marketplace-like structures, through transactions and interactions. Another key aspect, we believe, is supporting these independent entities within the ecosystem in honing new capabilities, finding new opportunities and improving their performances. Therefore we speak of dual engines in platform strategies: a ‘transactions engine’ and a ‘learning engine’. We also believe that – to really tap the power of networks – we need to design relationship centric systems. We believe that customer centricity has been inspiring systems that kept us in isolation, and that this needs to end, for many reasons. Firstly, in isolation we can’t learn completely. We see platform organisations as powerful engines of learning. It’s true that one component of learning is competitive (developing a better reputation than others, through better performance) other layers of learning can only happen in a relationship, and in the context of a system. Furthermore, we think that all the systems we create today (systems, not products) will need to provide participants the possibility to evolve. Evolution is a “liminal” process, in which one goes through several stages. To really evolve through stages, one needs to confront and learn from masters and peers: this is what we call ‘collaborative learning’.

Agency can’t be obtained in isolation. We’re entering an age of awareness: we need to figure out that we’re all interconnected. We think that deliberately designing for ecosystems — or interconnectedness — will generate this better result and improve awareness. That’s what platforms are all about. Like probably most design- or tech-oriented events, there hasn’t been a service design conference in which Uber and Airbnb haven’t been named. I’m sure these two classic examples of platform business models come up again and again your work. What are some less-known, platform-based services that you think we should learn more about?

Airbnb and Uber can definitely be seen through the platform lens; they are outstanding examples. They are also very different and similar at the same time. If you look at the differences, you’ll see that Airbnb is much more relationship-centric than Uber. More importantly, they’re just two manifestations of larger trends: potential that grows at the edges of systems. When it only takes a computer or a smartphone to give you the potential to access complex coordination systems and to relate with others, everything changes. Take the case of OpenDesk (www.opendesk.cc), a very different example. You can play a role in the furniture manufacturing industry if you have a CNC laser cutter, giving you what you need to craft the brand’s amazing furniture. Whether it’s hospitality, mobility or furniture manufacturing, it doesn’t really change. Tim O’Reilly once said that this is “the franchise of one”. In any case, we’re probably not going to see many other poster children of this kind of platform economy. Trends tell us that large parts of the digitally-powered economy are now consolidating - large infrastructural ecosystems are eating up as much as possible. I personally believe that – on top of them – we’re going to see more and smaller ‘platform organisations’ - entities that organise their niches, based on strong relationships and high value services.

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As an example, we’re now building the organisation behind the Platform Design Toolkit as a platform. We’re creating ways for our adopters to connect and create meaningful innovations through value exchanges. Every company should try to design itself as a platform. Individuals could also think of themselves as platforms: facilitating relationships between others in our personal ecosystem (connecting), and supporting other’s learning, through our own activities. That’s more or less what I’ve found myself doing in the past years. The more value you help create, the more will return to you, whether you’re a person, a small organisation or a large conglomerate transforming an entire industry. It’s a way of looking at things; platform are not technologies, websites or apps, but strategies and narratives that mobilise. Service designers still mostly rely on tools such as customer journeys and service blueprints, which are really only suitable for visualising traditional service interactions, with a single service provider (e.g. a company), and a single service consumer (e.g. a customer). But Doblin’s Larry Keeley, among others, are telling service designers that the business success stories of tomorrow will all be platforms. Do we service designers need to re-train and re-equip ourselves to design those services? And if so, how?

I think there’s obviously a continuity between Design Thinking and Platform Design. It’s true that — for example — customer journeys might feel a bit outdated and linear sometimes. That’s why we created our ‘Platform Experience Canvas’. We needed something a bit more in line with network thinking. Customer journeys on the other hand are still excellent tools that can easily be adapted to be used to design the journey of a producer of value, whether it’s an investor, employee, developer or any other kind of user. This is to say that we’re in a continuum with the tradition of design. We are essentially consolidating the existing knowledge about and around ecosystems and platforms, creating a community of practice. I hope the Service Design Network can be a stakeholder in this process and ecosystem. 80 Touchpoint 9-3

I think service designers may enjoy exploring our work a little bit and then pick everything they consider beneficial to their work and hack it together. I’d invite them to read “Navigating: Platform Design Toolkit” and “All You Need to Know about Platform Design, in a handy recap”, available on the Platform Design Toolkit website (platformdesigntoolkit.com).

It’s here — the very first edition of the service design award annual

Softback 168 pages 190 x 255 mm 4-colour litho Designed by the SDN with love

About the Service Design Award

J. Margus Klaar

When we started the award, there was a fair amount of scepticism that it would take off. There have been other service design awards around the world over the years, and many of them have floundered. Sometimes, the idea can be right but the timing wrong. Or the organisation wrong. But for the Service Design Award, both the timing and organisation were finally right.

be presented. This is where the judging gets tricky: How do you balance the fact that quantitative data is unavailable with the need for proof of impact? The experience of the jury obviously plays a role here, as well as the jury meetings where these projects are discussed back and forth in sometimes too much detail. This is also where the client endorsements are important, because we can contact the organisation directly, to verify the claims. Sometimes, even the time between the entry date and the jury meetings provides enough time to give more ‘meat on the bone’ than could initially be submitted.

The founding thought behind the Award was to create a template for defining what is good service design. After three years, it is still a being refined, but most of the principles that we put in place for the first year’s jury work, are actually still current and relevant. And by providing the framework for submitting entries, the poster for the exhibition, and the visualisation requirement, we are slowly building up a case file of excellence in service design, that can serve as reference and proof of concept, for organisations still sceptical about putting design at the core of business strategy.

The award evolves. In New York 2015, there were awards for four winners across commercial and nonprofit / public sector categories. In 2016 in Amsterdam we again awarded four winners and introduced the student category. In 2017 in Madrid, we saw one winner in commercial and two each in the non-profit / public sector and student categories.

The criteria for entries are lengthy, but the most important one is easily summed up: Provide proof of how service design impacted the results. This is what is always in the back of the judges’ minds when they are reviewing entries. Can you draw a line between the service design work done, the insights gathered and the results delivered, that isn’t just a list of activities, but a clear and demonstrable cause-and-effect? Jury work overall, is time consuming. Reading through 5—10 pages of text with full concentration is taxing. Doing it for dozens of entries means that different jury members will quite naturally focus on different aspects of the project. Lots of jury meetings are needed to discuss the projects one-by-one, so that the decisions made about the shortlist

When the criteria for the entries were drawn up for the first time, there was obviously an enthusiasm for both qualitative and quantitative data. But quantitative data takes time to accumulate, and in many projects that were submitted, only qualitative and anecdotal evidence can

winner

Design In Schools Australia – A Design and Education Collaboration In 2015, Design Managers Australia (DMA) was approached by Macquarie Primary School in Canberra, Australia, to tackle a ‘dangerous’ school car park. An immediate partnership was formed between two disciplines (education and service design), and between two Company organisations (the school and DMA). The resulting Design Managers Australia (DMA) programme, ‘Design In Schools’, established 18 elevenClient Macquarie Primary year olds as a formal service design team. The process School Country was built around the creation of six structured design Australia modules with a launch of the rebuilt car park in October 2016. The project had real design outcomes (an improved car park experience), methodology outcomes (the development of a reusable methodology) and a lasting impact on both teachers in the school and designers from DMA, who have evolved their own practice.

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A team consisting of Master of European Design students and new graduate designers from The Glasgow School of Art (GSA) partnered with the new Royal Bank of Scotland (RBS) design team for four months. The student team developed the company’s emerging user-centred Student Team design process and integrated a future forecasting Eloise Smith-Foster, Aleksandra Kozawska, methodology. They also conducted in-depth user research Rosie Trudgen, Lizzie Abernethy, Will Brown, into Generation Y, designed service concepts, futureJosefine Leonhardt, Robyn Johnston, Amber oriented ‘tribes’ and a ‘future world context’ — outcomes Jones, Ottavia Pasta, Ole Thomas Tørresen, that continue to impact the design approach of RBS. Josh Woolliscroft and Struan Wood The success of the project resulted in an innovative, University The Glasgow industry-academic educational model, which the GSA School of Art Client included as part of the syllabus for a number of courses The Royal Bank of Scotland (RBS) within the Design Department. Country UK

Introduction and Objectives The objective was to develop the company’s emerging user-centred design process, integrate a future forecasting methodology, and provide strategic design directions with future service proposals for 2025. The success of the project resulted in a new industryacademic, collaborative educational model, which GSA has implemented into other Undergraduate Product Design degree courses. The Royal Bank of Scotland (RBS) is a UK centred bank with an international customer base of over 30 million people. Following the 2008 bailout, RBS recognised the challenge of rebuilding public trust, and subsequently established a stronger focus on customer centred design to improve customer satisfaction. RBS briefed the Master of European (MEDes) student and new graduate team at GSA to explore the behaviour and attitudes of future customers aged 16-25 towards banking over the next 10 years and beyond. The collaboration enhanced the RBS team’s understanding of millenials’ attitudes to finance, as well as enriched their understanding of user-centred design and brand strategy. Process

A conceptual world context for 2025 was visualised based on the trend research. Future users’ journey narratives were developed by combining the tribes and the future world. Narratives were visualised then used to communicate and test strategic directions for RBS. Output The future world context of 2025 is used regularly in RBS projects, allowing the design team to take a broader view of external factors when considering design directions and solutions. Based on these outputs, the students developed service concepts and proposed new values for RBS in 2025, which were tested with 40 Generation Y users through simulations, co-creation workshops, provotypes (provocative prototype) and provocative scenarios. A portfolio of qualitative research and design recommendations was developed based on this user testing. The tested outcomes have since been used to provide in-depth user research at RBS – encouraging the RBS teams to stretch their thinking, explore beyond the usual bank project timelines and open up new perspectives on customer needs. Impact Benefits for RBS and their customers The GSA team developed a bespoke terminology to support communication of future-focused outputs, which in turn helped shape the emerging RBS design approach. The project has given the RBS design team success stories to advocate design across the organisation. It was used as an example of good design practice in the Service Design Foundation course that the RBS design team developed and delivered to over 250 colleagues. This introduced the project to employees on all levels; designers, product managers, operational teams, project management teams and technology partners. “The project is contributing to a cumulative positive effect on customers through the development of solutions that are much more in tune with their needs and concerns than has been the case in the past.” — Brian Cooper, RBS UX Design Manager, May 2017

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Order your copy online now at www.service-design-network.org/ books-and-reports/

The GSA team researched current and emerging disruptions in the field of banking and Generation Y. These were documented as visual communication and working tools called STEP cards (Social, Technological, Economic and Political trends). These STEP cards created an evidence-based approach to future forecasting by introducing a red thread for each step of the project from research to final outputs. This will enable RBS to pivot and work pre-emptively, as the trends are adopted and evolve over the next decade. Tools and methods designed for millennial customers in 2025 were co-created with the RBS design team through a series of collaborative workshops at GSA studios and RBS Headquarters in Edinburgh. To build on the desk research, the students undertook 43 interviews with members of Generation Y. A persona creation method called ‘tribes and chiefs’ was developed, enabling the clustering of similar behaviours into ‘tribes’, for each of which there was a ‘chief’ persona - the archetypal and lead user for that group. These 12 chiefs represented the wide range of RBS’s future customers and represented their outlook

towards four domain areas: New values, safety & security, data and saving & spending.

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Future Bank 2025 – According to Generation Y

We’re super proud to announce the very first edition of the Service Design Award Annual. This beautifully designed book is a celebration of the very best in service design and delivery, with stories from finalists and winners from the first three years of the award as full, illustrated case studies, demonstrating ‘what good looks like’. See how the best in our field are pushing the boundaries of service design. Hear from the judges on how they approached the challenge of decision-making. Be inspired by outstanding projects from both the commercial and public sectors, delivering impact in a wide range of categories and across the world. Touchpoint 9-3 81

Celebrating the Service Design Award 2017 Winners! Five Service Design Award 2017 winners were announced during the much anticipated 10th Anniversary SDN Global Conference in Madrid, with projects from around the world, including Australia, Canada, Malta and the UK. For the first time, two of the winners were student teams, which reflected a noticeable increase in the quantity and quality of student work submitted in 2017. All the winning teams had the exciting and nerve-wracking opportunity to get on stage and present their outstanding projects to over 700 attendees using ‘pecha kucha’-style presentations.

The Service Design Award 2017 saw the submission of over 100 projects from more than 25 countries. From a shortlist of eight professional, five student and one commercial-student projects, the following five winners were recognised by the jury for their exceptional contribution and impact with service design. Bridgeable — Winner for Best Commercial Project with the commercial project ‘Redefining the TELUS Renewals Experience’ based in Canada with the client TELUS Design Managers Australia (DMA) —

Winner for Systemic Change in Education with the non-profit/public sector project ‘Design In Schools Australia - A Design and Education Collaboration’ based in Australia with the client Macquarie Primary School Muzus — Winner for Organisational

Impact in the Public Sector with the public sector project ‘¤217 Million Worth of Mobility Services Developed Based on Personas’ based in the Netherlands with the client the Municipality of Rotterdam Ella Walding, Royal College of Art —

Student Winner for Organisational Impact in Government with the MA project ‘Servizz Design’ based in Malta with the client the Government of Malta Celebrating onstage - congratulations to the Service Design Award 2017 professional winners: Bridgeable, Design Managers Australia (DMA) and Muzus, and the student winners: Ella Walding (RCA), Shera-Hyunyim Park, Cullain Boland-Shanahan and Jaehyun Park (RCA).

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Hear insights directly from the Service Design Award 2017 winners in the monthly winner series of the Service Design Award podcast – available now on the SDN website! The winning teams and their client talks about their process, outcomes and learnings, Shera Hyunyim Park, Jaehyun Park and Cullain Boland-Shanahan, Royal College of Art — Student Winner for

Business Innovation in the Private Sector with the MA project ‘Smart Black Taxi Service: Flo’ with the client Transport for London The winner presentations on November 3 were a big hit with the audience of service design practitioners, academics and professionals. They revealed key insights into the process, challenges and outcomes of these world class service design projects. Whilst on stage, Head of the Jury Kerry Bodine commented on these exceptional projects: “The winning entries showcase the breadth and impact of service design — and demonstrate the impact that service design has in both the commercial and public sectors. I’m proud to stand behind these winning entries, and I look forward to welcoming our 2018 submissions next spring.” The insightful and personal winner presentations, and the exclusive exhibition of the finalist project posters, were highlights of SDGC17. The Service Design Award

as well as the impact of the award with David Morgan and Stina Van Hoof: https://www.servicedesign-network.org/podcast

is now entering its fourth year and submissions are open from February to June 2018. Once again, an international jury will be looking for outstanding service design projects from students and professionals in the public and private sector, as well as academia. It can take time to gather evidence of impact, so consider submitting older projects if the results have only recently become apparent or measurable. For the first time, the winner presentations were filmed. We are delighted to share these case studies of best practice with you: http://bit. ly/2IcajfB Don’t miss the opportunity to submit your own great work and celebrate onstage at SDGC18 in Dublin! Find out more about how to submit on the SDN webiste: https:// www.service-design-network.org/ how-to-enter

Eloise Smith-Foster is a human-centered service and strategic designer from the UK. She has interdisciplinary design experience across Europe, with a particular focus on the public sector. She is currently a member of the National Chapter Board and Project Manager at the Service Design Network for the Service Design Award, the SDN Chapters and Service Design Day.

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SDN Chapter Awards – A Powerful Community A powerful and motivated community is making service design grow all over the world. SDN Chapters are local communities of the SDN that are managed by teams of passionate service design volunteers. Chapters are empowering because they respond quickly to local needs and remain in touch with key national and city issues. Together, we bridge the local and global community. This article highlights key activities by the SDN Chapter Award winners and Honourable mentions from 2017.

SDN Chapter Awards 2017 In 2017 we were amazed by the growth and diversity of the community-led initiatives, from service design national conferences, competitions, meetups and workshops to book clubs, publications and a Nordic Service Design documentary making international impact! 84 Touchpoint 9-3

For the first time at a SDN Global Conference, we celebrated these achievements by hosting an SDN Chapter Award ceremony during Members Day last year in Madrid. An international jury commended eight Chapters across five categories with awards for: Excellent Event Organisation, Excellent Cultural Inclusivity, Most Innovative Initiative, Best Member Relations and Best Public Relations. The awards showcase the impact of the SDN Chapters for our international community and raise awareness about their activities. In 2018 we shared learnings from the Award winners and Honourable mentions by releasing the ‘SDN Chapter Success Stories 2017’ publication.

Award for Most Innovative Initiative: ‘Nordic Service Design, The Documentary’ by the SDN Nordic Chapters A team of volunteers from the SDN Chapters in Denmark, Finland, Norway and Sweden commissioned an award-winning documentary director to produce Nordic Service Design, The Documentary. Through interviews with service design practitioners and leaders, the documentary explores what is unique and forward-thinking about Nordic service design. The Nordic Chapters have reached audiences of hundreds with public screening events, and an international audience of more than 10,000 through online viewings. Award for Excellent Event Organisation: National Conferences by SDN Chicago and SDN Brazil SDN Chicago organised and hosted the first and highly successful SDN US National Conference on 10-11 August 2017, under the theme ‘Service Design Within US’. The conference team welcomed over 200 attendees, representing over 80 organisations from across the US and around the world. SDN Brazil initiated a successful strategic collaboration with Kyvo Innovation, ESPM Business School and Livework Brazil to promote service design on Service Design Day 2017. Together they hosted three events on June 1, with over 350 attendees across three cities: Brasília, São Paulo and Rio de Janeiro.

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and iterative service design process applied to revitalising the German chapter from 2016—2017. Best Member Relations – Honourable Mentions

Award for Best Public Relations: A Strong PR Team – SDN Japan In recognition of their highly developed and effective public relations strategy. The award commends the innovation and commitment of the team, which has led to successful engagement of the community with both international and local initiatives, events and service design publications. For example, SDN Japan hosted a service design tour before SDGC16 for their members in Amsterdam. Award for Excellent Cultural Inclusivity – Unique Publications by SDN Japan and SDN Beijing SDN Beijing released two highly impactful publications in 2016; the first was the China Higher Education Service Design Survey Report, followed by the premier Chinese Touchpoint Special Edition collection, entitled Touchpoint – Service Design in a Global Context. Since being released in 2016, the Touchpoint publication has sold over 1,500 copies. For some time there has been interest from the public sector in Japan in service design. From 2016-2017, SDN Japan translated

and published a Japanese version of the Service Design Impact Report on the Public Sector. Since 2016, the Japanese government has used the report as a basis for introducing service design approaches.

SDN San Francisco have been holding 50 percent more events than previous years, utilising co-design to develop their events strategy and launching a post-event member survey programme. SDN Washington DC have hosted six diverse events since being founded one year ago, and have formed an online meet-up community with over 300 active members. Excellent Event Organisation –

Award for Best Member Relations: Delighted Members – SDN Finland SDN Finland has developed excellent member experiences by hosting a wide variety of innovative initiatives and events for their community; from national conferences and service design workshops, to book clubs, meet-ups and competitions. As of 2017, the Chapter has decided to focus more on the competence development of members, rather than just networking and information-sharing events. Thank you to all the fantastic nominees who also showed us the great work they are doing for their local community! The jury awarded an Honourable Mention to the following Chapters for their amazing work: Most Innovative Initiative –

Honourable Mentions

SDN Canada organised ‘In Flux’ in December 2016, the first national service design conference in Canada. Due to its success, in 2017 they cohosted ‘Converge’, a second national conference with over 400 attendees. SDN Chile organises the annual Congreso Chileno de Diseño de Servicios each year, which is the Chile National Service Design Congress. This has led to an active and more involved community and an increase in SDN members. Dive into all the above cases by downloading your free copy of the Chapter Success Stories 2017 publication at: www.service-designnetwork.org/headlines/chaptersuccess-stories-2017

Written by: Eloise Smith-Foster

Honourable Mention

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What is ‘Nordic Service Design’? A documentary collaboration by the SDN Nordic Chapters aims to enlighten you The Nordic friendship and camaraderie that started at a cocreation sessions to design the SDN Global Conference held in Stockholm in 2014 grew into an initiative to showcase the uniquely practical and diverse applications of service design in the Nordic countries. After the conference, the Chapters from Sweden, Norway, Finland and Denmark wished to build upon the momentum. Kickstarted by some seed money left over from the Stockholm conference, the group of Nordic SDN enthusiasts conceptualised and planned a documentary to celebrate the heroes who are making a difference for the customers and users – for people in the Nordics. In order to turn the documentary into a reality, we had a handful of sponsors chip in, too. Without them, this success story wouldn’t have been possible. The documentary allows the interviewees do the talking; there is no narrator to explain and connect the dots for the viewer. Still, the message is loud and clear: Nordic Service Design is not just Design Thinking. It is very much 86 Touchpoint 9-3

‘Design Doing’. And it is practiced within smaller as well as larger corporations, within the public sector as well as in academia, and – last but not least – also by successful, awardwinning agencies and consultancies. In this first documentary of its kind, a number of people who practice service design are brought forward to share their experiences

and thoughts. The growing number of positions requiring service design capabilities was one of the distinctly Nordic aspects that the cross-Nordic team wanted to highlight. Society’s growing appreciation for service design professionals can be seen as a direct result of the Nordic values: Functionality, rationality, equality and quality of life. One could argue

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that one of the things that still very much today defines our Nordic societies is collectivism; the idea that if the quality of everyday life is high, all of society will benefit from the happiness of the individuals. So where better to apply service design than here; streamlining everyday processes, improving public and private services, and cutting down on bureaucracy! “The documentary is the first step to create a Nordic service design platform showcasing the Nordic methods, companies and ‘doers’”, explained Stefan Moritz from SDN Sweden, one of the pioneers of the collaboration. "We all enjoyed working together so much that we are going to meet this spring to plan more,” said Lars-Ive Gjaerder from SDN Norway. The documentary was awarded with the SDN Chapter Award for ‘Most Innovative Chapter Initiative’ at the SDN Global Conference held in Madrid last year. “Indeed, we need to decide how to best utilise the SDN Chapter Award to grow the community and show the impact that service design can have and does have in the Nordic countries,”

added Rikke Knutzen from SDN Denmark. And to top it off, Ulla Jones from SDN Finland noted that, “the documentary was a hit. After the local premieres held in each of the Nordic capitals, the film is now out for everyone to view and share”. The documentary had its first premiere in Norway on the 12 December 2017, followed by Sweden, Denmark and Finland in January 2018. There were more than 320 attendees in these screenings combined. Since its public release,

it has reached more than 10,000 views on YouTube from people worldwide. The SDN community has been reaching out to host screenings and translate the video in countries around the world, and it has already been translated into Japanese and featured at a service design best practice event in Australia. If you are interested to create subtitles or host a screening, please get in touch! Written by: Ulla Jones, Rikke Knutzen, Harri Nieminen, Lilith Hasbeck

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SDGC17 Took the Next Step Forward: Service Design at Scale

For the Service Design Network's 10th annual global conference, we hosted more than 700 professionals from 44 countries in Madrid, Spain, making it our biggest event yet! Through talks and workshops, we explored the topic of Service Design at Scale as service design continues its journey from newcomer to the new normal. Non-designers and designers alike are embracing the mindset that service experience matters, that we can no longer work in silos, that customer value and business value need to be balanced, and that we need to move quickly, but be aligned and have a clear picture of what we’re trying to achieve. 88 Touchpoint 9-3

While the conference was full of great presentations and workshop, top highlights included: Mike Press and Hazel White talking about the impact of service design in Scotland; Kerry Bodine reflecting that happy customers lead to happy shareholders; Jamin Hegeman from Capital One sharing how he learned to stopped worrying and give service design away; and Doblin founder and Deloitte Managing Director Larry Keely revealing a framework on the ten types of innovation.

slideshare.net/sdnetwork

youtu.be/jqC6figqUZc

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Rethink Democracy: Fjord’s One-Day Workshop to Interrogate our Voting Systems

Democracies around the world have reached a tipping point. After too many surprising electoral results, many of us started to ask questions. How could a President be

After a successful day of lively debate and co-creation, participants suggested three prototypes, and three key reflections:

elected to office with three million fewer votes than the other candidate? And why, in our digital age, are we still using electoral systems from more than 50 years ago?

With these questions front of mind, staff from Fjord's Madrid office ran a one-day workshop at the SDN Global Conference last year in Madrid, during Young Talents Day. They brought together students from different backgrounds to work out how to apply service design principles to reinvent the United States’ voting systems. 90 Touchpoint 9-3

We aimed to take a service design approach and map out the gaps in the current systems, and design potential solutions to generate healthier democratic participation. The key question: How can we innovate the way people make decisions for the common good in today’s world, at different scales?

People want to be able to see the — evolution of voting results, in real time. — People don’t want to vote for people – but for ideas and ideals. — People want to vote from wherever they are and by whatever means they have. Voting should be touchpoint-agnostic. We are determined to continue talking to as many experts and citizens as we can, to interrogate our current systems and design ways to make them better for all of us.

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Touchpoint Vol. 9 No.3 - Service Design at Scale

Articles inside

It Takes a Village; Service designing organisational change at BBVA

Meet the service designer: Simone Cicero

Compelling Services Need Compelling Content: How Informaat applies omnichannel content strategy