Creating value is not something that designers do alone — it’s something that whole organizations do. Service Design only succeeds when the whole organization adopts its practices. But our very identity and separateness as “designers” can get in the way of this. To address the WHOLE organization, we must be willing to sacrifice Service Design as a unique discipline and give over everything we have and do to the org as a whole. We must be willing to let other disciplines (engineering, product management, sales, marketing, etc.) assimilate, co-opt, and take ownership of service design practices for the greater good of providing value to the whole organization and to the end user. We'll see how this approach can be successful through several case studies.
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TaskRabbit tests and iterates relentlessly to find product/market fit; the only constant over the past 7 years has been change. The two-sided services marketplace was the first of its kind and helped define what has become known as the sharing economy.
How do you practice service design when you don’t have the budget, time, or scope to impact the entire service? On my design team at American Express we’ve found crafty ways to get service design into every project – no matter how big or small. We’ve integrated service design tools into our UX process, and regularly use them to demonstrate how service design thinking contributes to getting a great product into a user’s hands.
Charu Juneja is a Director of Business and Behavioral Design at the Design Institute for Health (DIH), a collaboration between the new Dell Medical School and the College of Fine Arts at the University of Texas at Austin. It is a first-of-its-kind institution, dedicated to applying design approaches to solving systemic health care challenges as an integrated part of a medical education and training program.
Designing Synchronous Health Services: Gaining Consensus and Understanding For Sustainable Living Kristin Hughes, designer and educator, works with members of at-risk communities to address complex social problems. Since no one discipline holds the ultimate solution for such problems, Kristin honed a community-engagement model of design during her 15 years of practice.
More than ever, business leaders recognize that customer expectations are changing and that the way to differentiate from the competition is not through their product or service, but through the experience delivered across all interactions with their brand. Enter service design.
The major impact of digital technologies has been to create exponential value. However, the use of software to deliver and scale human powered services, such as healthcare, has not been achieved and faces a number of critical challenges.
Across the federal government, a group of organizations has sprung up to help improve many aspects of the interaction between the citizens and the state, with initiatives touching everything from the immigration system, to the way businesses comply with labor laws, to the way veterans apply for benefits, just to name a few. Amongst this movement of designers, developers, product managers and policy specialists, few think of themselves as service designers, and fewer in federal agencies seek them out.
"If you would ask ten people what service design is, you would end up with eleven different answers––at least. " —Marc Stickdorn Service Design is a dynamic field being pulled forward by practitioners and leaders willing to experiment and take risks to meet their organizations' challenges.
Are you struggling to spread service design in an organization? Is there confusion over what you’re doing, how it’s done and why it matters? Do you feel pressure to make quick wins before whatever mojo allowing you to champion this experiment dries up? Many of us have experienced the same or are going through it now. This talk is a collection of strategies, tools, and lessons learned to spread service design in organizations with communication silos, micro-cultures and competing narratives for what is causing these and other problems.
Liquid expectations (where everything competes with everything, and people’s expectations transcend expected boundaries) are fundamentally changing the underpinnings of business as we know it. It used to be sufficient to outsource design and innovation, but today integrating service design and innovation into the organization is increasingly becoming the only way to respond.
Why are service designers making so many maps these days? Customer journey maps, empathy maps, experience maps and strategy roadmaps… We make maps to draw insight, catalyze ideas, to get on the same page, and as tools for understanding complex experiences and processes. At the service layer, we are using maps to drive decisions that impact end users as well as those who deliver services.
As service experience practitioners, we already operate beyond the bounds of single touch points or screen interfaces. We see, on the horizon, a set of ecosystem possibilities — ways to piece together the layers of systems, processes, functions and interfaces that must work in harmony to deliver both products and the end-to-end experience journey.
Building service design capabilities, in-house, requires companies to develop a human-centric approach to the development of business. It also requires the ability to connect that customer perspective to the internal operations that will design, develop, and deliver the business manifestations of the customer experience.
DoITT, an agency within the New York City government, is responsible for providing IT services, infrastructure and telecommunications for the people of the city. Doberman worked with DoITT to develop their capability for human-centric innovation that would be key to their success in identifying and delivering new valuable services.
The conventional wisdom is that digital is the future of everything—even the future of service design. Service design professionals increasingly report that digital is the primary channel they’re working in.
Setbacks happen often when launching new experiences. While embracing failure is a popular concept in tech culture today, the reality is that it can be difficult for teams to recover.
This talk highlights the evolution of the research function at Grubhub, from the days of a small and scrappy startup to the public company you know today. When getting a business off the ground, research is typically directed towards iterative product improvement.
While behavioral economics applied to user-centered design is already increasingly seen as a valuable lens for developing solutions for consumers, the same lens turned internally—that is, on employees as end users—recognizes that the same behavioral tendencies and cognitive biases that inform our actions and decisions outside of work are also in full force from 9 to 5. This can be especially important when organizations face the balancing act between efficiency and effectiveness, where frictionless speed is sometimes emphasized (and rewarded) at the expense of the latter.
E-commerce in the automotive industry is virtually non-existent. It is perhaps the last large-scale industry to truly embrace a completely online shopping and buying experience.
The next wave of technology is about to come crashing down on us, and surfing that wave are robots of all kinds, from household companions to industrial robots to self-driving vehicles and drones. These robots (who are themselves a kind of service) will infiltrate all manner of services, from taking on front-of-house duties to assembling and delivering goods.
You often hear that doctors make the worst patients; same applies to consulting firms. Starting an internal service design offering at Booz Allen Hamilton is the utmost exercise of service design.
Great services can be designed by employing outside Service Design consultancies or by designing them with internal teams of Service Designers. Mark has survived both.
When I quit my day job in 2012 to create a miniature golf course/restaurant/bar in San Francisco, I never anticipated that our little hybrid would be leading the charge into the brave new world of “experiential retail. ” Now 17 months old, Urban Putt is an unqualified success, appealing to a surprising mix of millennials, corporate party-goers, and families.
Service design and designing for service experience is both young and yet already quite a mature field that holds much potential and opportunity. During her 20 years as a professor and researcher in service design, Birgit Mager has had the opportunity to see the field grow and help create the trends that are shaping service design today.
One year ago I set out on a path to become a service designer. In my journey from pixels to product to service, I have developed a deeper understanding of what it means to be a designer, and what I carry with me as I transition into the landscape of business and leadership.
I work at OpenTable, the worlds largest provider of online restaurant reservations. You may have used our app to book a table at a fancy restaurant, or maybe you’ve worked at one of those restaurants and used our software.
Technology has had a huge impact on what is achievable for service innovation and the customer experience. From the recent past to the emerging present, I will map key trends, shifts and examples in service innovation to point to what matters from a customer's perspective.
If you ask shipping customers the difference between FedEx and UPS, it often boils down to their experiences with their couriers, the service people in the frontline. Increasingly, "people" have been the differentiator in innovative service delivery - whether that’s the 30+ Geniuses at each Apple Store, the comedic and patient Zappos agent, the J.