This Is Service Design – UX Week 2011

THIS IS SERVICE DESIGNa service design crash course

Jared Cole | Jamin HegemanAugust 24, 2011UX Week San Francisco

Today’s GoalsIntroduce service design basics

Explore 3 core methods of service design

Consider business implications of service

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Today’s Agenda

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9:00-9:10 Intros9:10-9:30 Service Design9:30-9:40 Workshop Project9:40-10:30 Customer Journey

11:00-12:30 Acting as Prototyping

Service Blueprint2:00-3:00Break3:00-3:30Business Model Canvas3:30-4:30

10:30-11:00 Break

12:30-2:00 Lunch

Share4:30-5:00

Service Design?

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Service Design Focuses on experiences and interactions, rather than products.

Seeks to balance aesthetics and human needs with organizational capabilities.- after Lucy Kimbell

Service design isn’t new.

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134 Harvard Business Review January-February 1984

Exhibit I

StarKlardexecution time2 minutes

Totalacceptableexecution time5 minutes

Blueprint for a comer shoeshine

Brushshoes

Faciiitating servicesand products

Une ofvialblllty

Not seenby customerbut necessarytoperfonnance

Selectand purchasesupplies

There are several reasons for the lack ofanalytical service systems designs. Services areunusual in that they have impact, but no form. Likelight, they can't he physically stored or possessed andtheir consumption is often simultaneous with theirproduction.

People confuse services with productsand with good manners. But a service is not a physicalobject and cannot he possessed. When we buy the useof a hotel room, we take nothing away with us hut theexperience of the night's stay When we fly, we aretransported by an airplane hut we don't own it.Although a consultant's product may appear as abound report, what the consumer bought was mentalcapahility and knowledge, not paper and ink. A serviceis not a servant; it need not be rendered by a person.Even when people are the chosen means of execution,they are only part of the process.

Outstanding service companies instillin their managers a fanatical attachment to the origi-nal service idea. Believing that this product of genius isthe only thing they have going for them, they try tomaintain it with considerable precision. They bring inmethods engineers to quantify and make existing com-ponents more efficient. They codify the process in vol-umes of policies and procedures. While the outline of agreat service concept may he reflected in these tools,the procedures are only fragmented views of a morecomprehensive, largely undocumented phenomenon.

Good and lasting service management requires muchmore. Better service design provides the key to marketsuccess, and more important, to growth.

The operations side of service manage-ment often uses work flow design and control methodssuch as time-motion engineering, PERT/GANTTcharting, and quality-control methods derived fromthe work of W. Edwards Deming. These procedures pro-vide managers with a way to visualize a process and todefine and manipulate it at arm's length. What theymiss is the consumer's relationship to, and interactionwith, services. They make no provision for people-rendered services that require judgment and a lessmechanical approach. They don't account for the ser-vice's products that must be managed simultaneouslywith the process. And they don't allow for special prob-lems of market position, advertising, pricing, ordistribution.

We can build on the strength of theseoperational systems, however, to come up with a morecomprehensive and workable framework for address-ing most issues of service development. We can devisea blueprint for service design that is nonsubjective andquantifiable, one which will allow developers to workout details ahead of time. Such a blueprint gives man-agers a context within which to deal with the manage-ment and control of the process.

is was designed.

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Designers are advancing service design.

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area of visibility

account executives product executives (BTO) operational executives (SO)

P P P PP P P P PP

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implementation

Dialing IBM-HELP to get assistance with Lotus NotesCarrie Chan | IBM T.J Watson Research Center, Hawthorne NY | 6.15.07Blueprinting ideas v.4

problem with Lotus Notes Mail and Calendar syncing

cust

omer

’s jo

urne

y

i’m pressing ‘3’ and nothing is happening...

serv

ice

evid

ence

he’s apologizing for soft-ware malfunction - is this the same problem i was just having? or should i be worrying about something else?

how long am i being put on hold for?

he’s talking really fast

he’s assuming i know all the IBM language even though I’ve repeatedly told him I was new

is he even listening to me? he seems to be typing a lot. and not paying attention.

6D1511 is before 6A1511 in the menu choices... did I hear 6D1511 correctly?

Dislike calling call centers

DIAL TALK TO AGENTNAVIGATE PRE-RECORDED MENU WAIT FOLLOW AGENT’S STEPS TO SOLVE PROBLEM

Ask customer what problem they’re having.

Ask for employee serial number.

Present customer with menu options to redirect call.

Redirect call after customer inputs a choice.

Introduce yourself.Apologize for software malfunction.

Ask if they are on or off site.

Look up information regarding Lotus Notes Mail and Calendar syncing on database.

Ask what error message the customer is getting.

Proceed to follow steps outlined in documentation.Give introductory speech.

line of visibility

WAIT FOR CALL INTRODUCTIONDIRECT CALL TO PROPER DEPT. FIND SOLUTION TO PROBLEM WALK CUSTOMER THROUGH PROBLEM SOLUTIONGET PROBLEM

thinkcarrie.comLiving with Complexity, Donald Norman

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servicedesigntools.org

Designers are experts in designing for humans.

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How are the needs of these two met?

Service innovation

Customer experience

Customer research

Co-design with staff

Business process innovation

What do service designers do?

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Shifting from products to service requires a shift in thinking, practice, and tools.

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Service MindsetExplicitly approaching the design problem from a system thinking perspective and taking a more holistic view of people.

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Why service design?

Why design services?Product not the right solution

Product focus limits potential solutions

Great products don’t mend broken services

Greater opportunity to improve people’s lives

Chance to impact organizations

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Why now?Design is maturing.

Businesses need service innovation.

Customer expectations are rising.

Designers are more welcome.

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Changing perspective.

CONTROL FEATURE PRODUCT SERVICE ORGANIZATION

Business Bene#tsCreate better customer and staff experiences

Reduce inefficiencies

Improve customer retention (loyalty)

Deepen and widen customer relationships

Design new business models

Increase value to society

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To do service design, designers need to better speak to business needs.

What does service design look like?

NEUROSURGERY CLINIC

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service design with UPMC

Discovery Patient Experience

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Discovery Staff Experience

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Discovery Doctor/Patient Experience

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Discovery Tools and Systems

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Discovery Information and Environment

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Discovery Immersion

De#nition emes and Opportunities

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Detection

Pre-op visit

Surgery

Follow-up visit

Follow-up visit

Post-op visit

Primary ca

re visit

Diagnosis/first v

isit

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De#nition Patient Journey

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Emotions

Support Needs

Waiting Needs

Information Needs

De#nition Needs and Emotions

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PATIENTACTIONS

PHYSICAL EVIDENCE

ONSTAGECONTACTPERSON

BACKSTAGECONTACTPERSON

Debbie’s Chart Cart

Records/Database

System

Bin System

Check Vitals &

Ask Quest

Place in Kassam

Bin

Meet Dr. Kassam

Kassam Gets Quick

Review

Take Away Chart

Process & Check-out

Records/Database

System

Dictation

Chart Storage System

Door Tag System

See Other Patients

SUPPORT PROCESSES

Sign In

Front Desk

Waiting Room

Front Desk

Front Desk

Hallway Exam Room

MRI & Chart

Exam Room

MRI & Chart

Door Tag Waiting Room

Check-out Room

Waiting Room

Line of Interaction

Line of Visibility

Responds Follow toExam Rm

AnswerQuestions

AskQuestions

ReturnDoor Tag

Check-out, Pay, & Leave

Check-in

Welcome

Get Patient Chart

See Other Patients

Process

See Other Patients

Brings Door Tag

Back

CallPatient

Grab Door Tag

Escort to Exam Rm

Chart in To Be

Seen Bin

Write Rm # on

Schedule

See Other Patients

Grab Chart

from Bin

Chart Taken by

Staff

Check Patient

Location

Check Patient

Location

Schedule System

Service Blueprint of Presby Neuro Clinic

? ? ? ? ?

Line of Internal Interaction

? ? ?

Wait Wait Wait inExam Rm Wait Wait

De#nition Holistic Delivery System

Design Creating Concepts

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Design Co-creation

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Design Engagement

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Design Prototyping

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Design Storyboard Concepts

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Design Validation

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I know you don’t want to be here. I know you don’t want to know me.

But the best thing that could happen is to know me.

I’ve performed more than 3,000 neurosurgical procedures. More than 800 of those are what’s called minimally invasive endoscopic procedures.

And I’m a person first. I’ll be direct and treat you like a friend. Occasionally, I may even make you laugh.

Delivery Tangible and Intangible

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Workshop

Even: San Franciscoe city of San Francisco has taken a number of steps to reduce its impact on the planet, from easier recycling and composting to improved bike lanes. ese programs have all been marked as successes, but the cities sees greater opportunity in going to the source and reducing consumption itself.

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Even: San FranciscoSeeing the success of services like ZipCar and NetFlix, the city of San Francisco would like to develop services that promote sharing and collaborative consumption while supporting neighborhood development.

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Odd: Cathay Paci#cCathay Paci#c Airlines is known for its service. ey pay attention to their customers, and they do their best to take care of them. As with all airlines, Cathay Paci#c has noticed the number of passengers traveling for work has continued to increase over the last few years. is is great for the airline, but all of this travel means that people are spending signi#cant periods of time away from their homes and families.

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Odd: Cathay Paci#cKnowing that this distance can place substantial strains on travelers and their families, Cathay Paci#c would like to offer services to help frequent business travelers feel more connected to their loved ones back home.

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Customer Journey Map

Customer Journey MapThe customer journey map is an oriented graph that describes the journey of a user by representing the different touchpoints that characterize his interaction with the service.

http://www.servicedesigntools.org/tools/8

Activity

Tools

Purpose

9:40-10:30

Visualize the experience over time with multiple touchpoints and services.

butcher paper, stickies, markers

Part 1: Individually catalog the customer journey.Part 2: Map a combined customer journey with emotions and pain points.

Journey Exercise

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Emotions

Support Needs

Waiting Needs

Information Needs

Example Journey

BREAK

Acting as Prototyping

Acting as PrototypingSometimes called informance, this method represents an idea by acting in order to tell, explain and share it.

http://www.servicedesigntools.org/tools/33

Activity

Tools

Purpose

11:00-12:30

Using your Customer Journey and Service Blueprint as guides, select and enact a key moment in the service experience.

open mind, your body

Engage with service ideas in new ways. Identify further ideas and discover potential limitations.

Acting Exercise

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Acting Exercise

Who are the stakeholders?Does it address the considerations?What’s going on in the front stage? Back stage?What are the touch points?What is magical?How does your performance demonstrate success?How does it deal with failure?

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LUNCH

Service Blueprint

Service BlueprintThe blueprint is an operational tool that describes the nature and the characteristics of the service interaction in enough detail to verify, implement and maintain it.

http://www.servicedesigntools.org/tools/35

Activity

Tools

Purpose

2:00-3:00

Visualize the service procedures and processes.

Identify front stage and back stage actions that impact customer of your service.

butcher paper, stickies, markers

Blueprint Exercise

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Example Blueprint

http://tinyurl.com/cdw6ya

BREAK

Business Model Canvas

Business Model CanvasThe Business Model Canvas, is a strategic management and entrepreneurial tool. It allows you to describe, design, challenge, invent, and pivot your business model.

http://www.businessmodelgeneration.com/canvas

Activity

Tools

Purpose

3:30-4:30

Consider the strategic business components that will help you de#ne the business case for your service.

butcher paper, stickies, markers

Draw the 9 panels of the Business Canvas and #ll each with stickies describing the elements that belong in that panel.

Canvas Exercise

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What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?

For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

For whom are we creating value?Who are our most important customers?

What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?

What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?

What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?

Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?

What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?

Day Month Year

No.

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Share!

Activity

Tools

Purpose

4:30-5:00

Hang persona, journey map, blueprint, and storyboard to present to your peers.

Introduce persona, problem, story.

drafting dots

Get feedback, collaborate, spread knowledge, and make your design work awesome.

Sharing Exercise

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From Sketchbook to Spreadsheet

Service Design working at different levelsof organizations

Design and business collaborating; what working together looks like

Design thinking and business thinking… compare and contrast

Is entrepreneurial spirit the business equivalent of design thinking?

Service designers designing business, businesses designing services

How does the business community view service design?

Measuring success – What? Where? When? How?

What makes a successful (service) design business?

What might designers learn from business and vice versa

anks!

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RESOURCES

SERVICE DESIGN NETWORKservice-design-network.org

SERVICE DESIGN TOOLSservicedesigntools.org

DESIGN FOR SERVICEdesignforservice.wordpress.com

SERVICE DESIGN DRINKS AND EVENTSservicedesigning.org

SF SERVICE DESIGN DRINKS@servicedesignsf

CONTACT

ADAPTIVE PATHSan Francisco | Austin | Amsterdam

JARED COLEjared@adaptivepath.com | @coffeekid

JAMIN HEGEMAN jamin@adaptivepath.com | @jamin

PROJECTS

UPMC NEUROSURGERY CLINICjamin.org/archives/2008/upmc-neurosurgery-clinic

TRANSPORTATION SECURITY ADMINISTRATIONjamin.org/archives/2007/service-design-for-tsa