How to get triple impact in your next Service Design project

How to get triple impact in your next Service Design projectJoel BaileyDirector, Livework Studio London

JOEL BAILEY, LIVEWORK STUDIO

Customer

Commercial

Organisation


Project #1 – the expedient route

Customer

Commercial

Organisation


Project #2 – the sustained route

Customer

Commercial

Organisation


Why do well-meaning projects get stuck here?

Customer

Commercial

Organisation

And how can we increase our chance of success?


1. Give corporate therapy

“Can be like tissue rejection.”Joe Ferry



DenialDisbelief; looking for evidence that it isn’t true

ShockSurprise or shock at the event

FrustrationRecognition that things are different; sometimes angry

DepressionLow mood; lacking in energy

ExperimentInitial engagement with the new situation

DecisionLearning how to work in the new situation; feeling more positive

IntegrationChanges integrated; a renewed individual





• Get people together early on

• Expose them to things they reject

• Accept they will reject it

• Help them see that their emotions are a symptom of their broken system

• Don’t lose your bottle



“What was great about this project was how it gave us more than we expected. We got a blueprint for the future service. But we also got a team who were engaged and ready to deliver on that blueprint.”


2. Choose your line


2. Choose your line

“We will be the most customer oriented company in the Nordic insurance market.”


2. Choose your line

We will be the most customer oriented company in the Nordic insurance market

r03.v00 Customer06/03/2013

Potential Unaware Notice Recognise Connect Relevant Research Look for/request info Specify Shortlist Request quote Evaluate Select Decide Negotiate/agree Adjust contract Commit Process Receive Setup Imbed Information Manage policies Make adjustments Admin changes Information Notification Plan and prepare Solicit help/ information New situation Adjust to new situation End of contract Change of need Assess situation Decide Terminate ProcessingBased on CSI Survey & Relevance

Not aware of the risk, products and/ or companies the offer insurance products

Get exposed to a brand and or service that (might) have impact on the business

First realises the insurance need via an incident (reactive), unmitigated risk, or ad/ promo

Connects the brand, product or service to a risk and or (legal/ contractual) requirement

Sees the relevance of the service and/ or product for its organisation or operation

Look for a package for the benefits/ returns, the best risk-reward case

Check/ receive info through brochure/ pamphlets/ calls or visits, word-of-mouth

Consider or filter out which types to product are relevant and needed

Actively qualifies and selects companies to work with based on hard or soft criteria

Receive and negotiate on the quote. Further comparison from other rival offers

Evaluate companies, proposals and offers against expectations or criteria

nth round discussion leads to final selection of companies/ individuals

Choose the company and offer that meets needs, expectations and requirements

Negotiate and agree final terms, costs and conditions

Prepare/ adjust contract details according to latest offer and terms

Finalise contract, with discussion & approval from authorised person

Form and paperwork are submitted & processed and receives confirmation

New customer receives info pack, welcome message and other contract related docs.

Enters the insurance contract into its policy and risk management portfolio

Imbed insurance, products and services into business routine and processes

Request/receive information related to products & services, including up- & cross sell

Manage policy, and respond to change in internal/external operating environment

Affect changes such as decrease/increase risk cover, adjust premium plans etc.

Change in policy, insurance plan, people and handling of insurance account

Request/ receive information related to insurance products & services

Receive information about a change, issue or, something requiring (legal) notification

Plan changes in the business that change the business and/ or the organisation

Request/ receive information or assistance to address the consequences of the change

Notice planned and unplanned changes in business and or operating conditions

Make adjustments to the setup or composition of the contract to reflect the new situation

End of the contract based on contracted period and/or conditions that allow termination

Realise the gap between their needs/promised services, and actual commitments by provider

Revaluate risk portfolio/costs and assess impact of terminating the contract or buying new one

Decide to stay with current service provider, switch provider or terminate contract

Reach decision to terminate the current contract

Revokes/ ends the policy and severs relationship with the provider

Overall Satisfaction 0 2 7 0 2 8 17 5 8 16 14 13 17 17 13 12 14 17 18 16 14 13 16 17 16 17 2 16 2 14 14 15 14 14 12 14

Perception (Trust/ Relationship) 0 0 0 0 0 0 21 0 0 20 20 21 20 21 20 20 22 22 23 21 23 20 22 20 23 22 0 22 0 22 23 23 23 23 23 22

Q2 Overall, how satisfied or dissatisfied are now with Gjensidige?

19 0 0 0 0 0 0 21 0 0 21 0 23 0 23 21 0 25 23 25 21 23 0 23 0 23 23 0 23 0 0 25 23 23 25 25 23

Q3 Imagine an ideal insurance company. How closely to this ideal [reference point] is Gjensidige?

18 0 0 0 0 0 0 0 0 0 20 0 20 0 0 20 0 0 20 20 0 22 20 20 20 22 20 0 20 0 22 20 0 22 20 22 20

Q4 To what extent Gjensidige tend to meet corporate expectations?

18 0 0 0 0 0 0 0 0 0 20 20 20 20 20 20 20 20 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Value-for-Money 0 0 13 0 0 14 26 12 23 24 27 23 29 26 23 27 23 25 26 24 24 24 25 28 26 25 0 22 0 27 26 27 26 26 27 35

Q7 How satisfied or dissatisfied are you with the price you pay for corporate personnel policies?

24 0 0 0 0 0 0 0 0 0 27 29 31 29 29 27 27 0 0 29 0 27 0 29 0 0 27 0 31 0 29 29 31 29 29 27 0

Q8 How satisfied or dissatisfied are you with the price you pay for insurance products?

26 0 0 0 0 0 0 31 0 0 31 34 29 31 29 31 29 0 29 34 29 0 31 29 29 31 29 0 0 0 34 29 34 29 29 0 0

Q10 To what extent are you confident that the insurance contents covers your needs?

19 0 0 0 0 0 0 23 0 0 23 25 21 23 21 23 21 0 21 25 21 0 23 21 21 23 21 0 0 0 25 21 25 21 21 0 0

Q11 To what extent do you believe that Gjensidige's insurance documents are understandable?

29 0 0 0 0 0 0 37 0 35 0 35 0 32 0 0 32 35 37 32 35 32 32 32 35 35 35 0 0 0 35 0 35 0 0 0 35

Q13To what extent do you believe that Gjensidige's newsletters, brochures, product information are

easily understood?11 0 0 13 0 0 14 14 12 12 14 13 12 0 0 13 0 12 14 13 12 13 12 13 0 14 13 0 13 0 12 0 13 0 0 0 0

Q12Over the past 12 months has your company

received newsletters, brochures, product information, etc. from the Gjensidige by mail or

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Unaware of the insurance products/ services or unaware of risk and benefits Investigate and gather requirements for a specific insurance, or portfolio Requesting and evaluating offers from one or more insurance providers Negotiate price, terms and conditions, sign and activate contract

New CustomerPeriod immediately after signing the contract where the contract is setup

Unaware Aware ContractInterested Consider CancellationTermination policy and, or relationshipBecome aware of the brand, the organisation, the products or service offered In a steady state managing and administering policies and paperwork

Change of SituationChange in the business and/ or operating conditions that impact the contract

ReconsiderConsidering changing insurance products and/ or insurance provider


2. Choose your line

Permission + scattergun + measures

= 77th to 11th in customer satisfaction

= sustained uplift in performance


2. Choose your line

• The Scattergun

• The Mega Backlog

• The Thin End of the Wedge

• The Massive Agile Co-Location

• The Small, Well-Paced Team


3. Look out for legacy

















• Find out where the power lies

• Work out how decisions get made

• Ideally engage with that

• If not, help your client subvert it


How to get triple impact in your next Service Design project

Customer

Commercial

Organisation

1. Give corporate therapy: make time to talk it out

2. Choose your lineSelect your delivery model

3. Look out for legacy: create shadow management


Customer

Commercial

Organisation

None of this is new...

Think like a designer, manoeuvre like a consultant


For more practical advice

Customer

Commercial

Organisation


[email protected]+44 7941 156449

Thank you!

Business

How to get triple impact in your next Service Design project