Conquering Complexity: Mindset & Tools for Growing Public Design Capability & Capacity

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Opening keynote with Alex MacLennan (Government of British Columbia) at Service Design in Government conference. March 19, 2015

Includes service architecture framework, cases, approaches for building capability, capacity, and teams.

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Conquering Complexity: Mindset & Tools for Growing Public Design Capability & Capacity

  1. 1. Conquering Complexity
 Mindset and tools to grow public sector design capability & capacity. Service Design in Government | London, UK | March 19, 2015 Jess McMullin, the Centre for Citizen Experience @jessmcmullin Alex MacLennan, Government of British Columbia @admaclennan #sdingov
  2. 2. Introductions 0 1 2 3 4 5
  3. 3. Why are we here today? A journey.
  4. 4. This journey.
  5. 5. @jessmcmullin 1996 2003 2009 “What happens if we think about the citizen experience the same way and with the same tools that we think about the customer experience? Where would that take us?”
  6. 6. @admaclennan Executive Director Strategic Design & Transformation Government Communications & Public Engagement
  7. 7. The BC Service Design Team
  8. 8. And how about you?
  9. 9. Thank you.
  10. 10. The rising storm of complexity. 0 1 2 3 4 5
  11. 11. Complexity Impacts All of Us Photo:&Covenant&Health&www.covenanthealth.ca&
  12. 12. Photo:&CC:BY&Parker&Knight&www.flickr.com/photos/rocketboom/&
  13. 13. Multiple globally interconnected reasons for price collapse
  14. 14. “None of us live in isolation from the impacts of an increasingly complex world.
  15. 15. Complexity is fractal
  16. 16. Government everywhere faces complexity
  17. 17. Change can be ugly. Photo: Whologwhy www.flickr.com/photos/hulagway
  18. 18. Change is hard Photo:&Elmira&College&CC:BY&h?ps://www.flickr.com/photos/elmiracollege/5037561248/&
  19. 19. Change is unavoidable. Photo:&Sashafatcat&CC:BY&h?ps://www.flickr.com/photos/sashafatcat/3478507431&
  20. 20. We must navigate complexity to create change in our organizations.
  21. 21. Change isn’t just about organizations.
  22. 22. It’s about changing ourselves.
  23. 23. Recap
  24. 24. 1.  Complexity is pervasive, and fractal. 2.  Governments need to change in order to confront complexity. 3.  Change is often challenging because we are unearthing the decisions of those who went before us. Shiny new ideas take us back in time. 4.  We must not only change our organizations, but also ourselves. 0 1 2 3 4 5The rising storm of complexity.
  25. 25. Seeing & responding to complexity. 0 1 2 3 4 5
  26. 26. Not seeing complexity is risky. Photo:&CC:BY&darkday&h?ps://www.flickr.com/photos/drainrat/15241612721&
  27. 27. Imagine you are hanging from the overhang of a very tall cliff… With no tools. No rope. No gear. No harness. Photo:&CC:BY&Akuppa&flickr.com/photos/90664717@N00/92297058&&
  28. 28. WE NEED TOOLS TO CONFRONT COMPLEXITY
  29. 29. SAF:THE SERVICE ARCHITECTURE FRAMEWORK A tool for seeing complexity
  30. 30. A new way to see complexity
  31. 31. BC Natural Resource Sector
  32. 32. 5 Layers
  33. 33. Photo:&MLazarevskiCC:BYUND&h?ps://www.flickr.com/photos/mlazarevski/9353581122&
  34. 34. PUTTINGTHE FRAMEWORKTO USE
  35. 35. Part of Colombia’s Service Architecture
  36. 36. Some of Colombia’s Design & Innovation Team Angélica – follow @huracangie SanWago&
  37. 37. Experience: Real World Research
  38. 38. Touchpoints: Channels + Interactions
  39. 39. Delivery: Operations & Process
  40. 40. Foundations: Infrastructure
  41. 41. Foundations: Decisions - Policy, Strategy, Standards, Legislation
  42. 42. Mandate: Org Structure+Incentives
  43. 43. Mandate: Cultures, Norms, Values
  44. 44. Service&Architecture&Framework&
  45. 45. Service&Architecture&Mapping& Service Architecture Mapping Journey!
  46. 46. ALPHA
  47. 47. Similar Information to a Service Blueprint Organizational Reason for Change Organizational Context for Change
  48. 48. Presto is great, but…
  49. 49. Healthcare.gov
  50. 50. Landlords & Tenants
  51. 51. Residential Tenancy Act h?p://www.bclaws.ca/Recon/document/ID/freeside/00_02078_01&
  52. 52. The Act Doesn’t say Anything About it
  53. 53. Where are the risks and opportunities across your service architecture?
  54. 54. Who do you need to work with to look at all the parts of your service architecture?
  55. 55. SERVICE ARCHITECTURE ALIGNMENT What happens when..
  56. 56. Policy Confusion
  57. 57. Service Architecture Alignment
  58. 58. Service Architecture Connections
  59. 59. Aligning Policy to Service Delivery
  60. 60. Aligning Services & Policy to Outcomes Service Delivery Drives Outcomes
  61. 61. Recap
  62. 62. Seeing & responding to complexity. 0 1 2 3 4 5 1.  We need to be able to see, anticipate, and work with complexity in government 2.  The Service Architecture Framework is one tool that helps us see complexity. 3.  Government must draw on citizen needs to create government capabilities. 4.  Successful projects align interests, effort, and influencers across the layers of service architecture.
  63. 63. Living it in the real world. 0 1 2 3 4 5
  64. 64. BC SERVICES CARD Case
  65. 65. Field Research
  66. 66. Finding Patterns
  67. 67. Codesign Workshops
  68. 68. Explore New Service Concepts
  69. 69. Prototype New Service Concepts
  70. 70. Mapping the Experience
  71. 71. Documenting Service Concepts
  72. 72. Digital Services Consultation
  73. 73. “ That means government must carefully consider how to design services that truly add value for people...Simply having a digital service does not equal efficiency.! ! Understanding and delivering value to the public is where we must begin.” Digital Services Consultation
  74. 74. OMNICHANNEL IN GUADALAJARA Case
  75. 75. Zapopan
  76. 76. Meet Rodrigo Herrera
  77. 77. There were just four offices for 2M
  78. 78. 90% of Population within 3km of kiosk
  79. 79. BC PUBLIC SERVICE “DRAGON’S DEN” Case Photos&courtesy&Ministry&of&CiWzens’&Services&and&Open&Government,&2011&
  80. 80. CBC Dragon’s Den Photo:&Canadian&BroadcasWng&CorporaWon&
  81. 81. Commit teams for a 1-week intensive & bring a real business problem
  82. 82. Identify users
  83. 83. Understand needs
  84. 84. Map journeys
  85. 85. Generate ideas & identify opportunities
  86. 86. Pitch ideas for pilot funding h?p://www.flickr.com/photos/xeeliz/5560086459&
  87. 87. POLICY MAPPING Case
  88. 88. Dominique Bohn ExecuWve&Director& Service&Reform& BC&Ministry&of&JusWce&
  89. 89. Fieldwork
  90. 90. Complex to get restraining order
  91. 91. Map Policy Options Impact to Future Journey
  92. 92. 3+ years for implementation
  93. 93. INTEGRATED SERVICE DELIVERY Case
  94. 94. •  Origami
  95. 95. New Service Concepts for Integrated Delivery
  96. 96. And plans, strategy, principles for future offices & current offices
  97. 97. Recap
  98. 98. Living it in the real world. 0 1 2 3 4 5 1.  Projects can focus on different areas of the service architecture framework. 2.  The important part is being aware and making connections for your extended team. 3.  Most of these projects are the highlight reel of 5 years of sustained effort. This did not happen overnight.
  99. 99. Growing capability & capacity. 0 1 2 3 4 5
  100. 100. CAPABILITY Understanding
  101. 101. Design Maturity
  102. 102. CAPABILITY & CAPACITY Growing
  103. 103. We can’t conquer complexity alone. Photo:&CC:BY&Maalokki&www.flickr.com/photos/maalokki/2688733443&&
  104. 104. Citizens @ the Centre
  105. 105. Digital Services Consultation “ That means government must carefully consider how to design services that truly add value for people...Simply having a digital service does not equal efficiency.! ! Understanding and delivering value to the public is where we must begin.”
  106. 106. A UX Library For All Ministries
  107. 107. BC UX Toolbox
  108. 108. BC Service Design Playbook, Alpha
  109. 109. BC Service Design Patterns, Soon
  110. 110. Training, Events, Local Community
  111. 111. Most of All: Projects & Practice
  112. 112. The Hogwarts Moment
  113. 113. “The Hogwarts Moment: When a public servant realizes they already are a designer…
  114. 114. TEAMS Growing
  115. 115. Other&Areas& of& Public&Sector& Community& Partners& Experts:& Consultancy& Think&Tanks& Academics& Etc.& Steering& Commi?ee& Working& Group&
  116. 116. Service Designer + Program Area
  117. 117. The Horse Whisperer Touchstone&Pictures,&1998&
  118. 118. The Gov Whisperer
  119. 119. The Extended Team
  120. 120. The Champion & The Sponsor
  121. 121. Recap
  122. 122. Growing capability & capacity. 0 1 2 3 4 5 1.  We can’t do this alone. 2.  Design maturity: style to framing. 3.  We grow capacity through resources, training, and most of all involvement in projects. 4.  This gives us the Hogwarts Moment where public servants realize their design potential. 5.  Teams need all the pieces, and people.
  123. 123. Some final thoughts. 0 1 2 3 4 5
  124. 124. “Individual heroics cannot substitute for lasting systemic change.
  125. 125. CHALLENGES It’s not easy living change
  126. 126. OPPORTUNITIES Community, Connections, Journeys
  127. 127. ONE LAST STORY Stars
  128. 128. Photo:&hokulea.com&
  129. 129. I need your help for this last part…
  130. 130. Please Get Out Your Mobile Phone
  131. 131. 1…2…3…
  132. 132. Photo:&Nimish&Gogri&&CC:BY&h?p://www.flickr.com/photos/gogri/7927333264&
  133. 133. THANK YOU!
  134. 134. Stay in touch! Jess McMullin, the Centre for Citizen Experience @jessmcmullin jess AT ctzn DOT ca www.citizenexperience.org Alex MacLennan, Government of British Columbia @admaclennan alex DOT maclennan AT gov.bc.ca #sdingov

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