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Introduction to service design


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Service design presentation. An overview of how service design and customer centric approach makes products and services more usable and understandable.

Published in: Leadership & Management
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Introduction to service design

  1. 1. WE MAKE THEM TALK ABOUT YOU Service design
  2. 2. Make things work the way 
 people expect them to work.
  3. 3. Source: Snatch (from 1:38)
  4. 4. Source: VOX. From beginning to 0:11
  5. 5. Things don’t work the way 
 people expect them to work.
  6. 6.
  7. 7. OK NO CANCEL
  8. 8. One keypad to rule them all?
  9. 9. Your first baby or the 31st birth of the day?
  10. 10. Understanding the context of the customer is crucial to being able to improving the experience.
  11. 11. Empathy “The deepest form of understanding another person is empathy…[which] involves a shift 
 from…observing how you seem on the outside, to…imagining what it feels like to be you on 
 the inside.” Source: Difficult Conversations by Douglans Stone, Bruce Patton and sheila Heen
  12. 12. Says Does Questionnaire Does Says Observation Line of visibility Line of visibility
  13. 13. Don’t ask them what they want. Observe what they do.
  14. 14.
  15. 15. How much research would 
 we need to find this out?
  16. 16. Number of test users Usabilityproblemsfound 3 6 9 25% 50% 75% 100% 12 15 3 people will find 70% of problems. Source: Nielsen, Jakob, and Landauer, Thomas K.: "A mathematical model of the finding of usability problems,"
  17. 17. The learning curve… Important to you Complexity Time Important for user
  18. 18.
  19. 19. “I just want to turn it on”
  20. 20. It isn’t the streetcar that makes the experience good. It is the timetable. - Lucius Burckhardt, Design is invisible
  21. 21. “You’ve got to start with the customer experience and work backwards to the technology. You can’t start with the technology and then try to figure out where you’re going to sell it.”
  22. 22. Laws & fundamentals
  23. 23. Hick’s law The time required to make a decision is a function of the available options. If the choices don’t obviously make sense to the customer, they’ll choose nothing at all. Reducing choice improves customer satisfaction.
  24. 24. Ockham’s razor Given a choice between functionally equivalent designs, the simplest is always preferred. Unnecessary elements decrease efficiency 
 and increase the probability of unintended consequences.
  25. 25. €$£ The five fundamentals of a good experience Systems Value Journeys People Propositions
  26. 26. Systems By looking holistically at the whole service infrastructure allows you to understand how the different parts of the organisation interconnect and where. Isolating one touchpoint often upsets other touchpoints, which is why it is important to work on the whole system.
  27. 27. Value Service delivered does not always equal value received. Designing services must necessarily focus on aligning the needs of the producer with the user, to deliver measurable and tangible value to both. €$£
  28. 28. Journeys People take different routes to, through, and from a service. Recognising these differences and examining what happens before, during and after helps you understand each touchpoint between user and provider, and how each affects the customer experience.
  29. 29. People Services always involve people. Delivering a good experience means putting people first and involving both users and producers actively in the design process. This is true even, it the service is very product-centred.
  30. 30. Propositions Good service design is about developing valuable, innovative propositions for users and producers while providing exciting visions to take existing propositions forward. Often this can involve translating intangible benefits into desirable offerings.
  31. 31. Design systems instead of isolated “solutions”.
  32. 32. The law of unintended consquences
  33. 33. Industrial logic Product Product problems Insight into problem
  34. 34. Design logic Customer problem Customer behavior Solution delivery
  35. 35. Part 2: Momentum vs inertia
  36. 36. There are always two jobs: - solving the problem - solving the organisational problem
  37. 37. “Culture eats strategy for breakfast.” Source: unknown, but often attributed to Peter Drucker
  38. 38. “Established companies underestimate 
 their ability to create or acquire new 
 ideas and overestimate their ability to implement new ideas.” Jon Campbell: Principal Design Strategy | Continuum Dr. Munib Karavdic: Director of Design & Innovation | AMP Financial Services
  39. 39. Ideas are hard to implement Focus on the wrong problem Expensive approach Organisational constraints Measures for success based on budget and time
  40. 40. Discover Define Develop Deliver “Let’s understand the problem, sketch potential solutions develop and test a few and implement the one that works.” We think we know where to start.
  41. 41. From: Which decision should I make?
  42. 42. To: What should I make a decision about?
  43. 43. Discover Define Develop Deliver “Let’s first find out what the problem is.”
  44. 44. BUSINESS PERSPECTIVE Uses excel Navigates organisational politics Uses data to quantify politics Wants to start with an idea DESIGN PERSPECTIVE Uses post-its Outside perspective Uses human anecdotes to convince Wants to land on an idea
  45. 45. The thing about experiences…
  46. 46. It’s not about what you do. It’s about what I get.
  47. 47. Customers compare apples to oranges. 
 They will form their expectations of you from their life experience, not service experience.
  48. 48. Functions don’t differentiate. They obfuscate.
  49. 49. The customer
  50. 50. Presumption
  51. 51. Reality
  52. 52. It’s not a lack of information. It is a lack of interest.
  53. 53. WHAT HOW It’s not what you say, but how you say it 
 that matters. “Facts inform. Feelings sell.”
  54. 54. Who thought that this would be a good idea?
  55. 55. We must be open to challenging 
 our fundamental presumptions. 
 Not because they are wrong, 
 but because they may soon be obsolete.
  56. 56. WHYNot WHAT
  57. 57. Root-cause analysis “Health is a consequence of care. Care is not a consequence of health.”
  58. 58. The result chain Leadership Engaged staff Satisfied customers Operational results>> = Relations between people
  59. 59. To engage customers, understand their lives. 1
  60. 60. Why do they chose you and what do 
 they do with what they buy from you? 2
  61. 61. Understand what it is, that is actually important. 3 Ahaa! WOW!!! Of course. Oh…
  62. 62. Involve them in improving the experience. 4
  63. 63. Read all about it! Get it on Amazon.
  64. 64. WE MAKE THEM TALK ABOUT YOU Thank You! J.Margus Klaar +46 72 252 3064 @jmklaar