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WHAT IS
SERVICE DESIGN?
Summer of Service Design
Richard Ekelman
Richard Ekelman
Founder, The Service Experience Academy
Service Experience Chicago
Co-Founder & Director 2013 - 2016
Exter...
1
Service
Foundations
2 Capabilities &
Distinctions
3 Methods &
Myths
Our Journey Today
3
Why is Service Design a
buzzword right now?
4
Everyone knows their
part of the elephant.
It is impossible to design a system you
can completely see and measure.
5
“Channels” reflect
companies. Not people.
These are contrived boundaries created
by how organizations divide their labor
a...
Co-created services
save money, reduce
risk, & build value.
Understanding the people that deliver
and consume a service al...
ht
Services are
technology agnostic.
Human behavior and technology are
constantly evolving. Services adapt to
reality, cur...
http://i.huffpost.com/gen/4350484/images/o-VIRTUAL-REALITY-facebook.jpg
Services are
technology agnostic.
Human behavior a...
Competing on service requires
a service-aligned organization.
Competing on price or features creates organizations
that ar...
Core concepts
Service Foundations
11
S-D Logic
Service-Dominant (S-D) Logic is a mindset that organizations,
markets, and society are fundamentally concerned w...
S-D Logic Axioms
1.	 Service is the fundamental basis of exchange.
2.	 Value is co-created by multiple actors, always incl...
Parts of a Service
CORE SERVICE
The core way an organization creates value.
ENABLING SERVICES
Processes, training, and res...
5Ps of Service Design
PEOPLE
Employees and customers that deliver and
exchange value across the moments of a service.
PLAC...
Services as
Theatre (airport)
BACKSTAGE
Baggage
Handler
Airport Ops
Food Services
Jet Bridge
Operator
Airport
Ground Crew
...
Front Stage and
the Audience
BACKSTAGE
Baggage
Handler
Airport Ops
Food Services
Jet Bridge
Operator
Airport
Ground Crew
M...
Backstage Actors
and Partnerships
BACKSTAGE
Baggage
Handler
Airport Ops
Food Services
Jet Bridge
Operator
Airport
Ground C...
Services as
Theatre (airport)
BACKSTAGE
Baggage
Handler
Airport Ops
Food Services
Jet Bridge
Operator
Airport
Ground Crew
...
Understanding how a service
lives over time will help create
the right balance and timing in
your service concepts.
Sequen...
Services are largely intangible,
but evidence of a service can
help extend the connection
people feel to their experiences...
For example
Trunk Club
CORE SERVICE
1 on 1 fashion advice and clothing services.
ENABLING SERVICES
Supply partnerships, stylists, spac...
5Ps: Trunk Club
People Props Place ProcessPartnership
24
Service System: Trunk Club
Front stage Enabling Processes Delivery/EvidenceService Encounter
Some of this will look similar
Capabilities & Distinctions
26
Core Capabilities of a Service Designer
The
Researcher
The
Strategist
The
Designer
Robert Bau, 2012
Identifying &
Overcomi...
Service Design borrows from everything
and everyone to solve problems.
We seek to find the right mix of
technology and pro...
Product Design
extending their makers
mentality beyond objects.
offering them the ability to
transition between digital
an...
Service design is...
flexible and can be applied to any industry to solve systematic problems.
foundational and has always...
The Mindset
Shelley Evenson
Director of Cultural Evolution, Fjord
• People are first and foremost
• Co-creation is critica...
The mark of a professional is knowing
the right tool at the right time.
Methods & Myths
32
Service mapping
Standard execution time
3 minutes
15 seconds
Total acceptable execution time
6 minutes
15 seconds
Lynn Sho...
Map for Alignment
• Document the current state and find failures
• Align on KPIs
• Create a shared reality
• 1 map one exp...
Jobs to Be Done
Provides a clear sense of the jobs a
service must perform to be valuable.
Understanding the jobs a service...
Jobs Over Personas
Personas are assumptions wrapped in assumptions
The weight of personas make them too heavy
Jobs are mor...
Thank You
Richard Ekelman
rich@sxacademy.com
www.sxacademy.com
Dollar Shave Club
Created a competitive advantage by
creating a more efficient and effective
service around a good product...
Product Dominance
Operational Excellence Customer Intimacy
Market Strategies
Product Dominance
Operational Excellence Cust...
Partnerships Backstage
Processes
Core Service Front stage People
TouchpointsKey Resources
Cost Structure Revenue Streams
O...
Product Dominance
Operational Excellence Customer Intimacy
Competitive Advantage
Product Dominance
Operational Excellence ...
Lower costs to compete and higher margins
$$$$$$$$$$
Zero to One
43
What is Service Design?
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What is Service Design?

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To hear a recording of Richard's presentation please visit https://attendee.gototraining.com/r/9217597784540753409.

Richard Ekelman, Founder of the Service Experience Academy will lead this 1-hour talk. He will explore what service design is a discipline and toolkit when building understanding, co-creating innovation, and evolving organizational culture. Service design is uniquely equipped to handle the complexities and pitfalls of innovation, and this talk will cover not only the core thinking and principles but how those principles have practical application in any organization. Additionally, Rich discusses the overlaps and distinctions between service design and other disciplines such as six sigma, user experience, customer experience, and product design. The goal of this webinare was to provide participants with a foundational understanding of service design that will enable them to build confidence in their ability to discuss and experiment with service design in their own work.

To hear a recording of Richard's presentation please visit https://attendee.gototraining.com/r/9217597784540753409.

Published in: Design
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What is Service Design?

  1. 1. WHAT IS SERVICE DESIGN? Summer of Service Design Richard Ekelman
  2. 2. Richard Ekelman Founder, The Service Experience Academy Service Experience Chicago Co-Founder & Director 2013 - 2016 External & Internal Service Designer Accenture, Slalom, Walgreens, Aetna MFA Service Design Savannah College of Art & Design 2
  3. 3. 1 Service Foundations 2 Capabilities & Distinctions 3 Methods & Myths Our Journey Today 3
  4. 4. Why is Service Design a buzzword right now? 4
  5. 5. Everyone knows their part of the elephant. It is impossible to design a system you can completely see and measure. 5
  6. 6. “Channels” reflect companies. Not people. These are contrived boundaries created by how organizations divide their labor and not how people conceive a brand. 6
  7. 7. Co-created services save money, reduce risk, & build value. Understanding the people that deliver and consume a service allows an organization to tailor their offerings. 7
  8. 8. ht Services are technology agnostic. Human behavior and technology are constantly evolving. Services adapt to reality, current & future. 8
  9. 9. http://i.huffpost.com/gen/4350484/images/o-VIRTUAL-REALITY-facebook.jpg Services are technology agnostic. Human behavior and technology are constantly evolving. Services adapt to whatever reality is now and in the future. 9
  10. 10. Competing on service requires a service-aligned organization. Competing on price or features creates organizations that are disconnected from customers and siloed from each other. 10
  11. 11. Core concepts Service Foundations 11
  12. 12. S-D Logic Service-Dominant (S-D) Logic is a mindset that organizations, markets, and society are fundamentally concerned with exchange of service—the applications of competences (knowledge and skills) for the benefit of all parties involved. According to S-D Logic, all of marketing needs to break free from the goods and manufacturing-based model—that is, goods-dominant (G-D) logic. S-D logic embraces concepts of the value-in-use and co-creation of value rather than the value-in-exchange and embedded-value concepts of G-D logic. Vargo & Lusch, 2004 12
  13. 13. S-D Logic Axioms 1. Service is the fundamental basis of exchange. 2. Value is co-created by multiple actors, always including the beneficiary. 3. All social and economic actors are resource integrators. 4. Value is always uniquely and phenomenologically determined. 13
  14. 14. Parts of a Service CORE SERVICE The core way an organization creates value. ENABLING SERVICES Processes, training, and resources enabling the core. ENHANCING SERVICES Processes and partnerships that extend delight. SERVICE RECOVERY Processes that seek to salvage and repair. Core Enabling Enhancing Recovery 14
  15. 15. 5Ps of Service Design PEOPLE Employees and customers that deliver and exchange value across the moments of a service. PLACE The physical space or the virtual environment through which the service is delivered. PROCESS Processes connect the front and back stages of how a service is performed. PROPS The objects and the collateral used to produce the service encounter (forms, products, signs, etc.). PARTNERSHIP Other businesses or entities that help to produce or enhance the service encounter. 15
  16. 16. Services as Theatre (airport) BACKSTAGE Baggage Handler Airport Ops Food Services Jet Bridge Operator Airport Ground Crew Mechanic FRONT STAGE Gate Associates Pilots Flight Crew 16
  17. 17. Front Stage and the Audience BACKSTAGE Baggage Handler Airport Ops Food Services Jet Bridge Operator Airport Ground Crew Mechanic FRONT STAGE Gate Associates Pilots Flight Crew 17
  18. 18. Backstage Actors and Partnerships BACKSTAGE Baggage Handler Airport Ops Food Services Jet Bridge Operator Airport Ground Crew Mechanic FRONT STAGE Gate Associates Pilots Flight Crew 18
  19. 19. Services as Theatre (airport) BACKSTAGE Baggage Handler Airport Ops Food Services Jet Bridge Operator Airport Ground Crew Mechanic FRONT STAGE Gate Associates Pilots Flight Crew 19
  20. 20. Understanding how a service lives over time will help create the right balance and timing in your service concepts. Sequence 20
  21. 21. Services are largely intangible, but evidence of a service can help extend the connection people feel to their experiences. Evidencing 21
  22. 22. For example
  23. 23. Trunk Club CORE SERVICE 1 on 1 fashion advice and clothing services. ENABLING SERVICES Supply partnerships, stylists, space, inventory system, & stylist training program. ENHANCING SERVICES Premium drinks in-store, custom tailoring services, look board (App.), handwritten notes from stylist. SERVICE RECOVERY Call from the VP of Member Experience, follow-up emails from the stylist from each service encounter. Core Enabling Enhancing Recovery 23
  24. 24. 5Ps: Trunk Club People Props Place ProcessPartnership 24
  25. 25. Service System: Trunk Club Front stage Enabling Processes Delivery/EvidenceService Encounter
  26. 26. Some of this will look similar Capabilities & Distinctions 26
  27. 27. Core Capabilities of a Service Designer The Researcher The Strategist The Designer Robert Bau, 2012 Identifying & Overcoming Innovation Roadblocks Generating, Screening & Visualizing Ideas Developing Viable Strategies & Plans Identifying Opportunities & Re-framing Problems Developing, Prototyping & Validating Concepts Understanding Complex Systems & Problems Understanding People Understanding & Envisioning the Future Facilitating the Collaborative Process
  28. 28. Service Design borrows from everything and everyone to solve problems. We seek to find the right mix of technology and processes needed to create the most value in the simplest manor possible. Inherent Flexibility UX Product Anthropology CX Architecture Business Strategy Marketing Data Science SD 28
  29. 29. Product Design extending their makers mentality beyond objects. offering them the ability to transition between digital and physical contexts. Business Strategy creating a competitive advantage by aligning to what people value. reducing the risk that can paralyze innovation. Content Strategy adding the need to design for service personality. Six Sigma highlighting optimizations from both the customer and org perspective to grow an efficient and desirable system. Organization Change adding a tangible set of business outcomes and customer value to create a catalyst for change. Process Design adding regular measurements, evidence, and alignment to the value of improved processes. User Experience getting beyond screens. de-coupling their work with technology platforms. getting away from features. Customer Experience freeing them from sales and marketing tactics. delivering valuable relationship. Employee Experience adding systematic way to identify and remove barriers. co-creating with workers to drive the innovation process. Service Design extends __________ by __________________.
  30. 30. Service design is... flexible and can be applied to any industry to solve systematic problems. foundational and has always evolved out of a need to find a competitive advantage. uniquely equipped to handle complexities. co-creative and reduces the risk in innovation. as digital and physical as needed to solve the problem. 30
  31. 31. The Mindset Shelley Evenson Director of Cultural Evolution, Fjord • People are first and foremost • Co-creation is critical • Continuously storytelling • Make early and often • Develop a competitive advantage • Evidence based 31
  32. 32. The mark of a professional is knowing the right tool at the right time. Methods & Myths 32
  33. 33. Service mapping Standard execution time 3 minutes 15 seconds Total acceptable execution time 6 minutes 15 seconds Lynn Shostack, 1986 Repeat for second coat Apply polish Brush shoes Clean shoes Fail point Receipt Sample of shoe polish Wrong color wax Buff Collect payment 33
  34. 34. Map for Alignment • Document the current state and find failures • Align on KPIs • Create a shared reality • 1 map one experience based on research • Treat maps as living documents • Helps stakeholders unclench from a single feature PHYSICAL EVIDENCE CUSTOMER ASSOCIATE DATA COST INTERNAL SYSTEM EXTERNAL SYSTEM TIME 35
  35. 35. Jobs to Be Done Provides a clear sense of the jobs a service must perform to be valuable. Understanding the jobs a service is hired for breeds constant measurement and a connection to real stories. Lynn Shostack, 1986 When I want So I can the goal service trigger service context 36
  36. 36. Jobs Over Personas Personas are assumptions wrapped in assumptions The weight of personas make them too heavy Jobs are more measurable 37
  37. 37. Thank You Richard Ekelman rich@sxacademy.com www.sxacademy.com
  38. 38. Dollar Shave Club Created a competitive advantage by creating a more efficient and effective service around a good product that fit into the way people live and reducing the friction and underlying cost of production. 39
  39. 39. Product Dominance Operational Excellence Customer Intimacy Market Strategies Product Dominance Operational Excellence Customer Intimacy 40
  40. 40. Partnerships Backstage Processes Core Service Front stage People TouchpointsKey Resources Cost Structure Revenue Streams One wipe CharliesStore displays Acquisition costs Women Re-occurring order intervalsManaging regional store locations Improved experiences by removing friction points and making repeat orders easy to manage Emails to drive re-engagement and offer control Emails to drive re-engagement 41
  41. 41. Product Dominance Operational Excellence Customer Intimacy Competitive Advantage Product Dominance Operational Excellence Customer Intimacy 42
  42. 42. Lower costs to compete and higher margins $$$$$$$$$$ Zero to One 43

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