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Service
Design
Berlin
K I S D / M AY 1 8 , 2 0 1 5
Bringing Service
Design In-House
Manuel Großmann
& Martin Jordan
Who are we to talk about this topic?
Katrin
PhD Candidate,
University of
Potsdam
Olga
Business
Consultant,
Fuxblau
Mauro
Designer,
SAP
Manuel
Service
Designer,
Fuxblau
Martin
Designer,
Nokia
Two aspects of
bringing service
design in-house
Learning &
teaching
CO N T E N T
W H Y Reasons to bring service design in-house
!
W H E N Occasions
!
H O W Formats
!
WHAT Content to teach and train
!
3 M AG I C I N G R E D I E N TS
!
F U T U R E O F L E A R N I N G ?
!
TA K E AWAYS
Why
Relevance
W H Y
Why do companies seek external help?
Need for inspiration
Lack of knowledge and skills
Need for additional (wo)manpower
When
Occasions
W H E N
Two ways of bringing service design in-house
Goal:
Enabling staff to solve
service-design related
challenges by themselves
Goal:
Completing tasks by external
professionals when internal
resources or expertise are
limited
P R OJ E C T- B A S E D W O R KT R A I N I N G S
B A S I C S
Photo by Flickr user: Brian (Ziggy) Liloia
You wouldn’t expect to learn woodworking in a day.
Why should service design be any different?
B A S I C S
In order to master service design
(like many other skills)
two things are needed:
understanding of what it is
and how it works
practise, practise, practise
How
Formats
Bringing Service
Design in-house
Through project-
based support
P R OJ E C T- B A S E D S U P P O R T
When is a good time for project-based support?
Design Council (2005): The Design Process, http://www.designcouncil.org.uk/news-opinion/design-process-what-double-diamond
Discover Define Develop Deliver
brief
concept
review
feasibility
review
The (traditional) agency model
is an outdated model
P R OJ E C T- B A S E D S U P P O R T
Call for help /
Brief
Work by
the agency
Presentation
& handover of
documentation
P R OJ E C T- B A S E D S U P P O R T
Weaknesses of the (traditional) agency model
Lack of knowledge transfer
Lack of internal insights
(stakeholder & their needs)
Lack of internal buy-in
(not invented here)
Lack of impact
P R OJ E C T- B A S E D S U P P O R T
An integrated model
F O R M AT
• external consultants run the project
• client’s team members join crucial parts of the
process or entire process (e.g. user research,
creation of personas, blueprints…)
CO N S
• takes extra time on both sides:
internal & external
P R O S
• in-house team members can
observe, engage and learn
• in-house team members
understand the value of certain
tools & approaches
P R OJ E C T- B A S E D S U P P O R T
Approaches for project-based support
Contractor, hired by
marketing team
Partner, hired by design,
product / service dev team
Gets job done as tasked Evolves focus along the way
Works independently
after receiving brief
Work co-located w/ designers &
researchers of client
Delivers final
documentation
Delivers actionable
tools & knowledge
Expertise stays in
agency
Expertise is exchanged between
agency & client
T R A D I T I O N A L I N T E G R AT E D
“As a client we are very involved.
The agencies aren’t used to that.
Some have a problem with it.
We don’t work with these any longer.”
— A N A P E S S A N H A ,
Senior Design & User Researcher, Nokia
is controlled by
company constantly
gets guidance that leads to
meaningful outcomes
spends extra time
through co-location
creates co-ownership of client team
member
has less freedom in
working process
focusses on topics of importance &
relevance
needs to cater for
special stakeholders
gets heard by
key stakeholders
is tasked to create
more artefacts
creates tools that are actively
used by people afterwards
P R OJ E C T- B A S E D S U P P O R T
Pains and gains for the agency
PA I N S G A I N S
P R OJ E C T- B A S E D S U P P O R T
Example deliverables of research project
Final documentation /
presentation / report
P R E V I O U S LY
N O W
Workshops Videos
User journeys
Posters
Cards with findings
P R OJ E C T- B A S E D S U P P O R T
Tips for an integrated model (for clients)
Client employees need to partake in parts of the process
Results should be summarised as workshops, not presentations
Embrace collaboration & co-location
Bringing Service
Design in-house
Through trainings
T R A I N I N G S
Three approaches for trainings
I N T E N S I V E
W O R K S H O P
I N T E G R AT E D
W O R K S H O P S
W O R K S H O P &
CO N S U LT I N G
I N T E N S I V E
W O R K S H O P
Intensive Workshops
T R A I N I N G S
F O R M AT
• length of 1–5 days
• Mix of theoretical input and workshop modules
during which participants apply new tools and
methods
CO N S
• very hard to integrate into
regular work schedule
• not very sustainable
• missing link between training &
work environment
P R O S
• everything can be done within
one session
• high level of focus
Intensive Workshops
T R A I N I N G S
T I M E
LEVELOFSUPPORT
I N T E G R AT E D
W O R K S H O P S
Integrated Workshops
T R A I N I N G S
F O R M AT
• several 2-hour session spread out over 1–2 weeks
• Mix of theoretical input and workshop modules
during which participants apply new tools and
methods
• 1 tool/method per session
CO N S
• potentially more expensive
• overall time for training is limited
P R O S
• very easy to integrate into
regular work schedule
• easier to train larger groups
• more time to digest the
input
Integrated Workshops
T R A I N I N G S
T I M E
LEVELOFSUPPORT
“The format of short two-hour session
throughout a week allowed us to train a larger
team because all were able to spare some time
every day. It also showed us that small work
packages can be finished within a very short
time.”
— I N G A B E R G E N ,
CEO, Welldoo
W O R K S H O P &
CO N S U LT I N G
Workshop & Consulting
T R A I N I N G S
CO N S
• potentially more expensive 

(more time & extra travel costs)
• timing is relevant
P R O S
• very effective in terms of
translating the input into
the real context
F O R M AT
• Mix of theoretical input and workshop modules
during which participants apply new tools and
methods upfront
• Consulting sessions afterwards (spread over several
weeks) to help participants apply the knowledge
within real projects over a period of time
T R A I N I N G S
Workshop & Consulting
T I M E
LEVELOFSUPPORT
“The initial workshop creates a wow moment.
It’s creates a new perspective. The following
consulting allows a transfer into practise.
What is more it keeps up the awareness for
the tools and methods.”
— A DA M L AW R E N C E ,
Co-founder, Work Play Experience
What
Content
Content for service design trainings
•user research
•personas
•scenarios & user journeys
•prototyping & testing
T R A I N I N G S
•service blueprint
•business model canvas
•stakeholder map
B A S I C :
U S E R - C E N T E R E D D E S I G N
A D VA N C E D :
S E R V I C E S YS T E M S
Choosing a challenge
T R A I N I N G S
R E L AT E D TO
R E A L W O R K
A R T I F I C I A L /
I N D E P E N D E N T
!
P R O S
• high relevance
• apply in real work context
!
!
!
P R O S
• focus on tools & methods
• willingness to experiment
• user research & prototyping can
be easier
!CONS
• hard to abstract
• pressure to solve problem
• experimentation can be
hindered
!
CO N S
• hard to translate into
real work context
• relevance is unclear
What & How
The 3 magic
ingredients
#1 Atmosphere
Setting a mood for learning
M AG I C I N G R E D I E N TS
C R A Z I N E S S
crazy atmosphere supports outside
of the box thinking
T E A M S P I R I T
facilitation and creating an
environment for learning is key
“Anyone who tried to make a distinction
between education and entertainment doesn’t
know the first thing about either.”
— M A R S H A L L M C LU H A N ,
Philosopher of communication theory
#2 Artefacts
Expand the impact through artefacts
A R T E FAC T S
I N T R A I N I N G S
• method cards
• templates
• booklets
I N P R OJ E C T- B A S E D S U P P O R T
• printouts of deliverables
P R O S
• easy to access
• always present
F O R M AT
• physical artefacts
P R O S
• helps stakeholders to
present their work
• showcase results in coffee
breaks
Expanding the time for support
A R T E FAC T S
T I M E
LEVELOFSUPPORT
artefacts
left behind
“We pinned print-outs of personas, user
journeys and a service blueprint to the hallway
wall. This helped a great deal to communicate
to others what were working on.”
— M A R C P I R S I N G ,
Head of Commercial Service Center, Bayer Business Services
#3 Timing
The moment of the collaboration is crucial
• e.g. if team works with scrum, training should be adapted
to sprints
!
• collaboration should start at the right time within the
bigger context (or project timeline)
T I M I N G & I N T E G R AT I O N
The future of
learning
service design
An outlook
Traditional learning model
T H E F U T U R E O F S E R V I C E D E S I G N T E AC H I N G
L E A R N I N G B A S I C S
with the help of a pro
A P P LY I N G T H E K N O W L E D G E
by yourself
Flipped classroom model
T H E F U T U R E O F S E R V I C E D E S I G N T E AC H I N G
L E A R N I N G B A S I C S
by yourself
A P P LY I N G T H E K N O W L E D G E
with the help of a pro
B A S I C S
“Practise makes perfect”
Photo by Flickr user: Brian (Ziggy) Liloia
Takeaways
M A I N TA K E AWAY
P R OJ E C T- B A S E D W O R KT R A I N I N G S
Two complementary approaches
5 tips for
successful
service design
learning
When hiring outside experts, remember:
5 T I P S
Don’t expect to learn service design within a day
Demand a collaborative learning model
Ask for a mix of theoretical input & time to apply the knowledge
Make sure you have enough time to test the learned method
& tools before your collaboration ends
Pay special attention to when a training starts
5 tips for
successful
service design
teaching
When you plan your training, consider:
5 T I P S
Your business development team needs
to understand the process
Always aim for a collaborative model
Offer a mix of trainings and consulting which is stretched
over a longer period of time for high impact
Pay special attention to the atmosphere itself
in which learning happens
Plan your deliverables as artefacts to leave something behind
Your thoughts,
please!
Want to learn more?
Nov 13–14, 2015
Berlin / Germany
www.serviceexperiencecamp.de
Interactive
conference for
Service Innovators
Thanks for
joining!
servicedesignberlin.de
@SD_Berlin
fb.com/servicedesignberlin
Icons by Lil Squid, Edward Boatman, Gonzalo Bravo, Jeremy J Bristol, Attilio Baghino,
Lorena Salagre, DesignNex, Nicholas Menghini, Joe Richardson, Guvnor Co, Mourad
Mokrane, Hadi Davodpour, iconsmind.com, Luis Prado, Erwin Supriyatna, Jens Tärning

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Bringing Service Design In-House Through Projects and Trainings

  • 1. Service Design Berlin K I S D / M AY 1 8 , 2 0 1 5 Bringing Service Design In-House Manuel Großmann & Martin Jordan
  • 2. Who are we to talk about this topic? Katrin PhD Candidate, University of Potsdam Olga Business Consultant, Fuxblau Mauro Designer, SAP Manuel Service Designer, Fuxblau Martin Designer, Nokia
  • 3. Two aspects of bringing service design in-house Learning & teaching
  • 4. CO N T E N T W H Y Reasons to bring service design in-house ! W H E N Occasions ! H O W Formats ! WHAT Content to teach and train ! 3 M AG I C I N G R E D I E N TS ! F U T U R E O F L E A R N I N G ? ! TA K E AWAYS
  • 6. W H Y Why do companies seek external help? Need for inspiration Lack of knowledge and skills Need for additional (wo)manpower
  • 8. W H E N Two ways of bringing service design in-house Goal: Enabling staff to solve service-design related challenges by themselves Goal: Completing tasks by external professionals when internal resources or expertise are limited P R OJ E C T- B A S E D W O R KT R A I N I N G S
  • 9. B A S I C S Photo by Flickr user: Brian (Ziggy) Liloia You wouldn’t expect to learn woodworking in a day. Why should service design be any different?
  • 10. B A S I C S In order to master service design (like many other skills) two things are needed: understanding of what it is and how it works practise, practise, practise
  • 13. P R OJ E C T- B A S E D S U P P O R T When is a good time for project-based support? Design Council (2005): The Design Process, http://www.designcouncil.org.uk/news-opinion/design-process-what-double-diamond Discover Define Develop Deliver brief concept review feasibility review
  • 14. The (traditional) agency model is an outdated model P R OJ E C T- B A S E D S U P P O R T Call for help / Brief Work by the agency Presentation & handover of documentation
  • 15. P R OJ E C T- B A S E D S U P P O R T Weaknesses of the (traditional) agency model Lack of knowledge transfer Lack of internal insights (stakeholder & their needs) Lack of internal buy-in (not invented here) Lack of impact
  • 16. P R OJ E C T- B A S E D S U P P O R T An integrated model F O R M AT • external consultants run the project • client’s team members join crucial parts of the process or entire process (e.g. user research, creation of personas, blueprints…) CO N S • takes extra time on both sides: internal & external P R O S • in-house team members can observe, engage and learn • in-house team members understand the value of certain tools & approaches
  • 17. P R OJ E C T- B A S E D S U P P O R T Approaches for project-based support Contractor, hired by marketing team Partner, hired by design, product / service dev team Gets job done as tasked Evolves focus along the way Works independently after receiving brief Work co-located w/ designers & researchers of client Delivers final documentation Delivers actionable tools & knowledge Expertise stays in agency Expertise is exchanged between agency & client T R A D I T I O N A L I N T E G R AT E D
  • 18. “As a client we are very involved. The agencies aren’t used to that. Some have a problem with it. We don’t work with these any longer.” — A N A P E S S A N H A , Senior Design & User Researcher, Nokia
  • 19. is controlled by company constantly gets guidance that leads to meaningful outcomes spends extra time through co-location creates co-ownership of client team member has less freedom in working process focusses on topics of importance & relevance needs to cater for special stakeholders gets heard by key stakeholders is tasked to create more artefacts creates tools that are actively used by people afterwards P R OJ E C T- B A S E D S U P P O R T Pains and gains for the agency PA I N S G A I N S
  • 20. P R OJ E C T- B A S E D S U P P O R T Example deliverables of research project Final documentation / presentation / report P R E V I O U S LY N O W Workshops Videos User journeys Posters Cards with findings
  • 21. P R OJ E C T- B A S E D S U P P O R T Tips for an integrated model (for clients) Client employees need to partake in parts of the process Results should be summarised as workshops, not presentations Embrace collaboration & co-location
  • 23. T R A I N I N G S Three approaches for trainings I N T E N S I V E W O R K S H O P I N T E G R AT E D W O R K S H O P S W O R K S H O P & CO N S U LT I N G
  • 24. I N T E N S I V E W O R K S H O P
  • 25. Intensive Workshops T R A I N I N G S F O R M AT • length of 1–5 days • Mix of theoretical input and workshop modules during which participants apply new tools and methods CO N S • very hard to integrate into regular work schedule • not very sustainable • missing link between training & work environment P R O S • everything can be done within one session • high level of focus
  • 26. Intensive Workshops T R A I N I N G S T I M E LEVELOFSUPPORT
  • 27. I N T E G R AT E D W O R K S H O P S
  • 28. Integrated Workshops T R A I N I N G S F O R M AT • several 2-hour session spread out over 1–2 weeks • Mix of theoretical input and workshop modules during which participants apply new tools and methods • 1 tool/method per session CO N S • potentially more expensive • overall time for training is limited P R O S • very easy to integrate into regular work schedule • easier to train larger groups • more time to digest the input
  • 29. Integrated Workshops T R A I N I N G S T I M E LEVELOFSUPPORT
  • 30. “The format of short two-hour session throughout a week allowed us to train a larger team because all were able to spare some time every day. It also showed us that small work packages can be finished within a very short time.” — I N G A B E R G E N , CEO, Welldoo
  • 31. W O R K S H O P & CO N S U LT I N G
  • 32. Workshop & Consulting T R A I N I N G S CO N S • potentially more expensive 
 (more time & extra travel costs) • timing is relevant P R O S • very effective in terms of translating the input into the real context F O R M AT • Mix of theoretical input and workshop modules during which participants apply new tools and methods upfront • Consulting sessions afterwards (spread over several weeks) to help participants apply the knowledge within real projects over a period of time
  • 33. T R A I N I N G S Workshop & Consulting T I M E LEVELOFSUPPORT
  • 34. “The initial workshop creates a wow moment. It’s creates a new perspective. The following consulting allows a transfer into practise. What is more it keeps up the awareness for the tools and methods.” — A DA M L AW R E N C E , Co-founder, Work Play Experience
  • 36. Content for service design trainings •user research •personas •scenarios & user journeys •prototyping & testing T R A I N I N G S •service blueprint •business model canvas •stakeholder map B A S I C : U S E R - C E N T E R E D D E S I G N A D VA N C E D : S E R V I C E S YS T E M S
  • 37. Choosing a challenge T R A I N I N G S R E L AT E D TO R E A L W O R K A R T I F I C I A L / I N D E P E N D E N T ! P R O S • high relevance • apply in real work context ! ! ! P R O S • focus on tools & methods • willingness to experiment • user research & prototyping can be easier !CONS • hard to abstract • pressure to solve problem • experimentation can be hindered ! CO N S • hard to translate into real work context • relevance is unclear
  • 38. What & How The 3 magic ingredients
  • 40. Setting a mood for learning M AG I C I N G R E D I E N TS C R A Z I N E S S crazy atmosphere supports outside of the box thinking T E A M S P I R I T facilitation and creating an environment for learning is key
  • 41. “Anyone who tried to make a distinction between education and entertainment doesn’t know the first thing about either.” — M A R S H A L L M C LU H A N , Philosopher of communication theory
  • 43. Expand the impact through artefacts A R T E FAC T S I N T R A I N I N G S • method cards • templates • booklets I N P R OJ E C T- B A S E D S U P P O R T • printouts of deliverables P R O S • easy to access • always present F O R M AT • physical artefacts P R O S • helps stakeholders to present their work • showcase results in coffee breaks
  • 44. Expanding the time for support A R T E FAC T S T I M E LEVELOFSUPPORT artefacts left behind
  • 45. “We pinned print-outs of personas, user journeys and a service blueprint to the hallway wall. This helped a great deal to communicate to others what were working on.” — M A R C P I R S I N G , Head of Commercial Service Center, Bayer Business Services
  • 47. The moment of the collaboration is crucial • e.g. if team works with scrum, training should be adapted to sprints ! • collaboration should start at the right time within the bigger context (or project timeline) T I M I N G & I N T E G R AT I O N
  • 48. The future of learning service design An outlook
  • 49. Traditional learning model T H E F U T U R E O F S E R V I C E D E S I G N T E AC H I N G L E A R N I N G B A S I C S with the help of a pro A P P LY I N G T H E K N O W L E D G E by yourself
  • 50. Flipped classroom model T H E F U T U R E O F S E R V I C E D E S I G N T E AC H I N G L E A R N I N G B A S I C S by yourself A P P LY I N G T H E K N O W L E D G E with the help of a pro
  • 51. B A S I C S “Practise makes perfect” Photo by Flickr user: Brian (Ziggy) Liloia
  • 53. M A I N TA K E AWAY P R OJ E C T- B A S E D W O R KT R A I N I N G S Two complementary approaches
  • 54. 5 tips for successful service design learning
  • 55. When hiring outside experts, remember: 5 T I P S Don’t expect to learn service design within a day Demand a collaborative learning model Ask for a mix of theoretical input & time to apply the knowledge Make sure you have enough time to test the learned method & tools before your collaboration ends Pay special attention to when a training starts
  • 56. 5 tips for successful service design teaching
  • 57. When you plan your training, consider: 5 T I P S Your business development team needs to understand the process Always aim for a collaborative model Offer a mix of trainings and consulting which is stretched over a longer period of time for high impact Pay special attention to the atmosphere itself in which learning happens Plan your deliverables as artefacts to leave something behind
  • 59. Want to learn more?
  • 60. Nov 13–14, 2015 Berlin / Germany www.serviceexperiencecamp.de Interactive conference for Service Innovators
  • 61. Thanks for joining! servicedesignberlin.de @SD_Berlin fb.com/servicedesignberlin Icons by Lil Squid, Edward Boatman, Gonzalo Bravo, Jeremy J Bristol, Attilio Baghino, Lorena Salagre, DesignNex, Nicholas Menghini, Joe Richardson, Guvnor Co, Mourad Mokrane, Hadi Davodpour, iconsmind.com, Luis Prado, Erwin Supriyatna, Jens Tärning