Service design is en vogue. These days even the most hesitating companies engage in little experiments with the ‘new discipline’. A myriad of methods and tools are taught and trained. ‘Mindsets’ we say have to be developed; philosophies shaped … And yet: Service designers still have a hard time legitimizing their ways of working to all these people in organization who do not seem to ‘get it.’ It still is hard to get really holistic service systems to work. When it comes to implementation, great experience concepts often face resistance not only from operations but also due to a lack of strategic direction. The problem is: When reasoning with top management, service designers are rarely on eye-level. This is not only because of current power structures but also because our notions of service design conceptualize the young field in a rather narrow way. Honestly, most predominant ideas of service design aren’t strategic at all.
The HPI research fellow Jan Schmiedgen gave a glimpse into Service-Dominant Logic, an admittedly abstract but extremely handy theory of service, which provides you with a strategic lens on how to run your business, (re)define your market and even your industry boundaries. Amongst scholars Service-Dominant Logic is already perceived as a new marketing paradigm; a lens to view all economic activity in the world. For you as serve designers it might be a good foundation to base your strategic conversations with top-management on. If you really want to make ‘service thinking’ central to all our business activities, there is no getting around Service-Dominant Logic.
The talk took place at the epicenter of the Berlin tech community – Factory Berlin in Mitte.
Factory is the first and largest startup campus in Germany. With over 16,000 square meters of office space, Factory brings best in class technology businesses together with early stage startups and talents by providing an outstanding work environment, a curated community of founders and quality events.