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1st Conference - Catherine Hills - Service Design and Design Thinking

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“Speaking with people. How to collaborate with and deliver value for your customers.”

It’s easy to say that we need to have “customer collaboration”, but how can we do this effectively? One way is by speaking to people, but what do you do with the information gathered to deliver valuable outcomes for them?

What does “human centred design”, “service design” and “design thinking” mean? How can we use “design sprints” and how can this be revalidated through the shorter feedback loops and frequent delivery that working with agility insists upon?

It’s all connected to human factors so let’s learn how these can combine to help us get closer to our customers and really deliver!

Catherine Hills is UX and Service Design Director at RMIT Online.

An accomplished and collaborative agile human-centered experience designer and research lead, she has worked for a range of businesses including ANZ Banking Group, SEEK, REA Group, Thoughtworks, 99designs, Envato and the University of Melbourne. Catherine is a seasoned Agile UX practice, delivery lead and people coach, with experience in product discovery and innovation.

Catherine entered industry as a graphic and interaction designer and front-end engineer. Since then, her experience has been gathered in organisations in both the United Kingdom and Australia. Catherine has led design and research in digital agencies, publishing companies, education, technology and startups.

https://www.1stconf.com/speakers/#catherineh

Published in: Design
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1st Conference - Catherine Hills - Service Design and Design Thinking

  1. 1. Service Design & Design Thinking Catherine Hills | @daughterofbev © Catherine Hills 2019 “Speaking with people. How to collaborate with and deliver value for your customers.”
  2. 2. Driving growth, better experiences, innovation and collaboration with human-centred design and agile approaches
  3. 3. Provides your team with purpose and meaningful objectives
  4. 4. In organisations, where do ideas often start? It depends... ● Entrepreneur ● Founder ● Business Sponsor ● Creative ● A team member ● CEO ● HiPPO ● The team ● Group think ● In the shower ● etc.
  5. 5. Symptoms of output over outcome cultures: We’re all too busy to work this out together. People will think I’m stupid if I don’t have the right answer! I’m in charge, I want my ideas to take centre stage. My boss and/or colleagues will think I’m incompetent if I don’t come up with a something brilliant and deliver it immediately. My idea is better than theirs. I’m right and they’re wrong. No one listens to me. I thought of that already, it doesn’t work. We’re too busy to speak to customers. We just need to deliver. I need to meet my KPIs and get my bonus!! Who are our customers? I’ve never spoken to a user before.
  6. 6. Speaking with customers or users helps provide better outcomes
  7. 7. In organisations, where do the best opportunities for customer value creation and innovation come from? Speaking with people. Eg. customers, users, prospects By understanding their needs, goals and jobs to be done.
  8. 8. Q. Who are our customers? And who are our users?
  9. 9. Q. What are the front and backstage interactions we need to consider?
  10. 10. Q. What jobs are our customers and users hiring our systems, products and services to do?
  11. 11. Q. What value can we create for our customers and users, and ourselves?
  12. 12. A: Involve the whole team Ideally, cross-functionally
  13. 13. 3 Lenses of HCD/Innovation (IDEO), Double Diamond/Design Thinking (IDEO/Stanford) & Heart of Agile (Cockburn) Opportunity backlog Ideas to test eg. concepts, prototypes Where do we start? Iterate on learning, increase confidence & fidelity Eg. Design thinking, sprint ahead, sprint 0, design sprint etc Outcomes over outputs
  14. 14. Human Centred Design & Agile Brings us closer to the customer and is also great for the team if done in collaboration Being Human Centred* is intended to help us identify customer value through: ● Gathering data eg. speaking with people (qualitative) and numbers (quantitative) ● Co-creating via collaboration ● Creating a shared understanding of the problem and proposed solution space ● Iterating, continuously adjusting and improving via prototyping approaches *Based on Action Research and Participatory Design
  15. 15. Speaking with everyone involved helps!
  16. 16. Who should you speak to? People who use your the things you design and engineer, prospective customers, employees, partners, the works! Prospects Suspects Leads New/Opportunity Markets Loyal Referring Advocate Promoters At risk Lapsed Unhappy Potential Detractors New Novice Active customers/users Repeat Current Customer/User Call Centre Customer Support Sales Account Managers Staff Team Subject Matter Experts Partners Business Sponsors The People Who Build It!
  17. 17. User & Customer Goals, Pain Points, Gain Creators, Dependencies, Risks, Opportunities Value Proposition, Ideas, Market-Fit, Objectives, Key Results, Outcomes
  18. 18. What problem are you trying to solve?
  19. 19. This isn’t big design up front, it’s data collection
  20. 20. Data collection for discovery and exploration
  21. 21. Q. What outcomes are you seeking to define?
  22. 22. What are your goals? Starting a new business from scratch3 Reviewing your existing business model 2 Innovating and extending into new business verticals across your ecosystem 1
  23. 23. Desirability People, inc: Customers, Partners Employees and/or Users Questions you might ask: ● What are their goals? ● What are their expectations? ● What are their perceptions? ● What did they do? ● Would they do it again? ● Current pain points? ● What’s working well? ● Why do they think, feel, say, do? ● What is their relationship with your brand? ● What jobs are they hiring your product/system or service to do?
  24. 24. What might we do with desirability information? Source: Empathy Map Canvas (Gamestorming) | VP & BM Canvas (Strategyzer)
  25. 25. Feasibility Feasibility People, props and processes* *not just tech eg. People (Staff, Partners), Props (physical or digital), Processes (to complete a customer journey) Questions you might ask: ● Current pain points? ● What’s working well? ● What are the dependencies? ● What effort is involved? ● Who is affected? ● What effort is required? ● Are there any risks? Outputs: eg. compliance, regulatory, business rules, technology constraints, physical constraints, design constraints etc.
  26. 26. What might we do with feasibility information? Source: Service Design 101 & Service Design Blueprint 101 (NN Group) | Amazon Value Chain (Kandemirli, 2008) Designed around the customer Designed around the business
  27. 27. Feasibility Viability The Dollars Consider the relationships between the value proposition and business model. Is this of monetary value to the organisation? Is this new model part of our business intent, values and vision? Questions you might ask: ● Why would we invest time and $ in this? ● Who are our high value customers? ● What is our target market? ● Is there customer demand? ● What is the cost of delay? ● How are we paying for it? ● Would customers pay for it? ● Is this a new business model? ● What will be our key results? ● What’s our breakeven point? ● Could another business acquisition bring this into our portfolio? ● Is this a new venture?
  28. 28. What might we do with viability information? Source: Empathy Map & Value Prop Canvas (Strategyzer) | Lean Canvas (Ach Maurya)
  29. 29. Q. How might you execute on this data and opportunities?
  30. 30. Then we enter the messy place, in order to create clarity, design thinking
  31. 31. We need to start from somewhere
  32. 32. To make sense of the data presented to us
  33. 33. Generate ideas and create prototypes of potential solutions or opportunities to test
  34. 34. Then learn by using the people, props and processes that might interact with these ideas to help us
  35. 35. These are playful approaches that might feel uncomfortable, at first, but are actually fun and great for the team.
  36. 36. Note: this always requires speaking with people again
  37. 37. How can HCD & design thinking be done collaboratively?
  38. 38. Case study 1
  39. 39. Case Study 1 Initiative goals: ● Establish knowledge and benchmark experience for high value customer groups per business vertical ● Create current state understanding via preliminary service modelling and customer journey elaboration ● Establish a vision target state ● Create tools the teams could use ● Take the organisation on the journey Business stakeholder and partner interviews Low fidelity service blueprint Customer and prospect interviews - 3 business verticals Current state journey delivery Vision workshops - customers and prospects Playback and prioritisation - stakeholders Concept testing - Customers and prospects Vision delivery Vision workshops - stakeholders
  40. 40. Case Study 1 Learnings: ● Regular ‘all hands’ and all company showcases ● Weekly ‘steerco’ check-ins with management team post-current state journey elaboration ● Invited all staff to sign up to interview and testing schedules on journeys ● Continuous iteration ● Posted updates on Slack regularly to encourage participation Used Slack to create a #speak-with customers channel, post updates and schedule user research and testing observations Used Excel to create a mid-fidelity customer journey that could be interacted with, version controlled and contributed to as experiences changed over time (in line with the vision)
  41. 41. Case study 2
  42. 42. Case Study 2 Initiative goals: ● Unpack ‘wicked problem’ of linkout customer experience ● How to attract customers back into the ecosystem ● Establish a give to get proposition to test revenue opportunities and define a roadmap for untapped customer revenue Started with prototypes and assumptions Low number of customer interviews (less than five) Vision Workshops had already commenced with steer co Restarted workshop discussions with more stakeholders Established new confident prototype ideas Kicked off ‘customer advisory board’ interviews, testing prototype feedback Returned to current state to establish ‘state of play’ Elaborated on potential alternative journeys Reviewed vision workshops in light of new information
  43. 43. Case Study 2 Learnings: ● Approach started out as business-oriented, driven by assumptions, high effort at the beginning with low return on value for team/org ● Jobs to be done rankings were considered to be of different prioritised importance eg. illuminating a say-do gap with customers ● Customer advisory boards with high value customers couldn’t have happened sooner to pursue information on actual needs versus assumed needs ● More regular customer interaction
  44. 44. Case study 3
  45. 45. Case Study 3 Initiative goals: ● Understand customer use of three banking system verticals ● Run collaborative research with whole team ● Understand validity of internal assumption that experience should be the same for all customers BA Review had taken place, recommendations made to GM Taking the assumption, created a strategy of inquiry Undertook IA and Content review of 3 banking system verticals Identified commonality/differ ences across system verticals Most affected - SMB customers - ran interviews with these people Collaborative interviews run, cross-functional and SME observers Workshop with cross-functional teams Findings to roadmap recommendations & persona-lite Developed hypotheses based on IA, Content and BA review
  46. 46. Case Study 3 Learnings: ● The customer voice was embedded in team conversations ● Regular showcases and a team ‘insights’ wall made progress visible and available to any stakeholder who walked past or requested a walk through ● Collaborative research and workshops were fun the team bonded and a shared understanding was created via sharing user interview stories collaboratively. ● A better potential outcome for customers based on customer needs and goals, inc. proposed new business model and value proposition
  47. 47. #1 Speaking with people is a way of limiting risk and saves time in the long run
  48. 48. #2 Adopt a learning mindset, you are no longer the expert
  49. 49. #3 Practice the skills of active listing, being constantly curious and asking open-ended questions
  50. 50. Speaking with people and hearing their stories, dreams and aspirations is at once a privilege and a humbling experience. Be good to each other. Be good to your customers and users. Create great experiences.
  51. 51. Thank you Catherine Hills © Catherine Hills 2019 Find me here: Twitter @daughterofbev LinkedIn catherine-hills-96a1b515

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