THIS ISSERVICE DESIGNa service design
crash courseJared Cole | Jamin HegemanAugust 24, 2011UX Week San Francisco

Today’s GoalsIntroduce service design basicsExplore
3 core methods of service designConsider business implications of service 2

Today’s Agenda9:00-9:10 Intros9:10-9:30 Service Design9:30-9:40
Workshop Project9:40-10:30 Customer Journey10:30-11:00 Break11:00-12:30 Acting as Prototyping12:30-2:00 Lunch2:00-3:00 Service Blueprint3:00-3:30 Break3:30-4:30 Business Model Canvas4:30-5:00 Share 3

Service Design?

Service DesignFocuses on experiences and
interactions,rather than products.Seeks to balance aesthetics and humanneeds with organizational capabilities.- after Lucy Kimbell 5

Service design isn’t new.

134 Harvard Business Review January-February
1984 Exhibit I Blueprint for a comer shoeshine StarKlard Brush execution time shoes 2 minutes Total acceptable execution time 5 minutes Une of Faciiitating services vialblllty and products Not seen Select by customer and purchase but necessary supplies to perfonnance There are several reasons for the lack of Good and lasting service management requires muc hanalytical service systems designs. Services are more. Better service design provides the key to marketunusual in that they have impact, but no form. Like success, and more important, to growth. 7light, they

is was designed. 8

Designers are advancingservice design.

Dialing IBM-HELP to get assistance
with Lotus Notes Carrie Chan | IBM T.J Watson Research Center, Hawthorne NY | 6.15.07 Blueprinting ideas v.4 thinkcarrie.com service evidence Living with Complexity, Donald problem with Lotus Norman Notes Mail and Calendar syncing customer steps DIAL NAVIGATE PRE-RECORDED MENU TALK TO AGENT WAIT FOLLOW AGENT’S ST hazard line Dislike calling call centers how long am i being onstage put on hold for? i’m pressing ‘3’ and nothing is happening... 6D1511 is before 6A1511 in the menu choices... did I hear is he even listening to 6D1511 correctly? me? he seems to be he’s assuming i know all the typing a lot. and not customer’s journey IBM language even though I’ve paying attention. repeatedly told him I was new he’s apologizing for soft- he’s talking really fast ware malfunction - is this the same problem i was just having? or should i be worrying about something else?ne of of visibilityarea visibility representative service Give introductory speech. Ask for employee serial Present customer with menu options to Introduce yourself. Ask customer what Look up information regarding Ask what error message Proceed to follow steps outlined in documentation. number. redirect call. Apologize for software problem they’re having. Lotus Notes Mail and Calendar the customer is getting. script malfunction. syncing on database. Redirect call after customer inputs a choice. Ask if they are on or off site. provider’s steps backstage WAIT FOR CALL DIRECT CALL TO PROPER DEPT. INTRODUCTION GET PROBLEM FIND SOLUTION TO PROBLEM WALK CUSTOM application backstage processes P P P P P P P P P P support implementation account executives product executives (BTO) 10 operati

servicedesigntools.org 11

Designers are experts indesigning for
humans. 12

13

How are the needs of
these two met? 14

What do service designers do?Service
innovationCustomer experienceCustomer researchCo-design with staffBusiness process innovation 15

Shifting from products toservice requires
a shift inthinking, practice, and tools. 16

Service MindsetExplicitly approaching thedesign problem
from a systemthinking perspective and takinga more holistic view of people. 17

Why service design?

Why design services?Product not the
right solutionProduct focus limits potential solutionsGreat products don’t mend broken servicesGreater opportunity to improve people’s livesChance to impact organizations 19

Why now?Design is maturing.Businesses need
service innovation.Customer expectations are rising.Designers are more welcome. 20

Changing perspective.CONTROL FEATURE PRODUCT SERVICE
ORGANIZATION 21

Business Bene tsCreate better customer
and staff experiencesReduce inefficienciesImprove customer retention (loyalty)Deepen and widen customer relationshipsDesign new business modelsIncrease value to society 22

To do service design,designers need
to betterspeak to business needs.

What does service designlook like?

NEUROSURGERYCLINICservice design with UPMC 25

Discovery Patient Experience 26

Discovery Staff Experience 27

Discovery Doctor/Patient Experience 28

Discovery Tools and Systems 29

Discovery Information and Environment 30

Discovery Immersion 31

De nition emes and Opportunities
32

De nition Patient Journey t
visit visi st t t re fir t isi isi ca / sit isi pv pv tio n y sis vi y pv u u c ar no -o p er t-o w- w- et e rim iag e rg s llo lloD P D Pr Su Po Fo Fo 33

De nition Needs and Emotions
Emotions Support Needs Waiting NeedsInformation Needs 34

De nition Holistic Delivery System
Service Blueprint of Presby Neuro Clinic PHYSICAL Front Waiting Front Waiting Front Hallway Exam MRI & Exam MRI & Door Tag Waiting Check-out EVIDENCE Desk Room Desk Room Desk Room Chart Room Chart Room Room Check-out, PATIENT Sign In Wait Check-in Wait Responds Follow to Wait in Answer Wait Ask Return Wait Pay, & ACTIONS Exam Rm Exam Rm Questions Questions Door Tag Leave Line of Interaction ? ? ? ? ? ONSTAGE Call Escort to Check Meet Dr. Process & CONTACT Welcome Process Patient Exam Rm Vitals & Kassam Check-out Ask Quest PERSONLine of Visibility BACKSTAGE Get See Other Grab Check Place in Take See Other See Other See Other CONTACT Patient Patients Patients Door Tag Patients Patient Kassam Away Patients PERSON Chart Location Bin Chart Brings Chart in Grab Kassam Door Tag To Be Chart Gets Quick Back Seen Bin from Bin Review Chart Write Rm Check Taken by # on Patient Dictation Staff Schedule LocationLine of Internal Interaction SUPPORT Records/ Bin Chart Records/ Debbie’s Door Tag Schedule Storage Database Database System PROCESSES Chart Cart System System System System System 35

Design Creating Concepts 36

Design Co-creation 37

Design Engagement 38

Design Prototyping 39

Design Storyboard Concepts 40

Design Validation 41

Delivery Tangible and Intangible I
know you don’t want to be here. I know you don’t want to know me. But the best thing that could happen is to know me. I’ve performed more than 3,000 neurosurgical procedures. More than 800 of those are what’s called minimally invasive endoscopic procedures. And I’m a person first. I’ll be direct and treat you like a friend. Occasionally, I may even make you laugh. 42

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Workshop

Even: San Franciscoe city of
San Francisco has taken a number of stepsto reduce its impact on the planet, from easierrecycling and composting to improved bike lanes.ese programs have all been marked as successes, butthe cities sees greater opportunity in going to thesource and reducing consumption itself. 45

Even: San FranciscoSeeing the success
of services like ZipCar and NetFlix,the city of San Francisco would like to develop servicesthat promote sharing and collaborative consumptionwhile supporting neighborhood development. 46

Odd: Cathay Paci cCathay Paci
c Airlines is known for its service. ey payattention to their customers, and they do their best totake care of them. As with all airlines, Cathay Paci chas noticed the number of passengers traveling forwork has continued to increase over the last few years.is is great for the airline, but all of this travel meansthat people are spending signi cant periods of timeaway from their homes and families. 47

Odd: Cathay Paci cKnowing that
this distance can place substantial strainson travelers and their families, Cathay Paci c wouldlike to offer services to help frequent business travelersfeel more connected to their loved ones back home. 48

Customer Journey Map

Customer Journey MapThe customer journey
map is an oriented graphthat describes the journey of a user byrepresenting the different touchpoints thatcharacterize his interaction with the service.http://www.servicedesigntools.org/tools/8

Journey Exercise9:40-10:30PurposeVisualize the experience over
time with multipletouchpoints and services.ActivityPart 1: Individually catalog the customer journey.Part 2: Map a combined customer journey withemotions and pain points.Toolsbutcher paper, stickies, markers 51

Example Journey Emotions Support Needs
Waiting NeedsInformation Needs 52

BREAK

Acting as Prototyping

Acting as PrototypingSometimes called informance,
this methodrepresents an idea by acting in order to tell,explain and share it.http://www.servicedesigntools.org/tools/33

Acting Exercise11:00-12:30PurposeEngage with service ideas
in new ways. Identify furtherideas and discover potential limitations.ActivityUsing your Customer Journey and Service Blueprint asguides, select and enact a key moment in the serviceexperience.Toolsopen mind, your body 56

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Acting ExerciseWho are the stakeholders?Does
it address the considerations?What’s going on in the front stage? Back stage?What are the touch points?What is magical?How does your performance demonstrate success?How does it deal with failure? 58

LUNCH

Service Blueprint

Service BlueprintThe blueprint is an
operational tool that describesthe nature and the characteristics of the serviceinteraction in enough detail to verify, implementand maintain it.http://www.servicedesigntools.org/tools/35

Blueprint Exercise2:00-3:00PurposeVisualize the service procedures
and processes.ActivityIdentify front stage and back stage actions that impactcustomer of your service.Toolsbutcher paper, stickies, markers 62

Example Blueprinthttp://tinyurl.com/cdw6ya 63

BREAK

Business Model Canvas

Business Model CanvasThe Business Model
Canvas, is a strategicmanagement and entrepreneurial tool. It allowsyou to describe, design, challenge, invent, andpivot your business model.http://www.businessmodelgeneration.com/canvas

Canvas Exercise3:30-4:30PurposeConsider the strategic business
components that willhelp you de ne the business case for your service.ActivityDraw the 9 panels of the Business Canvas and ll eachwith stickies describing the elements that belong inthat panel.Toolsbutcher paper, stickies, markers 67

Day Month Year No.Who are
our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines?What are the most important costs inherent in our business model? For what value are our customers really willing to pay?Which Key Resources are most expensive? For what do they currently pay?Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. 68

Share!

Sharing Exercise4:30-5:00PurposeGet feedback, collaborate, spread
knowledge, and makeyour design work awesome.ActivityHang persona, journey map, blueprint, and storyboardto present to your peers.Introduce persona, problem, story.Toolsdrafting dots 70

From Sketchbook to SpreadsheetService Design
working at different levels Measuring success – What? Where?of organizations When? How?Design and business collaborating; what What makes a successful (service) designworking together looks like business?Design thinking and business thinking… What might designers learn from businesscompare and contrast and vice versaIs entrepreneurial spirit the businessequivalent of design thinking?Service designers designing business,businesses designing servicesHow does the business community viewservice design? 71

anks!CONTACT RESOURCESADAPTIVE PATH SERVICE DESIGN
NETWORKSan Francisco | Austin | Amsterdam service-design-network.orgJARED COLE SERVICE DESIGN TOOLSjared@adaptivepath.com | @coffeekid servicedesigntools.orgJAMIN HEGEMAN DESIGN FOR SERVICEjamin@adaptivepath.com | @jamin designforservice.wordpress.comPROJECTS SERVICE DESIGN DRINKS AND EVENTS servicedesigning.orgUPMC NEUROSURGERY CLINICjamin.org/archives/2008/upmc-neurosurgery-clinic SF SERVICE DESIGN DRINKS @servicedesignsfTRANSPORTATION SECURITY ADMINISTRATIONjamin.org/archives/2007/service-design-for-tsa 72