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This Is Service Design – UX Week 2011

UX Week 2011, Workshop, This Is Service Design

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THIS IS
SERVICE DESIGN
a service design crash course




Jared Cole | Jamin Hegeman
August 24, 2011
UX Week San Francisco
Today’s Goals
Introduce service design basics
Explore 3 core methods of service design
Consider business implications of service




                                            2
Today’s Agenda
9:00-9:10     Intros
9:10-9:30     Service Design
9:30-9:40     Workshop Project
9:40-10:30    Customer Journey
10:30-11:00   Break
11:00-12:30   Acting as Prototyping
12:30-2:00    Lunch
2:00-3:00     Service Blueprint
3:00-3:30     Break
3:30-4:30     Business Model Canvas
4:30-5:00     Share
                                      3
Service Design?
Service Design
Focuses on experiences and interactions,
rather than products.
Seeks to balance aesthetics and human
needs with organizational capabilities.
- after Lucy Kimbell




                                           5
Service design isn’t new.

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This Is Service Design – UX Week 2011

  • 1. THIS IS SERVICE DESIGN a service design crash course Jared Cole | Jamin Hegeman August 24, 2011 UX Week San Francisco
  • 2. Today’s Goals Introduce service design basics Explore 3 core methods of service design Consider business implications of service 2
  • 3. Today’s Agenda 9:00-9:10 Intros 9:10-9:30 Service Design 9:30-9:40 Workshop Project 9:40-10:30 Customer Journey 10:30-11:00 Break 11:00-12:30 Acting as Prototyping 12:30-2:00 Lunch 2:00-3:00 Service Blueprint 3:00-3:30 Break 3:30-4:30 Business Model Canvas 4:30-5:00 Share 3
  • 5. Service Design Focuses on experiences and interactions, rather than products. Seeks to balance aesthetics and human needs with organizational capabilities. - after Lucy Kimbell 5
  • 7. 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 h analytical service systems designs. Services are more. Better service design provides the key to market unusual in that they have impact, but no form. Like success, and more important, to growth. 7 light, they
  • 10. 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 visibility area 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
  • 12. Designers are experts in designing for humans. 12
  • 13. 13
  • 14. How are the needs of these two met? 14
  • 15. What do service designers do? Service innovation Customer experience Customer research Co-design with staff Business process innovation 15
  • 16. Shifting from products to service requires a shift in thinking, practice, and tools. 16
  • 17. Service Mindset Explicitly approaching the design problem from a system thinking perspective and taking a more holistic view of people. 17
  • 19. Why design services? Product not the right solution Product focus limits potential solutions Great products don’t mend broken services Greater opportunity to improve people’s lives Chance to impact organizations 19
  • 20. Why now? Design is maturing. Businesses need service innovation. Customer expectations are rising. Designers are more welcome. 20
  • 21. Changing perspective. CONTROL FEATURE PRODUCT SERVICE ORGANIZATION 21
  • 22. Business Bene ts Create better customer and staff experiences Reduce inefficiencies Improve customer retention (loyalty) Deepen and widen customer relationships Design new business models Increase value to society 22
  • 23. To do service design, designers need to better speak to business needs.
  • 24. What does service design look like?
  • 29. Discovery Tools and Systems 29
  • 30. Discovery Information and Environment 30
  • 32. De nition emes and Opportunities 32
  • 33. 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 llo D P D Pr Su Po Fo Fo 33
  • 34. De nition Needs and Emotions Emotions Support Needs Waiting Needs Information Needs 34
  • 35. 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 PERSON Line 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 Location Line 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
  • 42. 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
  • 43. 43
  • 45. Even: San Francisco e city of San Francisco has taken a number of steps to reduce its impact on the planet, from easier recycling and composting to improved bike lanes. ese programs have all been marked as successes, but the cities sees greater opportunity in going to the source and reducing consumption itself. 45
  • 46. Even: San Francisco Seeing the success of services like ZipCar and NetFlix, the city of San Francisco would like to develop services that promote sharing and collaborative consumption while supporting neighborhood development. 46
  • 47. Odd: Cathay Paci c Cathay Paci c Airlines is known for its service. ey pay attention to their customers, and they do their best to take care of them. As with all airlines, Cathay Paci c has noticed the number of passengers traveling for work has continued to increase over the last few years. is is great for the airline, but all of this travel means that people are spending signi cant periods of time away from their homes and families. 47
  • 48. Odd: Cathay Paci c Knowing that this distance can place substantial strains on travelers and their families, Cathay Paci c would like to offer services to help frequent business travelers feel more connected to their loved ones back home. 48
  • 50. Customer Journey Map The customer journey map is an oriented graph that describes the journey of a user by representing the different touchpoints that characterize his interaction with the service. http://www.servicedesigntools.org/tools/8
  • 51. Journey Exercise 9:40-10:30 Purpose Visualize the experience over time with multiple touchpoints and services. Activity Part 1: Individually catalog the customer journey. Part 2: Map a combined customer journey with emotions and pain points. Tools butcher paper, stickies, markers 51
  • 52. Example Journey Emotions Support Needs Waiting Needs Information Needs 52
  • 53. BREAK
  • 55. Acting as Prototyping Sometimes called informance, this method represents an idea by acting in order to tell, explain and share it. http://www.servicedesigntools.org/tools/33
  • 56. Acting Exercise 11:00-12:30 Purpose Engage with service ideas in new ways. Identify further ideas and discover potential limitations. Activity Using your Customer Journey and Service Blueprint as guides, select and enact a key moment in the service experience. Tools open mind, your body 56
  • 57. 57
  • 58. Acting Exercise Who 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
  • 59. LUNCH
  • 61. Service Blueprint The blueprint is an operational tool that describes the nature and the characteristics of the service interaction in enough detail to verify, implement and maintain it. http://www.servicedesigntools.org/tools/35
  • 62. Blueprint Exercise 2:00-3:00 Purpose Visualize the service procedures and processes. Activity Identify front stage and back stage actions that impact customer of your service. Tools butcher paper, stickies, markers 62
  • 64. BREAK
  • 66. Business Model Canvas The Business Model Canvas, is a strategic management and entrepreneurial tool. It allows you to describe, design, challenge, invent, and pivot your business model. http://www.businessmodelgeneration.com/canvas
  • 67. Canvas Exercise 3:30-4:30 Purpose Consider the strategic business components that will help you de ne the business case for your service. Activity Draw the 9 panels of the Business Canvas and ll each with stickies describing the elements that belong in that panel. Tools butcher paper, stickies, markers 67
  • 68. 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
  • 70. Sharing Exercise 4:30-5:00 Purpose Get feedback, collaborate, spread knowledge, and make your design work awesome. Activity Hang persona, journey map, blueprint, and storyboard to present to your peers. Introduce persona, problem, story. Tools drafting dots 70
  • 71. From Sketchbook to Spreadsheet Service Design working at different levels Measuring success – What? Where? of organizations When? How? Design and business collaborating; what What makes a successful (service) design working together looks like business? Design thinking and business thinking… What might designers learn from business compare and contrast and vice versa Is entrepreneurial spirit the business equivalent of design thinking? Service designers designing business, businesses designing services How does the business community view service design? 71
  • 72. anks! CONTACT RESOURCES ADAPTIVE PATH SERVICE DESIGN NETWORK San Francisco | Austin | Amsterdam service-design-network.org JARED COLE SERVICE DESIGN TOOLS jared@adaptivepath.com | @coffeekid servicedesigntools.org JAMIN HEGEMAN DESIGN FOR SERVICE jamin@adaptivepath.com | @jamin designforservice.wordpress.com PROJECTS SERVICE DESIGN DRINKS AND EVENTS servicedesigning.org UPMC NEUROSURGERY CLINIC jamin.org/archives/2008/upmc-neurosurgery-clinic SF SERVICE DESIGN DRINKS @servicedesignsf TRANSPORTATION SECURITY ADMINISTRATION jamin.org/archives/2007/service-design-for-tsa 72