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2017 service design in business

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PRESENTATION SERVICE DESIGN IN BUSINESS

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2017 service design in business

  1. 1. Nice Landing, Wrong Airport Lessons learnt -the hard way- in co-creation Remco Lenstra Philippe Martens Service Design in Business London, Nov/2017
  2. 2. Something happened at work …
  3. 3. 4 Image courtesy Prof.dr.Bart Cambré, Antwerp Management School
  4. 4. Image courtesy Prof.dr.Bart Cambré, Antwerp Management School
  5. 5. A B C D E FX1…n X1…n SUPPORTMANAGEMENT INTAKE/DIAGNOSIS REGISTRATION PLANNING COMPLEX ORGANIZATIONS WITH SIMPLE JOBS Image courtesy Prof.dr.Bart Cambré, Antwerp Management School
  6. 6. TOWARDS SIMPLE ORGANIZATIONS WITH COMPLEX JOBS FUNCTIONAL STRUCTURE FLOW-BASED STRUCTURE Function1 F2 Fn Order 1 O2 On … … DISTRICT 2 DISTRICT 1 DISTRICT N multi-skilled multi-functionalhigh autonomy client-centered Image courtesy Prof.dr.Bart Cambré, Antwerp Management School
  7. 7. Team & Work Experience (%, EWCS 2010) Teamwork Tiring or painful position Carrying heavy load Feel at home in organisation Organisati on motivates me Work well done No teamwork 41 27 63 53 79 Team with no autonomy 50 37 64 59 79 Limited autonomous teams 45 31 71 61 84 Self-managed autonomous teams 42 28 75 67 87
  8. 8. Team: Learning & Variety (%; EWCS 2010) Teamwork Apply own ideas Solving unforsee n problems Complex tasks Learning new things Meeting quality standards No teamwork 45 78 53 62 71 Team with no autonomy 40 79 61 71 82 Limited autonomous teams 53 86 66 80 78 Self-managed autonomous teams 66 91 75 82 79
  9. 9. The work paradigm shifted
  10. 10. ORGANISATIONS SHIFT TO A NEW PARADIGM • Hierarchy • Command & Control • Central coordination à Meeting overload • Belief in systems & procedures • Large centrale staff • Functions & job titles • Focus on individuele performance • Local decision making • Coaching & Servant Leadership • Ad hoc coordination & solution- oriented dialogue • Minimal systems • Integration of staff in local teams – remaining staff has advisory role • Flexible roles • Focus on team performance
  11. 11. The design paradigm shifted as well Adapted from Fabio sergio, Frog design, Milan
  12. 12. Evolution of design Four orders of design : Richard Buchannan (2001)
  13. 13. DESIGN : SHIFT TO A NEW PARADIGM • Function • Designing products • Design for Specification • Problem solving • Users/customers • Designing for.. • Strategy • Designing services and systems • Design ans a process • Problem setting • Organisations/networks • Designing with… Fabio Sergio, DMI Munchen (then Frog, now Fjord)
  14. 14. And Businesses started integrating these shifts
  15. 15. Enter “design thinking”
  16. 16. In Short : Design thinking is design, but (also) for non- designers (Adapted from Jay Peters, Park design management)
  17. 17. Wo is the Thomas Lockwood (2009)
  18. 18. Innovation has become more complicated
  19. 19. Innovation used to have one variable • Pull : Technology enables a solution for a well defined human need/problem • Push : Technology looking for a reason to exist/ Become relevant in a (business) context
  20. 20. The future? • Concurrent development of multiple variables into a “preferred future” (efectuation) • Nothing is certain • Everything is Possible • Qualitative insight backed by (big) data facilitate decisions
  21. 21. Breakthrough innovation : Technological possibillity meets societal relevance (at the right scale)
  22. 22. What seems to be working as a process (in the trenches of businesses)…
  23. 23. From a shared vision
  24. 24. And a common understanding of ambition…
  25. 25. Research Design ResearchWish Analyse Design Brief TestingIdea World WHY HOWWHAT
  26. 26. Strategies are translated into projects
  27. 27. Wim Coreynen Roel Derijck Ivo Dewit
  28. 28. Projects are initiated and planned
  29. 29. Phases of the project Tools used Stakeholders involved Milestones
  30. 30. Companies transform (slowly)
  31. 31. „First we shape our tools, and then our tools shape us. Marshall Mc Luhan
  32. 32. Culture Structure Communication Process Tools Image courtesy dr. Christine De Lille, TU Delft Orginally developed by Ferdi Van Heeren
  33. 33. But, it never goes exactly as planned..
  34. 34. “Jazz music is when the chords are on the paper, but you play what you feel.” Ray Charles
  35. 35. Lessons learnt the hard way • Input over output : Problem setting often trumps problem solving • Availabillity is not a competence • Innovation without ownership is useless
  36. 36. INPUT OVER OUTPUT :
  37. 37. Input over output : • Problem setting often trumps problem solving • Fight erosion of Cocreation processes • (not) everyone is a designer
  38. 38. ?Peter drucker The most serious mistakes are not made as a result of wrong answers. The truly dangerous thing is aking the wrong question
  39. 39. Best Practice : Sensitise !!
  40. 40. Best Practice : Create shared meaning by BUILDING it
  41. 41. FIGHT EROSION
  42. 42. Designers view the Present as a “beta” version of a Prefered future Michael Jager, Love Beta The Consciousness of Chaos, the Killing of Curiosity…Love, Desire and Other Design Stories.
  43. 43. Add 20%
  44. 44. Pointers for preventing “erosion” • Workshops : Analyses and (building) joint understanding • The actual work is often done outside of the war room • Beware of ”erosion”, so add 20% of “vision”, and prototype quality • When does compromise become compromising?
  45. 45. AVAILABILLITY IS NOT A COMPETENCE
  46. 46. Availabillity is not a competence: • Team composition varies throughout the process • Top down planning vs. Bottom up • Hierarchy vs. skills and assets
  47. 47. Team composition TOP DOWN : SCIN stakeholder mapping and planning
  48. 48. https://www.boxuk.com/insight/blog-posts/practical-solutions-for-requirements-gathering-preparation
  49. 49. Phases of the project Tools used Stakeholders involved Milestones
  50. 50. Team composition Bottom up: Value Exchange Board (Fjord)
  51. 51. ALGEMENE INTRODUCTIE 1 2 3
  52. 52. I HAVE I CAN I NEED I HAVE I CAN I NEED I AM I HAVE I CAN I NEED
  53. 53. Research MVP ResearchWish Analyse Design Brief TestingIdea World
  54. 54. Some pointers for team composition • diverse backgrounds (Owners, experts, users, influencers, wild geese,..) • Diverging activities : Balance towards users (Knowledge, prototype) • Converging activities : Balance towards Owners, experts (Structure, MVP) • Everyone’s a designer, but not all of us have design skills • In the end cocreation is (also) about social capital and politics (strategies)
  55. 55. NICE LANDING, WRONG AIRPORT
  56. 56. IS there an OWNER?
  57. 57. CASE : Office On Wheels
  58. 58. Understand Create Deliver 1. Framing Scin Lean canvas Personas 3. Onderzoek Enquete (Kwant) Probe (Kwal) Value innovation Focus groep prototyping Lean canvas Personas 2. Waardeaanbod voorstellen 5. Finaal Rapport Eindverslag Designbrief Presentatie 4. Met gebruikers Wie is mijn klant? Wat is de nood? Hoe oplossen? Waaruit bestaat waarde? Inzicht in business? Marktwaarde? Totaalconcept Componenten
  59. 59. Steven van den Oord Prof. dr. Jac Geurts Prof. dr. Bart Cambré Prof. dr. Patrick Kenis Game Simulation for Goal-directed Organizational Networks. Center of Public Administration & Policy Virginia Tech, Blacksburg.
  60. 60. Steven van den Oord Prof. dr. Jac Geurts Prof. dr. Bart Cambré Prof. dr. Patrick Kenis Game Simulation for Goal-directed Organizational Networks. Center of Public Administration & Policy Virginia Tech, Blacksburg.
  61. 61. And don’t be disappointed
  62. 62. Creating ownership
  63. 63. http://p2pfoundation.net/Four_Types_of_Co-Creation
  64. 64. CASE : Sociaal huis Mechelen Create ownership!!
  65. 65. CASE : Hoogstraten City Council Create ownership!
  66. 66. Hoe kunnen we -een team van overheden, sociale economie en reguliere bedrijven in en rond Hoogstraten- aanvullend op bestaande alternatieven een syteem van kinderopvang organiseren/ondersteunen met als doel het verkorten van de wachttijden/rijen, en stimuleren van de synergie tussen betrokken partijen. Probleemstelling 1,0
  67. 67. Taking ownership away
  68. 68. CASE : Organizorg (CORTEX)
  69. 69. Service design Participatory design Game theory Network Theory +________________ POLICY
  70. 70. Netwerk: Klein Maar Fijn Netwerk: Bovengemiddeld Maar Efficiënt Netwerk: Groot en Inclusief Netwerken 4 type patiënten 8 noden 8 diensten 8 zorgberoepen 3 organisatienetwerken de chronisch zieke patiënt die langer wil thuiswonen A A Huisarts Klein Maar Fijn (KMF) B B Apotheker de patiënt met ernstige psychiatrische aandoeningen en langdurige psychiatrie C C Kinesitherapeut Bovengemiddeld Maar Efficiënt (BME) D D Thuisverpleegkundige de kwetsbaren en/of gezinnen met lage sociale redzaamheid E E Maatschappelijk werker / patiënt- vertegenwoordiger Groot Maar Inclusief (GMI) F F Psychiater de patiënt met een urgent en chronisch meervoudig ziektebeeld en/of multiprobleem G G Verzorgende / zorgkundige ziekenhuis H H Paramedisch werker
  71. 71. Some pointers for succesfull landing in cocreation • Do you know how to get out of a riptide? • Focus on alignment, use conflict wisely • Playing with ownership is usefull, but … (businessmodel) • Innovation is about allowing a thought • Qualitatative data is allways right, not allways relevant
  72. 72. EAT YOUR OWN DOGFOOD Marc Stickdorn, whenever he gets the chance ;-)
  73. 73. Something happened at work …
  74. 74. Flanders Inshape : prototyping an organisational transformation
  75. 75. Europa media buitenlandse kenniscentra discipline boekhouding benevolence gezondheid communicatie middelen familie subsidies politiek Vlaanderen IWT Innovatie centrum FDC Design Vlaanderen mobiliteit misperceptie over design regionale design centra opleidingen productontwikkeling onderwijs non-profit samenwerken eigen € interne wrevel gezelligheid Unizo Voka kmo’s grote ondernemingen kleine ondernemingen vVIO losse ontwerpbureau’s WTCB FEVIA Fedustria Federplast Essenscia Agoria startersCentexbel Sirris pure dienstverleners Vloot the gap PO markt < actieradius rem marktverstoring
  76. 76. Domains • Organisation en businesstransformation • Human Centered Innovation • Product- en servicedesign BUSINESS DESIGN & INNOVATION WHAT : Business Design & Innovation is the symbioses of Human centered innovation, strategy and Design Thinking WHY : It is our goal to groom organisations, enterprises and sectors so they are ready for a future that is constantly changing. By design. HOW : Duh!
  77. 77. Remco Lenstra Design Thinker/Catalyst Works at Antwerp Management School in the Competence center Business design & innovation Contact Het Brantijser Sint-Jacobsmarkt 9-13 BE-2000, Antwerpen +32 (0)498 91 94 97 Remco.Lenstra@ams.ac.be
  78. 78. Nice Landing, Wrong Airport Lessons learnt -the hard way- in co-creation Remco Lenstra Philippe Martens Service Design in Business London, Nov/2017

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