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Jamin Hegeman: How I Learned to Stop Worrying and Give Service Design Away

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It's one thing to learn service design tools and try them here and there on your projects. It's another to make the tools and the mindset business as usual within your organization. Connecting the dots is no small feat. But that's what we're trying to do at Capital One. Within our financial services division, we've made journey maps, vision stories, and service blueprints part of our management system. Leaders from multiple lines of business are embracing and learning these tools to help understand the customer experience, make vision tangible and accessible, and articulate what it will take to get there. What are the challenges of implementing service design at scale? How do you democratizing both the mindset and the practice? How many journey maps do you need? What's the appropriate level of zoom? When is a blueprint not the right tool? How can we balance autonomy at speed, with service experience at scale? What's the role of the design team in this transformation? If service design tools, methods, and mindset are to become truly business as usual, these are the questions we must face.

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Jamin Hegeman: How I Learned to Stop Worrying and Give Service Design Away

  1. 1. How I Learned to Stop Worrying and Give Service Design Away Jamin Hegeman VP of Design, Financial Services, Capital One @jamin Service Design Global Conference Nov 3, 2017 Madrid
  2. 2. Is change hard in your organization?
  3. 3. Do you have all the resources you need?
  4. 4. Have you implemented 
 service design at scale?
  5. 5. Jamin Hegeman @jamin Stop Worrying Todd’s Lessons ‣ Whole teams, not designers deliver to market. ‣ Give away your best ideas and practices ‣ Trust and empathy are necessary, but very, very hard. 6
  6. 6. Inspired, but uncomfortable.
  7. 7. WHY?
  8. 8. It won’t get done well. Service design is craft, skill, experience, right?
  9. 9. I won’t be needed. This is my baby.
  10. 10. It won’t work at scale. We don’t have all the answers yet.
  11. 11. Jamin Hegeman @jamin Stop Worrying Service Design at Scale 12 2014 2015 2016 2017 2018 Within Capital One Financial Services Scale 1 Adaptive Path Acquired
  12. 12. Jamin Hegeman @jamin Stop Worrying Opportunities ‣ Build stronger (and longer) relationships ‣ Drive culture change ‣ Build organizational capability ‣ Sustain the work ‣ Be the glue 13
  13. 13. Jamin Hegeman @jamin Stop Worrying Service Design at Scale 14 2014 2015 2016 2017 2018 Within Capital One Financial Services Scale 3 Project 2 Workshop 1 Adaptive Path Acquired
  14. 14. Jamin Hegeman @jamin Stop Worrying Service Design at Scale 16 2014 2015 2016 2017 2018 Within Capital One Financial Services Scale 5 Leadership 4 Reverse Engineering 3 Project 2 Workshop 1 Adaptive Path Acquired
  15. 15. Jamin Hegeman @jamin Stop Worrying 17 JUNGINGER, S. DESIGN IN THE ORGANIZATION: PARTS AND WHOLES. DESIGN RESEARCH JOURNAL, 2, 9 (2009), SWEDISH DESIGN COUNCIL (SVID), 23-29.
  16. 16. Jamin Hegeman @jamin Stop Worrying Service Design at Scale 18 2014 2015 2016 2017 2018 Within Capital One Financial Services Scale Designer Training 7 6 Blueprint Pilots 5 Leadership 4 Reverse Engineering 3 Project 2 Workshop 1 Adaptive Path Acquired
  17. 17. Jamin Hegeman @jamin Stop Worrying mappingexperiences.com 20
  18. 18. Jamin Hegeman @jamin Stop Worrying bit.ly/ServiceBlueprintingGuide 21
  19. 19. Jamin Hegeman @jamin Stop Worrying Service Design at Scale 22 2014 2015 2016 2017 2018 Within Capital One Financial Services Scale 10 Experience Model 9 Org Training 8 CX System Designer Training 7 6 Blueprint Pilots 5 Leadership 4 Reverse Engineering 3 Project 2 Workshop 1 Adaptive Path Acquired
  20. 20. Jamin Hegeman @jamin Stop Worrying Early Success ‣ Common language and tools ‣ Customer-centered mindset ‣ Interdisciplinary collaboration ‣ Experiences before features ‣ Designers as leaders, not just pretty-makers ‣ Iteration and evolution 27
  21. 21. 5,000 people 4 businesses 3 service design tools 50 designers
  22. 22. ANYTHING NEW IS HARD
  23. 23. Jamin Hegeman @jamin Stop Worrying Transformational Learning 31 Clear Understood Flows Confusion Frustration Angst The Pit Butler and Edwards Magic How many journey maps 
 do I need? What’s the right level of zoom? How does this work with agile? Am I doing this right? It depends.
  24. 24. IT’S A JOURNEY
  25. 25. Jamin Hegeman @jamin Stop Worrying Service Design Evolution Journey 33 None Internal Projects Integrated Experience / New Normal Management system / Business as Unusual Agency Projects Top Down Training & Capability Building Tools, Methods, & Processes Structure & Systems intentional evolution common language we mean it Individual Bottom Up
  26. 26. Jamin Hegeman @jamin Stop Worrying A Rounded Approach 34by Kipum Lee - Maya Tokayer / Touchpoint Journal
  27. 27. IT’S MORE THAN TOOLS
  28. 28. Why and what is easier 
 than how and when. The latter take experience and judgment.
  29. 29. Jamin Hegeman @jamin Stop Worrying 37
  30. 30. Jamin Hegeman @jamin Stop Worrying 38 INTERACTIONS CUSTOMER STAFF PRODUCTS TOOLS STRUCTURE CULTUREPROCESSES CUSTOMER EXPERIENCE BIZ & STAFF EXPERIENCE SX
  31. 31. WE NEED MORE TOOLS
  32. 32. Think Big, Start Small But we don’t know how to connect the two.
  33. 33. Jamin Hegeman @jamin Stop Worrying 41 ImplementationService Design Adaptor
  34. 34. Jamin Hegeman @jamin Stop Worrying 42 Vision Implementation Experience Management
  35. 35. Jamin Hegeman @jamin Stop Worrying Experience Management 43 Incremental Transformational Cupcake Birthday Cake Wedding Cake Explore Clarify Specify Organization LOB Service Product Unique Project / Idea Scale Project Type Phase Ability to view the vision with the journey along with the work being done
  36. 36. NEW WAYS OF INTERACTING
  37. 37. Jamin Hegeman @jamin Stop Worrying Service Design Skill Matrix 45by Mark Jones / Touchpoint Journal SERVICE VISIONING Brand and service Service landscapes Storytelling Exploratory research Trends and society SERVICE INFRASTRUCTURE Culture and organisation Technology infrastructure Business modeling Feasibility and viability Experiment design SERVICE DETAILING Visual and interaction design Value propositions Prototyping and iteration Design research SERVICE OPERATIONS Cross-functional collaboration Training and operations Service blueprints Data and process Create new service model Operations Evolve existing service model Experience
  38. 38. Jamin Hegeman @jamin Stop Worrying Engagement Models 46 EXTERNAL EMBEDDED HYBRID Service design team focuses on specific projects or a program of work outside of business as usual operations and delivery. Pro: Dedicated team hyper focused. Sees the big picture
 Con: BAU may not know how to integrate the work. Service designers work as part of an operations or delivery team, integrating methods and tools into workflow. Pro: Invested and accountable, highly integrated in the work. 
 Con: Isolated and may be outnumbered by BAU. External team accelerates projects, and supports vision and horizontal view. Embedded designers bridge the gap between strategy and BAU. Pro: Big picture view with linkage 
 to BAU.
 Con: May be difficult to scale
  39. 39. Jamin Hegeman @jamin Stop Worrying Orchestration 47 Research Consideration Application Payment Payoff E2E Management
  40. 40. SO, WHEN SCALING 
 SERVICE DESIGN
  41. 41. Be a designer. An organization is a design.
  42. 42. Your way is not the way. Co-create and adapt.
  43. 43. Start small. Then commit and learn together.
  44. 44. Invent new tools. Because we haven’t seen everything yet.
  45. 45. Stop worrying. Give it away. Because we’re all designers when it comes to service experience.
  46. 46. Thank You Jamin Hegeman @jamin

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