Joel Bailey
Director of Service Design
Capita
“One of the best performing
FTSE’s for the past 25
years”
“One of the best performing
FTSE’s for the past 25
years”

“Service design fizzles out”
Inside the
bubble

Outside the
bubble
HOW WE CONNECT TO
THE OPERATION
Full consideration of
the design

Horizontal

Strategy

Products

Full consideration of
the business
implications of the
d...
Depth

Need for grit
We need to get our hands dirty
We need to get our hands dirty
HOW WE CONNECT TO
THE NUMBERS
Happiness
Happiness
The client

The customer
Revenue

Happiness

Cost

Create the conditions for profitable customer behaviours
(Why don’t we have client personas on our walls?)
HOW WE CONNECT TO
THE CLIENT’S PAIN
Continuous
service
improvement

•
•
•
•
•

Reactive
Incremental
Cut cost of supply
Moderate savings
Low risk

Boring
Continuous
service
improvement

•
•
•
•

Reactive
Incremental
Moderate savings
Low risk

Boring

Service
innovation

•
•
•...
Continuous
service
improvement

•
•
•
•

Reactive
Incremental
Moderate savings
Low risk

Boring

Radical service
improveme...
Radical service
improvement

1.

2.

3.

Reduce the
25-75%
failure
demand

Get value
demand to
low-cost
channel

Handle al...
1. Go deeper into operational change
2. Turn customer experience into numbers
3. Focus on the real client pain points
Where does service design fizzle out?

@joelbaileyuk
SDNC13 -Day1- Go Deep or Go Home by Joel Bailey
SDNC13 -Day1- Go Deep or Go Home by Joel Bailey
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SDNC13 -Day1- Go Deep or Go Home by Joel Bailey

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Go Deep or Go Home by Joel Bailey - Capita

Service design has passed the tipping point. We are no longer the next big thing, we are the thing. So now we have to deliver on the promise of transformational change. To get out of the pilot stage and onto the big stage. And to do that we have to be willing to go deeper and further than many of us our comfortable. In this provocative talk at this year’s Service Design Network Conference I’ll draw on my experience dragging service design to the edge of its comfort zone, to transform services as diverse as British Army Recruitment, TV Licensing, O2 and Barnet Borough Council, and explore what skills we all need to develop to carry the industry forward.

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  • So let me introduce an instigator! This is Martin – someone who I work with regularly in my job. Martin is one of the most successful salesmen in the UK. O2 contract alone – which he won last year – is worth £1.3b. He is one of the big reasons capita has been one of the best performing FTSE shares for the past 25 years.He is a formidable intellect and what he doesn’t know about services isn’t worth knowing. Now he likes service design – he gets what we’re trying to do. But here is the killer – about 12 months ago he said to me…
  • He wanted more from me – he wanted more depth, more breadth – just more. Now this is great – here I am working with a very senior individual on a £1.3b transformation project – this is where we all want service design to be right? And yet he says it fizzles out!
  • This is how it felt… I am on the edge of our discipline in capita. I am stretching all the logic of every book you guys are writing – and still they want more. And this is our BIG opportunity. A few years ago we were the next big thing – now – when people like this ask for more from you – you know you are the big thing…. So what do we do about it
  • Well it’s my read – and this may be a bit controversial but hey – it’s my read that we are all a bit stuck in a bubble. We are very focussed on the inward facing aspects of what we do – perfecting personas and journeys, visualising things in a neat ways, conducting duad interviews in the most precise way. I don’t want to denigrate this as it is important. But I do want to amplify what Martin was talking about – that we are failing to connect enough with what is outside the bubble. And that that is out challenge if we want to get people like Martin to buy this stuff. And given that Martin representes every CEO out there, I think that’s pretty important.
  • I want to come at this out of the bubble stuff in two ways – the first is this operationalization word – ie how our work connects to the business
  • Let’s look at where we are today – all of us in this room give full considernation to the design – what is the experience going to be , for customer taking a horizontal journey through the business? And what strategy does that leave us needing? My argument is that we need to go much much deeper to fulfil our new top table role. We need to convert that experience into profit – don’t just tell the client about happier customers, convert that into profit. Don’t just talk about the idealistic horizontal journey, help them see how you will make that work in a vertically oriented business. And we need to realise that culture eats us for breakfast – so we need to take culture on and show clients how to make the change happen.
  • All of this demands a lot more of us – the deeper we go the more grit we need.
  • And by grit I mean willingness to get our hands dirty – because we are as much in the change business as the design business – our great design work has now got us to the point of change and someone needs to follow through
  • In fact this is probably a more appropriate image. This is what I wear most days – because I see it as the right compromise in my business to achieveing long term success. Wearing a suit is an odd thing – design is a hard thing for organisations to digest, and it’s as uf putting it in a suit makes it go down more easily. And if that’s what it takes to help things along, is that really much of a compromise???
  • Now let’s tackle the second aspect – commercialisation – how we connect to the numbers…
  • I think as an industry we are till focused on this
  • This is what we pitch – happy customers having a wonderful time
  • But I question this. Do we really understand our market? Our clients exist to make profit. Happy customers are a means to that end. We need to keep this front of mind.
  • In my 4 years at Capita I haven’t yet met a client that doesn’t want this. But the good news is that this is exactly what service design can deliver. We just need to be more willing to connect happiness and ease of use to cost and revenue. This is very do-able. I will talk about this now.I’d go even further and suggest that customer experience is a bi-product of service design – when the focus is profit. That we are in the business of creating the conditions for profitable customer behaviours.
  • But a quick aside – why don’t we have client personas on our walls? We are customer-centric in our endeavours – very B2C – but most of us work to B2B corporate clients. If we had personas of CEOs on our walls I think we’d find it easier to remember that graph
  • Now let’s tackle the second aspect – commercialisation – how we connect to the numbers…
  • SDNC13 -Day1- Go Deep or Go Home by Joel Bailey

    1. 1. Joel Bailey Director of Service Design Capita
    2. 2. “One of the best performing FTSE’s for the past 25 years”
    3. 3. “One of the best performing FTSE’s for the past 25 years” “Service design fizzles out”
    4. 4. Inside the bubble Outside the bubble
    5. 5. HOW WE CONNECT TO THE OPERATION
    6. 6. Full consideration of the design Horizontal Strategy Products Full consideration of the business implications of the design Verticals Culture Change
    7. 7. Depth Need for grit
    8. 8. We need to get our hands dirty
    9. 9. We need to get our hands dirty
    10. 10. HOW WE CONNECT TO THE NUMBERS
    11. 11. Happiness
    12. 12. Happiness
    13. 13. The client The customer
    14. 14. Revenue Happiness Cost Create the conditions for profitable customer behaviours
    15. 15. (Why don’t we have client personas on our walls?)
    16. 16. HOW WE CONNECT TO THE CLIENT’S PAIN
    17. 17. Continuous service improvement • • • • • Reactive Incremental Cut cost of supply Moderate savings Low risk Boring
    18. 18. Continuous service improvement • • • • Reactive Incremental Moderate savings Low risk Boring Service innovation • • • • Proactive Step change practice Anticipated savings Large risk Scary
    19. 19. Continuous service improvement • • • • Reactive Incremental Moderate savings Low risk Boring Radical service improvement • • • • Proactive Step change practice Significant savings Medium risk Essential Service innovation • • • • Proactive Step change practice Anticipated savings Large risk Scary
    20. 20. Radical service improvement 1. 2. 3. Reduce the 25-75% failure demand Get value demand to low-cost channel Handle all value demand right first time Help the customer do what we need them to do, in a way that they want to do it
    21. 21. 1. Go deeper into operational change 2. Turn customer experience into numbers 3. Focus on the real client pain points
    22. 22. Where does service design fizzle out? @joelbaileyuk

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