Horrors and heroes of building design capabilities in organizations: an industry experience on February 12th 2020 by Marzia Aricò and Alexandra Coutsoucos – Livework https://www.linkedin.com/in/marziaarico/ https://www.linkedin.com/in/alexandracoutsoucos/

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Liveworkstudio.com London Rotterdam Sao Paulo Livework Studio © 2019
Horrors and heroes of
building design capabilities in
organisations
ISSIP
12 February 2020
Liveworkstudio.com London Rotterdam Sao Paulo Livework Studio © 2019

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Since 2001 Livework has worked on over 1500 projects for more than 400 global brands,
startups and public sector organisations to achieve customer and business impact, by
design.
19 years of creativity and impact

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Our approach to develop design capabilities

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Service design foundations
Core design team
Customer-centri
c culture
Design
governance
Design
practice
Insights &
measures
Implementation
HR strategy
Communication &
engagement
Senior sponsorship
How design fits in
with other function
Design process
Standardised design
tools & methods
Design principles
Service architecture
Service experience
dashboards
Metrics framework
Continuous insight
Continuous
improvement (small)
Change delivery
(large)
Project portfolio
selection
Customer vision
& strategy
Strategy & roadmap
Vision & mission
Case for change
Mindset Operating Model Practice Measures Implementation
Perspective
Operational
Excellence
Empowered People
Technology and data
Controlled Processes
Business as usual

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Telco
Headquarter: Cologne
Number of employees: 20,000+
Design maturity: Has a CX department since a
few years.
Initial question to us: How to bring CX in the
new processes?
Entry point: Operational efficiency that sits
within IT.
Case studies
Investment Bank
Headquarter: USA
Number of employees: 200,000+ globally
Design maturity: Established UX function,
starting to experiment with Service Design
Initial question to us: How to establish a service
design practice?
Entry point: 2 lines of business, operations and
digital.

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The starting point
● Improving the use of CX in the
development process
● Creating more awareness of CX in IT dept
● Helping to bridge business and
development
● Spreading CX knowledge within the
organization

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Planning

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The reality of the facts
● Ongoing merger which caused inertia
● Great enthusiasm but lack of long term
vision
● ‘Do and ask for permission later’
philosophy, made it a very scattered
organizaiton
● A lot of time on their hand (unexpectedly
large sessions)

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Investment Bank: Our Initial Plan
Jun - Aug
Apr - Jun
Sep - Dec Jan - Mar
1 Mission, Business Case & Roadmap
3 Top Level Service Architecture & Metrics
2 Principles & Design Operating Model
4 Methods, Tools & Templates
5 Service Experience Council
6 Continuous Research &
Insight
First use and testing
First use and testing
First use and testing
First use and testing
Integrate learnings from ongoing project
execution
Integrate learnings from ongoing project execution
Integrate learnings from ongoing project execution
Release 1 Release 2 Release 3 Release 4
Aug
0 Planning
Release 0
We are here
Integrate learnings from ongoing project
execution

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Investment Bank: Where we are at

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Investment Bank: Instrumented journeys
A service architecture
is a visual
representation of the
client experience
across the totality of
services delivered by
the LOB. It is
composed by a Level
0 lifecycle, which
represents the highest
possible level of
abstraction, and by
Level 1 journeys and
sub-journeys.

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Investment Bank: Governance models
Level 1 Service Stage (e.g. “Prospecting”)
Level 1 Journey
Blueprints - map, metrics,
insights
L1 Service Stage Council:
Monitor & prioritise within
service stage
Prototype and test
concepts
Enabling Artefacts Governance Outputs
Level 0 Line of Business
Level 0 Service Architecture
- map, metrics, insights
Level 0 Service Experience
Council: Measure & monitor
E2E performance
Set improvement priorities
among service stages
Enabling Artefacts Governance Outputs
Prioritise using
instrumented
E2E client views and
measure impact
Assemble teams and
develop solutions to
improve a service
stage, across and up &
down
Level 1 Service Stage (e.g. “Onboarding”)
Level 1 Journey
Blueprints - map, metrics,
insights
L1 Service Stage Council:
Monitor & prioritise within
service stage
Prototype and test
concepts
Enabling Artefacts Governance Outputs
A Level 1 Service
Stage Council is a
forum where
operational and
functional leaders
meet to prioritise
“change spend”
investments and
improvement spaces
for their service.
A Level 0 Service
Experience Council is
a forum where
executive decision
makers meet to
prioritise “change
spend” investments
and improvement
opportunity spaces

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Investment Bank: Reusable standards
Toolkit
Landing page Tool Catalog page Tool page

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● Overload, this is not their full time job
● Panik mode, random responses
● Managing up and down
● Duplication of work
The Human Component

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● Sprints of two weeks, clear targets and priorities on the short run aligned to the
longer term objectives
● Tailored strategies for those cynical but critical
● Tangible, while strategic
● Built in reflection moments (venting time)
● Look back at those pitfalls we identified at the very beginning
● Having an internal ambassador from the beginning (a mirrored role inside the
organisation)
What worked

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Pitfalls

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Thank you
@liveworkstudio
@theliveworker Livework Studio
Marzia Arico
marzia@liveworkstudio.com
Alexandra Coutsoucos
alexandra@liveworkstudio.com