Seen in quotes, "Service Design" sounds a rallying cry for a purpose of service, but too often at a high price: confusing the definitions of both service and design. This is a good time to intervene.
Any interested Business Analyst in Agile Framework would discover what is the essence of Agile philosophy and how to adopt it`s values in the team and shed light on the other philosophies and their primary focus and methods, then demonstrate what is the practice of business analysis, why having a business analyst in Agile team, what to expect from this role, and the main characteristics and attributes of good BA. closing with the most effective way to define the requirements using Behaviour Driven Development (BDD) method.
84% of Migration Projects Fail – Getting it Right in SharePoint WebinarConcept Searching, Inc
Migration of unstructured content can be a laborious and time consuming project. Many documents can exist in multiple places at the same time, different revisions of the same document can exist, some documents should be deleted and others should be archived. Documents can reside on file shares, older versions of SharePoint, or other legacy content management systems.
There may be records that were never declared, as well as confidential or private information that will not be identified when migrated. The ability to mass move content is relatively straight forward. However, simply mass moving content will result in the same problem of mismanaged and unorganized content.
Learn how to avoid the typical pitfalls and get it right the first time.
In this webinar Portal Solutions and Concept Searching will address SharePoint migration issues, information architecture and best practices to ensure your migration doesn’t result in the typical project over-runs, post-upgrade production issues and unanticipated down time.
We will explore the strategies to design a taxonomy and metadata schema that will be the basis for information architecture in SharePoint, while understanding the functional planning of how users will interact with the various information elements within the SharePoint environment.
What you will learn about during this session:
• Best practices in defining a SharePoint information architecture
• Aligning the architecture with the business goals
• What is a metadata schema and why it's so important
• How to design a schema aligned to the business and its processes
• How conceptual metadata generation builds a consistent end user experience and decreases migration effort
• Differences between a proprietary taxonomy solution and a fully integrated SharePoint term store solution
• How to plan, architect and test your migration in an iterative fashion
• Maximize the return on investment from your migration budget
• Automatic migration of content driven by classification of metadata
DIY Service Design, the toolkit (euroIA 2014, Brussels)Koen Peters
In this euroIA workshop, moderated by Kristel Vanael, Joannes Vandermeulen and Koen Peters, you will learn the methods and techniques to create an optimal service experience for your customer. During the exercises, you will be using the workshop material, posters and technique cards from the Service Design toolkit (http://www.servicedesigntoolkit.org/) that Namahn and Design Flanders have developed together.
To hear a recording of Richard's presentation please visit https://attendee.gototraining.com/r/9217597784540753409.
Richard Ekelman, Founder of the Service Experience Academy will lead this 1-hour talk. He will explore what service design is a discipline and toolkit when building understanding, co-creating innovation, and evolving organizational culture. Service design is uniquely equipped to handle the complexities and pitfalls of innovation, and this talk will cover not only the core thinking and principles but how those principles have practical application in any organization. Additionally, Rich discusses the overlaps and distinctions between service design and other disciplines such as six sigma, user experience, customer experience, and product design. The goal of this webinare was to provide participants with a foundational understanding of service design that will enable them to build confidence in their ability to discuss and experiment with service design in their own work.
To hear a recording of Richard's presentation please visit https://attendee.gototraining.com/r/9217597784540753409.
Growing your UX Career through community interactionsJason Mesut
A talk I gave at the first UX Crunch for Junior UX practitioners. How you can grow your career through meetups, mapping, meetings, mentors and mastering modes. It was put together in a few hours as I was a last minute replacement. Hopefully i'll revisit at some point.
Any interested Business Analyst in Agile Framework would discover what is the essence of Agile philosophy and how to adopt it`s values in the team and shed light on the other philosophies and their primary focus and methods, then demonstrate what is the practice of business analysis, why having a business analyst in Agile team, what to expect from this role, and the main characteristics and attributes of good BA. closing with the most effective way to define the requirements using Behaviour Driven Development (BDD) method.
84% of Migration Projects Fail – Getting it Right in SharePoint WebinarConcept Searching, Inc
Migration of unstructured content can be a laborious and time consuming project. Many documents can exist in multiple places at the same time, different revisions of the same document can exist, some documents should be deleted and others should be archived. Documents can reside on file shares, older versions of SharePoint, or other legacy content management systems.
There may be records that were never declared, as well as confidential or private information that will not be identified when migrated. The ability to mass move content is relatively straight forward. However, simply mass moving content will result in the same problem of mismanaged and unorganized content.
Learn how to avoid the typical pitfalls and get it right the first time.
In this webinar Portal Solutions and Concept Searching will address SharePoint migration issues, information architecture and best practices to ensure your migration doesn’t result in the typical project over-runs, post-upgrade production issues and unanticipated down time.
We will explore the strategies to design a taxonomy and metadata schema that will be the basis for information architecture in SharePoint, while understanding the functional planning of how users will interact with the various information elements within the SharePoint environment.
What you will learn about during this session:
• Best practices in defining a SharePoint information architecture
• Aligning the architecture with the business goals
• What is a metadata schema and why it's so important
• How to design a schema aligned to the business and its processes
• How conceptual metadata generation builds a consistent end user experience and decreases migration effort
• Differences between a proprietary taxonomy solution and a fully integrated SharePoint term store solution
• How to plan, architect and test your migration in an iterative fashion
• Maximize the return on investment from your migration budget
• Automatic migration of content driven by classification of metadata
DIY Service Design, the toolkit (euroIA 2014, Brussels)Koen Peters
In this euroIA workshop, moderated by Kristel Vanael, Joannes Vandermeulen and Koen Peters, you will learn the methods and techniques to create an optimal service experience for your customer. During the exercises, you will be using the workshop material, posters and technique cards from the Service Design toolkit (http://www.servicedesigntoolkit.org/) that Namahn and Design Flanders have developed together.
To hear a recording of Richard's presentation please visit https://attendee.gototraining.com/r/9217597784540753409.
Richard Ekelman, Founder of the Service Experience Academy will lead this 1-hour talk. He will explore what service design is a discipline and toolkit when building understanding, co-creating innovation, and evolving organizational culture. Service design is uniquely equipped to handle the complexities and pitfalls of innovation, and this talk will cover not only the core thinking and principles but how those principles have practical application in any organization. Additionally, Rich discusses the overlaps and distinctions between service design and other disciplines such as six sigma, user experience, customer experience, and product design. The goal of this webinare was to provide participants with a foundational understanding of service design that will enable them to build confidence in their ability to discuss and experiment with service design in their own work.
To hear a recording of Richard's presentation please visit https://attendee.gototraining.com/r/9217597784540753409.
Growing your UX Career through community interactionsJason Mesut
A talk I gave at the first UX Crunch for Junior UX practitioners. How you can grow your career through meetups, mapping, meetings, mentors and mastering modes. It was put together in a few hours as I was a last minute replacement. Hopefully i'll revisit at some point.
“Let me tell you a story….” – Storytelling, one of the most powerful ways to convey messages and a basic human need.
The workshop explores the role of storytelling in digital service design. With the constant rise of new emerging technologies, new challenges arise impacting various areas of design. Allowing for non-linear and more continuous experiences, the user is empowered to alter the course of the narrative and the way content is experienced and explored.
The static world of websites and apps is challenged by new technologies such as Google Cardboard, Oculus Rift, and connected devices, all of which require the creation of continuous, multi-routed storylines that Occulusinteraction Design is crafting and orchestrating, as interaction allows the user to be more deeply involved with the content the story thereof. Instead of presenting a linear feature, the user can follow various characters and affect the outcome of the story. This results in more dynamic stories and outcomes, captivating the user and enhancing the user experience.
A co-creation with Maria Lumiaho and Suvi Numminen, at Futurice.
Notes on reader introducing systems approaches prt 4 sodaJames Cracknell
Part 4 - A practical workshop facilitation process that ties into cognitive mapping and Personal Construct Theory. In essence a piece of delivery that underpins change and can be used to explore new facts of business development and value creation
The world of design is getting ever more complex. There are an increasing number of different specialists to involve in conceiving new products and services. With each specialism comes more potential challenges for working together. How do we continually evolve our abilities to collaborate?
Jason Mesut explores some of his own experience in different design roles, as an event organiser, as a father, as a leader and as a a manager to offer a frameowrk for collaboration based on 3 key engagement strategies, 6 key behavioral principles, and 6 key skills to practice to help you on your voyage to master the craft of collaboration.
Explore this presentation to comprehend the essential design theories, popular concepts, methodologies, and ideologies of UX Design. To explore more about UX, you can visit our UX/UI Design courses page - https://www.admecindia.co.in/ui-and-ux-courses
Informed consent is a basic requirement for accessing any digital service which gathers personal data. However, the way people are requested to give consent often exposes them to the extensive collection of their personal information which, in turn, poses threats for personal freedom. This calls for new approaches to design more effective consent experiences.
The proposed workshop is conceived as hands-on UX brainstorm which employs tools derived from the field of service design to generate new consent solutions. Attendees will learn how to use simple design tools to improve the experience of managing consent and privacy online. New insights on how to design for consent will be generated throughout the workshop activity by reflecting together upon the outcomes.
Wrangling Complexity through Cat-herdingAbby Covert
The second class of a 15 week course taught at Parsons, the New School for Design. Topics include: Understanding Complexity and the effects of not understanding complexity when solving problems. 3 tools for complexity wrangling are outlined, including an in class workshop format for "frame-storming" and homework.
A complexity approach to managing technology enabled business transformation ...Mikkel Brahm
Practical experience on how transformation change supposedly should work according to orthodox theory - and how I experience to work out in practice including recent experience of scaled lean agile in Nordea.
“Let me tell you a story….” – Storytelling, one of the most powerful ways to convey messages and a basic human need.
The workshop explores the role of storytelling in digital service design. With the constant rise of new emerging technologies, new challenges arise impacting various areas of design. Allowing for non-linear and more continuous experiences, the user is empowered to alter the course of the narrative and the way content is experienced and explored.
The static world of websites and apps is challenged by new technologies such as Google Cardboard, Oculus Rift, and connected devices, all of which require the creation of continuous, multi-routed storylines that Occulusinteraction Design is crafting and orchestrating, as interaction allows the user to be more deeply involved with the content the story thereof. Instead of presenting a linear feature, the user can follow various characters and affect the outcome of the story. This results in more dynamic stories and outcomes, captivating the user and enhancing the user experience.
A co-creation with Maria Lumiaho and Suvi Numminen, at Futurice.
Notes on reader introducing systems approaches prt 4 sodaJames Cracknell
Part 4 - A practical workshop facilitation process that ties into cognitive mapping and Personal Construct Theory. In essence a piece of delivery that underpins change and can be used to explore new facts of business development and value creation
The world of design is getting ever more complex. There are an increasing number of different specialists to involve in conceiving new products and services. With each specialism comes more potential challenges for working together. How do we continually evolve our abilities to collaborate?
Jason Mesut explores some of his own experience in different design roles, as an event organiser, as a father, as a leader and as a a manager to offer a frameowrk for collaboration based on 3 key engagement strategies, 6 key behavioral principles, and 6 key skills to practice to help you on your voyage to master the craft of collaboration.
Explore this presentation to comprehend the essential design theories, popular concepts, methodologies, and ideologies of UX Design. To explore more about UX, you can visit our UX/UI Design courses page - https://www.admecindia.co.in/ui-and-ux-courses
Informed consent is a basic requirement for accessing any digital service which gathers personal data. However, the way people are requested to give consent often exposes them to the extensive collection of their personal information which, in turn, poses threats for personal freedom. This calls for new approaches to design more effective consent experiences.
The proposed workshop is conceived as hands-on UX brainstorm which employs tools derived from the field of service design to generate new consent solutions. Attendees will learn how to use simple design tools to improve the experience of managing consent and privacy online. New insights on how to design for consent will be generated throughout the workshop activity by reflecting together upon the outcomes.
Wrangling Complexity through Cat-herdingAbby Covert
The second class of a 15 week course taught at Parsons, the New School for Design. Topics include: Understanding Complexity and the effects of not understanding complexity when solving problems. 3 tools for complexity wrangling are outlined, including an in class workshop format for "frame-storming" and homework.
A complexity approach to managing technology enabled business transformation ...Mikkel Brahm
Practical experience on how transformation change supposedly should work according to orthodox theory - and how I experience to work out in practice including recent experience of scaled lean agile in Nordea.
Debating about design in the social media of business seems aimed at designing Design itself; but the results so far are not very persuasive. This is a significant knowledge management problem.
Taking the next step: Building Organisational Co-design CapabilityPenny Hagen
A presentation on building organisational co-design capability, shared as part of Master Class for Design 4 Social Innovation Conference in Sydney, 2014. http://design4socialinnovation.com.au/
For a little more context on the slides and the handout used as the basis for discussion in the MasterClass see: http://www.smallfire.co.nz/2014/10/22/building-organisational-co-design-capability/
Slides used by Vincenzo Di Maria, Commonground, during the module "Design Thinking and Design driven approaches for Manufacture 4.0 and Social Innovation" of the course "Design Driven Strategies for manufacture 4.0 and social innovation". The course is promote by the University of Florence DIDA, LAMA Development and Cooperation Agency and CSM Centro Sperimentale del Mobile.
A quick overview of service design by Nick Marsh of Engine service design. What is service design? Why is it? Where's it going next?
Delivered at HyperIsland, Stockholm, September 2007
This presentation is about “Agile Mindset”. It describes the Agile Manifesto. Moreover, it shows the Agile Manifesto Statement of Values, the Principles of the Agile Manifesto and The Declaration of Interdependence (DOI). Finally, I compared the Agile Mindset VS Traditional Mindset.
The presentation explains what is design thinking, what ways an entrepreneur could use design thinking to solve problems or validate their ideas. The presentation also includes a brief overview of attributes of design thinking, methods and the six stages of design thinking process.
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to D...Adaptive Path
The digital service economy demands the ability to create coherent user experiences while achieving end-to-end agility and efficiency. The ability to deliver them together requires seamless system, process, and organizational design. Companies need a unified approach to design and operations that centers the entire organization around helping customers achieve their goals.
This workshop teaches participants how to connect user-centered design to the entire service delivery lifecycle. It introduces a holistic approach that interconnects marketing, design, development, and operations into a circular design/operations loop. Through talks, discussions, and guided exercises, participants learn how to improve both customer satisfaction and operational effectiveness by:
-designing for service, not just software
-minimizing latency and maximizing feedback throughout the organization
-designing for failure and operating to learn
-using operations as input to design
Strategic structures for aligning Cooperation_the Enterprise.pdfMalcolm Ryder
A comparison of four different organizational models for co-operative pursuit of goals. Emphasis is on distinguishing "enterprise" as a specific configuration rather than as a catch-all synonym for "business".
Inclusion is the Equity of Diversity 04.19.23.pdfMalcolm Ryder
In a society that contains multiple cultures, the ideas of multi-culturalism and diversity appear to be the same goal, but social behaviors have their own systems outside of culture that predispose inclusion or exclusion at any level of community. This description navigates and categorizes the constellation of terms and dynamics presumed to characterize equitable inclusivity in a heterogeneous culture.
A Semantic Model of Enterprise Change.pdfMalcolm Ryder
This presentation is a distillation of language used to describe the scope and configuration of change managed at the enterprise level. Its goal was to find a way to drastically reduce the vocabulary necessary to model managed change, and to have the model be far more intuitively familiar.
Being simple-minded about complexity does not help to understand it nor to work with it successfully. This breakdown abstracts and compiles the many aspects of recognizing, creating, and managing with complexity as is consistent across many different domains of effort.
As examples of wheels not needing to be reinvented, medicine and technical support both have profound and extensive practice knowledge in seeing through symptoms to causes, for problem-solving. That experience feeds back lessons learned into future designs of environments, processes and products or services - but also into problem-solving itself. This discussion arranges various aspects of that learning into a practical reference for maturing the decision-making capability needed on demand. This arrangement is work in progress.
We accept that everyone has Bias, and the study of that is exhaustive if not complete. But we continue to ask Why we have bias; the answer is that we need it.
Change Management now requires a new perspective on management itself, to cope with the new normal of increasingly frequent and varied demand for change.
Alignment of Value and Performance - Reference modelMalcolm Ryder
Performance is meaningless unless it also amounts to needed value. The activity that generates this relationship is visible in a hierarchy of logical dependencies. The vocabulary for this visibilty is already very common; here it is also fully disambiguated.
As opposed to execution, delivery, and other common terms of progression, "production" is a perspective that directly relies on designing continuous value-driven activity, not on achieving a single prescribed outcome. Enabling active capability is the management concern, and value creation is the experience.
Management's relationship to complexity is clarified in this short piece based on revisiting basic definitions. No special domain expertise is required but the argument applies to all domains.
A meeting is a group behavior, and the value of the meeting will depend on why people will do what they do with it. This framework explains the cause and effect linkages occurring within a meeting that actually is needed instead of merely held.
Not all workgroups are teams, and teams may not be enough to cover the work needed to meet requirements. This framework identfies the scale of workgroup and scope of requirements that distinguishes one type of workgroup from another.
Waterfall was never so much of a development management method addressing a customer demand issue. Rather, it is a build management method addressing a product management issue. See how.
The future of work depends on the future of managed change. This overview identifies why work, as arranged by organizations, is modified both in practice and policy but must become focused primarily on why the worker works.
The design and redesign of organizations today more regularly pursues agility, but very often it thinks that a given model will cause it, rather than discovering its best model from knowing what agility needs. This discussion surveys the underpinning archihtecture of agility, from which to cultivate or discover a site's appropriate model(s).
The purpose of organization is to influence effectiveness, and the logic behind that is practiced through the model of organization. This notebook compiles a common logic behind all models of organization.
Managed Change efforts overall still fail at 66% to 75% of the time. This means that the prevailing perspective on how to "make" change is defeating most other factors. Here's why.
Diagramming of the key conditions and initiatives and objectives that combine to produce organizations that are holisiticaly designed for change. Consolidates the strategy, architecture and knowledge analyses from the systems thinking and design thinking perspectives.
Connect Conference 2022: Passive House - Economic and Environmental Solution...TE Studio
Passive House: The Economic and Environmental Solution for Sustainable Real Estate. Lecture by Tim Eian of TE Studio Passive House Design in November 2022 in Minneapolis.
- The Built Environment
- Let's imagine the perfect building
- The Passive House standard
- Why Passive House targets
- Clean Energy Plans?!
- How does Passive House compare and fit in?
- The business case for Passive House real estate
- Tools to quantify the value of Passive House
- What can I do?
- Resources
Fonts play a crucial role in both User Interface (UI) and User Experience (UX) design. They affect readability, accessibility, aesthetics, and overall user perception.
PDF SubmissionDigital Marketing Institute in NoidaPoojaSaini954651
https://www.safalta.com/online-digital-marketing/advance-digital-marketing-training-in-noidaTop Digital Marketing Institute in Noida: Boost Your Career Fast
[3:29 am, 30/05/2024] +91 83818 43552: Safalta Digital Marketing Institute in Noida also provides advanced classes for individuals seeking to develop their expertise and skills in this field. These classes, led by industry experts with vast experience, focus on specific aspects of digital marketing such as advanced SEO strategies, sophisticated content creation techniques, and data-driven analytics.
Maximize Your Content with Beautiful Assets : Content & Asset for Landing Page pmgdscunsri
Figma is a cloud-based design tool widely used by designers for prototyping, UI/UX design, and real-time collaboration. With features such as precision pen tools, grid system, and reusable components, Figma makes it easy for teams to work together on design projects. Its flexibility and accessibility make Figma a top choice in the digital age.
2. Preface
The following discussion is about design and about services. It
begins by taking the position that the phrase “Service Design” points
at good work that needs to be done, but that the phrase itself is
used in a way that unnecessarily restricts the understanding of both
services and design.
The purpose of this discussion is to present a line of thought, and it
does not represent any special body of work or special interest
outside of itself. Editorially, this discussion is focused on removing
the capitalization of the words in the phrase “Service Design”, as
well as the quotes around it.
Views different from what appears in the following are welcome as
additional investigation of ways to clarify the recognition of what
design does to help produce a service. This discussion may be
updated, unilaterally, at any time.
3. Background
One risk of “thought leadership” is that front-runners might promote runaway thinking…
Service Design is the name of an at-risk idea. Oddly, what puts it at risk is its popularity –
that is, as a topic in many lines of thought that together either blur or debate the
definition of Service Design while insisting on its importance…
The following notes look into the idea with the attitude that its evangelism should be
distinguished from its explanation, and that its explanation should be sensible without any
evangelism at all.
The assumption is that the relationship between how a service can be meaningful and
how a design can be meaningful is not a new thing.
An additional assumption is that the intersection of service and design does not define
service nor define design.
The question is, what does design bring to the probability of a service being successful?
“Service Design” should be a label for the collective answers to that question, and part of
the answer must obviously be a working definition of “success”.
4. Value propositions
• Missionary zeal accounts for a lot of the energy that is put into developing
and defining practices.
• The importance of the mission is to give an unwavering sense of direction
to the decisions made about what and why something should be done or
retained.
• In other words, mission provides the reason why something has priority
and why something would be deemed “effective”.
• Within the perspective of the mission, organizing effective things may
involve simple things or complex things.
• The importance of zeal is to promote the stamina and urgency that is
required to discover where simplicity is good enough, and to create where
complexity is necessary.
5. Rethinking it
• Having seen the relationship of mission to effectiveness, and of effectiveness to
simplicity/complexity, we have a consistent way to sort out the ideas about practices.
• For example, some ideas are mainly about how to identify and use simplicity, or how
to build successful complexity.
• Some ideas are about how to deliver, manage and support the intended impacts of
effects.
• Other ideas are mainly about why the mission is important.
• The sorting is useful because we keep running into elaborate thinking that foregoes
making use of those distinctions, which creates confusion about whether that
thinking is offering new knowledge or instead just ignoring prior knowledge.
• An example of this confusion often accompanies the subject of Service Design.
6. The Challenge
• Throughout the following discussion, we can assume that there is something
valid, important and valuable which deserves to be called Service Design and
which we probably should increasingly be doing and supporting.
• But we have seen that a lot of energy spent on explaining “Service Design” is
spent on language presenting questionable intellectual assertions.
• That is, the effort is exploratory, which is fine. Besides, part of what occurs is that
the exploration questions its own progress.
• The role of zealotry, there, is seen when (a.) the credit of authority is applied
uncritically to the current findings, and (b.) most sense of progress is self-
referential or “insider”. When that happens, rhetoric takes over.
• Because rhetoric is powerful, it can be equally an attractor or an inhibitor. It can
draw people into a practice or idea as participants, and it can arbitrarily prevent
people from understanding things in other ways (such as prior ways, dissenting
ways, or even more correct ways).
7. The Problem
• Wikipedia is an interesting place to observe these dynamics because it is a place for
aggregating the range of notions about a subject.
• As seen on Wikipedia at the time of recording this discussion, Service Design refers to a
mission taken on by designers who presume that services are a way to pursue the
mission. However, for some reason, the mission is not part of the name of the practice.
• Furthermore, there appears to be an assumption that effective services have some
degree of inherent complexity, which is not the same issue as the possible complexity of
coming to the most appropriate solution (which could very well be simple!)…
• And moreso, the overall tone of the description poses Service Design as something
difficult being invented or newly discovered, instead of something already done
elsewhere that is just increasingly coming into focus for solution designers.
• Seen in a negative light, those points are sins of omission; although, seen in a positive
light, those are simply indicative of a preselected audience with a particular point of view
or limited span of interest.
8. Exhibit: Wikipedia “Service Design” excerpts
• Service Design is a human-centred approach that focuses on customer experience and the quality of service encounter as the key
value for success.
• Analytical tools refer to anthropology, social studies, ethnography and social construction of technology.
• Service design is the specification and construction of technologically networked social practices that deliver valuable capacities
for action to a particular customer.
• Service Design is a holistic approach, which considers in an integrated way strategic, system, process and touchpoint design
decisions.
• The Service Design approach is uniquely oriented to service specific design needs and is rooted in the design culture
• Design tools aim at producing a blueprint of the service, which describes the nature and characteristics of the interaction in
the service.
• [Shostack (1982), for instance] proposed the integrated design of material components (products) and immaterial components
(services).
• Current products are no longer isolated elements, but a network of different experiences and combinations
• Service design can be both tangible and intangible. It can involve artifacts and other things including communication,
environment and behaviours.
9. Solving …
• Too many of those Wikipedia statements contain key assertions that are fragile,
incorrect, or merely suggestive, and don’t hold up to scrutiny. For example:
• Design is not “specification and construction”. (Many designs are never constructed.)
• Services are a type of product, not an alternative to products.
• Integrated consideration of decisions does not mean that the decisions are integrated nor that
integration is the objective of the decisions.
• That makes it important to cut through the surfaces of the language and find what seems
to motivate most of the material ideas.
• A major tenet of the “Service Design” mission is that the experience of the customer is
the key criterion for the effectiveness (value) and worthiness (meaning) of the service.
• Because solution designers are sometimes most valuable themselves when they are
being creative, an interesting comparison can be made between other creative
productions versus what “service design” is said to mean to designers.
• “Experience” can be the touchpoint of comparisons between service designs.
10. Producing “Experience”
• Attending a musical performance exposes you to a multi-dimensional
production
• Decisions have been made about:
• Genre (category),
• Idiom (class),
• Concept (type),
• Style (version),
• Mood (purpose),
• Scale (size),
• Orchestration (configuration),
• Instrumentation (components),
• Structure (construction)
All of these decisions remain valid and definitive
before any actual performance.
• The performance uses the decisions.
• With no changes in the decisions, the
performance can vary from one time to the
next.
• The experience of the performance can vary
from time to time, even if the performance is
always the same.
We will say that we can have a musical experience
based on these decisions.
11. Describing the production
• Even a single solo performer covers all of these elements in ordinary work! Just for kicks, we can
group those completely ordinary elements together to reflect common grounds for comparisons.
• Meanwhile, every one of the elements individually offers a way to discuss the “requirements” and
composition of the final product.
• For example, as potential experiencers, we might say that we prefer “orchestral” music or
“guitar” music or “vocal” music. Those are ways of saying that we desire music generated by the
use of certain instruments. We can also state additional, concurrent desires in other terms.
• As clients or consumers, our desire is presented as a “solution requirement” to be factored into
the “design” for the production.
Type:
Genre
Idiom
Mission:
Concept
Style
Mood
Scale
Build:
Orchestration
Instrumentation
Structure
Design
considers
everything.
12. Production as service
• We rely on performers to express the decisions that defined the music.
• The performers can execute the music any time they want.
• We can request the performers to execute the music any time we want. (The performers
may or may not agree, but they can agree.)
• Let’s say that the performers are a “Band”.
• The Band is a Service. We use the Band to access the music so that we have a musical
experience.
• The performance is a service delivery.
• Obviously, the experience of the service is the impact of the service delivery.
• The experience is more or less satisfactory. However, satisfaction varies according to who
we are, and on whether the performance is a good execution and good for our desires.
13. Production Effectiveness
• We don’t say that the service does not exist when we are not experiencing it,
because that is clearly not true.
• Instead, we can say that we identify and evaluate the service based on our
experience of the service delivery (the performance) and on the music performed
(a deliverable).
• The service provider – in this case, whatever “agency” exists that makes the Band
available to us – can deliberately pursue our satisfaction by considering how the
delivery of the service and the deliverables of the service correspond to our
requirements (needs or preferences).
• It is clearly possible for the Band itself (the service) to be organized in such a way
that it promotes itself and acts also as the service provider.
14. Designing the service
• Meanwhile, designing the service means planning the presence and operation of
the service such that it conforms to the intent to meet the requirements
presented by the requesting experiencers of the delivery.
• The relationship of the deliverables to the delivery, and the relationship of the
delivery to the requirements, are both proper focal points for designing the
approach to satisfying us as service requesters and service experiencers.
• This approach is distinguishable as a Satisfaction-centric strategy.
15. Designing the service
• A different approach, focused on having the offering accepted on its own terms,
would be an Appreciation-centric strategy.
• In our example, new kinds of music that do not yet have a predictable audience
can develop, appear, and “earn” a steady acceptance as the audience experiences
the impacts of the music.
• The two strategies (Satisfaction and Appreciation) are not mutually-exclusive in
operational pursuit; but they are distinctive concerns, each having validity in the
creation and provision of a “service”.
16. Recognizing the practice
• The primary use of design is to guide the development that produces
deliverables.
• What we can observe from the previous example is that most of what needs to
be attended to in service development is not newly discovered design concepts.
• Goal orientation towards user-defined satisfaction is not new.
• The potential significance of both the desire and the delivery is not at any unprecedented
level of importance.
• Elemental complexity and diversity is not new.
• Systemic compositions (composite deliverables) are not new.
• The potential for, and role of, innovation is neither new nor greater, now.
• In fact, in our example, the “ordinary” design checklist of production solution
factors is amazingly old and well-practiced – literally hundreds of years older
than any person alive today regardless of their energy or reputation.
17. Recognizing the practice, further
• Successful design of a service is neither a mystery nor a new discovery. It is
just thorough.
• We saw that something very familiar – a very familiar service – has many
variable factors identifiable in its generic design scope.
• Whether the factors vary little or vary a lot, the general list of concepts for
describing the overall plan is pretty consistent and does not require
technical specializations to replace the known concepts or to fill in gaps.
• However, for practitioners, a previous lack of experience naturally presents
an educational need to acquire familiarity with what is already ordinary as
part of design.
21. Mission versus Service
• Mission is the definition of an intention; intention in turn contextually
indicates the value (impact) and worth (meaning) of any employed service
that the mission recruits.
• We know that mission may vary in type, scale and duration.
• Service is a delivery-on-demand of designated effects supporting the
intentional value guided by the mission.
• Differing types of effects bring differing ways of supporting the value.
• Amongst different forms of solutions, the only thing “specific to services”
is that a service does not require the customer to own, manage or
maintain the means of production and delivery in order for the customer
to get the intended effects on demand.
22. Service as Experience
• One arena of Service is characterized by the creation and provision of enablers
that have high-value to “clients” (requesters) who themselves are not already
producing the same enablement at the capacity and/or timing offered by the
service.
• Enablement can be essential or supplemental, short-term or long-term. In these
“client” services, being enabled is the core experience obtained from the service.
• In a different arena, focused more on “consumers” (requesters), experiences are
prominent in terms of Affect rather than in terms of Enablement.
• A “service”, in particular, exists to make the experience deliverable-on-demand
(available) for the customer.
• The customer’s experience of enablement or affect is how “effectiveness” is
identified in the service.
• When we’re not using the service, we’re not having the experience from it, but
the service is still there.
23. Service Value versus service definition
• The importance of a mission does not dictate what the form of a solution must be.
• The form of a solution pursued in a mission may be, in part or in whole, a service;
the service effectiveness has meaning primarily for the given mission.
• Even though one mission may be seen as more important than another, the value
of a service is in the context of its use. A service can have high value to a lesser
mission; design is responsible for planning the value of that service.
• The effectiveness of the solution may be due to the fact that it is (or includes) a
service; and the focus of the service design is on the ability of the service to be
effective.
• Regardless of the importance of the mission, the design of the service includes a
typical set of considerations. For example, the specific decisions structuring our
music service differ from other “Service Designs” but the types of decisions
considered by the design are the same types to consider in other services..
24. The purpose of designing a service
• Service is a delivery-on-demand of designated effects supporting the intentional
value guided by the mission.
• Differing types of effects bring differing ways of supporting the value.
• Production of the effects employs methods that create and provide service
deliverables.
• A primary use of design is to guide the development that produces deliverables.
• There are effects, side-effects, after-effects, and other outcomes of production
and delivery; these are selected by the management and maturity of methods
used.
26. Pursuing service effectiveness
• The loftiness of some missions is not what defines “service design”. Instead, every
mission calls for solution designs appropriate to the mission.
• Yet some thinkers about a service design discipline, due to a preferred mission,
presume a necessity for new concepts, methods, and/or new definitions…
• But why?
• In such cases, the presumption stems from a concern about effectiveness.
• Their concern points back to histories of practice ineffectiveness, and forward
towards a resolve to not repeat past shortcomings.
• Effectiveness is looked at as a result of an approach.
• Where effectiveness does not occur as the result, approaches are presumed to be
inadequate.
• Thus, where design is seen as the plan for the approach, remediation or
innovation becomes a goal.
27. Justifying service designs
• The urgency of embracing the remediation or innovation stems from the
importance of more successful service in certain arenas. The idea of Success
comes to presume these differences.
• In the mission of a service, the impact of the delivery addresses Needs
• For some missions, needs may include: Sustainability and social ethics
• In the mission of a service, the experience of the deliverable begins as
Expectations and Mandates
• For some missions, expectations and mandates may include: global and local
Purpose
• The complexity of addressing these impacts and experiences inspires a search for
explanations and actions not yet typical of prior efforts or prior success. Finding
and using different means can be critical to the chance of a current success.
28. Design practice
• Such differences from the past might get researched and introduced as if they are
new discoveries or new ideas about design per se.
• But the reality is that they may be “new” only to the context of the particular
arena of effort, or only in comparison to the prior practices.
• Even so, useful findings may be promoted as practice recommendations or even
design standards.
• We see this point of view in much of what is currently reserved as the definition
of “Service Design”. The POV is not wrong, but the reservation is; it is important
to recognize its limits.
• We must not mistake a special case of a design purpose as being the general
template of practicing design for services. It is necessary to distinguish Preferred
Practice from the Definition of Practice.
29. The discipline of designing experience
• Missions of “higher” importance do not automatically dictate a need for new
concepts or new methods.
• Pursuing the mission may include services in whole or in part.
• Service effectiveness is a primary focus of design.
• The design of service is not obligated to pursue new concepts or new methods;
rather, the obligation is to plan what is necessary to optimize satisfaction or to
maximize appreciation through providing service.
• On a case-by-case basis, satisfaction or appreciation can require design to exploit
new concepts and/or new methods, to assure deliverables or delivery.
• Service is experienced as delivery-on-demand, per the customer’s demand
• Provision is experienced as a combination of deliverables and delivery.
• Effectiveness is experienced as an alignment of provision to requirements.
30. Common design factors, used with services
• Decisions are made – about what,
why and how – to make deliverables
and to conduct delivery, versus
requirements:
• category
• class
• type
• version
• purpose
• size
• configuration
• components
• construction
• Experience begins with expectations
and/or mandates, and ends with
affects and/or satisfaction.
• Design emphasizes a planned
alignment of the effectiveness,
relevance, and reliability of an effort
offered to address the experience.
• A service is a form that the offered
effort can have, to realize the
objectives of the design.
• A major predisposition of experience
is Preference. On a case-by-case basis,
Preference can be negotiated in the
process of finalizing a design.