Moving Towards Service Dominant Logic in Manufacturing Sector: Development of a Tool for Inquiry - Daniela Sangiorgi, Jung-Joo Lee, Deniz Sayar, Don Allen, Nick Frank
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UX consultant Judy Cotter shares examples of using Service Design and Service Blueprints to align user journeys with business processes.
The results of service blueprints include improved user experience, lower costs, and higher revenues - and efficiencies and team morale improve by understanding the context and impact of their work - and having their team members and leaders understand the value each team brings.
Service Design helps all participants contribute what they know and understand and empathize with the customers, employees and other users.
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Many UX professionals cross paths with business analysts in the course of delivering projects. Both professions define and apply requirements, though typically one leans toward user requirements and the other toward business requirements. However these worlds often converge, especially as more organisations realise the business value of focusing on customers through user research and user-centred design. It is perhaps inevitable that these two professions, increasingly valued for customer-oriented projects, occasionally have overlapping remits which may lead to either internal friction or positive outcomes.
In this session we explore the areas of similarity, difference and potential collaboration in the respective fields of user experience and business analysis.
We will co-present the briefing with Sarah Williams, a senior business analyst and UX practitioner with leading law firm Linklaters who has successfully integrated the fields and evangelised the UX and service design approach for many internal and client-facing projects. Sarah and Chris Rourke from User Vision will discuss the goals and perspectives of the two fields and where the greatest opportunities are for knowledge transfer and co-operation for successful project delivery.
The talk will be especially of interest for UX professionals working alongside BAs, Business Analysts wanting to know more about user experience and service design, or anyone managing teams that have either or both of these important roles.
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Abstract:
Designing human-centric is a wonderful thing, but leads in similar situation to similar results. However, especially large scale services need to be distinct to stick out in the competitor field. This presentation features a framework and applied case studies on Service Branding – how to create a signature experience through the process of combining service design and branding – leaving customers with a unique story they can experience first-hand.
Innovation:
Uniting two different fields that are closely related but yet in practical terms are rarely collaborating: The field of marketing communication and branding with a need for image, differentiation and preference („shaping expectation“), and the field of service design and human centered design with a need for utility, usefulness and desirability („shaping experiences“). In this unique combination, Service Design and its methods become even more relevant in a broader business context.
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Moving Towards Service Dominant Logic in Manufacturing Sector: Development of a Tool for Inquiry - Daniela Sangiorgi, Jung-Joo Lee, Deniz Sayar, Don Allen, Nick Frank
1. Moving towards Service Dominant Logic
in Manufacturing Sector:
Development of a Tool for Inquiry
Daniela Sangiorgi | Politecnico Di Milano
Jung-Joo Lee | National University of Singapore
Deniz Sayar | Istanbul Technical University
Don Allen | Cisco Systems, Ltd.
Nick Frank | Si2 Partners LLP
26 May 2016 | ServDes 2016
2. ISSIP (International Society of Service Innovation Professionals) is a professional association
co-founded by IBM, Cisco, HP & several Universities with a mission to promote
Service Innovation.
Service Design SIG is a unit of ISSIP working on developing knowledge, approaches &
guidelines for organizations to help them better understand and apply Service Design in
their innovation processes.
www.issip.org
3. Moving toward a SDL requires..
- A change in perspective of what SERVICES are
- An evolution of how organisations perceive and engage with DESIGN
- An evolution of how organisations perceive and engage with USERS
and other stakeholders
Moving toward a
Service Dominant Logic
4. Service Design User
Added value to
manufacturing
“Styling”
of new technologies
Passive recipients of
company’s offerings
In GDL, value is embedded in products. Company-centric perspective,
focused on its own resources & technical abilities (Vargo & Lusch 2004)
STAGE 1
Good-Dominant Logic & Product Design
Here the focus of
innovation is on products
as tangible offerings and
manufacturing processes
design as styling working
on aesthetic
considerations such as
style, appearance and
ergonomics
The involvement of users
in the design process is
very limited (e.g.
statistics, focus groups,
usability testing, etc.)
5. Service Design User
As a market offer, an engine
for growth & employment
Conscious activity of
‘Service Design’
Experts of their own
experiences
From a peripheral activity to the mainstream manufacturing led economy, to the
main driver for both economic and employment development
STAGE 2
Advent of Service Economy & Service Design
Attention into service
innovation, with a first
acknowledgement of
differences in service life
cycles and new service
development
design of service
interactions, to provide
better experiences for
users, using human-
centred design methods
direct involvement of
users in the design
process as “co-
designers” typically in
workshop settings
6. Service Design User
As a perspective on value
co-creation
Design to implement a
Service Dominant Logic
Participate in the
co-creation of services
Interest has moved toward integrating studies on products and services into a
higher-level framework to understand value co-creation
STAGE 3
Service Dominant Logic & Design for Service
Service as business
logic, a way of thinking
and innovating
Working with and within
organisations to help
them become more
dynamic and customer
centric
Organisations focus on
providing support for
users’ own activities and
purposes.
7. Parallel evolution
of Services, Design and Users
Service Design User
Added value to
manufacturing
“Styling”
of new technologies
Passive recipients of
company’s offerings
As a market offer, an engine
for growth & employment
Conscious activity of
‘Service Design’
Experts of their own
experiences
As a perspective on value
co-creation
Design to implement a
Service Dominant Logic
Participate in the
co-creation of services
Stage1Stage2Stage3
FRAMEWORK to develop a tool for inquiry into organisations’ own perception of
their practices, identity, and future
8. Use this parallel evolution of Service, Design and User engagement as material for
reflection for organisations to look into their own transformation journey:
TOOL FOR INQUIRY
(Junginger, 2015)
to enhance designers’
ability to engage
organisations into a
conversation about their
own design legacies and
the implications these have
on their ability to fulfil their
vision or purpose
Parallel evolution
of Services, Design and Users
9. Inquiry Questions
Categories Questions
Service
§ How do you describe your company?
§ How do you understand service?
§ Who is involved in service delivery?
Design
§ How do you understand design in your company?
§ What role does design play in your company?
§ Who is involved in design for services?
Users
§ Who are your users?
§ What is your understanding of users?
§ How do you interact with users?
§ What type of information about users do you gather?
§ How do you engage users in the innovation process?
Vision
§ What is your vision on service innovation?
§ What is the reason for change?
§ Where does the initiative come from?
§ What is the focus of change?
§ What level of organisational support is there for change?
14. Pilot Test
§ 5 employees from a global large manufacturing
company participated
§ The participants chose the stages under each
question + interviewed on the reasons behind
their choices
§ 60-90 min each interview
15. Airflow Equipment Inventory
(AEI) – core technology
AEI Customer Product
AEI Accelerator
Customer Service Product
AEI for Partners
Partner Service Product
Director
Product Manager
Program Manager
Product Manager Director
PRODUCT SERVICES
*specifics modified for the anonymity of the company.
SM
T
C
A
Job Scope of the Interviewees
16. Findings:
Overall Reaction
§ Going through the stages helped participants’ thought-process about the company’s status.
“(reading the description) service is a specific function to support sales…
we are definitely not in this stage.”
Program manager
/ customer product
A
“Stage 3... you’re saying ‘design helps our strategy?’ I’m not sure what it means.
Actually we have a strategy and then we go into the design.”
17. Findings:
Overall Reaction
“(reading the description) service is a specific function to support sales…
we are definitely not in this stage.”
Program manager
/ customer product
A
“Stage 3... you’re saying ‘design helps our strategy?’ I’m not sure what it means.
Actually we have a strategy and then we go into the design.”
§ For a big company, “context-setting” is important: e.g. which business model, division,
market segment?
§ The category of “design” is the most difficult to answer:
“Which activities and processes could be considered as design in our company?”
Director
/ customer product
M
“What do you mean by design in this area?...By design, do we mean my user
experience team who are focused on the customer journey mapping or…
the architects who are responsible for taking the business requirements…
I don’t know if either of those fit in design, so I’m not quite sure what’s meant by
this.”
§ Going through the stages helped participants’ thought-process about the company’s status.
20. Findings:
Misalignment in Understanding of Service
M T C A
M T CA
A M T C
T A M C
“How do you describe your company?”
S
S
S
S
Director / partner service product
“…sometimes we talk as if we are at Stage 2…I think it’s a little unknown.
I don’t think- I’m not hundred percent sure our ambition is actually Stage 3.”
22. S TA
S AT
M
M
Findings:
Misalignment in Understanding of Design
“Who should be involved in design?”
C
C
Project manager / service product
“design as a holistic development process, which involves collaboration
among different teams (engineering, marketing, product development, sales
etc.) and all levels of companies (across executive level and “worker bees”)
23. T CA
CAT
M
M
Findings:
Misalignment in Understanding of Design
“Who should be involved in design?”
S
S
Director / partner service product
“We are not at Stage 3 and I’m not hundred percent sure
we want to be at Stage 3…’all levels of the company’.”
§ Product development-oriented view where efficiency on development and implementation
is important
à company wouldn’t want to involve a lot of people and resources in the development.
24. Findings:
Limited Recognition of User Engagement
SS S S
“Who are your users?”
S
Director / partner service product
“What is your understanding of users?”
§ S deals with partners (resellers) and his understanding of the final customers is through
these partners.
à ‘Our company clusters users in terms of past purchase requirements and market segment.’
§ The term users is relational according to the company’s tier distribution model.
25. Interrelations of the understanding of service, design & user,
depending on the job focus
S (Director / partner service product) (Manager / customer service product)C
Service Added-value to products,
a specific function to support sales &
company’s performances
Company visions to deliver product-service
system (distinction between two)
Users Clustered by past purchase requirements
& market segment
Design A set of skills & systematic process
for the development of things to meet
requirements by market segment.
Efficiency than holistic approach
An integrated solution for customers
to create value
Company should move to a solution-oriented
company.
Design needs to involve different levels of
the company – from high-level to set strategy
by managers to ‘detail’ design for hardware/
software design, delivery and marketing
across different teams
26. Learning from the Pilot study
§ To identify a possible scope of the tool as a ‘conversation piece’.
§ To explore the level of (mis)alignment of different organisational departments
§ The tool can be used as a small part of mind-set change & vision setting process,
by helping to externalise views and identify misalignment across different teams &
levels
27. Future Plan
§ Applying the 2nd version with employees from different teams & levels from a large
company
§ In the workshop context, combined with group mapping activities that help to
visualise current status & future visions, and set action strategies
28. Thank you.
Q & A
Daniela Sangiorgi
daniela.sangiorgi@polimi.it
Jung-Joo Lee
jjlee@nus.edu.sg