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Service Design and IT
The document discusses the role of service design in improving IT project outcomes by addressing common challenges such as project failure and system complexity. It emphasizes the importance of understanding customer journeys and the need for tailored support throughout the customer experience. Additionally, it outlines strategies for fostering customer engagement and ensuring successful transitions to service providers.
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Service Design and IT
- 1. London Oslo RotterdamSão Paulo Lebanonwww.liveworkstudio.com Service design LIVEWORK PRESENTATION Rotterdam, March 2016 for IT IT
- 2.
- 3. right thing Investing inthe CLIENT CASE CONFIDENTIAL
- 4.
- 5.
- 6.
- 8. is IT so important,and becoming more so
- 9. 9 Traditional view ofthe business cycle LaggardsLate Majority Early Majority Early Adopters Innovators The “Chasm” Technology Adoption Process Current wave Next wave
- 10. 10 New digital reality LaggardsLate Majority Early Majority Early Adopters Innovators The“Chasm” Technology Adoption Process
- 11. worries the C-suite aroundIT: - project failure - system complexity - IT capabilities
- 12. can service design doto reduce project failures
- 14. 14 Why projects fail 0%10% 20% 30% 40% 50% 60% 70% Bad communication Lack of planning Not managing expectations (scope creep)
- 17. to being insured Reducingbarriers CLIENT CASE GJENSIDIGE
- 20. new market reality Adjustto the CLIENT CASE NORDIC SEMICONDUCTOR
- 23. IT service experience Improvingthe internal CLIENT CASE JP MORGAN
- 24.
- 25. can service design doto reduce system complexity
- 26.
- 27.
- 28. Receives the product,starts the service Early stages of being a customer and dealing with the transition to service provider Familiar with the company, its product and service, establishing regular energy consumption Change in personal situation or circumstance that impacts the contract Receive & Setup New customer Customer Change in use Setup: Make sure the customer is familiar with the phone and core services Educate: About the product and other features Personalise: Make offers and recommendation on how to use additional services Seduce: Offer incentives to use new services and introduce others
- 29. Project Manager Team member contributions…..structured to support meetings….. ensuring clear decisions and approvals Management Sponsor Team Member Clarity on progress Local market SME Programme leader External partner Coordinator Tasks assigned Receives actions Loads approved version Receives approval request Status update 29
- 30. Management SponsorProgramme leader Receives approval request Status update ensuring clear decisionsand approvals Status update: K Holistic Update: Brazil has adopted best in class 30
- 31. Interested Buy Receive & setup Earlyuse Use Change in use IncidentAwareUnaware Reconsider Help decide Sell Setup Assist Inform Support ResolveMake offerAttract Recognise
- 32. Aware Interested BuyReceive Setup Early use Use Retail Online Call centre
- 33. Retail Online Policies People Process Procedures Practices System Call centre Aware InterestedBuy Receive Setup Early use Use Make offer Help decide Sell Deliver Setup Educate & Assist Inform & Support
- 34. Retail Online Sales Marketing Operations IT HR Finance Call centre Aware InterestedBuy Receive Setup Early use Use Make offer Help decide Sell Deliver Setup Educate & Assist Inform & Support
- 35.
- 36.
- 37. does a service designled IT project look like
- 38.
- 39. CLIENT CASE Key internal capabilities Keycustomer experience Key customer engagements (per channel) Multiple customer journeys need to be supported.
- 40.
- 42.
- 43.
- 44.
- 45.
- 46. this with yourown company/business…
- 47. Want information that iseasy to understand and use Need help to decide Need help to buy and activate Solve my issue here and now Recognise me and continue the conversation Interested Decide Buy Early use The use cases….
- 48. Visit store for help Accessonline information and tools Call centre Mobile Store 3rd party Online Visit to 3rd party channel Visit mobile site Want information that is easy to understand and use Need help to decide Need help to buy and activate Solve my issue here and now Make a purchaseRecognise me and continue the conversation 48 The real customer experience
- 49. Visit store for help Accessonline information and tools Call centre Mobile Store 3rd party Online Visit to 3rd party channel Visit mobile site Want information that is easy to understand and use Need help to decide Need help to buy and activate Solve my issue here and now Make a purchaseRecognise me and continue the conversation Medium Low High Interested Decide Buy Early use 49
- 50. Visit store for help Accessonline information and tools Call centre Mobile Store 3rd party Online Visit to 3rd party channel Visit mobile site Want information that is easy to understand and use Need help to decide Need help to buy and activate Solve my issue here and now Make a purchaseRecognise me and continue the conversation They want whah??? Impossible Huh?? Interested Decide Buy Early use 50
- 51. Visit store for help Accessonline information and tools Call centre Mobile Store 3rd party Online Visit to 3rd party channel Visit mobile site Want information that is easy to understand and use Need help to decide Need help to buy and activate Solve my issue here and now Make a purchaseRecognise me and continue the conversation Interaction Information Transaction Interested Decide Buy Early use 51
- 52. Visit store for help Accessonline information and tools Call centre Mobile Store 3rd party Online Visit to 3rd party channel Visit mobile site Want information that is easy to understand and use Need help to decide Need help to buy and activate Solve my issue here and now Make a purchaseRecognise me and continue the conversation Interaction Information Transaction Interested Decide Buy Early use 52
- 53. Visit store Access online informationand tools Call centre Mobile Store 3rd party Online Visit to 3rd party channel Visit mobile site Want information that is easy to understand and use Need help to decide Need help to buy and activate Solve my issue here and now Make a purchaseRecognise me and continue the conversation Systems of engagement Experience Layer Systems of record Interested Decide Buy Early use 53
- 54. Required ability Provide the“top3” options/ next steps Required ability Provide basic setup and configuration N/A Visit store Access online information and tools Call centre Mobile Store 3rd party Online Visit to 3rd party channel Visit mobile site Want information that is easy to understand and use Need help to decide Need help to buy and activate Solve my issue here and now Make a purchaseRecognise me and continue the conversation Systems of engagement Experience Layer Systems of record Interested Decide Buy Early use Required ability Help the customer buy the “best” offer Required ability Process payment and activate service Required ability Help customer decide by providing basic advice Required Ability To recognise customers from other channels. N/A 54
- 55.
- 56. www.liveworkstudio.com Thank you! @liveworkstudio Melvin BrandFlu +31 625 289 004 melvin@liveworkstudio.com Service Design – From Insight to implementation Service Design for Business: A Practical Guide to Optimizing the Customer Experience
Editor's Notes
- #4 By involving one customer in their workshop the client found out that a major IT initiative was not grounded in customer needs and therefore completely misaligned with the market. It showed the importance of involving customers more in the strategic IT strategy od the organisation.
- #7 Livework operates in the space between customers, business and the organisation. We start with the customer story, determine the business impact and focus on understanding and developing the required capabilities in the organisation.
- #8 Livework has delivered over one thousand projects globally, for some of the biggest brands in all sectors. Our work in evenly split between b2b, b2c and public sectors projects, dealing with various topics ranging from customer centricity and innovation, to digitisation and service strategy.
- #10 Most organisations still operate on a traditional business cycle. There is recognition that the business and product cycles are getting shorter…………
- #11 but the new digital reality is much more aggressive. Cycles are not getting shorter, new an innovative businesses and solutions are entering traditional markets and replacing incumbants in short cycles of evolving products and services.
- #14 Integrating an inovative insurance service with a banking service in order to reach young people. The simplicity for the (target) customer is used to allign the banking and insurance devisions in terms of operations, processes and systems.
- #15 but the new digital reality is much more aggressive. Cycles are not getting shorter, new an innovative businesses and solutions are entering traditional markets and replacing incumbants in short cycles of evolving products and services.
- #16 Most of the services shown before failed because of HIM.
- #17 We call him “the human”
- #18 Integrating an inovative insurance service with a banking service in order to reach young people. The simplicity for the (target) customer is used to allign the banking and insurance devisions in terms of operations, processes and systems.
- #19 Most of the services are designed for the user
- #20 While everybody talks about the customer, organisations struggle to service them
- #21 The traditional market of specialist buyers and large electronic firms are replaced with start-ups in small innovation companies that determine the future use and applications of semiconductors. The solution was to open up to engage and co-create with these new players in the market.
- #22 And then there is the consumer… the one you want to have as a customer
- #23 Design services for the human, not the caricatures
- #27 There is a organisational tendency to create complexity by focusing on internal processes and systems. Taking an outside perspective on a business or system can bring understanding and simplicity that makes things easier to understand, create solutions that make sense for customers. The image shows the complexity of a London tube station being reduced to 6 movements that all travelers make when transiting a station.
- #28 A innovative new service was designed through an app, with no real context of the customer. The service was therefore on track to fail on the market.
- #29 By creating the customer story and attach it to 3 year business objectives, the initiative could be re-oriented to create a strong initial service to enter the market and then evolve into a mature service over x years. The clarity of the strategy enabled the organisations to develop the service across people, processes and systems instead of just pushing the technology.
- #30 The complexity of delivering a global 50,000 user system involves many stakeholders, conflicting demands and misaligned operations.
- #31 The design of the total system towards a small group of 7 decision makers cut down on the complexity of implementation and roll out and meant the organisation saw almost immediate benefits at a fraction of the cost and risks involved.
- #32 Architecting the customer experience begins with identifying the area of impact and the perceived customer experience.
- #33 It is important to zoom into the main experience points in the customer journey, not trying to fix the entire journey at once.
- #34 The gap between the current customer experience and the target customer experience needs to be decomposed into the areas of impact and solution. Where there is a gap i.e. systems is not necessarily where the solution should be implemented i.e. policy change.
- #35 The gap between the current customer experience and the target customer experience needs to be decomposed into the areas of impact and solution. Where there is a gap i.e. sytems is not necesarrily where the solution should be implemented i.e. policy change.
- #36 Architecting the customer experience can create massive change in the customer experience and significantly impact the bottom and topline of the organisation. The impact is usually both short term (quick wins) and long term (strategic goals).
- #37 Architecting the customer experience can create massive change in the customer experience and significantly impact the bottom and topline of the organisation. The impact is usually both short term (quick wins) and long term (strategic goals).
- #42 Customer journeys help organisations understand their customers better and design services that fit their needs. The graph shows that the impact for customers and the business lies at the decission phase of all journeys providing the clearity needed to allign and transform people, processes and systems to operate more effectively in helping customers decide.
- #48 Does your organisation know of these generic customer needs and is it able to respond to them in a way that satisfies your customers?
- #49 Can your oganisation do this consitantly, with all questions in all channels?
- #50 The result of asking this to hundreds of people in various business in several sectors has this overall response.
- #51 The result of asking this to hundreds of people in various business in several sectors has this overall response.
- #52 The solution to responding to the customer need does not always have to be in the system domain through transactions. Customers often just need the right information at the right time, or the ability to interact with an organisation to get the right answers/solution.
- #53 Often the complexity of the customer needs can be addressed better and faster in the area of information and interaction. This gives organisation to ability to be more agile in their response, while maintaining systems and processes underneed.
- #54 At a system level there is tremendous untapped value in separating the experience layer from the other layers, when delivering customer (centric) solutions.
- #55 This created clear requirements for abilities that systems need to provide the organisation.