Beyond the customer journey

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Beyond the
customer journey
Becoming Truly Customer Centric
18 March 2019

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Content
Introduction
● About Livework Studio
● The value of design
● Customer centric organisations
● Moving beyond customer journeys
● Case Study

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Livework
Studio
Who we are and
what we do.

Good services don’t
happen by accident.
They need to be designed.
That’s what we do.

Design process
https://designf**kingthinking.tumblr.com/
About Livework

Livework’s Version
About Livework
Imagine Design CreateUnderstand

What we do
Improvement
Customer centricity
Innovation
Service strategy
Humanising services

Challenges we work with
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Improvement
Customer centricity
Innovation
Service strategy
Humanising services
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We solve complex problems, and find desirable solutions for clients.
Service design thinking is a
way to proactively deal with
change in a human centered,
value creating way.

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The value of
design
The benefits of using design to organise
around the customer.

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How service design delivers business value
Service design practices Business outcomes Top level business goals
Increase revenue & TRS
Operational efficiency
De-risking
Embrace change
Financial performance
Innovate and change
Human centered
Co-creative & collaborative
Holistic, horizontally & vertically
Experiment, prototype & iterate
Transformative power

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Higher growth in
returns to
shareholders
Design led businesses
Higher revenue
growth
Better
performance
than peers
Have seen market
share increase, 2x
the average.
200% 56% 32% 83%

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• Market share / share of wallet – acquisition & retention
• Cost to serve
• Innovation / value creation
• Valuation / share price
• Employee engagement
• Voluntary compliance
The benefits of becoming
customer-centric

It’s different names for the same goal.
Service design, customer
experience, customer
centricity? Which is it?

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Customer centric
organisations
The structure behind the scenes
of customer centric, design led
organisations.

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Customer Centric Capabilities
This framework enables:
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Operational delivery
and change
Customer vision
and strategy
Culture and
organisation
Customer experience
measures and
insights
Service design
and customer journey
frameworks
Basic
Intermediate
Advanced

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Capabilities: end state summary
Desired
end state
Summary
outcome
Vision & Strategy
Culture &
Organisation
SD & CJ
Frameworks
Measures &
Insights
Operational Delivery
& Change
Capability
dimension

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Design maturity model
1
2
3
4
Initiating &
Mobilizing
Developing &
Adopting
Distributing &
Establishing
Embedding &
Scaling
This enables:
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Of course not. But each person needs to be armed with the tools to
understand how their decisions affect the customer experience.
Does everyone need all the
skills of a designer?

Actors
Directors
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Contributors
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Clients
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Deliverers
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Service designers
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Developers
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Year 2 Year 3 Year 5
Initiating &
Mobilizing
Developing
& Adopting
Distributing &
Establishing
Embedding &
Scaling
Service design
maturity
Time
Year 1
Service
designers
Contributors
& developers
Directors
& clients
Deliverers
Speeds of adoption
Year 4

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Typical barriers and enablers
Unrealistic pace - trying to go too fast, creating complexity, driving
confusion and wasting money
Blurry accountability - confusion over who has ultimate call on
priorities or design decisions
Siloed thinking - planning, priorities, targets, “ways off” and
resources are not aligned, even conflicting
Sponsorship continuity - leaders may shift over time; creating the
need to “re-sell” the approach/plans
Change congestion - lack of adequate prioritisation creating
adoption issues & funding competition
Benefit isolation - Difficulty Isolating benefits resulting from only
the SD approach
Wrong early bets - choosing the wrong proof projects, not
showing early benefits, creating cynics
Getting funding - traditional resource allocation requires
specified deliverables & firm cases
Cultural discomfort - failure, uncertainty, iteration & chaos are not
acceptable
Keep the team small and tight in early phases; nail planning, business case and governance as soon as
possible
Establish clear roles with each early project, and build this out gradually to form an organisational
accountability model for design activities
Integrate priorities, strategies and plans as soon as possible with key stakeholder groups and with BAU
processes/governance in the medium term
Establish a coalition of senior & grass roots support; keep the case for change & roadmap updated and
in pocket; strongly link design value to business success
Work with early adopters to become a solution to their problems; find ideal proof-projects and support
them, rather than compete with them for attention
Be clear on the incremental benefits that the SD approach could have overall & on each early project
opportunity; don’t fight over benefits, share them
Choose projects in areas where there is natural interest and data showing pain points, ensure
qualitative/quantitative benefits are tracked
Find pockets where experimentation is possible; go fast to solutions to show “art of possible” in
numbers; eventually, “change the way the organisation changes”
Get permission to experiment & learn; call out the possible outcomes “some of this will go in the bin,
but at least we stopped it before spending too much”

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Customer Journey
Architecture Frameworks

Three lenses of service design
Customer Journey Architecture Frameworks
Business value
Organisational capability
Customer experience

Aligning the perspectives
Customer
Business
Organisation
Begin During AfterBefore

Customer Experience Level
Customer
Experience
Factors
Actors
What are the
different people
experiencing at each
stage of the service?

Business Level
Business
Outcomes
Milestones
Metrics
How will the experience
deliver desired business
outcomes?

Organisation Level
Organisation
Capabilities
Systems
Processes
What needs to happen
for the experience to be
successfully delivered?

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An example
I can behave as a human concerned about a stressful move with my family:

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An example
I can behave as a human concerned about a stressful move with my family:
Or a smart consumer researching the market for a good mortgage deal:

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Service blueprints as shared documents

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Roadmap & prioritisation
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In this example, we identified 100 hot spots, opportunities for improvement. They were then rated by calculating
customer value + business value x number of customers, then categorised as JFDI / SPRINT / LONG TERM

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Building a Vision for Measures
Measures
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Store, Analyse, Report
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Act
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Listen

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Customer Experience Measurement
Short term Long termTypical Measurement
Data is spread out,
inconsistent, not
actionable.
Bring different sources together,
make connections, use proxy
metrics.
All data in a central place,
regularly gathered, reported and
analysed

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Start by asking two questions
1.
What can we learn about our
customers’ experience today,
with only the information we
have right now?
2.
What approach should we take to
build a future where voice of
customer is regularly gathered,
reported, analysed and used to
take action?

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What next?
Closing
Some more information and events.
A collection of resources and slides:
https://www.liveworkstudio.com/collections/fla2019/
Livework Academy: Strategic Service Design
Masterclass and Advanced Service Design
Training
Upcoming Event: Humanising Smart Cities
breakfast talk. 16 April 2019.

Beyond the customer journey

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