"How to tie your customer design work into the enabling organisation" - by Joel Bailey, LiveWork Studio
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A talk given by Joel Bailey at UXPA UK's April 2017 event covering "Investigating Service Design". http://uxpa-uk.org/events/exploring-service-design/ Check out our Events page to see what's coming up in the future: http://uxpa-uk.org/events/
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"How to tie your customer design work into the enabling organisation" - by Joel Bailey, LiveWork Studio
- 1. London Oslo Rotterdam São Paulowww.liveworkstudio.com design work into the How to tie your customer 2 May 2017Livework © 2017 enabling organisation
- 3. People are the raw material of service design The object of service design is the organisation
- 5. The Scattergun The Just-Prototype-It The Thin End of the Wedge The Massive Agile Co-Location The One Blueprint to Rule Them All
- 17. Find a chess player Work to heritage Earn attention People are the raw material of service design The object of service design is the organisation
Editor's Notes
- I’m Joel. I’ve been an SD for 15 years. Worked as an independent consultant, inside a big FTSE, now agency – Director of LW London Livework is 16 this week!! For 16 years: pioneering multichannel service design. Frontstage + backstage. Improve and invent. As service designers we spend a lot of our time designing innovative and high performing target customer experiences. But INCREASINGLY the real challenge is working with a usually pretty traditional business to deliver that multichannel experience into reality. I’ll draw on recent Livework case studies to explore ways of overcoming this challenge. This is the new battleground. Getting a design through to reality without you or it self-desctructing
- What are these? Yes – mostly double diamonds. How design works Useful – but useful to a point. Helps you work out what to design, but not necessarily how to then deliver it This model has got many design teams in the door, but it’s then got them into lots of trouble. Why? It’s totally disconnected – it doesn’t account for the key principles of service design – that people are the raw materials of service design
- In UX the raw material is code, screens, boxes, arrows. In SD the raw material is people. The people that take calls in the call centre, that stand in stores, the people that do the UX The job of a service designer is to work with people. The object of service design is the organisation So the double diamond isn’t going to cut it – it’ll only go so far
- How many people here ski? What as a skier do you do at the top of the route? Plan how not to fall over… Yes – you choose your line. When you start your run, you choose your line. You look down and assess snow quality, topograhy, obstacles, where you want to be at the end. You do this quickly then you descend, and then you make it up from there BUT you still have to choose your line If you want to survive the organisaiton and, even better, have an impact on the organisation, you need to choose your line It turns out there are many lines to choose from…
- Just a few from our experience: 1. Scattergun – norwegian client - a strategic objective for extreme customer orientation, which involved committing the organisation to a broad set of customer-centred service principles, which were then followed up by over 100 changes. This led to ‘a rising tide which lifted all the boats’. 2. Thin end of the wedge – many times - This line is the place to start in an organisation where people have no idea why they need to redesign their service, let alone what service design is. So you have to start somewhere small 3. Massive agile co-location - This line is for organisations that are either a) very confident that they know what they’re doing, or b) totally terrified and putting all their chips on a spin of the roulette wheel. LBG anyone? I’m going to talk about the last two… two clients
- The first client is a luxury client We began with no real leadership sponsorship – this was guerilla SD They wouldn’t let us near customers But we had a few friendly store owners So we went straight to prototyping Made the team very nervous – because we were breaking from the double diamond! But this was the expedient route – no room for purism We also had to work in an area that no-one cared about – after-sales. Who cares about that!
- Store managers, customer care, after sales – motley crew Created 20 prototypes
- 4 prototypes in 3 stores Eg Product passport, so you could track the product you returned This then got the attention of the senior people. Why – because action and delivery are contagious
- This chap is the president of the company – the CEO. He dropped into a codesign session with this rag tag group and said “this approach has my full support” We’re now running the full redesign of the sales journey, with an international multidisciplinary team
- This is a big utilities firm here in the UK. Similar challenge – needed to dramatically improve their customer experience - but a very different animal – required a different approach We had a great client – lady called Angela Mancini.
- Quickly became clear that this was a different animal We had to have a journey map amnesty What we discovered – this is an engineering firm. They love the whole journey thing, BUT they know enough to be dangerous! Journeys had become more about process, very little about actual customers Very different start point
- So working with the client, we conducted rigorous customer research We established a co-design team with representation from across the business
- The value for the engineering mentality was: Connecting upstream to downstream – recognising that people don’t renew often because of something that happened (or didn’t) when they activated the service Connecting front stage to back stage – seeing how different teams and capabilities connected (or didn’t) to undermine the good intentions = broken systems make people feel stupid The blueprint helps remove that feeling of stupidity – we as humans crave undertanding of the big –picture. That’s what the blueprint it
- Simple architectiure
- But support a great deal of complexity
- Key thing to remember = a blueprint is a means to an end. It is a living tool. It is not an artefact This client has used it ever since Different boxes have named owners with clear accountabilities
- Luxury client and utilities firm – both clients knew how to work the organisation. This is super critical The luxury firm liked to make things. The utilities firm liked to do a massive engineering blueprint. The clues are there Earn atgention We ditched our tools and principles and just worked to the problem We made friends by helping to solve people’s problems – eg a 3000 euro bag lost in aftersales causes the store manager enormous public pain!