Service experiences exist in many different dimensions that customers travel through as they attempt to reap the benefits from the services we are providing. Delivering service is not tied to any one touchpoint or moment; it is a collection of moments, like connecting dots that all add up to the larger value we provide – or fail to provide. The painful, irritating moments or failures in these journeys can be difficult to pinpoint. Moments that cause pain early on might not be felt, or have an impact, until much later. And neither us nor the customer can necessarily see how those dots connect holistically. To truly deliver exceptional experiences, both the dots that make up the customer experience, and the dots that make up our organizational structure, must be connected to each other. The practical application of service design is the perfect tool for looking across the dimensions and connecting the dots in order to turn the points of pain and failure into opportunities to delight and improve how you deliver experiences.

2. @erik_flowers #evolveUXconf
tweeting photos encouraged!

9. 1 2 3 4 5

10. 1 2 3 4 5

11. 1 2 3 4 5

12. 1 2 3 4 5

13. 1 2 3 4 5

17. LET’S TAKE A
STEP BACK

21. 80%80%U.S.U.S.

22. 80%80%U.S.U.S.

35. PERFORM
PROVIDE

36. PERFORM
PROVIDE

37. PERFORM
PROVIDE

38. PERFORM & PROVIDE

39. PERFORM & PROVIDE

40. PERFORM & PROVIDE
ENGAGE & RETAIN

41. LET DOWN & FAIL

42. RES
ENT & BAIL
LET DOWN & FAIL

43. TIME
SCALE

44. TIME
SCALE
SERVICE COMPLEXITY

45. TIME
SCALE
POTENTIAL LEVEL OF PAIN
SERVICE COMPLEXITY

46. TIME
SCALE
POTENTIAL LEVEL OF PAIN
SERVICE COMPLEXITY
TIME
MONEY
GOODWILL
LOYALTY
REPUTATION
COST

47. TIME
SCALE
POTENTIAL LEVEL OF PAIN
SERVICE COMPLEXITY

48. TIME
SCALE
POTENTIAL LEVEL OF PAIN
SERVICE COMPLEXITY

50. THE
PERFORMERS
& PROVIDERS

55. 1 2 3 4 51 2 3 4 5

56. THE BIG
QUESTIONS

57. WHENWHERE

58. WHAT

62. “The purpose of a system is what it
does. There is no point in claiming
that the purpose of a system is to
do what it constantly fails to do.”
Stafford Beer
(research this guy!)

63. HOW

65. “It all started…”

66. WHY
“It all started…”

67. 1 2 3 4 5

76. 1 2 3 4 5

80. DIMENSION 1
A SPECIFIC CUSTOMER INTERACTION
IN A LARGER END-TO-END STORY
MOMENT

92. DIMENSION 2
MOMENTS CONNECTED TOGETHER
TO FORM A SEQUENCE OF EVENTS
STORY

93. 1 2 3 4 5

94. 1 2 3 4 5

95. 1 2 3 4 5

96. 1 2 3 4 5

97. 1 2 3 4 5

98. 1 2 3 4 5

99. 1 2 3 4 5

100. 1 2 3 4 5
1 2 3 4 5
FRONT STAGE
BACK STAGE

101. 1 2 3 4 5
1 2 3 4 5

102. 1 2 3 4 5
1 2 3 4 5

103. 1 2 3 4 5
1 2 3 4 5

104. 1 2 3 4 5
1 2 3 4 5

105. 1 2 3 4 5
1 2 3 4 5

107. 1 2 3 4 5
1 2 3 4 5

108. 1 2 3 4 5
1 2 3 4 5

109. 1 2 3 4 5
1 2 3 4 5

110. 1 2 3 4 5
1 2 3 4 5

111. 1 2 3 4 5
1 2 3 4 5

112. 1 2 3 4 5
1 2 3 4 5

113. 1 2 3 4 5
1 2 3 4 5

115. SYSTEMIC

116. SYSTEMIC

117. 1 2 3 4 5
1 2 3 4 5

118. 1 2 3 4 5
1 2 3 4 5
BACK STAGE

126. (SPECIFIC
TO YOUR
COMPANY OR
INDUSTRY)

127. 1 2 3 4 5
1 2 3 4 5
ACTOR SYSTEM POLICY DATA
PROCESS HISTORY INFO GAP (SPECIFIC)

128. 1 2 3 4 5
1 2 3 4 5
ACTOR SYSTEM POLICY DATA
PROCESS HISTORY INFO GAP (SPECIFIC)

129. DIMENSION 3
THE UNDERLYING SUPPORT OF HOW MOMENTS
AND STORIES ARE DELIVERED
SURFACE TO CORE
1 2 3 4 5
1 2 3 4 5
DIMENSION 3
THE UNDERLYING SUPPORT OF HOW MOMENTS
AND STORIES ARE DELIVERED
SURFACE TO CORE

130. 1 2 3 4 5
1 2 3 4 5

131. 1 2 3 4 5
1 2 3 4 5

132. 1 2 3 4 5
1 2 3 4 5

133. 1 2 3 4 5
1 2 3 4 5

134. 1 2 3 4 5
1 2 3 4 5

135. 1 2 3 4 5
1 2 3 4 5

136. 1 2 3 4 5
1 2 3 4 5

137. 1 2 3 4 5
1 2 3 4 5

138. 1 2 3 4 5
1 2 3 4 5

139. 1 2 3 4 5
1 2 3 4 5

140. 1 2 3 4 5
1 2 3 4 5

141. 1 2 3 4 5
1 2 3 4 5

142. 1 2 3 4 5
1 2 3 4 5

144. DIMENSION 4
END TO END, SURFACE TO CORE VIEW OF
HOW YOUR ORGANIZATION ACTUALLY DELIVERS
REALITYDIMENSION 4
END TO END, SURFACE TO CORE VIEW OF
HOW YOUR ORGANIZATION ACTUALLY DELIVERS
REALITY

145. FRONT STAGE

146. BREADTH OF HOW IT IS EXPERIENCED

147. BREADTH OF HOW IT IS EXPERIENCED
BACK STAGE

148. BREADTH OF HOW IT IS EXPERIENCED
DEPTH OF HOW IT IS DELIVERED

159. DIMENSION 5
HOLISTIC REFLECTION OF YOUR CAPABILITY TO
DELIVER WHAT YOU HAVE PROMISED
BEYOND

164. THIS IS THE
REFLECTION OF
YOUR CAPABILITY

166. “Organizations which design
systems are constrained to
produce designs which are copies
of the communication structures
of these organizations”
Melvin Conway - 1968

175. 1 2 3 4 5
1 2 3 4 5

176. 1 2 3 4 5
1 2 3 4 5

177. 1 2 3 4 5
1 2 3 4 5

178. OK, SO NOW
WHAT?

179. GET TACTICAL
& STRATEGIC

182. MON FRI

183. MON FRI

184. MON FRI

185. MON FRI 2016 2018

186. MON FRI 2016 2018

187. START ACTING
END-TO-END

191. HAVE A DATA
STRATEGY

192. 1 2 3 4 5

193. 1 2 3 4 5

194. 1 2 3 4 5

195. BUILD YOUR
CAPABILITY

197. EXTERNAL EXPERIENCE

198. INTERNAL CAPABILITY

199. EXTERNAL EXPERIENCE
INTERNAL CAPABILITY

200. EXTERNAL EXPERIENCE
INTERNAL CAPABILITY

201. ACTIVATE YOUR
ORGANIZATION

208. SO, REMEMBER…

209. UNDERSTAND
HOW YOU
PROVIDE &
PERFORM

210. SEE THE
DIMENSIONS
OF HOW YOU
DELIVER
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5

211. KNOW WHEN
TO BE TACTICAL
OR STRATEGIC

212. SOLVE FOR
CUSTOMER, AND
ORGANIZATIONAL
PAIN

214. PracticalServiceDesign.com/community
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erik@practicalservicedesign.com
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*Artwork by me!