UX Week 2011, Workshop, This Is Service Design

1. THIS IS
SERVICE DESIGN
a service design crash course
Jared Cole | Jamin Hegeman
August 24, 2011
UX Week San Francisco

2. Today’s Goals
Introduce service design basics
Explore 3 core methods of service design
Consider business implications of service
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3. Today’s Agenda
9:00-9:10 Intros
9:10-9:30 Service Design
9:30-9:40 Workshop Project
9:40-10:30 Customer Journey
10:30-11:00 Break
11:00-12:30 Acting as Prototyping
12:30-2:00 Lunch
2:00-3:00 Service Blueprint
3:00-3:30 Break
3:30-4:30 Business Model Canvas
4:30-5:00 Share
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4. Service Design?

5. Service Design
Focuses on experiences and interactions,
rather than products.
Seeks to balance aesthetics and human
needs with organizational capabilities.
- after Lucy Kimbell
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6. Service design isn’t new.

7. 134 Harvard Business Review January-February 1984
Exhibit I Blueprint for a comer shoeshine
StarKlard Brush
execution time shoes
2 minutes
Total
acceptable
execution time
5 minutes
Une of Faciiitating services
vialblllty and products
Not seen Select
by customer and purchase
but necessary supplies
to
perfonnance
There are several reasons for the lack of Good and lasting service management requires muc h
analytical service systems designs. Services are more. Better service design provides the key to market
unusual in that they have impact, but no form. Like success, and more important, to growth. 7
light, they

8. is was designed.
8

9. Designers are advancing
service design.

10. Dialing IBM-HELP to get assistance with Lotus Notes
Carrie Chan | IBM T.J Watson Research Center, Hawthorne NY | 6.15.07
Blueprinting ideas v.4
thinkcarrie.com
service evidence Living with Complexity, Donald
problem with Lotus
Norman
Notes Mail and
Calendar syncing
customer steps
DIAL NAVIGATE PRE-RECORDED MENU TALK TO AGENT WAIT FOLLOW AGENT’S ST
hazard line
Dislike calling call centers how long am i being
onstage
put on hold for?
i’m pressing ‘3’ and
nothing is happening...
6D1511 is before
6A1511 in the menu
choices... did I hear is he even listening to
6D1511 correctly? me? he seems to be
he’s assuming i know all the typing a lot. and not
customer’s journey
IBM language even though I’ve paying attention.
repeatedly told him I was new
he’s apologizing for soft- he’s talking really fast
ware malfunction - is this
the same problem i was
just having? or should i be
worrying about something
else?
ne of of visibility
area visibility
representative
service
Give introductory speech. Ask for employee serial Present customer with menu options to Introduce yourself. Ask customer what Look up information regarding Ask what error message Proceed to follow steps outlined in documentation.
number. redirect call. Apologize for software problem they’re having. Lotus Notes Mail and Calendar the customer is getting.
script
malfunction. syncing on database.
Redirect call after customer inputs a
choice. Ask if they are on or
off site.
provider’s steps
backstage
WAIT FOR CALL DIRECT CALL TO PROPER DEPT. INTRODUCTION GET PROBLEM FIND SOLUTION TO PROBLEM WALK CUSTOM
application
backstage
processes
P P P P P P P P P P
support
implementation account executives product executives (BTO)
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operati

11. servicedesigntools.org
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12. Designers are experts in
designing for humans.
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13. 13

14. How are the needs of these two met?
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15. What do service designers do?
Service innovation
Customer experience
Customer research
Co-design with staff
Business process innovation
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16. Shifting from products to
service requires a shift in
thinking, practice, and tools.
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17. Service Mindset
Explicitly approaching the
design problem from a system
thinking perspective and taking
a more holistic view of people.
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18. Why service design?

19. Why design services?
Product not the right solution
Product focus limits potential solutions
Great products don’t mend broken services
Greater opportunity to improve people’s lives
Chance to impact organizations
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20. Why now?
Design is maturing.
Businesses need service innovation.
Customer expectations are rising.
Designers are more welcome.
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21. Changing perspective.
CONTROL FEATURE PRODUCT SERVICE ORGANIZATION
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22. Business Bene ts
Create better customer and staff experiences
Reduce inefficiencies
Improve customer retention (loyalty)
Deepen and widen customer relationships
Design new business models
Increase value to society
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23. To do service design,
designers need to better
speak to business needs.

24. What does service design
look like?

25. NEUROSURGERY
CLINIC
service design with UPMC
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26. Discovery Patient Experience
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27. Discovery Staff Experience
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28. Discovery Doctor/Patient Experience
28

29. Discovery Tools and Systems
29

30. Discovery Information and Environment
30

31. Discovery Immersion
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32. De nition emes and Opportunities
32

33. De nition Patient Journey
t visit
visi st t t
re fir t isi isi
ca / sit isi pv pv
tio
n y sis vi y pv u u
c ar no -o
p er t-o w- w-
et
e
rim iag e rg s llo llo
D P D Pr Su Po Fo Fo
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34. De nition Needs and Emotions
Emotions
Support Needs
Waiting Needs
Information Needs
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35. De nition Holistic Delivery System
Service Blueprint of Presby Neuro Clinic
PHYSICAL Front Waiting Front Waiting Front Hallway Exam MRI & Exam MRI & Door Tag Waiting Check-out
EVIDENCE Desk Room Desk Room Desk Room Chart Room Chart Room Room
Check-out,
PATIENT Sign In Wait Check-in Wait Responds Follow to Wait in Answer
Wait
Ask Return
Wait Pay, &
ACTIONS Exam Rm Exam Rm Questions Questions Door Tag Leave
Line of Interaction
? ? ? ? ?
ONSTAGE Call Escort to
Check Meet Dr. Process &
CONTACT Welcome Process Patient Exam Rm
Vitals & Kassam Check-out
Ask Quest
PERSON
Line of Visibility
BACKSTAGE Get See Other Grab Check Place in Take See Other
See Other See Other
CONTACT Patient
Patients Patients Door Tag Patients
Patient Kassam Away Patients
PERSON Chart Location Bin Chart
Brings Chart in Grab Kassam
Door Tag To Be Chart Gets Quick
Back Seen Bin from Bin Review
Chart Write Rm Check
Taken by # on Patient Dictation
Staff Schedule Location
Line of Internal Interaction
SUPPORT Records/ Bin Chart Records/
Debbie’s Door Tag Schedule Storage Database
Database System
PROCESSES Chart Cart
System
System System System System
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36. Design Creating Concepts
36

37. Design Co-creation
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38. Design Engagement
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39. Design Prototyping
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40. Design Storyboard Concepts
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41. Design Validation
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42. Delivery Tangible and Intangible
I know you don’t want to be here.
I know you don’t want to know me.
But the best thing that could happen
is to know me.
I’ve performed more than 3,000 neurosurgical procedures. More
than 800 of those are what’s called minimally invasive endoscopic
procedures.
And I’m a person first. I’ll be direct and treat you like a friend.
Occasionally, I may even make you laugh.
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43. 43

44. Workshop

45. Even: San Francisco
e city of San Francisco has taken a number of steps
to reduce its impact on the planet, from easier
recycling and composting to improved bike lanes.
ese programs have all been marked as successes, but
the cities sees greater opportunity in going to the
source and reducing consumption itself.
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46. Even: San Francisco
Seeing the success of services like ZipCar and NetFlix,
the city of San Francisco would like to develop services
that promote sharing and collaborative consumption
while supporting neighborhood development.
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47. Odd: Cathay Paci c
Cathay Paci c Airlines is known for its service. ey pay
attention to their customers, and they do their best to
take care of them. As with all airlines, Cathay Paci c
has noticed the number of passengers traveling for
work has continued to increase over the last few years.
is is great for the airline, but all of this travel means
that people are spending signi cant periods of time
away from their homes and families.
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48. Odd: Cathay Paci c
Knowing that this distance can place substantial strains
on travelers and their families, Cathay Paci c would
like to offer services to help frequent business travelers
feel more connected to their loved ones back home.
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49. Customer Journey Map

50. Customer Journey Map
The customer journey map is an oriented graph
that describes the journey of a user by
representing the different touchpoints that
characterize his interaction with the service.
http://www.servicedesigntools.org/tools/8

51. Journey Exercise
9:40-10:30
Purpose
Visualize the experience over time with multiple
touchpoints and services.
Activity
Part 1: Individually catalog the customer journey.
Part 2: Map a combined customer journey with
emotions and pain points.
Tools
butcher paper, stickies, markers
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52. Example Journey
Emotions
Support Needs
Waiting Needs
Information Needs
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53. BREAK

54. Acting as Prototyping

55. Acting as Prototyping
Sometimes called informance, this method
represents an idea by acting in order to tell,
explain and share it.
http://www.servicedesigntools.org/tools/33

56. Acting Exercise
11:00-12:30
Purpose
Engage with service ideas in new ways. Identify further
ideas and discover potential limitations.
Activity
Using your Customer Journey and Service Blueprint as
guides, select and enact a key moment in the service
experience.
Tools
open mind, your body
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57. 57

58. Acting Exercise
Who are the stakeholders?
Does it address the considerations?
What’s going on in the front stage? Back stage?
What are the touch points?
What is magical?
How does your performance demonstrate success?
How does it deal with failure?
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59. LUNCH

60. Service Blueprint

61. Service Blueprint
The blueprint is an operational tool that describes
the nature and the characteristics of the service
interaction in enough detail to verify, implement
and maintain it.
http://www.servicedesigntools.org/tools/35

62. Blueprint Exercise
2:00-3:00
Purpose
Visualize the service procedures and processes.
Activity
Identify front stage and back stage actions that impact
customer of your service.
Tools
butcher paper, stickies, markers
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63. Example Blueprint
http://tinyurl.com/cdw6ya
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64. BREAK

65. Business Model Canvas

66. Business Model Canvas
The Business Model Canvas, is a strategic
management and entrepreneurial tool. It allows
you to describe, design, challenge, invent, and
pivot your business model.
http://www.businessmodelgeneration.com/canvas

67. Canvas Exercise
3:30-4:30
Purpose
Consider the strategic business components that will
help you de ne the business case for your service.
Activity
Draw the 9 panels of the Business Canvas and ll each
with stickies describing the elements that belong in
that panel.
Tools
butcher paper, stickies, markers
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68. Day Month Year
No.
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?
Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model?
How costly are they?
What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments
Our Distribution Channels? Customer Relationships? want to be reached?
Revenue Streams? How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
What are the most important costs inherent in our business model? For what value are our customers really willing to pay?
Which Key Resources are most expensive? For what do they currently pay?
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
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69. Share!

70. Sharing Exercise
4:30-5:00
Purpose
Get feedback, collaborate, spread knowledge, and make
your design work awesome.
Activity
Hang persona, journey map, blueprint, and storyboard
to present to your peers.
Introduce persona, problem, story.
Tools
drafting dots
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71. From Sketchbook to Spreadsheet
Service Design working at different levels Measuring success – What? Where?
of organizations When? How?
Design and business collaborating; what What makes a successful (service) design
working together looks like business?
Design thinking and business thinking… What might designers learn from business
compare and contrast and vice versa
Is entrepreneurial spirit the business
equivalent of design thinking?
Service designers designing business,
businesses designing services
How does the business community view
service design?
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72. anks!
CONTACT RESOURCES
ADAPTIVE PATH SERVICE DESIGN NETWORK
San Francisco | Austin | Amsterdam service-design-network.org
JARED COLE SERVICE DESIGN TOOLS
jared@adaptivepath.com | @coffeekid servicedesigntools.org
JAMIN HEGEMAN DESIGN FOR SERVICE
jamin@adaptivepath.com | @jamin designforservice.wordpress.com
PROJECTS SERVICE DESIGN DRINKS AND EVENTS
servicedesigning.org
UPMC NEUROSURGERY CLINIC
jamin.org/archives/2008/upmc-neurosurgery-clinic SF SERVICE DESIGN DRINKS
@servicedesignsf
TRANSPORTATION SECURITY ADMINISTRATION
jamin.org/archives/2007/service-design-for-tsa
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