book

This Is Service Design Doing

by Marc Stickdorn, Markus Edgar Hormess, Adam Lawrence, Jakob Schneider

January 2018

Intermediate to advanced

567 pages

18h 2m

English

O'Reilly Media, Inc.

Read now

Unlock full access

Where we come from: This book’s predecessorWhy this book is necessaryWho should read this bookWho we areWho is allowed to write this kind of book?How to co-create a book
What Do Customers 1 Want?The Challenges for OrganizationsEmpowered customersSilosThe need for innovationOrganizations are reactingWhy A Service Design Approach?
Defining Service DesignOther namesDifferent ViewsService design as a mindsetService design as a processService design as a toolsetService design as a cross-disciplinary languageService design as a management approachOrigins and ProgressWhat Service Design Isn’tIt is not simply aesthetics or “putting lipstick on a pig”It is not simply “customer service”It is not simply “service recovery”The Principles of Service Design, RevisitedThe originalThe new
Tools vs. MethodsResearch DataPersonasA Portrait imageB NameC DemographicsD QuoteE Mood imagesF DescriptionG StatisticsJourney MapsA Main actorB StagesC StepsD StoryboardsE Emotional journeysF ChannelsG StakeholdersH Dramatic arcI Backstage processesJ What if?A typology of journey mapsService blueprintSystem Maps→ Stakeholder maps→ Value network maps→ Ecosystem mapsStakeholder mapsValue network mapsEcosystem mapsService Prototypes→ Purpose→ Prototyping questions→ Fidelity→ Context and audience→ MethodsPrototypes of (inter)actions, service processes, and experiencesPrototypes of physical objectsPrototypes of environments, spaces, and architecturePrototypes of digital artifacts and softwarePrototypes of ecosystems and business valueBusiness Model Canvas1 Value propositions2 Customer segments3 Channels4 Customer relationships5 Key activities6 Key resources7 Key partners8 Cost structure9 Revenue streams
In Search of a Process for Designing a ServiceCore Patterns in the Design ProcessDivergent and convergent thinking and doingMake sure you are solving the right problem before solving the problem rightAll design processes are alike... differentIntroducing the Core Activities of the Tisdd Service Design Framework
Move Beyond AssumptionsThe Process of Service Design ResearchResearch scope and research questionResearch planningData collectionData visualization, synthesis, and analysisUsing research outcomesMethodsMethods of Data CollectionDesk Research Preparatory Research Desk Research Secondary Research Self-Ethnographic Approach Autoethnography Self-Ethnographic Approach Online ethnography Participant Approach Participant observation Participant Approach Contextual interview Participant Approach In-depth interview Participant Approach Focus groups Non-Participant Approach Non-participant observation Non-Participant Approach Mobile ethnography Non-Participant Approach Cultural probes Co-Creative Workshop Co-creating personas Co-Creative Workshop Co-creating journey maps Co-Creative Workshop Co-creating system maps Methods of Data Visualization, Synthesis, and AnalysisBuilding a research wall Creating personas Mapping journeys Mapping systems Developing key insights Generating jobs-to-be-done insights Writing user stories Compiling research reports CasesCase: Applying Ethnography To Gain Actionable InsightsKey TakeawaysCase: Using Qualitative and Quantitative Research in Service DesignKEY TAKEAWAYSCase: Developing and Using Valuable PersonasKey TakeawaysCase: Illustrating Research Data With Journey MapsKey TakeawaysCase: Current-State (as-is) and Future-State (to-be) Journey MappingKey Takeaways
Where Ideas Come FromIdeasDecisionsThe Process of IdeationPlanning ideationIdea generationIdea selectionDocumentationMethodsIdeation MethodsPre-Ideation Slicing the elephant and splitting the ideation challenge Pre-Ideation Ideas from journey mapping Pre-Ideation Ideas from system mapping Pre-Ideation “How might we …?” questions from insights and user stories Generating Many Ideas Brainstorming and brainwriting Generating Many Ideas 10 plus 10 Adding Depth and Diversity Bodystorming Adding Depth and Diversity Using cards and checklists Adding Depth and Diversity Ideation based on analogies and association Understanding, Clustering, and Ranking Options Octopus clustering Understanding, Clustering, and Ranking Options Benny Hill sorting (“Thirty-Five”) Understanding, Clustering, and Ranking Options Idea portfolio Understanding, Clustering, and Ranking Options Decision matrix Reducing Options Quick voting methods Reducing Options Physical commitment CasesCase: Opening the Design Studio to Your CustomersKey TakeawaysCase: Co-Design With Hybrid MethodsKey TakeawaysCase: Building on Solid ResearchKey TakeawaysCase: Mixed-Method IdeationKey TakeawaysCase: Supporting Creativity With Trigger VisualsKey Takeaways

Reducing UncertaintyThe Process of Service PrototypingIntroducing an actionable framework for service prototypingDecide on the purposeDecide on your prototyping questionsAssess what to make or buildPlanning prototypingRunning prototyping sessionsData synthesis and analysisVisualizing prototyping dataMethodsPrototyping MethodsPrototyping Service Processes and Experiences Investigative rehearsal Prototyping Service Processes and Experiences Subtext Prototyping Service Processes and Experiences Desktop walkthrough Prototyping Physical Objects and Environments Cardboard prototyping Prototyping Digital Artifacts and Software Rehearsing digital services Prototyping Digital Artifacts and Software Paper prototyping Prototyping Digital Artifacts and Software Interactive click modeling Prototyping Digital Artifacts and Software Wireframing Prototyping Ecosystems and Business Value Service advertisement Prototyping Ecosystems and Business Value Desktop system mapping (a.k.a. Business Origami) Prototyping Ecosystems and Business Value Business Model Canvas General Method Mood boards General Methods Sketching General Methods Wizard of Oz approaches CasesCase: Enabling Effective Co-Creation Through Prototyping Minimum Viable Solutions and Contextual Mock-UpsKey TakeawaysCase: Using Prototyping and Co-Creation to Create Ownership and Close CollaborationKey TakeawaysCase: Enabling Staff and Stakeholders to Prototype for Continuous EvolutionKey TakeawaysCase: Minimum Lovable Products, Living Prototypes, and High-Fidelity Sketching In CodeKey TakeawaysCase: Using Role-Plays and Simulations in Large-Scale 1:1 PrototypesKey TakeawaysCase: Using Multifaceted Prototyping to Create and Iterate Business and Service ModelsKey Takeaways
The Sharp End of Service DesignFrom Prototype to ProductionWhat is implementation?Planning for human-centered implementationFour fields of implementationService Design and Change ManagementDesign involves desired behaviorKnow how people changeUnderstanding what will changeBeliefs and emotionsService Design and Software DevelopmentHow to create and maintain a meaningful development backlogBasic factorsImplementationService Design and Product ManagementImagination phaseDefinition phaseRealization phaseSupport/use phaseService Design and ArchitectureStage 1: Mindset changeStage 2: Needs assessmentStage 3: CreationStage 4: TestingStage 5: BuildingStage 6: MonitoringOn the other side: What can service design learn from architecture?CasesCase: Empowering Employees for Sustainable Implementation of a Service Design ProjectKey TakeawaysCase: Implementing Service Design to Create Experiences, Momentum, and Results In salesKey TakeawaysCase: Implementing Service Design in a Software StartupKey TakeawaysCase: Creating Measurable Business Impact Through Piloting and Implementing Service Design ProjectsKey Takeaways
Managing IterationsUnderstanding the Service Design Process: a Fast-Forward ExamplePlanning and preparationResearch 11Ideation 25Prototyping 34Implementation 41Planning for a Service Design ProcessBrief: Purpose, scope, and contextPreparatory researchProject team and stakeholdersStructure: Project, iterations, and activitiesMultitrackingProject phases and milestonesOutputs and outcomesDocumentationBudgetingMindsets, principles, and styleManaging The Service Design ProcessIteration planningIteration managementIteration reviewExamples: Process TemplatesCasesCase: Creating Repeatable Processes to Continually Improve Services and Experiences at Massive ScaleKey TakeawaysCase: Managing Strategic Design ProjectsKey TakeawaysCase: Using a Five-Day Service Design Sprint to Create a Shared Cross-Channel StrategyKey Takeaways
Why Facilitate?Key Concepts of FacilitationConsentStatusNeutralityStyles and Roles of FacilitationAdopting a roleCo-facilitationCan a team member be a facilitator?Success FactorsBuilding the teamPurpose and expectationsPlanning the workCreating a safe spaceWork modes in teamsKey Facilitation TechniquesWarm-upsTimingThe roomTools and propsVisualizationPost it or lose it: The expert’s guide to sticky notesSpace, distance, and positioningFeedbackChanging statusDoing, not talkingGrowing as a facilitatorMethodsThree-brain warm-up Color-chain warm-up Warm-Up “Yes, and …” warm-up Feedback Red and green feedback CasesCase: The Energizing Power of the UnfamiliarKey TakeawaysCase: Pivot and FocusKey Takeaways
Why Have a Dedicated Space?Types of SpacesMobile solutions: Kits, carts, and trucksTemporary/remote: The pop-upTemporary/in-house: The squatPermanent/remote: The retreat or outpostPermanent/in-house: The studioBuilding the SpaceSpaceWallsDivision of the spaceSoundFlexibilityFurnishingConnectionsLow and high techInspirationScarsLay out the process?Space or no Space?CasesCase: Sending a Message in a Major OrganizationKey TakeawaysCase: Sowing the Seeds of Innovation and ChangeKey Takeaways
Getting StartedHow to introduce service design in an organizationStart with small projectsSecure management buy-inRaise awarenessBuild up competenceGive room to tryScaling UpHow to set up a service design team in an organizationThe core service design teamThe extended project teamsChoose a name that fits your cultureConnect with the wider service design communityEstablishing ProficiencyHow to lead organizations that integrate service designUnderstand the design processLead through co-creationEat your own dog foodPractice empathyLook beyond quantitative statistics and metricsReduce fear of change and failureUse customer-centric KPIsDisrupt your own businessMake design tangibleBring service design into the organizational DNADesign SprintsHow to set up service design as an ongoing activity in an organizationResearch 30Ideation 31Prototyping 32Implementation 33Sprints in organizationsCasesCase: Including Service Design in Nationwide High School CurriculaKey TakeawaysCase: Introducing Service Design in a Governmental OrganizationKey TakeawaysCase: Increasing National Service Design Awareness and ExpertiseKey TakeawaysCase: Integrating Service Design in a Multinational OrganizationKey TakeawaysCase: Creating a Customer-Centric Culture Through Service DesignKey TakeawaysCase: Building Up Service Design Knowledge Across ProjectsKey Takeaways
ABCDEFGHIJKLMNOPQRSTUVWXYZ

Content preview from This Is Service Design Doing

Chapter 1. Why Service Design?

Silo-breaking, hands-on innovation that starts with the experience – why organizations adopt service design.

Expert comments by: Chris Ferguson | Jeff McGrath | Lauren Currie | Mauricio Manhães

1.1 What do customers want?
1.2 The challenges for organizations
1.3 Why a service design approach?

This chapter also includes

What Do Customers ¹ Want?

In your childhood, you might have played a game called Pass the Parcel. Before a party, a mystery gift would be wrapped in gift paper, then wrapped again and again until it became impossible to guess more than the basic form of what was inside. The kids playing the game would unwrap layers and layers, impatient to get to the middle.

The offerings made by organizations – the products, physical and digital services ² we want – are wrapped in much the same way. The outermost wrapping is the behavior, manner, and tone of the staff member (or technological interface) we are dealing with. Under this is a layer of subject and system expertise made of that person’s or system’s knowledge of the offerings and operations. Then there is a layer of processes carried out by staff – for example, the sales or refund routines. Next, we have the systems and tools run by the organization – logistics systems, billing, and point of sale ...