Service Design Playbooks

IBM Methods Cards Service Design

In an ever more complex world, with seismic shifts in the way we work and live, there is increasing demand for new approaches to the way design as we transform business and industry. Developments in previously disjointed fields such as artificial intelligence, big data, cognitive computing, the internet, IoT and mobile are all conflating and amplifying one another.

Furthermore, we are all aware that over the past four decades we have shifted from economies of scale with mass markets where we manufactured tangible products, to delivering intangible services in long-tail markets using advanced information technologies on the world-wide-web.

As a Practice Manager and the Service Design Program Director at IBM in Dublin, I work in the Global Technology Services Group where we are developing and evolving our approaches to the way we work together with our clients to define the future.

At IBM, Global Technology Services (GTS) we work with clients from all over Europe to design and develop a wide range of technology services that run the foundational systems the world relies on. These are the platforms that enable the backbone of the world’s economy in Banking, Telecoms, Retail, Airlines, Government and Insurance to operate. The challenges we face individually, in our business and in that of our clients, are complex.

Service Design in Enterprise

At IBM I work Tim Macarthur and Diego Dalia and together we work within a larger global community 400K people who at the cutting edge of technology and service innovation. Over the past six months Tim Macarthur, Diego Dalia and I have been developing a Service Design Playbook that we can use with our teams at the cutting edge of technology and service innovation.

At IBM, we take design very seriously and as a technology company it has always valued design. From the early days of personal computers to the first mainframe computers to the most recent work in cognitive computing, design is crucial.

IBM has invested in developing a unique approach to design thinking that is used not only by its 1500 designers but also by its engineers, developers and throughout the whole organisation. IBM Design Thinking has been developed to enable disparate professionals and experts to focus on developing user-centric experiences and innovative digital solutions by working collaboratively with each other and with clients. IBM Design Thinking’s framework is a means to solve users’ problems at the speed and scale of the modern digital enterprise.

Designing Services

IBM Design Thinking has its roots in traditional design thinking but more recently I have been working with a group of designers to augment IBM’s design thinking to include and embrace Service Design. Whether we’re re-envisioning a customer experience for a multinational bank or exploring ways to beat cancer, or helping government deliver better services, service design helps my teams focus on what matters to our clients and importantly their end-users.

Service in the Outcome Economy

At IBM, success is not measured by the features and functions but rather by outcomes. Whether we’re helping clients discover a cure for cancer, collaborate across the globe, or deliver financial services, our clients rely on us to deliver outcomes. We are shifting the conversation from one about features and functions to one about users and outcomes. In so doing we deliver more useful, usable, and desirable services.

Service Design Thinking helps us pivot away from designing products to designing outcomes, from the tangible to the intangible. It has become an important means to deliver value while working with our clients on very complex and entangled eco-systems.

The value of Service Design in the Digital Enterprise

Working in IBM means you work with very smart people. The smartest I have ever encountered. I was recently in a workshop that featured technical experts with numerous patents for technologies like Blockchain and Cognitive Computing. To give you a measure; IBM filed 8033 patents last year.

Typically, we work in ‘core’ teams to examine problems holistically rather than reductively to understand relationships in complex eco-systems. This means our designers, technologist and business experts can work together to frame challenges by working with users and with SMEs to align around domains that create value. I find that that using service design thinking helps our teams with a strong technology focus connect with designers because the tools service designers use is similar and in some cases adapted from areas like systems and IT design. Developers and technology experts enjoy collaborating using the service design approaches we use in workshops and within sprints throughout a project.

We define insights based on user research to identify opportunities and then we ideate in our teams to then move quickly to prototyping so we can resonance test with end-users the systems and processes that support new offerings in a service-product continuum. Importantly we do not only design interactions and experiences; we also define the processes and eco-systems. This means we increasingly look at new organisational structures with new roles and that need people with skills that are at the cutting edge of technology. When we design with new technologies, we are also helping to define new industries and new markets. It’s very exciting.

Service Design Playbooks

Working with Diego Dalia and Tim Macarthur we have developed a Service Design Playbook and practice guide to help design and collaborate with our colleagues. The Service Design Playbook contains methods and activities for teams to use in implementing radical collaboration that put the client and their users at the centre of our thinking.

Each Service Design method can be used in combination as part of a broader set of activities in a Playbook. Our Service Design Playbook enables us take typical and atypical situations and develop a unique approach by using different combinations of service design methods and activities suited to the project or a sprint within the project.

Our Service Design Playbook breaks down into three distinct flavours of Observe, Reflect and Make so we are aligned with IBM Design Thinking’s Framework. Importantly, Service Design at IBM is part of a larger ‘Playbook’ of IBM Design Thinking.

When We Use Service Design

Service Design adds significant value when applied in the one or more of the following circumstances:

Service design as a methodology with activities and tools combined in playbooks that deliver optimised service offerings and experiences.

Service design as a people-centred process to address operational and organizational needs as part of a transformation process or in a new venture.

Service design as a collaborative and participatory process that requires a co-design approach.

Service design as a process to optimize complex systems and interconnected ecologies.

This article was first published in Medium in May 2017

Plum now works with the Google Assistant at #Googleio2017

Plum now works with the Google Assistant at #Googleio2017

“Hey Google, dim my kitchen lights”

Plum is the world’s smartest light dimmer for the smart connected home. They are easy to install and use. Plum’s app enables the products to connect via WiFi to form a home network where each device can be controlled using the App on a smartphone.

Plum LightPads can now be controlled using Google Assistant – simply speak to Google Assistant and ask for lights to be dimmed or a scene to be set and you’re good to go!

Google has taken on Amazon Alexa, Apple Siri, and Microsoft Cortana with its own voice assistant: Google Assistant. Google first unveiled Assistant at Google I/O in May 2016, launched it on the Google Pixel and Pixel XL phones, brought it to Google Home, and then Android Wear 2.0, before starting the rollout to other phones running Android Nougat. While that list is limited for now, we’re expecting much wider availability to become a major focus for Google this year.

I am an early stage Angel Investor in Plum, while my consultancy; Factotum Design, worked with Glen and Utz, Plum’s founders, to get the first MVP off the ground at DEMO.  Plum has since gone from strength-to-strength and is about to close its second round of funding.

Service Design Network Ireland Launches

We held the launch of the the Service Design Network National Chapter last night in Dublin, Ireland. With attendees from all over Ireland and from a diverse range of sectors, it was a huge success, with a full house at the Bank of Ireland, Trinity College and 90 people on the reserve list! Worry not we’ll be holding another event next month and there will be some new members of SDN talking about their experience designing services for the outcome economy. If you would like to join and get more details contact us here https://www.service-design-network.org/chapters/sdn-ireland-building

The Service Design Network (SDN) is the world’s leading platform to connect with like-minded passionate service designers from companies, agencies and universities, and with curious innovators who embrace and apply this approach for the better of their organisations and for people.

Last night I spoke about Service Design ‘Doing’ by drawing on examples of twenty years of designing services and highlighting some case studies form the past three years. The focus of my talk was to how design innovative services rapidly using lean and agile practices by applying combination of service thinking tools in ‘Playbooks’.

I shared the stage with Diego Dalia and Tim McCarthur co-organisers of Service Design Network, Ireland both of whom work with me at IBM in Dublin.

The main purpose of SDN is to build awareness and “hunger” for service design in the public and private service sector and in the world of politics.

The Service Design Network is bringing the 10th Service Design Global Conference to Madrid  in La N@ve for buzzing and vibrant days with inspiring talks and intense breakout sessions on 2nd and 3rd of November 2017.

If you want information about joining SDN please use this link  and if you want to get general information about the SDN please use this link

Service Design Network Ireland Launches

We held the launch of the the Service Design Network National Chapter last night in Dublin, Ireland. With attendees from all over Ireland and from a diverse range of sectors, it was a huge success, with a full house at the Bank of Ireland, Trinity College and 90 people on the reserve list! Worry not we’ll be holding another event next month and there will be some new members of SDN talking about their experience designing services for the outcome economy. If you would like to join and get more details contact us here https://www.service-design-network.org/chapters/sdn-ireland-building

The Service Design Network (SDN) is the world’s leading platform to connect with like-minded passionate service designers from companies, agencies and universities, and with curious innovators who embrace and apply this approach for the better of their organisations and for people.

Last night I spoke about Service Design ‘Doing’ by drawing on examples of twenty years of designing services and highlighting some case studies form the past three years. The focus of my talk was to how design innovative services rapidly using lean and agile practices by applying combination of service thinking tools in ‘Playbooks’.

I shared the stage with Diego Dalia and Tim McCarthur co-organisers of Service Design Network, Ireland both of whom work with me at IBM in Dublin.

The main purpose of SDN is to build awareness and “hunger” for service design in the public and private service sector and in the world of politics.

The Service Design Network is bringing the 10th Service Design Global Conference to Madrid  in La N@ve for buzzing and vibrant days with inspiring talks and intense breakout sessions on 2nd and 3rd of November 2017.

If you want information about joining SDN please use this link  and if you want to get general information about the SDN please use this link

 

 

Plum featured in Smart Home Tech

IOT Smart Tech Home

Plum  – a start-up in which I was an early angel investor has been mentioned in the media.

Smart Home Tech The smart home market could grow from $46.97 Billion in 2015, to $121.73 Billion by 2022. VCs participated in nearly 40 equity deals to over 20 companies since 2011. Startups include: Appliances — SectorQube, Inc. Device controllers — Nest & Philips Energy and unilities — ecobee & Plum Smart home solutions — Vivint Smart Home Health and wellness — MedMinder Systems & Beddit Home robots — Jibo, & Neato Security — SimpliSafe & Canary CB Insights smart home… https://lnkd.in/bGJ7ydw

Service Design in Venture-as-a-Service

Service Design (SERVD) is the application of range of established and new design tools that are used to identify, define and optimise systems, touchpoints, people’s roles and the ecologies that deliver innovative services.

The Services Sector

In the UK, there has been a massive shift in economic power from manufacturing to services in the past five decades. In 1948, British industry (including manufacturing, oil & gas extraction, and utilities) accounted for 41% of the British economy but by 2013, it was just 14%. At the same time the service sector’s share of the economy has risen from 46% to 79%. (Source: The Guardian ).

Compare the UK’s GDP from services to Europe’s where it is 72%, China has 45%, the USA 71% and worldwide it is 65%. (Source: The Economist)

 Service Design in a Venture-as-a-Model

Increasingly Service Design is being offered by business and transformation consultancies. In the past year 18 months, a number of the world’s leading consultancies have bought creative agencies and now offer Service and UX design as part of a transformation offering. For example, Accenture bought Fjord, Ernst & Young bought Seren, Kinsey bought Lunar and Boston Consulting Group bought S&C to establish BCG Digtial Ventures.

Service Thinking (Ben Reason et al) places people, networks and experiences at the core of how service designers innovate with business stakeholders and technology groups to create new and engaging services. Design Thinking works well when it is used in conjunction with Blue Ocean Strategies in the creation of new ventures. It is noteworthy that Service Design (along with experience design and strategic design) are core offerings in the major transformation groups as they shift from a service-as-a-fee model to venture-as-a-service.

 Service Design is a process of design that is customer-centric and systems orientated that is distinct from user experience design and interaction design but part of a triptych for designing in the experience economy.

Service_design4.fw

As Service Design is a relatively new discipline in design, it is misunderstood and underused by many of companies while services are often poorly planned, badly designed and inefficiently implemented. There is a huge gap between the customer’s and user’s experience of engaging with a service and the organisations.

80% of companies think they offer a superior service, yet only 8% of their customers agree. (Design Council)

Although service design is growing rapidly and is increasingly recognised as an enabler of system and transformational change it lacks visibility.

I was an early adopter of service design, having recognised in the 1990s that an advanced product’s functionality and support systems were both embedded and increasingly distributed and connected through the Internet.

Organisations needed innovation that meant taking a more holistic approach that was concerned with touchpoints (products and apps), environments (retail or civic), systems (networks, eCommerce, etc.) and the organisation (people and culture).

Service Thinking emerged from Design Thinking (Kelly et al) as a way to identify and solve problems systemically in organisations. Livework’s founders Ben Reason, Chris Downs and Lars Löveren worked with IDEO before launching the first Service Design agency in London 2001.

Where to use Service Design

According to the Design Council (UK), Service Design adds significant value when applied in the one or more of the following circumstances:

1. Service design as a methodology with tools to deliver optimised offerings and experiences.

2. Service design as a people-centred process to address specific operational and organisational needs.

3. Service design as a collaborative process that requires a co-design and people focused approach.

4. Service design as a methodology optimise complex systems and interconnected ecologies to create disruptive innovation.


Service Design Tools

As a service designer there are a range of tools that I can utilise, here are a few and for a more detailed list visit the ‘Tools’ section under ‘Services’ in peterfossic.co

ACTOR MAP

An actors map is a diagram representing the relationship of  people and stakeholder called ‘actors’ in a service ecology. It provides a systemic view of a service.  The diagram is built by identifying the actors, touchpoints and high level view of the service. The diagram is built from a specific actor and will feature other actors and touchpoints that are connected to and can influence or interact wth the actor via the service.

BLUEPRINT (SERVICE)

The service blueprint is a tool that describes the operational nature and the characteristics of the system, the actors, context, touchpoints and the interaction model that support and form the service. It is based on flows through the system and uses a standardised graphical technique that displays the process functions above and below the line of visibility from the customers viewpoint, where all the touchpoints and the back-stage processes are documented and aligned to the user experience.

EXPERIENCE PROTOTYPING

This tool involves creating objects or ‘props’ and acting out the interaction model (see above) to explore the way a proposed service concept will work. This approach is also referred to as ‘evidencing’ or ‘body storming’, where the use of models and objects representing touchpoints are to enable designers to take ideas and interact together to assess their usefulness. This process is highly iterative and use ‘rough & ready prototyping’ techniques.

For a more detailed list visit the ‘Tools’ section under ‘Services’ in peterfossic.co

Data, data everywhere…

Today we live and work in the experience economy, where “a company intentionally uses services as the stage, and goods as props, to engage individual customers in a way that creates a memorable event.” Harvard Business Review

To understand your customer and develop a relationship you need data- and lots of it. Data is driving the development of the personalised experience economy. But most companies only have 1% of their customer’s possible data. While some companies have a lot more for example, each day it is estimated that Facebook generates over  1 Petabyte of data.

The vast majority of data about people is held in many different locations and repositories on diverse platforms and form diverse data sets.

Combining this 1% with other datasets through data sharing can provide huge benefits and unprecedented insights into a customer’s wants, needs and behaviours.

Blending Data

Exchanging data can be difficult, entwined in legal issues and fraught with privacy issues! But now there is a start-up that has the solution.

Data Republic has built an efficient and secure platform for exchanging data that has an inbuilt trust framework and an API ecology that makes it the build and connection  process straight froward.

Personalisation is a mantra I’ve heard a lot from various boardrooms and executives over the last three years. It’s a strategy which centres around an old adage that ‘the customer is always right’; ‘give the customer what they want and they will beat a path to your door’, or even better, stay with you for life.

Paul McCarney – CEO, Data Republic

Data Republic is a business that is obsessed with data and meta-data and how to create personalised experiences for customers. Paul McCarney and his team have built a service using three principles:

  1. Privacy: Maintain the integrity of individual consumer’s  data and their ‘privacy relationship’ with companies
  2. Security: Data needs to be protected and feel secure, Clients that use Senate (the Data Republic platform) benefit from security and privacy by design.
  3. Governance: The companies clients (Republicans) have complete control over who has access to their data, how and when it can be accessed.

Data Republic have built a world leading data technology platform with a built in trust framework that will enable:

  • Companies to efficiently, safely and ethically exchange data to better serve their customers.
  • Data Analytics Partners to provide clients with higher fidelity insights that can be executed with confidence.
  • Consumers to be confident that their interests are being prioritised and that they have the ability to opt out if they choose.

Data Republic are start-up currently based in Stone & Chalk, a Fintech incubator based in Sydney. Visit their website here

How Apple Is Giving Design A Bad Name

Great piece in FastCoDesign from Donald Norman

“Once upon a time, Apple was known for designing easy-to-use, easy-to-understand products. It was a champion of the graphical user interface, where it is always possible to discover what actions are possible, clearly see how to select that action, receive unambiguous feedback as to the results of that action, and have the power to reverse that action—to undo it—if the result is not what was intended.”

Read the FastCoDesign piece here 

More About WAgile…

As mentioned in a previous post, in the past two years I have started to use a leaner design and implementation process as part of an integrated strategic design and innovation methodology that I refer to as WAgile.

In the past there was a focus on phased approaches to design and implemetation called Waterfall where phases like research, insights design and implementation were completed in sequence – this was typified in Product Design using HCD and Design Thinking.

Then Agile came along and the emphasis shifted to implementation through sprints and a series of ‘drops’ as the product scaled from an MVP. This works well for software products or new app development but it sometimes fails to include a research and insights process or understand how the app is a touchpoint in a larger and distributed service ecology.

Both Waterfall and Agile have strengths, weaknesses and their own merits, but used separately they are limited and flawed.

Wagile

HCD & Contextual Research

Understanding users needs and importantly their desires is key.  Increasingly  ‘wants’ rather than ‘needs’ motivate customers.  For example, customers ‘need’ to text messages but they ‘want’ an iPhone. Customers want a great experience and the social cache of owning a premium brand and awesome products. In short cusotmers are seeking self-actualisation and they are willing pay a premium for it.

To understand ‘wants’ and ‘desires’ we need to intimately know and understand our customers; their attitudes and values. To do this we need to undertake sustained research at the beginning and throughout the early phases of a project through ‘conversations’. However, we need to work quickly and with agility, without over committing resource to design directions that might fail in the market place. 

This is where WAgile becomes attractive.  It takes the best features and benefits of Waterfall and Agile to combine them with HCD and Design Thinking. WAgile is an iterative design and innovation model that employs contextual research driven insights, design thinking, business science and uses sprints to work with agility in cross-functional teams to implement quickly.

At the beginning of the WAgile process I use both contextual inquiry techniques and data analytics to discover who is the ‘customer’ and what are their desires, needs and goals. I balance this with the business needs as we seek new opportunities to disrupt.

This means working closely and dialoging continually with current and potential customers. The process starts with Contextual Inquiry (CI) using ethnographic research augmented with data driven strategies where we use data garnered from customer interactions through owned, paid and social media. Each point of contact with the customer is an opportunity to harvest information and data to gain insights.

User Stories – a common currency

An important tool in the WAgile process are User Stories; the common currency of design. We describe customers tasks and goals through user stories that in turn become features and functions to design and build.

Framing the problem, defining the opportunity areas and designing solutions are based on User Stories. Then workstreams and sprints are forumlated based on MoSCoW principles working with users and the core team. This is part of the continual dialogue and conversation model with customers.

Working sometimes only a day or two ahead of the software developers, the designers use ‘Evidencing’ to bring concepts to life. Evidencing involves creating objects or ‘props’ to act out scenarios and create Rapid Experience Prototypes.  The prototypes explore the way a proposed MVP and design concept will feel and perform. 

By ‘Evidencing’ concepts we can animate and interact with concepts to assess their usefulness in an iterative process with users. This results in tangible evidence (as wells as stills and videos) that enables the core team make early informed judgments about the implications of the design concept.

Based on the outcomes and insights of Evidencing, the user stories are refined and translated into detailed features and specs. The information architectures are refined, wireframes are created, GUI assets are created and coding begins.

WAgile is fast, efficient and enables the user to be involved while the team implements what the user wants.

 

The Most Important Design Jobs Of The Future

Yesterday’s graphic designers are today’s UX designers. Will tomorrow’s UX designers will be avatar programmers, fusionists, and artificial organ designers? Yes, according to the illustrious roster of design leaders we spoke with here.

This is according to the world’s leading design experts in a new piece in FastcoDesign

“Design has matured from a largely stylistic endeavor to a field tasked with solving thorny technological and social problems, an evolution that will accelerate as companies enlist designers for increasingly complex opportunities, from self-driving cars to human biology. “Over the next five years, design as a profession will continue to evolve into a hybrid industry that is considered as much technical as it is creative,” says Dave Miller, a recruiter at the design consultancy Artefact. “A new wave of designers formally educated in human-centered design—taught to weave together research, interaction, visual and code to solve incredibly gnarly 21st-century problems—will move into leadership positions. They will push the industry to new heights of sophistication.”

Please read this fascinating article here…