Service Design Bootcamp in Dublin with DI

In this intense course you can learn a common understanding of service design and how it can be applied by teams to solve complex challenges in the design and development of innovative services. This workshop is an active and participatory introduction to the language, tools, practices and core principles of Service Design.

Why do this course

We teach the core concepts of service design, collaborative practices and 12 tried-and-tested tools/activities. We’ll teach you how to undertake work with stakeholders, undertake service safaris, identify painpoints in services and how systems and process can be optimised, mapped and then how to commnicate service concepts. This course will give you an introduction and basic working knowledge of how service design can be applied in your day-to-day job and in projects that demand teams unleash their expertise by working collaboratively to deal with service design challenges.

Keynote at ICEEFEST 2018 – Designing Services using DesOps for Industrial Revolution 4.0

 

Design as a practice is undergoing significant change within the product-service continuum. Seismic shits in the era of cognitive commuting that includes Artificial Intelligence, Machine Learning, IoT, IoE and 5G networks, means that we have to deal with increasing complexity as Industrial Revolution 4.0 disrupts every sector transforming all manner of products and services.  The growing and dominant role of Agile Development methodologies and the need to collaborate at speed, has precipitated the emergence of Design Operations (DesOps) as means to integrate service design and user experience design within the lean organisation using Agile Development.

Agile Development is an umbrella term for several iterative and incremental software development methodologies. The most popular agile methodologies include Extreme Programming (XP), Scrum, Crystal, Dynamic Systems Development Method (DSDM), Lean Development, and Feature-Driven Development (FDD) where the emphasis on building and releasing code, features and products. Alongside the emergence of Agile Development has been the adoption of Design Thinking and User Centred Design to design and develop products and services that are both usability and intuitive to use. 

Service Design is set of principles and practices of design that is being adopted by a wide range of sectors as way to deal with complexity when transforming organisations and their offerings. Service design has its origins in banking and financials services and it has now matured into an approach that enables teams to look at complex and interconnected ecosystems consisting of people, places, touchpoints, communications, interactions, processes and systems, and the challenges of transforming and delivering services that result in engaging user experiences to both customers and employees. 

Service design along with other design practices are becoming operationalised so that designers can fully integrated within multi-disciplinary teams using Agile Development methods. The operationalisation of design is referred to as Design Operations or DesignOps or DesOps, and it has emerged as a new paradigm in design practice and project management using a systemised set of design practices and activities to work alongside and dovetail with DevOps (Development Operations) and BizOps (Business Operations).

This paper will explore the principles and practices of DesOps in Service Design, in the design of products and services, and how design activities, processes and toolchains are operationalised to enable designers to integrate and work in a core team (Scrum Team or Tribe) using Agile Development methods. This paper will assert that DesOps requires a systemic change to the way design is used in the development of new products and services in a workflow that is highly collaborative, fast, and lean, to support agile transformation at speed.

Service Design using Design Operations (DesOps) can applied to the design of products and services to create innovative and breakthrough businesses that are capable of generating experience equity and service equity.  This paper explore that principles and practice of Service Design and DesOps and how it changing design practice. This presentation will show how DesOps can be applied to deliver impactful transformation, improve design capability and capacity while working at speed to significantly reduce the time to market of innovative and user-centric products and services.

The world’s businesses, organisations and public services are undergoing seismic changing in the way they operate and deliver value as they transform to become digital first organisations. They are undergoing radial transformation and a period of unprecedented technology change that demands agility, speed and new ways to work together.  As a result there is now a new and emergent field of Design Operations (DesignOps or DesOps) that is part of a new approach to design called Design 4.0. Design 4.0 is a way for organisations to design in Industry 4.0.

Traditional design models are failing…

As a Service Designer specialising in UX and Digital Design I have developed a number of frustrations with traditional customer-centric design methods that use a phased approached.

For the past couple of years I have been leading design teams in London, the UAE and recently in Sydney where I was involved in transformational and strategic design projects with a focus on delivering disruptive solutions for large corporations. Often I have found myself working with teams of very smart and talented people that were unable to deliver efficiently or deliver disruptive innovation.

Without a rigorous and sophisticated approach to design that incorporates HCD and DT that is lean and agile, businesses have no means of gaining and sustaining a competitive advantage by creating engaging customer experiences that are timely. Interestingly just 29% of companies surveyed by Forrester in a recent study, follow any formal design process – let alone an agile design process.

Having a customer centred design ethos is not enough. It’s about delivering meaningful experiences and innovative services that are loved by the user that are relevant, affordable, and usable. But importantly these services must be in the market place and ready to scale before incumbents or a start-up have even thought of doing what you have created. 

To achieve this companies need a design model that has the customer continually engaged in ‘conversations’. The organisation has to have the means to focus design based on listening, interpreting and responding in a proactive and anticipatory way. Service and experience design methods must be strategic and practical and based on contextual and participatory work with customers who are part of an established constituency and drawn from new constituencies. Co-design with users has to be undertaken in a continually iterative fast-paced process of discovery, definition, design, development, testing and adaption.

A few years ago I found that traditional double-diamond phased design models are no longer sustainable or efficient in an agile world.

I found that the momentum of design and development had become so complex and fast paced that the traditional skills and labour intensive processes that produced graphic assets were no longer relevant or sustainable. These beautiful but overly complex assets; experience maps, storyboards, wireframes and WOW diagrams, were no longer perceived as having a cache or currency because they were not delivering real value. They have, by enlarge, become irrelevant.

For companies to compete with agile innovation they will increasingly have to adopt a lean UX design model that works with constituencies. This will enable companies to strategically integrate design into their businesses, as well as their culture, behaviours, activities, and values.

A lean UX design process is based around agile methodologies and incorporates insight driven strategic design in an iterative design and innovation solution model that is called WAgile.

WAgile takes the best and most effective features of a phased Waterfall approach (based on a double diamond model) and Agile (based on work-streams and sprints) and features HCD at is core to drive insight based innovation that engages with customer’s and users in a co-design process.

To find out more about Lean UX, its methods and tools please email me. 

Service Design in the Era of Cognitive Computing

I recently had the privilege to speak at the Service Design Global Conference 2017 in Madrid.
While at IBM I worked with colleagues to evolve approaches to Service Design that shift our thinking and innovation activities away from products to ecosystems and outcomes.

This presentation explains the approaches, the strategy and practices we are using to design in the age of cognitive computing working with the world’s largest and most successful corporations.

IBM is applying Service Design methods and practices to help us deal with complex transformation challenges across large organisations to enable us to innovate at speed and scale with our clients.

Using an approach we call Service Design 4.0, IBM uses Playbooks, methods and practices that coalesce to help us radically collaborate within teams and with clients to deliver transformation within the disruptive paradigm of Industry 4.0.

See the video here https://youtu.be/T4w1tYKZ4No

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

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

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.

 

Google’s vision for the future of design

Read the Wired article here…Google’s Matias Duarte has a problem. In the next ten years he wants to replace the computer on your desk and the phone in your pocket with a smart, continuous mesh of information. But to do that, he’s got to fundamentally change how everyone interacts with technology.

12 Failure Modes in Agile Transformation: Transition

Agile Methodologies

12 Failure Modes in Agile Transformation: Transition

by Jean Tabaka, 2 December 2015 | The Agile Blogosphere

This content is syndicated from Agile Development Blog: Scaling Software Agility by Jean Tabaka. To view the original post in full, click here.

The essence of a great agile transformation is having a vision that goes far beyond how engineering teams align their practices in delivery cadences. A real transformation takes in the whole system.

– See more at: http://www.allaboutagile.com/12-failure-modes-in-agile-transformation-transition/#sthash.xkgYdnFW.dpuf

Design Thinking

Design THinking

Design Thinking has been around for a while and its has been informed by the design community of London and San Francisco by people like the late Bill Moggridge, David Kelly and Tim Brown of  IDEO. Tim Brown, the CEO of IDEO, in his book ‘Change By Design’ descibes how the techniques and strategies of design belong at every level of business.

“The myth of innovation is that brilliant ideas leap fully formed from the minds of geniuses. The reality is that most innovations come from a process of rigorous examination through which great ideas are identified and developed before being realized as new offerings and capabilities.

This book introduces design thinking, the collaborative process by which the designer’s sensibilities and methods are employed to match people’s needs with what is technically feasible and a viable business strategy. In short, design thinking converts need into demand. It’s a human-centered approach to problem solving that helps people and organizations become more innovative and creative.

Design thinking is not just applicable to so-called creative industries or people who work in the design field. It’s an approach that has been used by organizations such as Kaiser Permanente to increase the quality of patient care by re-examining the ways that their nurses manage shift change or Kraft to rethink supply chain management. This book is for creative business leaders who seek to infuse design thinking into every level of an organization, product, or service to drive new alternatives for business and society.”

Source: https://www.ideo.com/by-ideo/change-by-design