UX London 2017: Leading Service Design workshop with Kate Tarling

Transcript

1. Kate Tarling and Ben Holliday UX London UX London Leading Service Design
2. Kate Tarling and Ben Holliday UX London Hello! Kate Tarling Home Office (immigration, passports, borders) Ben Holliday Department for Work and Pensions (DWP)
3. Kate Tarling and Ben Holliday UX London What we’re going to talk about Service design? Starting with users Framing the problem Orienting around services Setting long term goals and vision for services Communicating service design Getting senior level buy in
4. Kate Tarling and Ben Holliday UX London [pic - gov.uk]
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7. Kate Tarling and Ben Holliday UX London Service design?
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10. Kate Tarling and Ben Holliday UX London Service design or user experience design?
11. Kate Tarling and Ben Holliday UX London This is the real challenge: An organisation that delivers services, organising itself around the needs of its users
12. Kate Tarling and Ben Holliday UX London Always look at outputs before job titles http://bit.ly/ux-and-service-design
13. Kate Tarling and Ben Holliday UX London …understanding user needs as part of the full end to end service experienced by an end-user. This means working across multiple channels, not excluding administrative or ‘back end’ systems and processes
14. Kate Tarling and Ben Holliday UX London What service designers do Design services Choreograph work across teams Stop bad projects, shape good ones Facilitate shared understanding Help others make good decisions
15. Kate Tarling and Ben Holliday UX London Services exist because someone wants to do something
16. Kate Tarling and Ben Holliday UX London Study Travel Buy a house Stop working Use my money
17. Kate Tarling and Ben Holliday UX London Hmm, but what about... Internal systems and applications? Internal services like data analytics? Being arrested - surely that’s not a service?
18. Kate Tarling and Ben Holliday UX London Services exist because people want them
19. Kate Tarling and Ben Holliday UX London Services exist because someone needs to do something
20. Kate Tarling and Ben Holliday UX London They want to do something where an organisation has a goal, intent, or something of value to offer
21. Kate Tarling and Ben Holliday UX London The best service is one where no one has to do anything
22. Kate Tarling and Ben Holliday UX London Verbs not nouns Good Get something Check something Stay somewhere Bad e-form digital portal quote builder
23. Kate Tarling and Ben Holliday UX London Lets people check what their State Pension could be worth when they reach retirement age so that they can plan for their retirement
24. Kate Tarling and Ben Holliday UX London Lets people get a new passport so that they can travel to other countries and in and out of the UK
25. Kate Tarling and Ben Holliday UX London Most services provided by large organisations were made before the internet even existed
26. Kate Tarling and Ben Holliday UX London Making things digital ≠ making digital things
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28. Kate Tarling and Ben Holliday UX London Making things digital Employing the culture, mindset, practices, processes, skills and technologies of the internet era
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30. Kate Tarling and Ben Holliday UX London So what does good look like for services made in the internet era?
31. Kate Tarling and Ben Holliday UX London Westpac Get a new credit card 5 days 5 minutes Example via Sense & Respond by Jeff Gothelf & Josh Seiden
32. Kate Tarling and Ben Holliday UX London Tesla
33. Kate Tarling and Ben Holliday UX London Problem solved in 7 days Example via Sense & Respond by Jeff Gothelf & Josh Seiden
34. Kate Tarling and Ben Holliday UX London Amazon The process becomes the proxy for the result you want. You stop looking at outcomes and just make sure you’re doing the process right. Jeff Bezoz in annual letter to shareholders (2017)
35. Kate Tarling and Ben Holliday UX London What we can learn Have a useful and usable vision Ambition to re-think fundamentally Focus on outcomes & learn what works Make it faster to change in future
36. Kate Tarling and Ben Holliday UX London Starting with users
37. Kate Tarling and Ben Holliday UX London Handling challenges like: “They don’t have to like it. They just have to do it”
38. Kate Tarling and Ben Holliday UX London It’s not about what users prefer
39. Kate Tarling and Ben Holliday UX London What people need to do at a fundamental level is less likely to change than organisation design, technology, policy or process. It’s more future proof.
40. Kate Tarling and Ben Holliday UX London The difference between what we want people to do and what they actually do is where services become inefficient. Failure demand: avoidable contact, time spent on incomplete or unlikely things, fixing problems, manual processing, guiding people through complexity, hours wasted, opportunity cost.
41. Kate Tarling and Ben Holliday UX London Users Citizens Customers Front line staff Back office users Service providers Friends and family of users Stakeholders Policy SMEs Other service teams
42. Kate Tarling and Ben Holliday UX London We distinguish between: • the end user trying to do something • people delivering a service • what it’s like to use an internal system • what actually needs to happen
43. Kate Tarling and Ben Holliday UX London And we talk about: • user needs • the intent of policy, law or regulation • the goals of an organisation • desired outcomes
44. Kate Tarling and Ben Holliday UX London Use the wrong words and you focus on the wrong problems at the wrong level
45. Kate Tarling and Ben Holliday UX London Service design starts with user needs
46. Kate Tarling and Ben Holliday UX London Functional need The practical things people need to do Emotional need Feeling stressed or anxious, needing peace of mind or to feel confident about something
47. Kate Tarling and Ben Holliday UX London Finding a job is practical, the fear of getting sick and losing your job is emotional
48. Kate Tarling and Ben Holliday UX London User needs are about understanding the problem space not the solution space
49. Kate Tarling and Ben Holliday UX London Research to understand real life stages and context, not user needs that IT projects create
50. Kate Tarling and Ben Holliday UX London Adapted from @naintaraland and sketch by @ayeshamoarif Research here... doesn’t help us to understand this
51. Kate Tarling and Ben Holliday UX London Life stages and context (planned and unplanned events) eg. retiring, or bereavement Things people have to do eg. check or get their State Pension
52. Kate Tarling and Ben Holliday UX London Help people prepare for retirement vs Get your State Pension
53. Kate Tarling and Ben Holliday UX London Work in the UK vs Apply for Tier 2 visa
54. Kate Tarling and Ben Holliday UX London It’s easy to conflate needs with design decisions. These are things we make people do, not what people need: - prove your address - verify who you are - apply for a credit card
55. Kate Tarling and Ben Holliday UX London The test of a good user need: If you showed it to a user, would they recognise it as their need? Is it written with words real users use? Does it describe the problem rather than a solution? Will it stay the same regardless of changes to technology, policy, and existing services? Does it help you organise and prioritise work? By @leisa
56. Kate Tarling and Ben Holliday UX London Good needs Bad needs Need to know if I can or can’t go to the UK Need to know exactly what I can and can’t do while here, so I’m not thrown out of the country Need to complete an application and send documentary evidence of my eligibility Need to read latest guidance on policy changes
57. Kate Tarling and Ben Holliday UX London Framing the problem
58. Kate Tarling and Ben Holliday UX London We should be able to trace anything we do to a clear user need, policy or organisational objective. We must be able to measure progress when working towards these goals.
59. Kate Tarling and Ben Holliday UX London Framing the problem 1. Why are we doing this work? 2. Who are our users? 3. What outcome will users get from this service? 4. What outcome are we looking for? 5. What are our key metrics? http://bit.ly/frame-the-problem
60. Kate Tarling and Ben Holliday UX London 1. Why are we doing this work? What is our motivation for building this product or service?
61. Kate Tarling and Ben Holliday UX London 2. Who are our users? Who do we think would need to use this product or service?
62. Kate Tarling and Ben Holliday UX London 3. What outcome will users get from this service? What problem will it solve for people?
63. Kate Tarling and Ben Holliday UX London 4. What outcome are we looking for? What problem will it solve for our organisation?
64. Kate Tarling and Ben Holliday UX London The problem in both hands User Get something done Faster decision Not waste time Faster payment Clear content and signposting Public sector Reduced costs Increased automation Increased effectiveness Increased efficiency Reduce error and support required
65. Kate Tarling and Ben Holliday UX London Simpler, clearer, and faster services so good people prefer to use them
66. Kate Tarling and Ben Holliday UX London 5. What are our key metrics? What do we need to measure against these outcomes?
67. Kate Tarling and Ben Holliday UX London Find the right level of focus for a team to organise their work around the needs of users, understanding constraints and key measures
68. Kate Tarling and Ben Holliday UX London ‘We need a digital form so that applicants can self serve more’
69. Kate Tarling and Ben Holliday UX London ‘We need a digital form so that applicants can self serve more’ Who is ‘we’? What are users really trying to do? Why this? How else? Why now? Or else? What does this data tell us? What does this allow us to do? How would this be different? See more at http://bit.ly/2mRZkj8
70. Kate Tarling and Ben Holliday UX London Decide solution Question everything ‘We need a mobile app’ ‘Why do people even need to study…’
71. Kate Tarling and Ben Holliday UX London Decide solution Question everything ‘We need a mobile app’ ‘Why do people even need to learn…’ Agree outcomes Know... Decide... Record… Take action… Feel confident… Do the right thing...
72. Kate Tarling and Ben Holliday UX London Orienting around services
73. Kate Tarling and Ben Holliday UX London How we introduce end to end service design in large organisations that understand and structure work in different ways eg IT portfolios, technology programmes, projects, enterprise architecture
74. Kate Tarling and Ben Holliday UX London Write or rewrite all project descriptions using simple and clear language, so that everyone understands what it is doing and where money is going
75. Kate Tarling and Ben Holliday UX London Un-pick solutions Check suitability Check eligibility Check identity Make a decision ‘Case work system’
76. Kate Tarling and Ben Holliday UX London Describing a service • start with a verb • describe the activity the service lets the user do and reflect the policy intent • be made of words the people using the service use • be the only way the service is referred to http://bit.ly/helping-teams-define-their-focus
77. Kate Tarling and Ben Holliday UX London ‘Electronic aviation reporting transformation project’ Fly a small aeroplane to the UK Check if someone is allowed to land
78. Kate Tarling and Ben Holliday UX London Frame the work in terms of the end to end service, to help you see where there is cohesion, and to align teams
79. Kate Tarling and Ben Holliday UX London Common types of services Start Stop Check or share Register/provide info Get or apply Claim Move Become Learn
80. Kate Tarling and Ben Holliday UX London Having a way to understand services helps align different groups by using the same language for all the different parts
81. Kate Tarling and Ben Holliday UX London Get or apply for something e.g. passport, driving licence, permission to study in the UK
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83. Kate Tarling and Ben Holliday UX London A service Sub-services Activities Capabilities Technology Data What someone is trying to do e.g. work in the UK Key stages e.g. applying The things that need to happen e.g. finding out how or verifying something The ability or capacity to do these things Systems and tools that support this service The actual data e.g. name, address
84. Kate Tarling and Ben Holliday UX London Finding out Routing & action Make a decision Meeting rules Enforcing rules
85. Kate Tarling and Ben Holliday UX London Patterns and standards help us scale better service design across a large organisation
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88. Kate Tarling and Ben Holliday UX London https://projectsbyif.com/ideas/we-should-know-whats-made-a-decision
89. Kate Tarling and Ben Holliday UX London Identify desired service outcomes to help guide all the work across a large service
90. Kate Tarling and Ben Holliday UX London Theme 1: Finding out Theme 2: Routing & action Theme 3: Make a decision Theme 4: Meeting rules Theme 5: Enforcing rules
91. Kate Tarling and Ben Holliday UX London Theme 1: Finding out about something Outcome People know the right thing to do and what to do next. Or they know they don’t have to do anything. Measure - Comprehension - Likelihood of doing the right thing - Proportion of people who need help
92. Kate Tarling and Ben Holliday UX London Theme 3: Make a decision Outcome Organisation has the data it needs to make a decision to grant something Measure - Ratio of positive to negative decisions - Ratio of those refused who are subsequently accepted - Time someone is waiting from start to end
93. Kate Tarling and Ben Holliday UX London What people are trying to do usually doesn’t neatly align with one team or one organisation, it cuts across them. It changes how we need to work together.
94. Kate Tarling and Ben Holliday UX London ‘Get permission to do something’ service overall service owner Finding out sub service owner Routing & action sub service owner Make a decision sub service owner Meeting the rules sub service owner
95. Kate Tarling and Ben Holliday UX London Setting long term goals and vision for services
96. Kate Tarling and Ben Holliday UX London A mission statement is an ideal future state or vision for the service that we’re working to deliver. It describes what we’re trying to achieve
97. Kate Tarling and Ben Holliday UX London The challenge is to imagine something that asks the right questions
98. Kate Tarling and Ben Holliday UX London Emotional: Is there a compelling emotional component? Tangible: Is there a clear enough picture to work towards? Open: Is this vision of the future adaptable to change?
99. Kate Tarling and Ben Holliday UX London Good example (Co-op Funeral Service): Give time back to Funeral Directors to spend with clients digital.blogs.coop/helping-funeralcare-rethink-how-we-deliver-our-at-need-funeral-service/
100. Kate Tarling and Ben Holliday UX London Good example (government): A way for people to share medical information with government that’s instant, transparent and trusted
101. Kate Tarling and Ben Holliday UX London Good example (government): Same day decisions for permission for people applying to do something
102. Kate Tarling and Ben Holliday UX London Good example (local authority): Give time back to carers travelling to visit people in their homes
103. Kate Tarling and Ben Holliday UX London Bad example: A fully digitised customer experience by 2020
104. Kate Tarling and Ben Holliday UX London Bad example: Customers fully self serve which cuts support costs
105. Kate Tarling and Ben Holliday UX London Bad example: More intelligent and smarter use of data across the end to end service
106. Kate Tarling and Ben Holliday UX London Bad example: Leverage cutting edge technology like blockchain, AI and VR to deliver modern services
107. Kate Tarling and Ben Holliday UX London A good mission statement should: • be a single sentence • start with a verb • focus on a real problem people have • not refer to a solution • be possible to measure • be big enough to aim for • be adaptable to change
108. Kate Tarling and Ben Holliday UX London Communicating service design
109. Kate Tarling and Ben Holliday UX London Scenario How something is now
110. Kate Tarling and Ben Holliday UX London Scenario How something could work in future
111. Kate Tarling and Ben Holliday UX London Journey What users actually do - or what they could do
112. Kate Tarling and Ben Holliday UX London Picture of whole service* Reality. Spot gaps and opportunities to align *Don’t start here
113. Kate Tarling and Ben Holliday UX London What we believe we need to do, generally speaking
114. Kate Tarling and Ben Holliday UX London Which team could do which part
115. Kate Tarling and Ben Holliday UX London When might each part happen But work to reduce dependencies between teams
116. Kate Tarling and Ben Holliday UX London Roadmap of problems to solve Not solutions to be delivered
117. Kate Tarling and Ben Holliday UX London Test and learn about riskiest assumptions, not ‘minimal viable products (MVPs)’
118. Kate Tarling and Ben Holliday UX London What is our riskiest assumption? How can we test it?
119. Kate Tarling and Ben Holliday UX London Prototypes for how might we check if someone can do something? eg. drive, work, care for children List of prototypes Create a check code Send link in an email Show digital proof Request proof from someone
120. Kate Tarling and Ben Holliday UX London Prototype (fake) the end to end service, not just the digital interface part of it
121. Kate Tarling and Ben Holliday UX London Summary of things we typically use: Scenarios User journeys Picture of a whole service Choreographing the work of other teams Prototype parts of a service or patterns Prototype the whole service (fake it)
122. Kate Tarling and Ben Holliday UX London Getting senior level buy in for good service design
123. Kate Tarling and Ben Holliday UX London 1. Get top cover support 2. JFDI: Make good examples and publicise 3. BE the top cover support 4. Reality distortion 5. How to win friends and influence people 6. Allies and alliances 7. Embed with decision makers and budget holders 8. Be willing to see this change over 2 - 5 years 9. Keep going
124. Kate Tarling and Ben Holliday UX London Thank you kate@katetarling.com holliday.ben@gmail.com