UX London 2017: Leading Service Design workshop with Kate Tarling

Kate Tarling and Ben Holliday UX London
UX London
Leading Service
Design

View Slide

Hello!
Kate Tarling
Home Office (immigration, passports, borders)
Ben Holliday
Department for Work and Pensions (DWP)

View Slide

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

View Slide

[pic - gov.uk]

View Slide


View Slide

Service design?

View Slide


View Slide

Service design or user
experience design?

View Slide

This is the real challenge:
An organisation that
delivers services,
organising itself around the
needs of its users

View Slide

Always look at outputs
before job titles
http://bit.ly/ux-and-service-design

View Slide

…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

View Slide

What service designers do
Design services
Choreograph work across teams
Stop bad projects, shape good ones
Facilitate shared understanding
Help others make good decisions

View Slide

Services exist because
someone wants to do
something

View Slide

Study
Travel
Buy a house
Stop working
Use my money

View Slide

Hmm, but what about...
Internal systems and applications?
Internal services like data analytics?
Being arrested - surely that’s not a
service?

View Slide

people want them

View Slide

someone needs to do
something

View Slide

They want to do something
where an organisation has
a goal, intent, or something
of value to offer

View Slide

The best service is one where
no one has to do anything

View Slide

Verbs not nouns
Good
Get something
Check something
Stay somewhere
Bad
e-form
digital portal
quote builder

View Slide

Lets people check what their State Pension could be worth when they reach
retirement age so that they can plan for their retirement

View Slide

Lets people get a new passport so that they can travel to
other countries and in and out of the UK

View Slide

Most services provided by
large organisations were
made before the internet
even existed

View Slide

Making things digital ≠
making digital things

View Slide


View Slide

Making things digital
Employing the culture, mindset,
practices, processes, skills and
technologies of the internet era

View Slide


View Slide

So what does good look
like for services made in
the internet era?

View Slide

Westpac
Get a new credit card
5 days 5 minutes
Example via Sense & Respond by Jeff Gothelf & Josh Seiden

View Slide

Tesla

View Slide

Problem solved in 7 days
Example via Sense & Respond by Jeff Gothelf & Josh Seiden

View Slide

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)

View Slide

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

View Slide

Starting with users

View Slide

Handling challenges like:
“They don’t have to like it.
They just have to do it”

View Slide

It’s not about what
users prefer

View Slide

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.

View Slide

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.

View Slide

Users
Citizens
Customers
Front line staff
Back office users
Service providers
Friends and family
of users
Stakeholders
Policy
SMEs
Other service
teams

View Slide

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

View Slide

And we talk about:
● user needs
● the intent of policy, law or regulation
● the goals of an organisation
● desired outcomes

View Slide

Use the wrong words and
you focus on the wrong
problems at the wrong level

View Slide

Service design starts
with user needs

View Slide

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

View Slide

Finding a job is practical,
the fear of getting sick and
losing your job is emotional

View Slide

User needs are about
understanding the problem
space not the solution space

View Slide

Research to understand real
life stages and context, not
user needs that IT projects
create

View Slide

Adapted from @naintaraland and sketch by @ayeshamoarif
Research here... doesn’t help us to
understand this

View Slide

Life stages and context
(planned and unplanned
events) eg. retiring, or
bereavement
Things people have to
do eg. check or get their
State Pension

View Slide

Help people prepare for
retirement
vs
Get your State Pension

View Slide

Work in the UK
vs
Apply for Tier 2 visa

View Slide

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

View Slide

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

View Slide

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

View Slide

Framing the problem

View Slide

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.

View Slide

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

View Slide

1. Why are we doing
this work?
What is our motivation for
building this product or
service?

View Slide

2. Who are our users?
Who do we think would need
to use this product or
service?

View Slide

3. What outcome will users
get from this service?
What problem will it solve
for people?

View Slide

4. What outcome are we
looking for?
What problem will it solve
for our organisation?

View Slide

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

View Slide

Simpler, clearer, and faster
services so good people
prefer to use them

View Slide

5. What are our key
metrics?
What do we need to measure
against these outcomes?

View Slide

Find the right level of focus for
a team to organise their work
around the needs of users,
understanding constraints
and key measures

View Slide

‘We need a digital
form so that
applicants can self
serve more’

View Slide

‘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

View Slide

Decide
solution
Question
everything
‘We need a
mobile app’
‘Why do
people even
need to
study…’

View Slide

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...

View Slide

Orienting around
services

View Slide

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

View Slide

Write or rewrite all project
descriptions using simple and clear
language, so that everyone
understands what it is doing and
where money is going

View Slide

Un-pick solutions
Check suitability
Check eligibility
Check identity
Make a decision
‘Case work
system’

View Slide

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

View Slide

‘Electronic aviation reporting
transformation project’
Fly a small aeroplane to the UK
Check if someone is allowed to land

View Slide

Frame the work in terms of
the end to end service, to help
you see where there is
cohesion, and to align teams

View Slide

Common types of services
Start
Stop
Check or share
Register/provide info
Get or apply
Claim
Move
Become
Learn

View Slide

Having a way to
understand services helps
align different groups by
using the same language
for all the different parts

View Slide

Get or apply for something
e.g. passport, driving licence,
permission to study in the UK

View Slide


View Slide

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

View Slide

Finding out
Routing & action
Make a decision
Meeting rules
Enforcing rules

View Slide

Patterns and standards help
us scale better service design
across a large organisation

View Slide


View Slide

https://projectsbyif.com/ideas/we-should-know-whats-made-a-decision

View Slide

Identify desired service
outcomes to help guide all the
work across a large service

View Slide

Theme 1: Finding out
Theme 2: Routing & action
Theme 3: Make a decision
Theme 4: Meeting rules
Theme 5: Enforcing rules

View Slide

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

View Slide

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

View Slide

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.

View Slide

‘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

View Slide

Setting long term
goals and vision for
services

View Slide

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

View Slide

The challenge is to imagine
something that asks the right
questions

View Slide

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?

View Slide

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/

View Slide

Good example (government):
A way for people to share medical
information with government that’s
instant, transparent and trusted

View Slide

Good example (government):
Same day decisions for permission
for people applying to do something

View Slide

Good example (local authority):
Give time back to carers travelling to
visit people in their homes

View Slide

Bad example:
A fully digitised customer experience
by 2020

View Slide

Bad example:
Customers fully self serve which cuts
support costs

View Slide

Bad example:
More intelligent and smarter use of
data across the end to end service

View Slide

Bad example:
Leverage cutting edge technology
like blockchain, AI and VR to deliver
modern services

View Slide

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

View Slide

Communicating
service design

View Slide

Scenario
How
something is
now

View Slide

Scenario
How
something
could work in
future

View Slide

Journey
What users
actually do -
or what they
could do

View Slide

Picture of
whole
service*
Reality. Spot
gaps and
opportunities
to align
*Don’t start here

View Slide

What we
believe we
need to do,
generally
speaking

View Slide

Which
team could
do which
part

View Slide

When might
each part
happen
But work to
reduce
dependencies
between teams

View Slide

Roadmap
of problems
to solve
Not solutions
to be delivered

View Slide

Test and learn about riskiest
assumptions, not ‘minimal
viable products (MVPs)’

View Slide

What is our riskiest
assumption?
How can we test it?

View Slide

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

View Slide

Prototype (fake) the end to
end service, not just the
digital interface part of it

View Slide

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)

View Slide

Getting senior level
buy in for good
service design

View Slide

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

View Slide

Thank you
[email protected]
[email protected]

View Slide

UX London 2017: Leading Service Design workshop with Kate Tarling

UX London 2017: Leading Service Design workshop with Kate Tarling

Ben Holliday

More Decks by Ben Holliday

Other Decks in Design

Featured

Transcript