SERVICE DESIGN FOR THE ENTERPRISE ECOSYSTEM ENTERPRISE UX 2016 ANDY POLAINE SAN ANTONIO| 10TH JUNE 2016

HELLO! 2 Find me here: @apolaine [email protected] [email protected] Handouts: http://pln.me/eux16

3 HASHTAG #EUX16

Welcome and introduction ice-breaker The problem with sketching services Your challenge, your brand Starting from insights Coffee Break Journey mapping and blueprinting I Lunch Journey mapping and blueprinting II Round Robin Concept Cards Coffee Break Cost/value arc Concept poster Concept poster pitches 4 THE DAY AHEAD 9:00 9:15 9:45 10:00 10:30 11:00 12:30 13:00 14:00 14:20 15:00 15:00 15:20 16:00

5 LET’S GET STARTED WITH YOU

THE CHALLENGE OF BOILING THE ENTERPRISE COMPLEXITY OCEAN 6

7 Services are complex and often full of intangible transitions key to their success or failure. Where can we look for inspiration of how to structure the process of their creation?

THE ITERATIVE PROCESS OF FILMMAKING 8

9 FILMMAKING IS A MULTIDISCIPLINARY ACTIVITY

10 SCREENPLAYS ARE NOT MEANT TO BE READ BY THE AUDIENCE

11 HAN IS WHAT?

12 CONCEPT ART IS NOT MEANT TO BE SEEN BY THE AUDIENCE EARLY HAN SOLO CONCEPT SKETCH

13 EVEN THOUGH THEY ARE AMAZING ARTEFACTS

14 STORYBOARDS ARE NOT THE FINAL FILM

15 WHAT IS SHOT IS NOT THE FINAL FILM

16 THE FILM IS MADE & ITERATED IN THE EDIT

17 THE FILM TAKES ON A LIFE OF ITS OWN LIFE AFTER RELEASE

18 THE COMMUNITY FIXING WHAT THE DIRECTOR SCREWED UP

19 AN ASIDE ON AGILE’S DARK SIDE

20 STAND (UP) AND DELIVER!

21 MVP Minimal Viable Product It’s common practice to define a minimum viable product (MVP) which outlines sufficient features to launch a product to market. MLP Minimal Lovable Product We like to define a minimum lovable product (MLP). A lovable product drives adoption, loyalty and advocacy. + =

22 DOCUMENTATION ARTEFACTS ARE REALLY USEFUL FOR: DISCUSSION COMMUNICATING & UNDERSTANDING COMPLEXITY MAKING THE INTANGIBLE TANGIBLE TACIT/PASSIVE COMMUNICATION REPLACING TELEPATHY

23 THIS IS SERVICE DESIGNING (SORRY, IT LOOKS A BIT BORING DOESN’T IT?)

24 BUT OUR BLUEPRINTS, JOURNEY MAPS, PERSONAS, STATUS UPDATES, WIREFRAMES & DOCUMENTS ARE NOT THE SERVICE. THAT’S NOT AN OPERA HOUSE.

25 THIS IS AN OPERA HOUSE.

26 ONE DAY ALL THIS WILL BE IN THE BIN

27 SERVICES MANIFEST AS REAL THINGS (THAT NEED SERVICING)

28 What are Service Designers’ equivalents?

29 Sketching the platform, touchpointS, business model in a blueprint – IN SHORT, THE ENTERPRISE

30 ACTUALLY SKETCHING: STORYBOARDING AND PAPER PROTOTYPING

31 EXPERIENCE PROTOTYPING WITH TANGIBLE THINGS & REAL PEOPLE

32 THEN DOING IT OVER AND OVER AGAIN. AND THEN…

33 TESTING PILOTS, MICROPILOTS AND LAUNCHING IN FULL THEN TESTING AND STARTING THE DESIGN PROCESS AGAIN IT NEVER CEASES

34 This whole process is “sketching” services. WORKING AT The right level of detail at the right time is critical.

35 LET’S GET STARTED WITH A CHALLENGE

36 YOUR CHALLENGE –BRAND SWAP If was , what kind of service offering would it be? What would it look and feel like?

37 TERRITORY MAPPING

1. Working alone, create a list of everything you think is important about the service design challenge. One idea per post-it 2. Re-gather as a group and select a team leader to facilitate collaboration. 3. One by one, combine each post-it/idea into one overall map, grouping similar ideas to create clusters. Agree on clusters, and name them TERRITORY MAPPING

AN INTEGRATED CELL AND CABLE SERVICE This map illustrates all the touchpoints and people involved in providing and using an integrated phone and cable service TERRITORY MAPPING EXAMPLE

40 THINK ABOUT (PRETTY MUCH IN THIS ORDER): - Customer/user needs (not wants) - Stakeholders - Value proposition - Brand values, aligned with needs - Business model - Tone of voice - Key touchpoints - Interactions with other channels & services

41 GO MAP YOUR TERRITORIES (10 MINS)

42 PSEUDO RESEARCH (BECAUSE WE ONLY HAVE SIX HOURS TO SAVE THE EARTH, FLASH)

43 THE HAND METHOD Helps you structure your approach, verification and the story of your pitch.

What do you want to know? Who will tell you? WE WANT TO DO TO LEARN ABOUT 44 DEVELOP A HUNT STATEMENT

1. “I want the [service] to treat me fairly like a person, not a number” 2. “I want the process to be more transparent” 3. “I should be able to buy/book/access/change anything from any device/channel any time I want” 4. “I just want to communicate with one person or point of contact” 5. “The power relationship between the service and me should be equal and fair” 6. “The service experience should feel seamless/invisible/just work” 7. “Know me. Use past data/interactions and automagically integrate them into any future interactions” 8. “I want to be delighted” 9. “The service should help me do the [personal activity] that I want without getting in the way.” 10. “I want the service (or provider) to recognise when I need to feel special or for it to just work.” 45 10 GENERIC CHEATING INSIGHTS – (DON’t DO THIS AT HOME, KIDS!)

46 A FEW MORE Meta-level Yellow: Customer Blue: Staff Thanks to Eva Muller @Fjord!

47 IN THE BREAK, DISCUSS, BRAINSTORM, PLAN & EVEN DO SOME ACTUAL RESEARCH

BREAK 48 (15 minutes)

49 ALIGNING BUSINESS VALUES TO NEEDS

Observation EVIDENCE Observation “Quote” “Quote” Summary of the pattern INSIGHT Specific idea in response OPPORTUNITY /IDEA Specific idea in response Specific idea in response Specific idea in response Principle or value GUIDING PRINCIPLE 50 FOUR COLUMN SYNTHESIS METHOD

Evidence from activity Insights Opportunity/Idea Brand Experience Touchpoint design concept “I was only a day late with my payment and they charged me $20 fee. I pay $120 a month already!” People want to be treated fairly Allow people-especially regular payers-a grace period. “We understand people’s lives are complicated and are there to help.” Cashflow a bit tight? Don’t worry - you can be up to five days late with your payment without penalty. My Nice Bank.com PAY NOW REMIND ME Brand experience and touchpoints are developed from real needs 51 Outside-in: Concepts & proposition align with insights & needs

52 CONCEPT ROUND ROBIN

ROUND ROBIN Round robin is a method used to collaboratively develop rapid responses to service design opportunities by small teams. It is based on co-creation and encourages productive debate

IMAGINE THE MOST AMAZING SERVICE EXPERIENCE YOUR INDUSTRY B COULD. THINK TANGIBLE IN-USE SCENARIO AND THE ECOSYSTEM.

ROUND ROBIN PROCESS Each person writes the challenge in the top box Next, create an unconventional solution using sketches to document it in the same box Everyone passes the sheet to the right

CONCEPT CARDS FOR ITERATION A template for communicating your ideas and also a way of quickly checking your idea for high level feasibility See: “atone” idea cards by Simon Clatworthy

57 DISCUSS & VOTE

COST/VALUE RELATIONSHIPS Cost/value relationships quickly help prioritize service design concepts with a cost/value matrix and build understanding of trade-offs before moving concepts to implementation.

OVERVIEW Cost/value relationships let service design team members easily explore, understand, and visualize where their concepts are in terms of “cost to deliver” and “value to the served.” This is done using a four-cell matrix. THIS METHOD WAS DEVELOPED WITH THE LUMA INSTITUTE. HTTP://WWW.LUMA-INSTITUTE.COM/

66 USING BLUEPRINTING & JOURNEY MAPPING

67 WHAT’S THE DIFFERENCE?

BLUEPRINTING helps us understand the building blocks of services and expose the processes that are part of delivering a service. It also enables us to connect the various components of a service to one another from frontstage to backstage. Blueprints aim to represent the service system. JOURNEY MAPPING Illustrates the journey of a person or type participating in a service over time. Other dimensions are sometimes added such as high points, breakdowns, emotions and touchpoints. THE ACTION LINE OF A BLUEPRINT IS THE CUSTOMER JOURNEY 68

Blueprinting is a method for simultaneously depicting • the service process • the points of customer contact • the evidence of service from the key user’s point of view • The backstage services The concept of Service Blueprinting was developed in 1982 by G. Lynn Shostack and has been further refined and put into practice since then by researchers including M. J. Bitner, A.L. Ostrom and F. N. Morgan. 69 SERVICE BLUEPRINTING AND JOURNEY MAPPING

The process is used to understand: • Expectations—from both the person and the provider’s point of view • Resources—what you have to work with or transform • Timing—how the experience unfolds over time • Complexity—system relationships Ideally, the blueprint enables you to step back and create both a customer journey map and system ecology diagram Carrie Chan, Justin Rheinfrank and team 70 DOCUMENTING THE CURRENT STATE IS CRITICAL TO UNDERSTANDING WHAT TO DO NEXT

Typical blueprints include: - Customer Actions - Touchpoints/Channels - Staff Actions - Back Stage Staff - Support Processes Also illustrated sometimes: - lines of interaction - visibility - internal interaction - Time - Emotional states In 2007 Carrie Chan added emotion— others add questions, thoughts, business units, etc. http://thinkcarrie.com/enhancing-the-service-blueprint/ 71 BLUEPRINTS TYPICALLY USE “SWIM LANES”

72 JOURNEY OR EXPERIENCE MAPS ARE ABOUT THE INDIVIDUAL JOURNEY DETAILS

HEPSI SERVICE BLUEPRINTING AND JOURNEY MAPPING 73 JOURNEY OR EXPERIENCE MAPS ARE ABOUT THE INDIVIDUAL JOURNEY DETAILS G AND JOURNEY MAPPING

74 It’s critical that they are driven by research (Quant and Qual)

75 MAP THE WHOLE SERVICE JOURNEY–IT USUALLY STARTS EARLIER & ENDS LATER THAN YOU THINK AND REVEALS MUCH OF THE ENTERPRISE IN THE PROCESS

76 LIKE THIS ONE FOR AN AIRLINE –LOW DETAIL, BIRD’s EYE VIEW

Copenhagen interaction institute of design developed a blueprint designed to aid in concepting. This template is also a quick and easy way to get a sense of the scope of service design projects. Fjord Service Design Academy Service Design Methods Workshop Service Scenario+Blueprint SCENARIO On Post-it notes draw a scenario of a person engaged in the service experience. Draw each scene of the story on a separate Post-it. Remember to think about all the different stages of the service experience but pay particular attention to Designing for Love. SERVICE STAGE ATTRACT I become aware of the service REWARD I get extra benefits ADVOCATE OF COURSE. I find my ways of adapting and using and begin to suggest ‘you must try this service!’ LEARN WOW! I explore how it might work for me POST | AFTERGLOW I’m done or I’ve grown out of the service PRE-SERVICE COMMIT AHA! I get the service and try it EVALUATE Should I engage? TOUCHPOINTS (POINTS OF INTERACTION) Create little sketches of the touchpoints for each stage of the service journey The touchpoints can be anything people interact with during their experience. These can range from a website to a company delivery man and mobile to desktop to sensor. BACKSTAGE (OPERATIONAL PROVIDERS) Think of all the people that are needed to support the service experience. On this level write on post-its all the people that are not visible to the customer. E.g. a chef is very rarely seen by the customer, yet they are necessary to provide the experience expected in a restaurant. STAKEHOLDERS On this level write down all the organizations (e.g. partner companies) or people that could potentially be interested in implementing or impacting the service delivery. The more specific you can be the better! adapted from the CIID Concept blueprint tool 77 QUICK & DIRTY BLUEPRINT SCENARIO TEMPLATE FROM CIID

Fjord Service Design Academy Service Design Methods Workshop Conventional Blueprint reference template EVIDENCE CUSTOMER THOUGHTS AND EMOTIONS SUPPORT PROCESSES AND SYSTEMS CUSTOMER ACTIONS TOUCHPOINT ONSTAGE PERSON PROVIDER PERSON SERVICE STAGE ATTRACT REWARD ADVOCATE LEARN COMMIT POST | AFTERGLOW PRE-SERVICE EVALUATE BACKSTAGE PERSON interaction visibility internal interactions 78 CIID BLUEPRINT TEMPLATE

79 BUT, BLUEPRINTING IS A DESIGN ACTIVITY, NOT JUST A DELIVERABLE

80 THE FRACTAL NATURE OF SERVICE DESIGN

LOW LEVEL APIS & LIBRARIES ARE UX FOR PROGRAMMERS & ENGINEERS

UI ELEMENT FINGERTIP

UI CLUSTER FINGER

APP HAND

DEVICE Photo: iMore HANDS

STORE WALLET

ECOSYSTEM LIFE

NETWORK LIVES

NATIONAL REGULATORY SYSTEMS POPULATION

GLOBALISATION & INTERNATIONAL LAW POPULATIONS & GOVERNMENTS

CLIMATE CHANGE WEALTH POVERTY HEALTH DEVELOPMENT PEACE SECURITY TERRESTRIALS

SPACE PHOTO: FLICKR USER HALFBEAK (AND YES, THAT’S LEGO) EXTRA TERRESTRIALS?

93 FROM OVERVIEW TO DETAIL AND BACK AGAIN

LONG DOCUMENTS OBSCURE IMPORTANT CONNECTIONS 94

YOU CANNOT DESIGN THE WHOLE THING AT THIS LEVEL OF DETAIL 95

OVERVIEW WITH TIMELINE 96

DETAIL VIEW, ABSTRACTED 97

ALTERNATIVE JOURNEYS 98

ALTERNATIVE JOURNEYS 99

ALTERNATIVE JOURNEYS 100

101 DISCONNECTED TOUCHPOINTS WRECK THE ENTERPRISE ECOSYSTEM

NICE TOUCHPOINT, NOW WHAT ABOUT THE REST OF THE EXPERIENCE?

HI MYKI! YOU LOOK MODERN AND COOL. JUST TAP THEN?

OH. OKAY.

HOW ABOUT SWIPING? NO?

WAVE IT ABOUT A BIT?

PHOTO: JANINE SISSON SORRY, CAN’T QUITE READ THAT ANYMORE

MAYBE THE MACHINE WILL HELP? OH DEAR.

Source: http://ptv.vic.gov.au/tickets/myki/touching-on-and-off/ I’LL TRY THE OFFICIAL WEBSITE. OH.

AHA! FINALLY. SLOW CARD READERS, HUH?

Space shuttle launch $426 million Mars Rover mission $777 million Market value of Virgin Australia airline $1.46 billion Total assets of Ford Motor Company, Australia $1.5 billion Source: https://sites.google.com/site/cheaperthanmyki/home ORIGINAL BUDGET, AU$350 MILLION. AU$1.5 BILLION LATER…

113 ANATOMY OF A SERVICE BLUEPRINT

TURN THIS STRUCTURE ON ITS SIDE…. 114

SERVICE EXPERIENCES UNFOLD OVER TIME ACROSS MULTIPLE CHANNELS ENTERPRISE BACK-END SUPPORTS THE DELIVERY OF EXPERIENCE CHANGE PERSPECTIVE TO DELIVERY ACROSS TIME AND CHANNELS Diagram from Service Design: From Insight to Implementation by Andrew Polaine, Lavrans Løvlie, and Ben Reason 115

AWARE JOIN USE DEVELOP LEAVE JOURN EY/ EXPERIEN CE A TYPICAL WEB PROJECT MIGHT BE JUST ONE CHANNEL 116

AWARE JOIN USE DEVELOP LEAVE JOURN EY/ EXPERIEN CE BUT WHO IS DESIGNING THE REST? CONTEXT IS CRITICAL. 117

ANALYSIS Mapping out the complexity and dependencies of an existing service, pulling in user insights and other research. Or as a template for which touchpoints to measure and how. BRAINSTORMING & IDEATION Take a starting point or overall concept and expand the discussion to think about the complexity and dependencies. Ideal in multi-disciplinary project teams. ECOSYSTEM MAP Using the blueprint as the overview doc in order to track and output customer journeys, storyboards, channel and touchpoint specs. Important: everything is done in the context of the overall service ecosystem. 118 Three MODES OF USING SERVICE BLUEPRINTS

AWARE JOIN USE DEVELOP LEAVE JOURN EY/ EXPERIEN CE BASIC FORM IS A GRID. NAMES, CHANNELS, STEPS, ETC. CAN CHANGE 119

USE A WHITE/BLACKBOARD (JAZZ HANDS ARE OPTIONAL) 120

OR YOU CAN QUICKLY USE A SPREADSHEET TO CAPTURE DATA 121

YOU NEED POST-IT NOTES AND A LOT OF WALL SPACE 122 Image from Service Design: From Insight to Implementation by Andrew Polaine, Lavrans Løvlie, and Ben Reason

MAKE IT AS BIG AS YOU NEED - A0 OR A1 IS GOOD 123

AWARE JOIN USE DEVELOP LEAVE JOURN EY/ EXPERIEN CE YOU CAN START BY DEFINING THE EXPERIENCE 124

AWARE JOIN USE DEVELOP LEAVE JOURN EY/ EXPERIEN CE OR IDEATE FROM ONE KEY TOUCHPOINT IDEA OUTWARDS 125

AWARE JOIN USE DEVELOP LEAVE JOURN EY/ EXPERIEN CE OR START BY POPULATING TOUCHPOINTS FROM ONE USER JOURNEY AND THEN EXPAND 126

127 BLUEPRINTING ACTIVITY START BY RE-IMAGINING A KEY TOUCHPOINT IN USE AND SPREAD OUT – STEP FORWARD AND BACK IN TIME AND ACROSS CHANNELS

LUNCH (50 MINS PLEASE!) 128

129 I’VE MADE A BLUEPRINT, NOW WHAT? ITERATING FROM CONCEPT TO BLUEPRINT AND BACK AGAIN

AWAR E JOI N USE DEVEL OP LEA VE JOUR NEY / EXPER IENCE CHOOSE KEY TOUCHPOINTS TO DEVELOP BASED ON INSIGHTS RESEARCH AND STRATEGY 130

AWAR E JOI N USE DEVEL OP LEA VE JOUR NEY / EXPER IENCE TAKE SLICES THROUGH THE BLUEPRINT TO ANALYSE COHERENCY 131

AWAR E JOI N USE DEVEL OP LEA VE JOUR NEY / EXPER IENCE MULTIPLE JOURNEYS CAN BE MAPPED OUT, EXPLORED AND EXAMINED 132

133 Image: Service Design: From Insight to Implementation by Andrew Polaine, Lavrans Løvlie, and Ben Reason BREAK OUT THOSE INDIVIDUAL JOURNEYS AS STORYBOARDS/SUMMARIES

134 Image: Service Design: From Insight to Implementation by Andrew Polaine, Lavrans Løvlie, and Ben Reason MORE DETAILED PHASE/STEP SUMMARIES START TO FORM WORKING REFERENCE DOCUMENTS

135 Image: Service Design: From Insight to Implementation by Andrew Polaine, Lavrans Løvlie, and Ben Reason WHOLE CHANNEL SPECIFICATIONS

Image: Service Design: From Insight to Implementation by Andrew Polaine, Lavrans Løvlie, and Ben Reason 136 DESIGN SPECS OR PROTOTYPES FOR INDIVIDUAL TOUCHPOINTS IN THE CONTEXTOF THE WHOLE ECOLOGY

CUSTOMER JOURNEYS ARE BROKEN DOWN INTO USER STORIES 137

BREAK 140 (15 minutes)

149 A FUlLY-ROUNDED CONCEPT

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Concept posters help teams envision opportunities for and evaluate a service quickly. They provide an overview and just enough detail to make decisions about the value of moving forward with a concept. 152 CONCEPT POSTER

Once a service concept is fairly well defined, a concept poster can be a great way to create an overview of the concept to share with others for discussion and evaluation. Posters can consist of categories like concept name, key stakeholders, features and benefits, value statements, unmet user needs, pricing, time to develop, cost to develop, and a sketched illustration. As a poster, they provide an overview and just enough detail to make decisions about the value of moving forward with a concept. 153 OVERVIEW

1. Choose a documenter 2. Explore each section of the template (name, value/benefit, stakeholders, etc.)and sketch out all the components on smaller paper before committing to the larger poster. 3. Discuss, review, and refine 4. Transfer all the components to the poster 5. Quickly and succinctly present to to the overall team 6. Vote on aspects of the concepts that have the most potential once they’ve been presented 154 PROCESS

155 GO CREATE YOUR CONCEPTS POSTERS! PITCH WILL BE 2 MINS PER TEAM

156 PITCH TIME – 2 MINS ONLY!

157 WHAT’s MISSING? - Clients - Rich context (we faked all the research) - Multiple journeys - Business case and analysis - Iterations to final designs & delivery - Validation - Complexity - Legacy service infrastructure - Measurement

158 BUT NOW YOU KNOW WHAT YOU ARE LOOKING FOR, WHICH HELPS

PHEW! THANK YOU