Establishing a service design practice in large organisations
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The document discusses the establishment of service design practices in large organizations, highlighting the value of design in driving business outcomes, enhancing operational efficiency, and financial performance. It presents case studies showcasing the success of companies like Gjensidige in improving customer satisfaction and organizational culture through service design transformation. The importance of continuous learning, the gradient of maturity in service design practices, and the roles involved are also emphasized to illustrate how design can be a strategic differentiator.
Establishing a service design practice in large organisations
- 1. 1 Liveworkstudio.com London Rotterdam Sao Paulo Livework Studio © 2019 Establishing a service design practice in large organisations Marzia Arico DOERS - Budapest 25 April 2019 Liveworkstudio.com London Rotterdam Sao Paulo Livework Studio © 2019
- 3. 3 Value of design “You can use an eraser on the drafting table or a sledgehammer on the construction site.” Frank Lloyd Wright
- 4. 4 Human centered Co-creative & collaborative Holistic, horizontally & vertically Experiment, prototype & iterate Transformative power How service design delivers business value Increase revenue Operational efficiency De-risking Embrace change . Financial performance Design-led businesses outperform their peers in the the stock market by more than 200% over 10 years. Innovate and change Design-led businesses that adopt change more quickly are twice as likely to launch new products, enter new markets, and capture new market share. Service design practices Business outcomes Top level business goals Value of design
- 5. 5 Value of design Research shows that design delivers tangible value to business. Specifically in staying ahead, driving financial performance, and influencing key business metrics. TheNewDesignFrontier,Invision,2018 TheBusinessValueofDesign,McKinseyQuarterly,Oct2018 TheDMIDesignValueScorecard,DMI,2013 Value of design
- 6. 6 Case study: Gjensidige Value of design ● 2 year change programme ● 7 year transformation ● 183 projects ● 4 pillars: Simplification, organisational culture, service experience and efficiency ● On the Norwegian Customer Satisfaction Barometer, the company jumped from number 77 in 2009 to number 11 in 2013 Call centre data, period 2011-1013. Touchpoint customer satisfaction vis-a-vis sales per call.
- 7. 7 The gradient wheel of service design development “Any fool can know. The point is to understand.” Albert Einstein
- 10. 10 Continuous learning Service design development Sustainable Capabilities Project Project Project Training DOING LEARNING BAU Mechanisms TRANSLATE HOW FEEDBACK BUILDING
- 11. 11 Training Projects Capabilities Gradient of maturity Vision & Strategy Culture & Organisation Frameworks Measures & Insight Operational Delivery & Change building
- 12. 12 Training Projects Mission Vision Case for change Roadmap Planning integration Strategy CapabilitiesGradient of maturity Vision and strategy:
- 13. 13 Training Projects Capabilities Sponsors Accountability model Core Design Team Communication & Engagement HR Strategy Gradient of maturity Culture and organisation:
- 14. 14 Training Projects Capabilities Service Arch. CX/EX Principles Methods, tools, templates Current & target state blueprints Handbook Frameworks: Methods and tools reflect service design best practices. They are standardised and iterated as learnings are uncovered through use Gradient of maturity
- 15. 15 Training Projects Capabilities Quantitative Data Analysis Qualitative Research and Analysis CX Measurement Framework Continuous Insight Measures and insight: Gradient of maturity
- 17. 17 Training Projects Capabilities Gradient of maturity Project 1 Project 2 Project 3 Project 4 Project n doing
- 18. 18 Training Projects Capabilities Gradient of maturity Project 1 Project 2 Project 3 Project 4 Project n Open Training Train the trainers Open training Decision makers training Train the trainers Open training Decision makers training Train the trainers learning
- 19. 19 The organisation will look different as you move towards more mature service design practices Gradient of maturity People Designers: a variety of roles fall under the rubric of design, including design researchers, prototypers and content strategists Leaders: Design leadership includes mentors and dedicated owners of design at the senior level Employees: Staff across the organisation understand the role design plays Priorities Scope: Design is applied to all components (digital and non-digital) of the customer experience Measures: Quality of customer experience design is reflected in KPIs Values: Design is seen as a strategic differentiator for the organisation Process Strategy: Design is integral to shaping product and service strategy Research: Research is used to shape strategy and inform implementation Design: A formal design process is established for marketing, product and customer experience initiatives
- 20. 20 Some stories “Talent wins games, but teamwork and intelligence win championships.” Michael Jordan
- 22. 22 Training Projects Capabilities Adidas Open Training Train the trainers Open training Decision makers training Train the trainers Open training Decision makers training Train the trainers Project 1 Project 2 Project 3 Project 4 Project n Change portfolio selection BAU Governance Change Governance Process Integration Quantitative Data Analysis Qualitative Research and Analysis CX Measurement Framework Continuous Insight BAU Dashboards Service Arch. CX/EX Principles Methods, tools, templates Current & target state blueprints Handbook Sponsors Accountability model Core Design Team Communication & Engagement HR Strategy Mission Vision Case for change Roadmap Planning integration Strategy
- 24. 24 Training Projects Capabilities Mustad Open Training Train the trainers Open training Decision makers training Train the trainers Open training Decision makers training Train the trainers Project 1 Project 2 Project 3 Project 4 Project n Change portfolio selection BAU Governance Change Governance Process Integration Quantitative Data Analysis Qualitative Research and Analysis CX Measurement Framework Continuous Insight BAU Dashboards Service Arch. CX/EX Principles Methods, tools, templates Current & target state blueprints Handbook Sponsors Accountability model Core Design Team Communication & Engagement HR Strategy Mission Vision Case for change Roadmap Planning integration Strategy
- 26. 26 Training Projects Capabilities Gjensidige Open Training Train the trainers Open training Decision makers training Train the trainers Open training Decision makers training Train the trainers Project 1 Project 2 Project 3 Project 4 Project n Change portfolio selection BAU Governance Change Governance Process Integration Quantitative Data Analysis Qualitative Research and Analysis CX Measurement Framework Continuous Insight BAU Dashboards Service Arch. CX/EX Principles Methods, tools, templates Current & target state blueprints Handbook Sponsors Accountability model Core Design Team Communication & Engagement HR Strategy Mission Vision Case for change Roadmap Planning integration Strategy
- 27. 27 Thank you Contact Marzia Arico Head of Insight marzia@liveworkstudio.com For this presentation and more: liveworkstudio.com/collections/doers2019 @liveworkstudio@theliveworker Livework Studio