Making the Case for Service Design for Start-ups and Innovation
0 likes92 views
This document summarizes Jesse Grimes' presentation on the value of service design for startups and innovation environments. Grimes has experience coaching startups and innovators as a service designer. He discusses how service design can help startups deliver better products, stronger customer relationships, and more value through activities like co-creation, user research, and prototyping. While service design differs from lean startup methods in its deeper user understanding and holistic view, Grimes argues it can integrate well into innovation processes. He provides tips for service designers working with startups, like adopting startup language and tools, and emphasizes the service perspective.
Making the Case for Service Design for Start-ups and Innovation
- 1. Making the Case for Service Design for Start-ups and Innovation SDN Belgium chapter event 30 Oct 2019 Jesse Grimes
- 2. Introducing myself Service designer since 2008 Independent, Amsterdam-based freelance practitioner Coach for innovators and start-ups Senior Vice President of the Service Design Network Editor-in-Chief of Touchpoint Co-founder and Head of Training of the SDN Academy Introduction 2
- 3. Some context for my talk Since 2016 I’ve had a focus on service design within the unique context of start-ups and innovation labs Given courses in Amsterdam, Berlin, Sofia, Shanghai and Taipei Have worked with accelerators (ING Labs, SOSV) as well as independent start-ups Edited the issue of the SDN journal Touchpoint on this topic Introduction 3
- 4. Two perspectives Introduction 4 The value of service design for start-ups and innovation environment The potential (and challenges) of start-ups and innovation environments for service designers
- 5. 5 1 The value of service design for start-ups
- 6. Defining the opportunity 6 0.60% 0.70% 1.30% 1.50% 2.10% 2.80% 3.30% 4.70% 5% 6.80% 7.10% Adtech Cybersecurity Advanced manufacturingand robotics Blockchain Cleantech Edtech Adtech Gaming AI Life sciences andhealthcare Fintech Distribution of startups worldwide in 2017, by industry Source: Statista.com
- 8. Service design (thinking) can help innovators deliver better products, earn stronger customer relationships, and create more value than ever before. 8
- 9. The opportunity for service design Defining the opportunity 9 Typical innovation process Develop concept Test concept Scale concept – Intense pressure – Smaller teams – Faster iterations Develop concept Test concept Scale concept
- 10. but ones that deliver value to customers… and are sustainable and profitable Successful innovation is… Defining the opportunity 10 Not just creative new ideas… Concept Value Viability
- 11. Defining the opportunity 11 Concept Value Viability service design can definitely play a role service design can maybe play a role
- 12. Defining the opportunity 12 Concept Value Viability – Co-creation – Ideation – Contextual research – Service ecosystem perspective – Prototyping – User research – Service designers with business design skills
- 13. A typical design sprint Defining the opportunity 13 no user involvement until here! V Map and target Sketch solutions Select solution Build prototype Test prototype
- 14. A typical design sprint Map and target Sketch solutions Select solution Build prototype Test prototype Defining the opportunity 14 Service design activities which can be integrated: Contextual research Journey mapping Co-creation Service ecosystem Multiple user research methods Co-creation Multiple-criteria decision-making Co-creation Prototyping methods
- 15. How compatible is service design? 15 Lean startup Service design Product-centric Service-centric vs.
- 16. How compatible is service design? 16 Lean startup Service design Shallow user understanding – “Does our product relieve this pain?” Deep, contextual understanding of users vs.
- 17. How compatible is service design? 17 Lean startup Service design Simplistic concept validation – ‘Deceptive’ landing pages – Reliance on Facebook – Purchase intent as a measure of traction A broad range of prototyping and research tools and techniques – Digital and physical methods to deliver richer insightsvs.
- 18. How compatible is service design? 18 Lean startup Service design ‘Product-in-a-vacuum’ A holistic understanding of a product in the context of a service, and its associated ecosystem vs.
- 19. How compatible is service design? 19 Lean startup Service design Solution-focused – Getting as quickly as possible through ‘Build-Measure-Learn’ to arrive at ‘Product fit’ and grow rapidly Problem-focused – Fully grasping the context of a product (customer empathy, explicit+latent needs, insights, opportunities, possible solutions) before moving towards concepts vs.
- 20. How compatible is service design? 20 Lean startup Service design Establishing an MVP product – Aiming early on to satisfy only the basic requirements and gain traction to scale up before the runway ends Establishing a service – That is useful, useable, desirable, efficient and effective (from day one) vs.
- 21. How compatible is service design? 21 Lean startup Service design Early focus on a niche target group of ‘earlyvangelists’ A target customer group that is representational of the mature service (personas) vs.
- 22. How compatible is service design? 22 Loveable Useable Valuable Feasible minimal viable product
- 23. How compatible is service design? 23 Loveable Useable Valuable Feasible minimal loveable service
- 24. How compatible is service design? 24 Observing What customers say What customers do Measuring Startup research methods Surveys A/B testing Competitor analysis Market research Direct observational research Data and stats analysis Purchase intent Landing page experiment Customer development 1-on-1 interviews
- 25. How compatible is service design? 25 Observing What customers say What customers do Measuring 1-on-1 interviews Participatory design/Co-creation Focus group Expert reviewClosed online research community Surveys Data mining Structure testing (card sort, tree test) A/B testing Process mining Online usability research Competitor analysis Indirect observational research (e.g. eye-tracking) Field research Persona research Diary study UX monitoring Customer service analysis Customer reviews analysis Market research Direct observational research Accessibility research Accessibility check Data and stats analysis Customer Intelligence analysis Benchmarking Service design research methods
- 26. 26 2 The potential (and challenges) of start-ups for service designers
- 27. Five tips for working with start-ups 27 service designer design thinker cx strategist i’m just here to help!1. Be a chameleon
- 28. Five tips for working with start-ups phases touchpoints needs interactions 1. Be a chameleon 2. Create a ‘service ecosystem’
- 29. Five tips for working with start-ups 29 1. Be a chameleon 2. Create a ‘service ecosystem’ 3. Get comfortable with canvases business model canvas lean service creation platform design toolkit value proposition canvas service perspective for innovation canvas* *shameless self-promotion
- 30. Five tips for working with start-ups 30 1. Be a chameleon 2. Create a ‘service ecosystem’ 3. Get comfortable with canvases 4. Push the service perspective touchpoints channels time user-focus
- 31. Five tips for working with start-ups 31 1. Be a chameleon 2. Create a ‘service ecosystem’ 3. Get comfortable with canvases 4. Push the service perspective 5. Learn the start-up language ? We’ve got six more months of runway
- 33. 33 Recommended reading Service design “This is Service Design Methods” (Stickdorn et al) ”This is Service Design Doing” (Stickdorn et al) “Sprint” (Knapp et al) “Customer-Driven Transformation” (Heapy et al) “Designing the Invisible” (Penin) - Resources of the Service Design Network
- 34. 34 Recommended reading Innovation, Business Modelling, Startup Techniques “The Innovator’s Dilemma” (Christensen) “Blitzscaling” (Hoffman et al) “How Stella Saved the Farm” (Govinarajan et al) “The Ten Faces of Innovation” (Kelley) “Design a Better Business” (van der Pijl et al) “Scaling Lean”, “Running Lean” (Maurya) “Zero to One” (Thiel) “The Corporate Startup” (Viki et al)