Add an eventService Design 2012 schedule
Friday 4th May 2012
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Value networks
This presentation shines the light on what’s missing in turning A customer experience vision into tangible business value. How do you use all that is good and useful from typical customer experience approaches? How do you add commercial rigour and the hard core analytics in a way that one competency doesn’t dominate the other? What is the secret in bringing together the skills and perspectives that result in a great customer experience and an equally great commercial outcome?
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Transcending transactional spaces: Incorporating memorable experiences into design
by Alex Ritchie
As Daniel Pink writes in A Whole New Mind, “Abundance has satisfied, and even oversatisfied, the material needs of millions—boosting the significance of beauty and emotion and accelerating individuals search for meaning.” As more of our basic needs are met, we increasingly expect sophisticated experiences that are emotionally satisfying and meaningful.
Robbie Robertson, director of Australian experience design consultancy e2, will articulate how service organisations can use design thinking as a tool for imagining these experiences and giving them a desirable form.
Professional services are largely transactional, logical, risk mitigating, fiscal; and highly competitive. Advantage in this sector is often marginal, largely based on brand, services and products. Bit boring really for all concerned, particularly consumers.
Consumers are people. People who are emotional. They seek experiences that leave them with pleasant memories. Services are exactly the kinds of human-centered activities in which design thinking can make a decisive difference. Memorable experiences are difficult to replicate by competitors and, when positive, are exceptional differentiators.
Robbie’s contribution to Service Design 2012 is not so much a presentation, but rather a re-introduction and connection to our senses and how they affect our experience of the world.
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Communicating, prototyping and adopting ReachOut.com’s future service strategy
by Penny Hagen and Kitty Rahilly
In this presentation we describe the activities and tools used to communicate, prototype and enable the adoption of the future service strategy for the Inspire Foundation’s flagship service, ReachOut.com.
The Inspire Foundation is a not-for-profit organisation that aims to prevent youth suicide by improving young people’s mental health and wellbeing. An in-depth evaluation of the existing ReachOut.com service over 2010/11 suggested a major shift in the focus of the service was necessary to better reach young people experiencing mental health issues. The new service strategy required us to reconceptualise our service from being “the ReachOut.com website” to being one that existed and was delivered over a diverse range of touchpoints (e.g. Facebook, Big Day Out, schools, bus stops etc), in much more diverse formats and to a much more diverse audience. This was a significant change to the core function of the service with a major impact on those responsible for service delivery, particularly content and campaign development. Our presentation will share the tools, activities and methods we used to communicate the service strategy effectively to external stakeholders and enable the strategy to be understood, prototyped and adopted by the staff and young people who would be tasked with implementing it.
We’ll share how we adapted existing service design methods such as user journey maps to incorporate mental health program objectives and measures and developed new tools and activities such as spatial touch point mapping, issue word clouds and content prototyping to immerse staff in the new service strategy and allow them to experiment with the impact on service delivery. We will also reflect on the success of these tools to date in supporting and enabling implementation.
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Public sector design: Driving internal and external change one step at a time
by Mel Edwards and Justin Barrie
Service Design in the public sector is gaining traction but the renewed language of innovation and the track record of the public sector (sometimes) talking a lot and doing little means Service Design and Designers risk being lost in the ongoing discussions about methodology and capability instead of doing what they do best – making a difference to and for people.
In this presentation, Mel Edwards and Justin Barrie from DMA use examples of public sector service design to highlight how Service Designers are making a difference at the different levels and scales of complex organisational change processes – sometimes at a significant distance from what we’d normally consider a traditional service focus.
Mel and Justin will discuss:
- Why public sector service design is important and what opportunities ‘making a difference at different levels and scale’ can present
- How this ‘difference’ can be achieved, for example by:
- Mapping a complex user experience through a rapid research exercise ultimately intended to improve both internal process and government policy
- Representing customer experience from a service design perspective utillised by multiple projects over time to draw on and shape different service and legislated outcomes
- Visualising organizational capabilities to enable an Executive to make decisions that ultimately shape the ability of an agency to deliver services to citizens
- Expanding the understanding of a connector agency on how a process they provide to other departments/agencies is part of a boarder citizen service experience
- What the future is for public sector design and how it is linked to the growing discussion around innovation
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Blended design teams: from clients and consultants to co-workers
by Harriet Wakelam, Owen Hodda and Zaana Howard
The problems design teams are being asked to tackle are becoming increasingly complex. In this environment it is unlikely one agency, team or consultancy holds all of the breadth or depth of skills required to solve these problems alone.
As a result, design is increasingly being carried out in ‘blended’ teams where clients and consultants become co-workers. Our presentation tells the story of a blended design team comprising a National Australia Bank (NAB) internal design team, product team, architects and more, working with an external consultancy, Deloitte; brought together to evaluate the customer experience of the new NAB retail stores.
To work effectively in a multi-channel environment, team members needed to rapidly develop a cohesive approach that blended the strengths of their combined skills to understand design intent, experience, style, corporate requirements and artefacts. Challenges included:
- developing shared meanings,a common language and a shared culture
- negotiating roles and trust
- developing a consistent approach
- deciding on methodology and tools that met all parties’ required outcomes
- overcoming initial issues of professional pride between organisations of ‘who does it best?’
By utilising the combined strengths of the blended team a standard testing engagement was transformed into a strategic design process which delivered a holistic view of a new service and product proposal. From the context of this project, the realities of what worked, what didn’t and the opportunities for blending design teams will be discussed. In addition, the impact on the project, individual design teams, and their respective organisations for this co-working arrangement will be presented. The project provided tangible evidence of the power of design thinking; given credibility not through the expertise of an internal or external design team but through both high performing organisations supporting new approaches to design innovation in the form of a blended design team.
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How to teach yourself service design: Three years of lessons learnt
A couple of years ago we decided that our vision at Optimal Usability was to help transform New Zealand organisations into providers of world-class customer experiences. We quickly came to the conclusion that world-class experience is almost always across channels, and while we had done lots of projects with different channels, very few were about researching and designing the end-to-end experience.
This was about the same time that service design was gaining some currency as an umbrella term for cross-channel customer experience.
We figured that we really needed to bone up on what service design was, and how it applied to what we did. The resulting journey took us 3 years and we discovered a lot about how to “learn service design”. Some innovative approaches included spending 3 months doing service design on ourselves, interviewing CEOs of service design companies and conducting internal knowledge sharing sessions.
In this presentation I’ll share our journey, our lessons and our mistakes; and give you some ideas that you can try.
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The value of consciously designed services
by Iain Barker
We can get caught up in researching, designing and launching services, and totally forget the impact the conscious design of services is having on real people. Let this cease!
Using stories from Australia and around the world, this talk provides tangible examples of the impact service design is having on customers, staff and organisations in a range of different sectors.