This Is Service Design Doing. Applying Service Design Thinking in the Real World

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• Hello There! Preface
  • Where we come from: This books predecessor
  • Why this book is necessary
  • Who should read this book
  • Who we are
  • Who is allowed to write this kind of book?
  • How to co-create a book
• 1. Why Service Design?
  • What Do Customers 1 Want?
  • The Challenges for Organizations
    • Empowered customers
    • Silos
    • The need for innovation
    • Organizations are reacting
  • Why A Service Design Approach?
• 2. What is Service Design?
  • Defining Service Design
    • Other names
  • Different Views
    • Service design as a mindset
    • Service design as a process
    • Service design as a toolset
    • Service design as a cross-disciplinary language
    • Service design as a management approach
  • Origins and Progress
  • What Service Design Isnt
    • It is not simply aesthetics or putting lipstick on a pig
    • It is not simply customer service
    • It is not simply service recovery
  • The Principles of Service Design, Revisited
    • The original
    • The new
      • The evolution of the principles of service design
• 3. Basic Service Design Tools
  • Tools vs. Methods
  • Research Data
  • Personas
    • A Portrait image
    • B Name
    • C Demographics
    • D Quote
    • E Mood images
    • F Description
    • G Statistics
  • Journey Maps
    • A Main actor
    • B Stages
    • C Steps
    • D Storyboards
    • E Emotional journeys
    • F Channels
    • G Stakeholders
    • H Dramatic arc
    • I Backstage processes
    • J What if?
      • Job to be done
      • Conversion funnel
      • Qualitative research data
      • Quantitative research data
      • Custom lanes
    • A typology of journey maps
      • 1. Reliability: Assumption-based vs. research-based journey maps
      • 2. State of journey map: Current-state vs. future-state journey maps
      • 3. Main actor/perspective: Customer vs. employee journey maps
      • 4. Scope and scale: High-level vs. detailed journey maps
      • 5. Focus: Product-centered vs. experience-centered journey maps
      • 6. Lanes and level of depth: Adding various lanes in journey maps
    • Service blueprint
      • A Physical evidences
      • B Customer actions
      • C Line of interaction
      • D Frontstage actions
      • E Line of visibility
      • F Backstage actions
      • G Line of internal interactions
      • H Support processes
      • I Custom perspectives/lines/lanes
  • System Maps
    • Stakeholder maps
    • Value network maps
    • Ecosystem maps
    • Stakeholder maps
      • 1 Sectors
      • 2 Stakeholders
      • 3 Relationships
    • Value network maps
      • 1 Sectors
      • 2 Stakeholders
      • 3 Value exchanges
    • Ecosystem maps
      • 1 Sectors
      • 2 Actors
      • 3 Relationships or value exchanges
  • Service Prototypes
    • Purpose
    • Prototyping questions
    • Fidelity
    • Context and audience
    • Methods
    • Prototypes of (inter)actions, service processes, and experiences
      • A Actors
      • B Props
      • C Stage
      • D Service story, (inter)action, and dialogue
      • E Subject matter content
    • Prototypes of physical objects
      • A Function
      • B Form
      • C Size and scale
      • D Materials (and tools)
    • Prototypes of environments, spaces, and architecture
      • A Layout and space
      • B Form
      • C Function
      • D Size and scale
      • E Materials (and tools)
    • Prototypes of digital artifacts and software
      • A Display
      • B Screens
      • C Interaction elements
      • D Content elements
      • E Structure and flow
      • F Function
      • G Look and feel/graphical elements
      • H Media and prototyping environment
    • Prototypes of ecosystems and business value
  • Business Model Canvas
    • 1 Value propositions
    • 2 Customer segments
    • 3 Channels
    • 4 Customer relationships
    • 5 Key activities
    • 6 Key resources
    • 7 Key partners
    • 8 Cost structure
    • 9 Revenue streams
• 4. The Core Activities of Service Design
  • In Search of a Process for Designing a Service
  • Core Patterns in the Design Process
    • Divergent and convergent thinking and doing
    • Make sure you are solving the right problem before solving the problem right
    • All design processes are alike... different
  • Introducing the Core Activities of the Tisdd Service Design Framework
• 5. Research
  • Move Beyond Assumptions
  • The Process of Service Design Research
    • Research scope and research question
      • Exploratory research vs. confirmatory research
      • Research into existing services and physical or digital products vs. new ideas/concepts
    • Research planning
      • Research loops
      • Sample selection
      • Research context
      • Sample size
    • Data collection
      • Research methods
      • Method triangulation
      • Data triangulation
      • Researcher triangulation
      • Indexing
    • Data visualization, synthesis, and analysis
      • Visualizing data
      • Peer review and co-creation
      • Codifying data
    • Using research outcomes
  • Methods
  • Methods of Data Collection
    • Desk Research Preparatory Research
    • Desk Research Secondary Research
    • Self-Ethnographic Approach Autoethnography
    • Self-Ethnographic Approach Online ethnography
    • Participant Approach Participant observation
    • Participant Approach Contextual interview
    • Participant Approach In-depth interview
    • Participant Approach Focus groups
    • Non-Participant Approach Non-participant observation
    • Non-Participant Approach Mobile ethnography
    • Non-Participant Approach Cultural probes
    • Co-Creative Workshop Co-creating personas
    • Co-Creative Workshop Co-creating journey maps
    • Co-Creative Workshop Co-creating system maps
  • Methods of Data Visualization, Synthesis, and Analysis
    • Building a research wall
    • Creating personas
    • Mapping journeys
    • Mapping systems
    • Developing key insights
    • Generating jobs-to-be-done insights
    • Writing user stories
    • Compiling research reports
  • Cases
    • Case: Applying Ethnography To Gain Actionable Insights
      • Zahlhilfe program: An intersectoral cooperation to prevent electricity cutoffs
        • The challenge
        • Project objectives
        • Our project process: From briefing to evaluation in six phases
        • Systematic approach: A guarantee for accountability, a basis for decision making
        • Results
    • Key Takeaways
    • Case: Using Qualitative and Quantitative Research in Service Design
      • Policy Lab Work & Health Project
        • The problem
        • The approach
        • The insights
        • Idea generation
        • Scaling
        • Lessons learned
    • KEY TAKEAWAYS
    • Case: Developing and Using Valuable Personas
      • Met Office app: A goal-based persona case study
        • What do we need to understand?
        • Step 1: Use what you have what do we know already?
        • Step 2: Distilling data into value curves
        • Step 3: Testing assumptions through card sorting
        • Step 4: Value curve trend analysis
        • Step 5: Affinity mapping exercise
        • Step 6: Persona development workshop
        • Step 7: Sharing
        • Step 8: Ongoing iteration
        • Learnings and next steps
    • Key Takeaways
    • Case: Illustrating Research Data With Journey Maps
      • Promoting youth mental health: The impact of mapping the journey
        • The challenge
        • Journey mapping workshop
        • Journey map visualization
        • Journey map outcome
        • Impact
    • Key Takeaways
    • Case: Current-State (as-is) and Future-State (to-be) Journey Mapping
      • The bigger picture: Projects building up to more long-term and strategic value
        • Introduction
        • Customer journey maps illustrating as-is and to-be service experiences 56
        • Systematic approach generating progressive deliverables
        • From customer journeys to customer life cycles
    • Key Takeaways
• 6. Ideation
  • Where Ideas Come From
  • Ideas
  • Decisions
  • The Process of Ideation
    • Planning ideation
      • A Starting point/scope
      • B Immersion and inspiration
      • C Split the challenge
      • D Select contributors
      • E Method selection
      • F Plan ideation loops
      • G Set stopping criteria
      • H Fix outputs
    • Idea generation
      • Briefing and inspiring participants
      • Method selection
      • Managing energy
    • Idea selection
      • The groan zone
      • Physical context of decisions
      • Agreeing to decide and selecting methods
    • Documentation
  • Methods
  • Ideation Methods
    • Pre-Ideation Slicing the elephant and splitting the ideation challenge
    • Pre-Ideation Ideas from journey mapping
    • Pre-Ideation Ideas from system mapping
    • Pre-Ideation How might we ? questions from insights and user stories
    • Generating Many Ideas Brainstorming and brainwriting
    • Generating Many Ideas 10 plus 10
    • Adding Depth and Diversity Bodystorming
    • Adding Depth and Diversity Using cards and checklists
    • Adding Depth and Diversity Ideation based on analogies and association
    • Understanding, Clustering, and Ranking Options Octopus clustering
    • Understanding, Clustering, and Ranking Options Benny Hill sorting (Thirty-Five)
    • Understanding, Clustering, and Ranking Options Idea portfolio
    • Understanding, Clustering, and Ranking Options Decision matrix
    • Reducing Options Quick voting methods
    • Reducing Options Physical commitment
  • Cases
    • Case: Opening the Design Studio to Your Customers
      • KLM cares: Developing ideas through co-creation with customers
        • Service Design Studio
        • Design as the language
        • Conclusion
    • Key Takeaways
    • Case: Co-Design With Hybrid Methods
      • From vision to reality in 90 days
        • Project background
        • The people and the design brief
        • From understanding to creating: Service design tools out in the wild
        • The solution
        • Making it a reality
    • Key Takeaways
    • Case: Building on Solid Research
      • Creating digital tools for mental health and employment support in the UK
        • Phases of research
        • Key tools and processes
        • Looking ahead
    • Key Takeaways
    • Case: Mixed-Method Ideation
      • Opportunities for innovation in patient experience
        • Uncovering opportunities
        • Ideas to prototypes
        • A long-term vision and action
    • Key Takeaways
    • Case: Supporting Creativity With Trigger Visuals
      • Using customer journey mapping to understand cookstove users in Kenya
        • The overall ideation process
        • The CJM as a communication tool for stakeholders
    • Key Takeaways
• 7. Prototyping
  • Reducing Uncertainty
  • The Process of Service Prototyping
    • Introducing an actionable framework for service prototyping
    • Decide on the purpose
      • Prototyping to explore
      • Prototyping to evaluate
      • Prototyping to communicate and present
    • Decide on your prototyping questions
      • Start with a value prototype
      • Assess idea and project context
      • Iterate
    • Assess what to make or build
    • Planning prototyping
      • Audience
        • Roles in the team
        • Fidelity
        • Prototyping context
        • Prototyping loops
        • Multitracking
        • Method selection
    • Running prototyping sessions
    • Data synthesis and analysis
    • Visualizing prototyping data
  • Methods
  • Prototyping Methods
    • Prototyping Service Processes and Experiences Investigative rehearsal
    • Prototyping Service Processes and Experiences Subtext
    • Prototyping Service Processes and Experiences Desktop walkthrough
    • Prototyping Physical Objects and Environments Cardboard prototyping
    • Prototyping Digital Artifacts and Software Rehearsing digital services
    • Prototyping Digital Artifacts and Software Paper prototyping
    • Prototyping Digital Artifacts and Software Interactive click modeling
    • Prototyping Digital Artifacts and Software Wireframing
    • Prototyping Ecosystems and Business Value Service advertisement
    • Prototyping Ecosystems and Business Value Desktop system mapping (a.k.a. Business Origami)
    • Prototyping Ecosystems and Business Value Business Model Canvas
    • General Method Mood boards
    • General Methods Sketching
    • General Methods Wizard of Oz approaches
  • Cases
    • Case: Enabling Effective Co-Creation Through Prototyping Minimum Viable Solutions and Contextual Mock-Ups
      • Innovation on the shop floor: How to demonstrate the value of design thinking to a manufacturing organization
        • Crafting a design thinking strategy and proving it in reality
        • From need finding to prototyping: Finding opportunities beyond the obvious and prototyping in design thinking
        • Prototyping: Making things tangible on the shop floor
        • Learnings
    • Key Takeaways
    • Case: Using Prototyping and Co-Creation to Create Ownership and Close Collaboration
      • Reducing the waiting time for breast cancer patients
        • Service thinking and co-creation
        • The new Breast Diagnostics Centre (BDS)
    • Key Takeaways
    • Case: Enabling Staff and Stakeholders to Prototype for Continuous Evolution
      • Infinite prototyping
        • Complex services need evolutionary improvements
        • Collaborative insights
        • Staff taking over the prototypes
        • Scaling the prototypes
    • Key Takeaways
    • Case: Minimum Lovable Products, Living Prototypes, and High-Fidelity Sketching In Code
      • ATO Partner Space case study
        • Building a team of stakeholders
        • Creating a minimum lovable product
        • Spreading the service design practice
    • Key Takeaways
    • Case: Using Role-Plays and Simulations in Large-Scale 1:1 Prototypes
      • Prototyping at scale: Redesigning Lufthansas business class experience
        • Learning by doing
        • Designing the personal experience
        • Prototyping, at scale
        • Building for buy-in
    • Key Takeaways
    • Case: Using Multifaceted Prototyping to Create and Iterate Business and Service Models
      • Multifaceted prototype evolution over time
        • How can we assure proper system installation?
        • What is the business model behind this?
        • Side effects of our pilot research
        • Evolution of the business
    • Key Takeaways
• 8. Implementation
  • The Sharp End of Service Design
  • From Prototype to Production
    • What is implementation?
    • Planning for human-centered implementation
    • Four fields of implementation
  • Service Design and Change Management
    • Design involves desired behavior
    • Know how people change
      • Be change
      • You cant change people: Set up the context for change instead
    • Understanding what will change
    • Beliefs and emotions
      • 1 Use a human-centered and stakeholder-focused approach
      • 2 Participation and co-creation
      • 3 (Visual) storytelling
  • Service Design and Software Development
    • How to create and maintain a meaningful development backlog
    • Basic factors
      • Agile
      • Lean
      • Minimum viable product
      • Early user feedback
      • Tracer bullet development
      • Technical hygiene factors
    • Implementation
      • Preparation
      • Idea wall
      • Research
      • Ideation and mini-sprint
      • Software prototyping
      • Build and implement
      • Release
      • Making the change
  • Service Design and Product Management
    • Imagination phase
    • Definition phase
    • Realization phase
    • Support/use phase
      • 1 Market introduction
      • 2 Market growth
      • 3 Market maturity
      • 4 Market decline
      • 5 Support
        • Retirement/disposal phase
        • The role of services for product management
  • Service Design and Architecture
    • Stage 1: Mindset change
    • Stage 2: Needs assessment
    • Stage 3: Creation
    • Stage 4: Testing
    • Stage 5: Building
    • Stage 6: Monitoring
    • On the other side: What can service design learn from architecture?
  • Cases
    • Case: Empowering Employees for Sustainable Implementation of a Service Design Project
      • Best ride there is! How to create and maintain a perfect customer experience
        • Initial situation: A healthy company with tradition
        • Design challenge and project goals
        • The agencys approach: A classic service design process
        • How implementation worked in detail
        • Talking to the employees
        • Measurable results after employee training
        • Key insights and learnings
        • Gaining internal pride for the results
        • Team emotions as driving factor
    • Key Takeaways
    • Case: Implementing Service Design to Create Experiences, Momentum, and Results In sales
      • Transforming customer and seller experience
        • The challenge of increased complexity
        • Creating memorable wow experiences
        • Implementing small steps to build momentum and results
    • Key Takeaways
    • Case: Implementing Service Design in a Software Startup
      • From canvas to reality
        • Starting a business with service design in its DNA
        • Starting bootstrapped
        • Developing our business model
        • Selling alpha and beta access
        • Building a community
        • Iterating product and pricing
        • Connecting features with pricing in plans
        • Growth
        • Lessons learned
    • Key Takeaways
    • Case: Creating Measurable Business Impact Through Piloting and Implementing Service Design Projects
      • Creating a vision for the future: Sustainable, high-quality care for the elderly
        • The agency approach: The first phase is always understand
        • Developing and testing new approaches
        • A future-proof plan with immediate benefits
    • Key Takeaways
• 9. Service Design Process and Management
  • Managing Iterations
  • Understanding the Service Design Process: a Fast-Forward Example
    • Planning and preparation
    • Research 11
    • Ideation 25
    • Prototyping 34
    • Implementation 41
  • Planning for a Service Design Process
    • Brief: Purpose, scope, and context
    • Preparatory research
      • Data collection for planning
      • Assessment of potential development directions
    • Project team and stakeholders
      • Core project team
      • Extended project team
    • Structure: Project, iterations, and activities
      • Breaking up your project
      • Planned iterations
      • Planning core activities
      • Plan for research
      • Plan for ideation
      • Plan for prototyping
      • Plan for implementation
    • Multitracking
    • Project phases and milestones
      • Identify and map project phases
      • Set outputs and milestones
    • Outputs and outcomes
      • Going beyond the tangible
      • Flow of project knowledge, ideas, and insights
    • Documentation
      • Document your process and decisions
      • Document your tangible outputs
      • Keep the documentation accessible
      • Documenting the intangible outcomes
    • Budgeting
    • Mindsets, principles, and style
  • Managing The Service Design Process
    • Iteration planning
    • Iteration management
      • Manage focus between big picture and details
      • Manage problem and solution
      • Day-to-day project management
      • Onboarding and communicating with co-creators
    • Iteration review
      • Content reviews
      • Team retrospectives
  • Examples: Process Templates
  • Cases
    • Case: Creating Repeatable Processes to Continually Improve Services and Experiences at Massive Scale
      • Continual improvement of the Olympic spectator experience (when you know it wont be right on day one)
        • 1 Listen
        • Qualitative and quantitative
        • 2 Learn
        • Daily report
        • 3 Act
        • Prototype early
        • 4 Improve
    • Key Takeaways
    • Case: Managing Strategic Design Projects
      • Vodafone: Retail meets service design
        • Key challenge
        • Prototyping methods
        • Redesigned store
    • Key Takeaways
    • Case: Using a Five-Day Service Design Sprint to Create a Shared Cross-Channel Strategy
      • Itaús design challenge: New brands tone of voice for digital channels
    • Key Takeaways
• 10. Facilitating Workshops
  • Why Facilitate?
  • Key Concepts of Facilitation
    • Consent
    • Status
    • Neutrality
  • Styles and Roles of Facilitation
    • Adopting a role
    • Co-facilitation
    • Can a team member be a facilitator?
  • Success Factors
    • Building the team
    • Purpose and expectations
    • Planning the work
    • Creating a safe space
      • Own the space
      • Start in familiar territory
      • Invoke authority
      • Break with routine
      • Ease in
      • Give orientation
      • Sh!tty first drafts
      • Mix activities, make a mess
      • Avoid killer words
      • Offer safety nets
      • Avoid judgment
      • Notice more and adapt
      • Fail first
    • Work modes in teams
      • One page, one pen
      • One page, many pens
      • Many pages, many pens
  • Key Facilitation Techniques
    • Warm-ups
    • Timing
    • The room
    • Tools and props
    • Visualization
    • Post it or lose it: The experts guide to sticky notes
    • Space, distance, and positioning
    • Feedback
    • Changing status
    • Doing, not talking
    • Growing as a facilitator
  • Methods
    • Three-brain warm-up
    • Color-chain warm-up
    • Warm-Up Yes, and warm-up
    • Feedback Red and green feedback
  • Cases
    • Case: The Energizing Power of the Unfamiliar
      • Redefining customer experience in the Philippines company
        • Design Studio workshops and going slide-less for the first time
        • Observations and interviews
        • Outcomes
    • Key Takeaways
    • Case: Pivot and Focus
      • Setting up and rocking the day or the room
        • Pivoting during a workshop
        • Using the right tool at the right time with the right people
        • Getting real with your clients
        • Nothing beats empathy
    • Key Takeaways
• 11. Making Space for Service Design
  • Why Have a Dedicated Space?
  • Types of Spaces
    • Mobile solutions: Kits, carts, and trucks
    • Temporary/remote: The pop-up
    • Temporary/in-house: The squat
    • Permanent/remote: The retreat or outpost
    • Permanent/in-house: The studio
  • Building the Space
    • Space
      • Selecting your canvas
    • Walls
    • Division of the space
    • Sound
    • Flexibility
    • Furnishing
    • Connections
    • Low and high tech
    • Inspiration
    • Scars
    • Lay out the process?
  • Space or no Space?
  • Cases
    • Case: Sending a Message in a Major Organization
      • Why space is more than just another playground
        • Introduction: From process orientation to touchable customer orientation
        • Its not just a room
        • The impact of space
    • Key Takeaways
    • Case: Sowing the Seeds of Innovation and Change
      • Spreading the co-creation culture in China
        • Facilitating innovation
        • A flexible and dynamic space
        • Creating an ecosystem
    • Key Takeaways
• 12. Embedding Service Design in Organizations
  • Getting Started
    • How to introduce service design in an organization
    • Start with small projects
    • Secure management buy-in
    • Raise awareness
    • Build up competence
    • Give room to try
  • Scaling Up
    • How to set up a service design team in an organization
    • The core service design team
    • The extended project teams
    • Choose a name that fits your culture
    • Connect with the wider service design community
  • Establishing Profiency
    • How to lead organizations that integrate service design
    • Understand the design process
    • Lead through co-creation
    • Eat your own dog food
    • Practice empathy
    • Look beyond quantitative statistics and metrics
    • Reduce fear of change and failure
    • Use customer-centric KPIs
    • Disrupt your own business
    • Make design tangible
    • Bring service design into the organizational DNA
  • Design Sprints
    • How to set up service design as an ongoing activity in an organization
    • Research 30
    • Ideation 31
    • Prototyping 32
    • Implementation 33
    • Sprints in organizations
  • Cases
    • Case: Including Service Design in Nationwide High School Curricula
      • Service design in secondary schools
        • Service design as a school subject
        • Meeting different goals
        • Implementation
        • Nationwide teacher training
        • Gaining experience
        • Prospects
    • Key Takeaways
    • Case: Introducing Service Design in a Governmental Organization
      • Unleashing creativity in an exhausted governmental organization
        • Engaging employees
        • Effects on organization
    • Key Takeaways
    • Case: Increasing National Service Design Awareness and Expertise
      • The emergence of service design in Thailand
        • Workshops
        • Training courses
        • Large company adoption
        • Creative district
    • Key Takeaways
    • Case: Integrating Service Design in a Multinational Organization
      • Redesigning Deutsche Telekom
        • The challenge
        • Our goal
        • From doing to thinking
        • Educational framework
        • Learnings
    • Key Takeaways
    • Case: Creating a Customer-Centric Culture Through Service Design
      • Toward a sustainable customer-centric organization
        • Changing the emphasis
        • Learning by doing
        • An ongoing process
        • Broad involvement
        • Phased outcomes
    • Key Takeaways
    • Case: Building Up Service Design Knowledge Across Projects
      • Working with moving targets
        • Various levels of questions
        • Various speeds for exploration
        • Working with shared online platforms
        • Various layers of deliverables
        • Additional added value across projects
    • Key Takeaways
• 13. Co-Authors
• 14. Main Authors
• A. This is Service Design Doing.
• INDEX
  • A
  • B
  • C
  • D
  • E
  • F
  • G
  • H
  • I
  • J
  • K
  • L
  • M
  • N
  • O
  • P
  • Q
  • R
  • S
  • T
  • U
  • V
  • W
  • X
  • Y
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