kisd conference / bringing service design in-house

Service Design Berlin

K I S D / M AY 1 8 , 2 0 1 5

Bringing Service Design In-HouseManuel Großmann & Martin Jordan

Who are we to talk about this topic?

Katrin PhD Candidate, University of Potsdam

Olga Business Consultant, Fuxblau

Mauro Designer, SAP

Manuel Service Designer, Fuxblau

Martin Designer, Nokia

Two aspects of bringing service design in-house Learning & teaching

C O N T E N T

W H Y Reasons to bring service design in-house !W H E N Occasions !H O W Formats !W H AT Content to teach and train !3 M AG I C I N G R E D I E N T S !F U T U R E O F L E A R N I N G ? !TA K E AWAY S

Why Relevance

W H Y

Why do companies seek external help?

Need for inspiration

Lack of knowledge and skills

Need for additional (wo)manpower

When Occasions

W H E N

Two ways of bringing service design in-house

Goal: Enabling staff to solve service-design related challenges by themselves

Goal: Completing tasks by external professionals when internal resources or expertise are limited

P R OJ E C T- B A S E D W O R K T R A I N I N G S

B A S I C S

Photo by Flickr user: Brian (Ziggy) Liloia

You wouldn’t expect to learn woodworking in a day. Why should service design be any different?

B A S I C S

In order to master service design (like many other skills) two things are needed:

understanding of what it is and how it works

practise, practise, practise

How Formats

Bringing Service Design in-house Through project- based support

P R OJ E C T- B A S E D S U P P O R T

When is a good time for project-based support?

Design Council (2005): The Design Process, http://www.designcouncil.org.uk/news-opinion/design-process-what-double-diamond

Discover Define Develop Deliver

brief

conce

pt

revi

ew

feasi

bility

revi

ew

The (traditional) agency model is an outdated model

P R OJ E C T- B A S E D S U P P O R T

Call for help / Brief

Work by the agency

Presentation & handover of documentation

P R OJ E C T- B A S E D S U P P O R T

Weaknesses of the (traditional) agency model

Lack of knowledge transfer

Lack of internal insights (stakeholder & their needs)

Lack of internal buy-in (not invented here)

Lack of impact

P R OJ E C T- B A S E D S U P P O R T

An integrated model

F O R M AT • external consultants run the project • client’s team members join crucial parts of the

process or entire process (e.g. user research, creation of personas, blueprints…)

C O N S • takes extra time on both sides:

internal & external

P R O S • in-house team members can

observe, engage and learn • in-house team members

understand the value of certain tools & approaches

P R OJ E C T- B A S E D S U P P O R T

Approaches for project-based support

Contractor, hired by marketing team

Partner, hired by design, product / service dev team

Gets job done as tasked Evolves focus along the way

Works independently after receiving brief

Work co-located w/ designers & researchers of client

Delivers final documentation

Delivers actionable tools & knowledge

Expertise stays in agency

Expertise is exchanged between agency & client

T R A D I T I O N A L I N T E G R AT E D

“As a client we are very involved. The agencies aren’t used to that. Some have a problem with it. We don’t work with these any longer.”

— A N A P E S S A N H A , Senior Design & User Researcher, Nokia

is controlled by company constantly

gets guidance that leads to meaningful outcomes

spends extra time through co-location

creates co-ownership of client team member

has less freedom in working process

focusses on topics of importance & relevance

needs to cater for special stakeholders

gets heard by key stakeholders

is tasked to create more artefacts

creates tools that are actively used by people afterwards

P R OJ E C T- B A S E D S U P P O R T

Pains and gains for the agency

PA I N S G A I N S

P R OJ E C T- B A S E D S U P P O R T

Example deliverables of research project

Final documentation / presentation / report

P R E V I O U S LY

N O W

Workshops Videos

User journeys

Posters

Cards with findings

P R OJ E C T- B A S E D S U P P O R T

Tips for an integrated model (for clients)

Client employees need to partake in parts of the process

Results should be summarised as workshops, not presentations

Embrace collaboration & co-location

Bringing Service Design in-house Through trainings

T R A I N I N G S

Three approaches for trainings

I N T E N S I V E W O R K S H O P

I N T E G R AT E D W O R K S H O P S

W O R K S H O P & C O N S U LT I N G

I N T E N S I V E W O R K S H O P

Intensive WorkshopsT R A I N I N G S

F O R M AT • length of 1–5 days • Mix of theoretical input and workshop modules

during which participants apply new tools and methods

C O N S • very hard to integrate into

regular work schedule • not very sustainable • missing link between training &

work environment

P R O S • everything can be done within

one session • high level of focus

Intensive WorkshopsT R A I N I N G S

T I M E

LE

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I N T E G R AT E D W O R K S H O P S

Integrated WorkshopsT R A I N I N G S

F O R M AT • several 2-hour session spread out over 1–2 weeks • Mix of theoretical input and workshop modules

during which participants apply new tools and methods

• 1 tool/method per session

C O N S • potentially more expensive • overall time for training is limited

P R O S • very easy to integrate into

regular work schedule • easier to train larger groups • more time to digest the

input

Integrated WorkshopsT R A I N I N G S

T I M E

LE

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L O

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UP

PO

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“The format of short two-hour session throughout a week allowed us to train a larger team because all were able to spare some time every day. It also showed us that small work packages can be finished within a very short time.”

— I N G A B E R G E N , CEO, Welldoo

W O R K S H O P & C O N S U LT I N G

Workshop & ConsultingT R A I N I N G S

C O N S • potentially more expensive

(more time & extra travel costs) • timing is relevant

P R O S • very effective in terms of

translating the input into the real context

F O R M AT • Mix of theoretical input and workshop modules

during which participants apply new tools and methods upfront

• Consulting sessions afterwards (spread over several weeks) to help participants apply the knowledge within real projects over a period of time

T R A I N I N G S

Workshop & Consulting

T I M E

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“The initial workshop creates a wow moment. It’s creates a new perspective. The following consulting allows a transfer into practise. What is more it keeps up the awareness for the tools and methods.”

— A D A M L A W R E N C E , Co-founder, Work Play Experience

What Content

Content for service design trainings

•user research •personas •scenarios & user journeys •prototyping & testing

T R A I N I N G S

•service blueprint •business model canvas •stakeholder map

B A S I C : U S E R - C E N T E R E D D E S I G N

A D VA N C E D : S E R V I C E S Y S T E M S

Choosing a challengeT R A I N I N G S

R E L AT E D T O R E A L W O R K

A R T I F I C I A L / I N D E P E N D E N T

! P R O S • high relevance • apply in real work context !!

! P R O S • focus on tools & methods • willingness to experiment • user research & prototyping can

be easier ! CONS

• hard to abstract • pressure to solve problem • experimentation can be

hindered

! C O N S • hard to translate into

real work context • relevance is unclear

What & How The 3 magic ingredients

#1 Atmosphere

Setting a mood for learningM AG I C I N G R E D I E N T S

C R A Z I N E S S crazy atmosphere supports outside of the box thinking

T E A M S P I R I T facilitation and creating an environment for learning is key

“Anyone who tried to make a distinction between education and entertainment doesn’t know the first thing about either.”

— M A R S H A L L M C L U H A N , Philosopher of communication theory

#2 Artefacts

Expand the impact through artefactsA R T E FAC T S

I N T R A I N I N G S • method cards • templates • booklets

I N P R O J E C T- B A S E D S U P P O R T • printouts of deliverables

P R O S • easy to access • always present

F O R M AT • physical artefacts

P R O S • helps stakeholders to

present their work • showcase results in coffee

breaks

Expanding the time for supportA R T E FAC T S

T I M E

LE

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UP

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artefacts left behind

“We pinned print-outs of personas, user journeys and a service blueprint to the hallway wall. This helped a great deal to communicate to others what were working on.”

— M A R C P I R S I N G , Head of Commercial Service Center, Bayer Business Services

#3 Timing

The moment of the collaboration is crucial

• e.g. if team works with scrum, training should be adapted to sprints

!• collaboration should start at the right time within the

bigger context (or project timeline)

T I M I N G & I N T E G R AT I O N

The future of learning service design An outlook

Traditional learning modelT H E F U T U R E O F S E R V I C E D E S I G N T E A C H I N G

L E A R N I N G B A S I C S with the help of a pro

A P P LY I N G T H E K N O W L E D G E by yourself

Flipped classroom modelT H E F U T U R E O F S E R V I C E D E S I G N T E A C H I N G

L E A R N I N G B A S I C S by yourself

A P P LY I N G T H E K N O W L E D G E with the help of a pro

B A S I C S

“Practise makes perfect”

Photo by Flickr user: Brian (Ziggy) Liloia

Takeaways

M A I N TA K E AWAY

P R OJ E C T- B A S E D W O R K T R A I N I N G S

Two complementary approaches

5 tips for successful service design learning

When hiring outside experts, remember:5 T I P S

Don’t expect to learn service design within a day

Demand a collaborative learning model

Ask for a mix of theoretical input & time to apply the knowledge

Make sure you have enough time to test the learned method & tools before your collaboration ends

Pay special attention to when a training starts

5 tips for successful service design teaching

When you plan your training, consider:5 T I P S

Your business development team needs to understand the process

Always aim for a collaborative model

Offer a mix of trainings and consulting which is stretched over a longer period of time for high impact

Pay special attention to the atmosphere itself in which learning happens

Plan your deliverables as artefacts to leave something behind

Your thoughts, please!

Want to learn more?

Nov 13–14, 2015 Berlin / Germany www.serviceexperiencecamp.de

Interactive conference for Service Innovators

Thanks for joining!

servicedesignberlin.de

@SD_Berlin

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Icons by Lil Squid, Edward Boatman, Gonzalo Bravo, Jeremy J Bristol, Attilio Baghino, Lorena Salagre, DesignNex, Nicholas Menghini, Joe Richardson, Guvnor Co, Mourad Mokrane, Hadi Davodpour, iconsmind.com, Luis Prado, Erwin Supriyatna, Jens Tärning