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
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bility
revi
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The (traditional) agency model is an outdated model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
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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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UP
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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
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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