You often hear that doctors make the worst patients; same applies to consulting firms. Starting an internal service design offering at Booz Allen Hamilton is the utmost exercise of service design. It is all about getting to know your customer—and help frontline staff and executive leaders see the value of designing complete service interactions— ideating, prototyping, and iterating. Learn about Yisel’s experience navigating the ins and outs of creating a start-up-style, design firm at a large corporation—bruises and all! Also, how language, partnerships, and marketing strategy have helped take service design from being just a buzzword within the firm to being closer to having a seat at the table.
Access Yisel's slides here: slideshare.net/secret/LQwHZbmXKmmiz
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The conventional wisdom is that digital is the future of everything—even the future of service design. Service design professionals increasingly report that digital is the primary channel they’re working in.
The major impact of digital technologies has been to create exponential value. However, the use of software to deliver and scale human powered services, such as healthcare, has not been achieved and faces a number of critical challenges.
The next wave of technology is about to come crashing down on us, and surfing that wave are robots of all kinds, from household companions to industrial robots to self-driving vehicles and drones. These robots (who are themselves a kind of service) will infiltrate all manner of services, from taking on front-of-house duties to assembling and delivering goods.
Marc shares his story how their book This is Service Design Thinking lead to a software they used for their own service design projects and their consulting. Due to demand of their clients, “Smaply” became their first software startup in 2012, quickly followed by their second venture “ExperienceFellow” in 2013.
E-commerce in the automotive industry is virtually non-existent. It is perhaps the last large-scale industry to truly embrace a completely online shopping and buying experience.
As services grow in complexity and wicked problems surface, co-creation and participatory design approaches have emerged as powerful ways to tackle design challenges. There are standard co-creation tools out there but because the problems you’re tackling are unique, creating customized tools will set you up to get the best results.
This talk highlights the evolution of the research function at Grubhub, from the days of a small and scrappy startup to the public company you know today. When getting a business off the ground, research is typically directed towards iterative product improvement.
While behavioral economics applied to user-centered design is already increasingly seen as a valuable lens for developing solutions for consumers, the same lens turned internally—that is, on employees as end users—recognizes that the same behavioral tendencies and cognitive biases that inform our actions and decisions outside of work are also in full force from 9 to 5. This can be especially important when organizations face the balancing act between efficiency and effectiveness, where frictionless speed is sometimes emphasized (and rewarded) at the expense of the latter.
Charu Juneja is a Director of Business and Behavioral Design at the Design Institute for Health (DIH), a collaboration between the new Dell Medical School and the College of Fine Arts at the University of Texas at Austin. It is a first-of-its-kind institution, dedicated to applying design approaches to solving systemic health care challenges as an integrated part of a medical education and training program.
Designing Synchronous Health Services: Gaining Consensus and Understanding For Sustainable Living Kristin Hughes, designer and educator, works with members of at-risk communities to address complex social problems. Since no one discipline holds the ultimate solution for such problems, Kristin honed a community-engagement model of design during her 15 years of practice.
Why are service designers making so many maps these days? Customer journey maps, empathy maps, experience maps and strategy roadmaps… We make maps to draw insight, catalyze ideas, to get on the same page, and as tools for understanding complex experiences and processes. At the service layer, we are using maps to drive decisions that impact end users as well as those who deliver services.
You often hear that doctors make the worst patients; same applies to consulting firms. Starting an internal service design offering at Booz Allen Hamilton is the utmost exercise of service design.