| Formatted contents note |
Contents<br/>01 WHY SERVICE DESIGN?<br/>1.1 What do customers want? 3<br/>1.2 The challenges for organizations 6<br/>1.2.1 Empowered customers 6<br/>1.2.2 Silos 7<br/>1.2.3 The need for innovation 10<br/>1.2.4 Organizations are reacting 11<br/>1.3 Why a service design approach? 14<br/>02 WHAT IS SERVICE DESIGN?<br/>2.1 Defining service design 19<br/>2.2 Different views 21<br/>2.2.1 Service design as a mindset 21<br/>2.2.2 Service design as a process 21<br/>2.2.3 Service design as a toolset 21<br/>2 .2.4 Service design as a cross-disciplinary language 22<br/>2 .2.5 Service design as a management approach 22<br/>2.3 Origins and progress 23<br/>2.4 What service design isn't 24<br/>2.4.1 It is not simply aesthetics or "putting lipstick on a pig" 24<br/>2.4.2 It is not simply "customer service" 24<br/>2.4.3 It is not simply "service recovery" 24<br/>2.5 The principles of service design, revisited 25<br/>2.5.1 The original 25<br/>2.5.2 The new 26<br/>03 BASIC SERVICE DESIGN TOOLS<br/>3.1 Research data 36<br/>3.2 Personas 41<br/>3.3 Journey maps 44<br/>3.3.1 A typology of journey maps 50<br/>3.3.2 Service blueprint 54<br/>3.4 System maps 58<br/>3.4.1 Stakeholder maps 59<br/>3 .4.2 Value network maps 62<br/>3.4.3 Ecosystem maps 62<br/>3.5 Service prototypes 65<br/>3.5.1 Prototypes of service processes and experiences 67<br/>3.5.2 Prototypes of physical objects 70<br/>3.5.3 Prototypes of environments, spaces, and architecture 71<br/>3.5.4 Prototypes of digital artifacts and software 72<br/>3 .5.5 Prototypes of ecosystems and business value 74<br/>3.6 Business Model Canvas 76<br/>04 THE CORE ACTIVITIES OF SERVICE DESIGN<br/>4.1 In search of a process for designing a service 83<br/>4.2 Core patterns in the design process 85<br/>4.2.1 Divergent and convergent thinking and doing 85<br/>4.2.2 Make sure to solve t he right problem before solving the problem right 86<br/>4.2.3 All design processes are alike ... and different 88<br/>4.3 Introducing the core activities of the TiSDD service design framework 91<br/>05 RESEARCH<br/>5.1 The process of service design research 100<br/>5.1.1 Research scope and research question 100<br/>5.1.2 Research planning 102<br/>Research loops 102<br/>Sample selection 103<br/>Research context 104<br/>Sample size 104<br/>5.1.3 Data collection 105<br/>Research methods 107<br/>Method triangulation 107<br/>Data triangulation 108<br/>Researcher triangulation 110<br/>Indexing 110<br/>5.1.4 Data visualization, synthesis, and analysis 111<br/>Visualizing data 111<br/>Peer review and co-creation 113<br/>Codifying data 113<br/>5.1.5 Using research outcomes 114<br/>5.2 Methods of data collection 117<br/>Desk research: Preparatory research 118<br/>Desk research: Secondary research 119<br/>Self-ethnographic approaches: Autoethnography 119<br/>Self-ethnographic approaches: Online ethnography 120<br/>Participant approaches: Participant observation 120<br/>Participant approaches: Contextual interview 121<br/>Participant approaches: In-depth interview 122<br/>Participant approaches: Focus groups 123<br/>Non-participant approaches: Non-participant observation 123<br/>Non-participant approaches: Mobile ethnography 124<br/>Non-participant approaches: Cultural probes 124<br/>Co-creative workshop: Creating personas 125<br/>Co-creative workshop: Journey mapping 126<br/>Co-creative workshop: System mapping 126<br/>5.3 Methods of data visualization, synthesis, and analysis 127<br/>Building a research wall 128<br/>Creating personas 128<br/>Mapping journeys 129<br/>Mapping systems 130<br/>Developing key insights 131<br/>Generating jobs-to-be-done insights 131<br/>Writing user stories 132<br/>Compiling research reports 132<br/>5.4 Cases 134<br/>5.4.1 Case: Applying ethnography to gain actionable insights 136<br/>5.4.2 Case: Using qualitative and quantitative research in service design 139<br/>5.4.3 Case: Developing and using valuable personas 142<br/>5.4.4 Case: Illustrating research data with journey maps 146<br/>5.4.5 Case: Current-state (as-is) and future-state (to-be) journey mapping 149<br/>06 IDEATION<br/>6.1 Ideas 158<br/>6.2 Decisions 160<br/>6.3 The process of ideation 163<br/>6.3.1 Planning ideation 163<br/>6.3.2 Idea generation 165<br/>6.3.3 Idea selection 167<br/>6.3.4 Documentation 169<br/>6.4 Ideation methods 177<br/>Pre-ideation: Slicing the elephant and splitting the ideation challenge 177<br/>Pre-ideation: Ideas from journey mapping 178<br/>Pre-ideation: Ideas from system mapping 179<br/>Pre-ideation: "How might we ... ?"<br/>questions from insights and user stories 179<br/>Generating many ideas: Brainstorming and brainwriting 180<br/>Generating many ideas: 10 plus 10 180<br/>Adding depth and diversity: Bodystorming 181<br/>Adding depth and diversity: Using cards and checklists 182<br/>Adding depth and diversity: Ideation based on analogies and association 182<br/>Understanding, clustering, and ranking options: Octopus clustering 183<br/>Understanding, clustering, and ranking options: Benny Hill sorting ("Thirty five") 184<br/>Understanding, clustering, and ranking options: Idea portfolio 185<br/>Understanding, clustering, and ranking options: Decision matrix 185<br/>Reducing options: Quick voting methods 186<br/>Reducing options: Physical commitment 186<br/>6.5 Cases 188<br/>6.5.1 Case: Opening the design studio to your customers 190<br/>6.5.2 Case: Co-design with hybrid methods 193<br/>6.5.3 Case: Building on solid research 196<br/>6.5.4 Case: Mixed-method ideation 200<br/>6.5.5 Case: Supporting creativity with trigger visuals 203<br/>07 PROTOTYPING<br/>7.1 The process of service prototyping 212<br/>7.1.1 Decide on the purpose 212<br/>Prototyping to explore 212<br/>Prototyoing to evoluate 213<br/>Prototyoing to communicate and present 213<br/>7.1.2 Decide on your prototyping questions 214<br/>7.1.3 Assess what to make or build 216<br/>7.1.4 Planning Prototyoing 218<br/>Audience 218<br/>Roles in the team 219<br/>Fidelity 220<br/>Prototyoing context 221<br/>Prototyoing loops 223<br/>Multitracking 224<br/>Method selection 224<br/>7.1.5 Running prototyping sessions 226<br/>7.1.6 Data synthesis and analysis 228<br/>7.1.7 Visualizing prototyping data 228<br/>7.2 Prototyping methods 231<br/>Prototyping service processes and experiences:Investigative rehearsal 232<br/>Prototyping service processes and experiences: Subtext 232<br/>Prototyping service processes and experiences: Desktop walkthrough 233<br/>Prototyping physical objects and environments: Cardboard prototyping 234<br/>Prototyping digital artifacts and software: Rehearsing digital services 235<br/>Prototyping digital artifacts and software: Paper prototyping 235<br/>Prototyping digital artifacts and software: Interactive click modeling 236<br/>Prototyping digital artifacts and software: Wireframing 236<br/>Prototyping ecosystems and business value: Service advertisement 237<br/>Prototyping ecosystems and business value: Desktop system mapping (a.k.a. Business Origami) 238<br/>Prototyping ecosystems and business value: Business Model Canvas 239<br/>General methods: Mood boards 239<br/>General methods: Sketching 240<br/>General methods: Wizard of Oz approaches 240<br/>7.3 Cases 244<br/>7.3.1 Case: Enabling effective co-creation through prototyping minimum viable solutions and contextual mock-ups 246<br/>7.3.2 Case: Using prototyping and co-creation to create ownership and close collaboration between the designers, project group, and staff 252<br/>7.3.3 Case: Enabling staff and stakeholders to prototype for continuous evolution 256<br/>7.3.4 Case: Minimum lovable products, living prototypes, and high-fidelity sketching in code 259<br/>7.3.5 Case: Using role-plays and simulations in large - scale 1:1 prototypes 252<br/>7.3.6 Case: Using multifaceted prototyping to create and iterate business and service medels 264<br/>08 IMPLEMENTATION<br/>8.1 From prototype to production 272<br/>8.1.1 What is implementation? 272<br/>8.1.2 Planning for human-centered implementation 274<br/>8.1.3 Four fields of implementation 274<br/>8.2 Service design and change management 275<br/>Knowing how people change 275<br/>Understanding what will change 276<br/>Beliefs and emotions 277<br/>8.3 Service design and software development 280<br/>8.3.1 Basic factors 280<br/>8.3.2 Implementation 283<br/>8.4 Service design and product management 289<br/>8.5 Service design and architecture 298<br/>8.5.1 Stage 1: Mindset change 299<br/>8.5.2 Stage 2: Needs assessment 300<br/>8.5.3 Stage 3: Creation 301<br/>8.5.4 Stage 4: Testing 302<br/>8.5.5 Stage 5: Building 302<br/>8.5.6 Stage 6: Monitoring 303<br/>8.5. side: What can service design 304<br/>8.6 Cases 306<br/>8.6.1 Case: Empowering employees for sustainable implementation of a service design project 308<br/>8.6.2 Case: lmplementing service design to create experiences, momentum, and results in sales 313<br/>8 .6.3 Case: Implementing service design in a software startup 317<br/>8.6.4 Case: Creating measurable business impact through piloting and implementing service design projects 322<br/>09 SERVICE DESIGN PROCESS AND MANAGEMENT<br/>9.1 Understanding the service design process: a fast-forward example 330<br/>9.2 Planning for o service design process 337<br/>9.2.1 Brief: Purpose, scope, and context 337<br/>9.2.2 Preparatory research 338<br/>9.2.3 Project team and stakeholders 339<br/>9.2.4 Structure: Project, iterations, and activities 343<br/>9.2.5 Multitracking 352<br/>9.2.6 Project phases and milestones 353<br/>9.2.7 Outputs and outcomes 355<br/>9.2.8 Documentation 356<br/>9.2.9 Budgeting 358<br/>9.2.10 Mindsets, principles, and style 360<br/>9.3 Managing the service design process 361<br/>9.3.1 Iteration planning 361<br/>9.3.2 Iteration management 363<br/>9.3.3 Iteration review 367<br/>9.4 Examples/process templates 369<br/>9.5 Cases 376<br/>9.5.1 Case: Creating repeatable processes to continually improve services and experiences at massive scale 378<br/>9.5.2 Case: Managing strategic design projects 381<br/>9.5.3 Case: Using a five-day service design to create a shared cross-channel strategy 384<br/>10 FACILITATING WORKSHOPS<br/>10.1 Key concepts of facilitation 392<br/>10.1.1 Consent 392<br/>10.1.2 Status 393<br/>10.1.3 Neutrality 393<br/>10.2 Styles and roles of facilitation 394<br/>10.2.1 Adopting a role 394<br/>10.2.2 Co-facilitation 395<br/>10.2.3 Can a team member be a facilitator? 396<br/>10.3 Success factors 397<br/>10.3.1 Building the team 397<br/>10.3.2 Purpose and expectations 397<br/>10.3.3 Planning the work 398<br/>10.3.4 Creating safe space 399<br/>10.3.5 Work modes in teams 404<br/>10.4 Key facilitation techniques 407<br/>10.4 .1 Warm-ups 407<br/>10.4.2 Timing 408<br/>10.4.3 The room 408<br/>10.4.4 Tools and props 409<br/>10.4.5 Visualizotion 409<br/>10.4.6 Post - it or lose it: The expert's guide to st icky notes 410<br/>10.4.7 Space, distance, and positioning 411<br/>10.4.8 Feedback 412<br/>10.4.9 Changing status 413<br/>10.4.10 Doing, not talking 415<br/>10.4.11 Growing as facilitator 415<br/>10.5 Methods 416<br/>Three-brain warm-up 417<br/>Color-chain warm- up 417<br/>"Yes, and ..." warm-up 418<br/>Red and green feedback 418<br/>10.6 Cases 420<br/>10.6.1 Case: The energizing power of the unfamiliar 422<br/>10.6.2 Case: Pivot and focus 424<br/>11 MAKING SPACE FOR SERVICE DESIGN<br/>11.1 Types of spaces 430<br/>11.1.1 Mobile solutions: Kits, carts, and trucks 430<br/>11.1.2 Temporary/remote: The pop-up 430<br/>11.1.3 Temporary/in-house: The squat 431<br/>11.1.4 Permanent/remote: The retreat or outpost 432<br/>11.1.5 Permanent/in-house: The studio 432<br/>11.2 Building the space 434<br/>11.2.1 Space 434<br/>11.2.2 Walls 434<br/>11.2.3 Division of the space 435<br/>11.2.4 Sound 437<br/>11.2.5 Flexibility 437<br/>11.2.6 Furnishing 437<br/>11.2.7 Connections 438<br/>11.2.8 Low and high tech 438<br/>11.2.9 lnspiration 438<br/>11.2.10 Scars 439<br/>11.2.11 Lay out the process? 439<br/>11.3 Space or no space? 441<br/>11.4 Cases 442<br/>11.4.1 Case: Sending a message in a major corporation 444<br/>11.4.2 Case: Sowing the seeds of innovation and change 447<br/>12 EMBEDDING SERVICE DESIGN IN ORGANIZATIONS<br/>12.1 Getting started 455<br/>12.1.1 Start with small projects 456<br/>12.1.2 Secure management buy-in 457<br/>12.1.3 Raise awareness 458<br/>12.1.4 Build up competence 459<br/>12.1.5 Give room to try 459<br/>12.2 Scaling up 462<br/>12.2.1 The core service design team 462<br/>12.2.2 The extended project team 462<br/>12.2.3 Choose a name that fits your culture 463<br/>12.2.4 Connect with the service design community 464<br/>12.3 Establishing proficiency 467<br/>12.3.1 Understand the design process 467<br/>12.3.2 Lead through co- creation 468<br/>12.3.3 Eat your own dog food 468<br/>12.3.4 Practice empathy 468<br/>12 .3.5 Look beyond quantitative statistics and metrics 468<br/>12.3.6 Reduce fear of change and failure 469<br/>12.3.7 Use customer-centric KPls 469<br/>12.3.8 Disrupt your own business 469<br/>12.3.9 Make design tangible 470<br/>12.3.10 Bring service design into the organizotional DNA 470<br/>12.4 Design sprints 473<br/>12.5 Cases 478<br/>12.5.1 Case: Including service design in nationwide school curricula 480<br/>12.5.2 Case: Introducing service design in a governmental organization 484<br/>12.5.3 Case: Increasing national service design awareness and expertise 487<br/>12.5.4 Case: Integrating service design in a multinational organization 491<br/>12.5.5 Case: Creating a customer-centric culture through service design 495<br/>12.5.6 Case: Building up service design knowledge across projects 499 |
