Transcripts
1. What's this course all about?: Hi, and welcome to the course on service design
fundamentals and patterns. My name is tipo de
Bois and I'll be your instructor throughout
the remainder of the course. Now before you commit, you might want to know
what my credentials are, which is totally understandable. I am a manager in one of the largest consulting
companies in the world, and I'm active as a consultant in business analysis
and service design. I have been applying services, sign in many high
profile projects, especially in the
financial sector. I helped major banks in
designing and implementing complete new offerings
for the customers using a service to sign mindset and
service design techniques, which I would love to share
with you during this course. In terms of academic record, I hold two master's degrees, one in financial
economics and another one in general,
business management. On top of that, I also holds
certifications related to serve as the science
such as design thinking, business analysis,
story mapping, a child scream, and
data analytics. So with this out of the way, you might want to know
what's in it for you. After you have
completed this course, you will acquire everything
there is to know about service design fundamentals
and service design patterns. During this course,
we will go over a comprehensive introduction
of what service design is. How service design is
positioned in a broader life, service design life cycle. And we'll also do a deep dive
on service design patterns. We will then close the
course with a few on the most impactful
service design tools. You also have access to
the handouts, templates, and my expertise in case you have questions
about the course. Please note that this course
is part of a larger series. We also cover other
courses on service design, where we tackled topics
like service design, persona's prototypes, customer journey maps serve as a science, blueprints, etc. Should definitely check
those out as well. If you like the content
of this course, the link should be
in the description or so, who is this course for? Is basically for
anybody looking to start a position as
a service designer, a business analyst, a business consultant or product manager
or product owner, or even a UX design. Experienced professionals
that are looking to strengthen their knowledge are of course more than welcome to. But that's enough from me. Now, it's your turn to Acts. If you feel like discourse
is something for you, then please hop on board. And if not, maybe next time. In any case, I wish you a wonderful and educational day
and I hope to see you soon. Bye.
2. Service design illustration: Hi, and welcome to the first
lecture of the course. Before going into the different
surface design tools, I wanted to touch upon why we need surface design
in the first place and how it helps small
and large companies in becoming more successful. I will try to
illustrate why there is a need for surface
design by using an example of opening a new current account
at a retail bank. As I mentioned before,
my main area of expertise lies in the
financial sector. So I will be using lots of
examples from that industry. So please bear with me. Now back to my example of
opening a current account. When you think about
it, a current account is a pretty simple product. It's used to store money
in a certain currency and it makes transfers and
to do card payments. So nothing fancy
going on here, right? Well, yes. If you just looked at it from the perspective of the product, it seems pretty simple. However, with service design, you take a step back and look at the entire customer experience. What I mean by that is that you will look at all the layers that a customer goes true when
opening a current account. Here's a small breakdown
of those layers. First, there is the
interface layer that the customer interacts with
to open the current account. This is the layer about how you experienced the contact
with the banking employee or how you experience the bank's mobile
app or desktop app. Then there is a layer
regarding the level of knowledge surrounding
the offering itself. This layer is about the overall level of knowledge that's available
on the offering. Again, the customer make an informed decision with
the available information. Next, there is a layer
of processes that will enable the current account to be opened and function properly. Some of the processes
behind opening an account consist
of security checks, legal checks, compliance
checks, fraud checks, creation of the account, creation of the customer rights, creation of the customer ID, the I-band end in different systems sending the
car to the right addresses, assigning the
customer to a branch, signature request,
customer care service, and much, much more. But processes alone
are not enough. You also need an
additional layer of infrastructure with tools and systems that will
enable those processes. So think of databases, servers, operating systems, CRMs,
applications, etc, etc. And finally, we have
the core layer, which is the product itself. So that's a current account
that enables you to store, send, and receive money. To the service
design perspective, full account for all
the layers and aims to optimize the customer
experience at all levels. Whereas a product perspective only accounts for
the core layer, in our case, the
current account. That's all good and
well, I hear you say, but that still doesn't explain why there is a need
for surface design. Well, companies have
been operating just fine by focusing on
the inner two layers, also known as the operational
excellence drivers, right? Well, not anymore. Today, companies are facing
major challenges that forced them to adapt at
a speed that they have never experienced before. Purely focusing on
operational excellence is not enough anymore to make a
difference in today's markets. Companies have to face those challenges in
a different way, a more customer centric way. There are three challenges
that I want to cover in more detail with you at which
our customer expectations, rate of innovation and organizational silos more on those challenges in the next
lecture. See you there. Bye.
3. Company challenges: Hi, and welcome back. In this lecture, we will go over the three main challenges that companies are facing today. The first one being
customers becoming amperes. Overall, customer behavior has shifted and expectations
have never been higher. This is due to the ever accelerating
technological advances. Think of the internet, the computer, Artificial
Intelligence, Internet of Things, blockchain, interconnectivity, true
social media, etc, etc. All these innovations
have allowed customers to become more informed and to have a much broader offering in terms of products
and services. Just type TV screen
on Google and you will get an endless
list of results. Combine this with
comparison websites and customer reviews. And you have yourself is
semi expert on the topic. So the abundance of
inflammation and choice have made competition
that much harder. Companies have to keep up as bad customer experience could simply and the customer relation and push him or her
to the competition. That add to that
the amplification effect of social media. We're leaving a bad review
on Facebook, for instance, could potentially cause many
missed sales opportunities and also damage the
brand as a whole. Take the example of
you're looking for a restaurant when
you're on holiday. The main criteria you will
look at are probably distance that type of food reviews on
TripAdvisor for instance, the lateral will be the
main differentiator in most cases. So companies might have been
right in the past by saying, customer experience does
not matter as much. However, today, it's
a whole other story as customer experience
has become one of the main driving
factors of success and has a significant
impact on the bottom line. Another challenge is the
fact that innovation has become a necessity,
not a luxury. Before companies
could choose whether or not they wanted to
invest in innovation. It was optional as the rate
of innovation was a lot slower and what's not required to keep a competitive advantage. Today, however,
companies need to innovate to simply survive. The rate of innovation has not only impacted customer
expectations, but also companies access
to new technologies. Remember the second
most inner layer. Companies have now access to better tools and systems
such as big data, artificial
intelligence, robotics, better coding languages, interconnected supply lines,
IoT, Blockchain and more. What's more is that companies don't even have to
invest directly in these technologies as
they can be offered by third parties in a
subscription-based model, such as software as a service, platform as a service, and infrastructure as a service. It's a way for
companies to keep costs low and focus on
their core business. So in conclusion, true innovation companies can now offer their products and services at a much
cheaper price in a more efficient manner with a better customer insight at
an overall higher-quality. Sounds good, right? Well, for customers,
it definitely is, but not so much for the
companies themselves. The problem with innovation
is at when it's successful, the competition won't
hesitate to copy it. So businesses might have
a first-mover advantage, but only for a limited
amount of time. Just think of next day delivery. This is a feature which is becoming more and
more than norm, whilst before it was seen
as a competitive advantage. So innovation has become
a necessity to stay alive and should not be considered as a
competitive advantage, at least, not for the long run. And last but not least, there is the challenge
of organizations that are not structured
for customer experience. In addition to the IT legacy that companies
have to deal with, they also have to go back to the drawing board regarding
the organizational structure. As I mentioned before, companies are
traditionally focused on the two inner core layers, meaning product itself, and the tools and systems needed
to create those products. The two main drivers
were then to deliver a product at low cost
and high efficiency. Hence, companies also
organize themselves according to functions that can
match those two drivers. This is why we see departments
such as marketing, customer care, legal
and compliance, tax sales production and
research and development, HR, accounting,
finance, et cetera. This is called a
functional organization. The problem with this type
of organization is that it doesn't lend itself to your
typical customer journey. So chances are that the
customer experience won't be great as it's not covered end-to-end by the
same functions. These functions are organized in silos that don't communicate
with each other. This is very problematic
because of lack of communication will
be experienced by the customer in the end. I just happened to have such an experience
not too long ago. I opened a new current
account at a bank using a promotional code that was advertised on their website. The promotion included a
transfer of a €50 bonus to my newly opened account after being a customer
for two months, three months had passed
and still no bonus. So I send a message
to customer care who were not even
aware of the bonus. They first had to check
with the marketing, with the bonus did exist. And then they to check if I indeed was
eligible for the bonus. And finally, they had to ask
the accounting department to send a bonus to my
account to make it worse. Every time customer care send an email to the
right department, they would close the ticket. Of course, the ticket
didn't get solved, so I had to send a reminder which then reopen a new ticket. This new ticket was
then taken up by another customer care
employee who had no contexts around
the initial tickets. As a result, I had to
re-explain my story each time. I think I was a 23 times and
yet so very bad experience, which is caused by the
organization structure of functional departments
that work in silos, road, key performance
indicators and vision. The first victim is often
the customer who has a customer journey that
goes across those silos. Companies have to rethink how they're structured
themselves in order to offer the best
customer experience possible to their customers. This is easier said than done
as no structure is perfect. Some structures are better
at cutting costs and other apps that are better at providing
high-quality services. It really depends what
strategy the company is following and the
industry is operating in. So how can service design help companies face to face
major challenges? Let's find out in
the next lecture. Hope to see you there. Bye.
4. Service design to the rescue: Hi and welcome back. In this lecture,
we will touch upon the reason why service design is the right approach for
the challenges that companies are facing
in today's world. There are six main
reasons in total. Service design helps companies build a competitive advantage
that's hard to copy. It's focused on solving the right problem and
it's very research-based. It also helps to
improve collaboration and it breaks silos
within the organization. It's also a toolbox filled with techniques to facilitate quick, affordable, and
low-risk innovations. It has a holistic approach
to customer experience. And finally, it has a broad
spectrum of applications. Let's go over each
advantage, shall we? The first one is about building a competitive advantage
that's hard to copy. As I mentioned before, service design tries to optimize the customer
experience at all levels. This is very true for products and services
where there is little to no differentiation possible on the product itself, such as the current account. But instead, there
could be a lot of differentiation potential at
the level of other layers. Retail banks that
apply service design to the different layers around
they're offering will have a major competitive edge as they will be able
to differentiate themselves through excellent customer
experience at all layers. Second advantage of
service design is that it is problem-driven,
research oriented. Surface design is focused on
solving the right problem by researching and framing the problem statement
in a correct way. You want to make
sure that you are tackling the root cause
and not just a symptom. The starting point is always to understand the current situation by assessing what the
customer needs are. To do that surface
design applies a series of qualitative research
methods such as interviewing, brainstorming, of serving
prototyping and more. If you're interested, I
have a course dedicated to researching the
problem statement using different
elicitation techniques. I will add the link to the course so that you
can easily find it. Another advantage
is that services IN has been known to be
a good silo breaker. This is thanks to its
inherent characteristics of being lightweight, facial, easy to understand,
and also holistic. Surface design truly
forms a bridge between the different
functional departments as everyone needs to be onboard to improve
customer experience. As an example, how can
employees provide customers a good experience if they are themselves unhappy
and their role? Because the HR department
is not doing a great job. So you want to have
the HR involved in the service design
exercise as well. Next, service design
adopts an approach of rapid experimentation
and prototyping to test possible solutions
quickly and cheaply. While generating new
insights and ideas. Prototypes evolve into
pilots and pilots, into new offerings that generate insights for
the next increment. For the ones
familiar with Agile, you'll be happy to hear
that services IN matches perfectly with the
Agile framework. One of the main strengths
of services sign is that it's a hands-on, meaning that it will try to test assumptions as quickly as possible by developing
a prototype and later implementing it. There is no room for opinions and
subjectivity, only facts. And thanks to the incremental
nature of service design, risks are reduced
and it's easier to make decisions on these
smaller increments. It's okay to use trial and
error to get it right. The next advantage
of service design is it's holistic approach
to customer experience. In order to create a great
customer experience, you can't just build a
nice-looking user interface. You have to understand every layer surrounding
the product. This means that the interface, the subject expertise
to processes, to tools and systems. And finally, the product itself. Because service design has
such a holistic approach, you as a service designer, also need to be holistic
in your area of expertise, you need to acquire a basic
or moderate understanding of all the layers, even though more technical ones. And finally, service design has a broad spectrum
of applications. It can be used for
both improvements of existing processes
as the creation of whole new value propositions. The flexible nature of services
IN gifts organizations a way to balance their
experiential, operational, and business needs in a robust
but approachable manner, offering an unusually
powerful common language and tool set for projects that include empower and mobilize a wide range
of stakeholders. Envelope that about covers
it in terms of advantages. In the next lecture,
I will go over what service design is and what
service design isn't. See you there. Bye.
5. The scope of service design: Hi and welcome back. In this lecture we
will go over what's included in surface
design and what is it? Let's first see what's included. You have service
design as a mindset. It's quite hard to explain
a mindsets in general, I will be using a persona. Don't worry if you don't
know yet what a persona is. We will cover it in greater
detail later in the course. So imagine Bill. Bill has a service
design mindset, meaning that Bill
will always put the customer needs
before anything else, even before the needs
of the company, builds these products and services as just part
of the equation. What matters is the entire service relation
with the customer. Bill is not very comfortable
with making assumptions and prefers to do some research first before taking
any decision. Doesn't really like
discussions about what a customer might like
or might not like. He prefers to directly
go to the source and ask the customer what
he or she prefers. Bill is very results oriented and only considers a project to be finished when it's implemented and
generating insights. So that's built his pragmatic focused on
co-creation, very hands-on, and is trying to find a balance between
technical feasibility, customer needs, and
business opportunities. Then we have service
design as a toolbox. Surface design can be
considered as a patchwork of different tools to facilitate
the service design process. Think of a customer journey map, a service blueprint, persona's
stakeholder maps, etc. We will cover the tools at great length during the
remainder of the course. However, you have
to understand that a tool becomes even
more efficient in the hands of someone
that understands the process and the mindset
behind service design. In other words, just
knowing the tools without the rest is not sufficient
to practice service design. Next, we have service
design as a process. Surface design is not
a one-shot exercise. It's an experimental,
iterative and incremental creation process focused on
finding innovative solutions. A service design process
has short cycles aimed at collecting customer
feedback as early as possible and iterating on that. The experiment doesn't have to look pretty in the beginning. It needs to generate
insights quickly. And lastly, surface
design can be considered as a
collaborative methodology. It's a silo breakers that
brings cross-functional teams together in the same room to generate meaningful
discussions. Service design is concentrated, obsessed almost with
the customer journey. So it will look past
silos and consider all the parliaments
that can have an impact on the
customer experience. Now, let's go over what's not considered
as surface design. Starting off with a
common misconception around service design, only looking at user interface. The user interface
is a layer that has an impact on
customer experience, but this is not the only thing that
surface design considers. It will also go a layer
deeper and actually care about whether the service as a whole generate a
good experience. This includes processes,
subject expertise, tools and systems that product itself and also the interface. So services sign goes much, much further than just
the user interface. And finally, we have service design is like
customer service. Here again, service design
has a broader look, then customer service alone. Customer service is
important and should not be neglected and services
this far from it. However, services
science should not just be used whenever
there is a problem. Service design looks at the end-to-end
customer journey from the awareness phase all the way up to the face of
a loyal customer, promote the company's
products to friends and family.
And there you have it. You should now be
able to answer what service design is or what it isn't when people
are asking you. In the next lecture,
we will go over the design life cycle and position surfaces sign
in that lifecycle. See you there. Bye.
6. The design lifecycle: Hi and welcome back. In this lecture, I
would like to place service design as a subpart
of a larger design lifecycle. You see service design doesn't give the
full picture when it comes to defining and creating
new customer experiences. There are, in fact, five major steps in
the design life cycle which our research and
insights surface design. This is the part we will focus on in the
remainder of the course, you have business design, products and experienced design. And finally, platform design. I will quickly go
over every step. So the research and insights
steps cover all kinds of elicitation techniques
that will feed the other steps with useful
information and data. Some of the techniques
you might encounter or lab-based UX research,
accessibility testing, information architect or
architecture testing, surveys and voice of
the customer exercises, smoke testing, A, B and
multivariate testing, etc. Next we have service design. This is where we define the customer
experience in general. I won't go too much
in detail here as we will do a deep dive on this step in the
remainder of the course. Then there is the
business design step. Basically, in this step, you define the business
structure around the customer experience that you define during the
surfaces sidestep. True business design,
you'll be able to answer the question of how this new customer experience will generate profit
for the company. In business design, you'll find activities such as
market fit analysis, business modelling,
value analysis, Product Strategy, Business
Model Canvas, etc. Up next, we have the product
and experience design step. This is where a detailed product proposition
is being drafted. Some techniques you'll find
here are UX and UI design, animation or video,
UX copywriting, content strategy,
Agile delivery, etc. And finishing off
with platform design, the last step in our
design life cycle. Here you define how the
product will be implemented. It answers more the how
question and not the Watts. Sometimes the activities
that you'll find here, our solution architecture,
software engineering, emerging technologies,
cloud, mobile, natural language processing,
and much, much more. So the design life cycle follows quite a sequential flow
when you think about it. First, we start with
doing a research, then we create a target
customer experience, followed by a business structure
around that experience. Once we get that right, we further refine the product specifics into
concrete requirements. And finally, we think about
how it will be implemented. Envelope. I hope this lecture
helped you to see service design in
a broader perspective. The other parts are
outside the scope of this course as it
would take us too far. Let me know however,
if you want me to create a course
about them as well. Let's go over what
we've learned in the next lecture on
the key takeaways. See you there. Bye.
7. Key takeaways introduction: Hi, Nice job on finishing the first
section of the course. Let's quickly go over some of the key takeaways that
you need to keep in mind. First, it's important
to remember that customer experience
is influenced by all the layers that the
customers comes in contact with. Customer experience
layers, our interface, expertise and
available knowledge, processes, systems and tools. And lastly, the core offering. Next, companies are facing
very important challenges, such as higher
customer expectations, pressure to innovate quicker and misaligned
organizational structures. Luckily, service design
helps companies face those challenges by
being a silo breakers, a way to innovate quickly, to build competitive
advantages, etc. And finally, service
design is a mindset, IT Toolbox, a process, and a collaborative methodology. Service design is not only about customer service or
fancy interfaces. That's all for this section. In the next section
we will go over the sixth design
patterns that will help, that will help us tackle any
type of complex problem that we want to solve more on
it than see you there. Bye.
8. Share your thoughts!: Hi, TiVo here. Sorry for the small
interruption. I just wanted to let
you know that if you're liking the course up to here, that you can already
leave a review. Read use are extremely
helpful to me as they let me know what is already good and
what I should be improving. And it's also very helpful
to your fellow students as they know if this course
is worth following. Well, that's it for me. I wish you a nice
educational day. Bye.
9. Introduction to service design patterns: Hi, and welcome to this new section in your
service design journey. In this lecture, I would
like to introduce to you the service design
patterns that have proven to solve real-world
problems effectively. Now, why do you need to know these patterns in
the first place? Aren't their service
design tools that will solve the
problems for us? Well, it's not that simple. You have to understand that every complex problem is unique. This is because of the
nature of the problem, which depends on
the organization, the complexity of the
challenge, the people involved, the available budget, strict deadlines, capacity
constraints, etc. So it would be naive
to assume that by simply using
services and tools, you are able to solve
any kind of problem. Applying a widget
theoretical process to a unique and complex
problem won't help you out. What you should do
instead is to be flexible and adapt your approach to the problems
that you're facing. And that's where the service
design patterns come in. These patterns give service
designers a way of thinking or a mindset that allows them
to adapt their approach, their processes, and their tools to any type of problem that is
thrown at them. These patterns have
proven again and again to successfully tackle
unique complex problems. And those are diverge
and converge. You're thinking. Ensure you solve the
right problem first. Adapt and iterate. Often. Be quick and dirty. Collaborate as much as possible and favor of
practice over theory. We will go over each
pattern in more details. After that, you should have a pretty good idea of what the mindset of a service
designer looks like. See you in the
next lecture. Bye.
10. Diverge & converge pattern: Hi and welcome back. In this lecture, we will cover the first service
design pattern, which is to diverge and
converge. You're thinking. Every design approach has
this pattern of creating and reducing options throughout
the different stages of the development lifecycle. We consider three
distinct stages, which are the research stage, where you generate a lot of knowledge through
research methods, which is then focused again, through organizing and
extracting key insights. Your results should then be a clear problem statement which serves as input
for the next phase. Then you have the
ideation stage. Where are you create many
opportunities that you filter true decision-making
processes to arrive back at a handful of
promising ideas or solutions. And finally, you have the prototyping and
implementation stage, where you open up
by exploring and building potential solutions
and then focusing again, true evaluation and
decision-making. This is visually represented as the famous Double
Diamond approach. I prefer or wherever to
use a triple diamonds as the double diamond actually
omits the last stage, which is prototyping
and implementation. In summary, when you face a
complex and unique problem, the best way to
solve it is true. This approach of diverging
you're thinking first, looking for opportunities
and then converging. You're thinking
again where you make decisions and a shortlist
of the opportunities. This is also something that's
applied and service design. You really need two types of skills to do this
exercise properly. You need to be creative and
realistic at the same time, which is often difficult
to find in one person. So it's better to have a
mix of people where you mix creative people and
realistic people together in one group. The group of people
that often says, Yes, and other creative fonts. On the other side, you have to a group of people that goes, yes, But you guessed it. These are the more
realistic once, having these two groups
of people in walk in one work session might
sound counterproductive, but this is likely
not the case as their skills are needed at different stages of
the work session. When it's time to diverge, you need to let the
creative people come up with as many ideas as they can and ask too realistic wants to
hold their shots. When it's time to converge, you can let realistic
people shoot and deliver a shortlist of
IDs that are feasible. Realistic people will often
account for the constraints, such as budget limitations,
resource limitations, capacity issues, legal constraints,
technical constraints, business revenue model, limitations and restrictions,
compliance, etc. I'm sure that you can relate
to one of these two groups. Even though there are
not many extremes, I tend to lean more
towards the yes and group, but it can also be quite
critical at times. So it's never really a
black-and-white situation. Just remember that
both skills are needed to make
this pattern work. Voila, That's it
for this lecture. In the next lecture,
we will be talking about the pattern about solving the right problem first before solving
the problem, right? See you there. Bye.
11. Solving the right problem pattern: Hi and welcome back. In this lecture, we
will briefly discuss another service design pattern related to solving
the right problem. Let me start off
with a quote from a fairly renowned
scientists that goes by the name of
Albert Einstein. But he said was, if I had an hour
to solve a problem at spend 55 minutes thinking about a problem and five-minutes figuring out the right solution. How does this quote
apply to this course? I hear you ask, well, Einstein highlights the
relative importance of solving the right problem compared to solving the problem
in the right way. Solving the right
problem means that you have to do a lot of research and reflection
around the problem before actually
trying to solve it. This brings us to the service
design elicitation part. Design processes are designed
to make sure you identify the right problem
first before wasting time and money on solving
the problem, right? Solving the right problems
sounds quite obvious, but for complex problems, it's easier said than done. It's often the case that you only see certain
parts of the problem, which are actually just
symptoms of the real problem. We also call this
problem the root cause. You really can imagine yourself as a doctor house trying to figure out what the root
causes of a certain disease. My advice here would be to always inquire about root cause, even if the client
says that you should solve a specific
predefined problem, but always ask yourself
whether or not you're solving the
right problem first. There is a small
example that I can give which relates to the
root cause analysis. So it's about a retail bank
that's looking to decrease its overall time to market
for developing new features. We are talking of an end-to-end development life cycle starting from an ID to implementation
of the first increment. Traditionally, it
took the bank between one to two years to
deliver a new product, which was way too long. The bank then did a whole
Agile transformation track of their organization to speed
up their delivery process. This resulted in a sort of hybrid model that lies
between Agile and Waterfall. After a year, the bank
notice that the speed of delivery did not really
increase that much. So they were wondering,
what's the holdup? Here is where I interfere. The retail bank has asked me and a small team of
consultants to examine why the average time to market of a product hasn't decreased as much estate we're expecting. After doing some research, we came to the conclusion
that the cause was actually the hybrid model itself
that they came up with. In that hybrid model, there were many analysis phases with designated roles
and deliverables. Now this is not necessarily a bad thing as it creates focus. But we noticed a
couple of symptoms that were coming back in
almost every project. These symptoms were
lengthy handover periods, loss of information,
and unclear governance. We trace these symptoms
back to the root cause, which was a lack of
end-to-end ownership over the full life
cycle of a feature. There was a need for
somebody to be the glue between the different phases
and the different roles. Hence, our proposition was to
create an additional role, which is the end-to-end
owner of a feature or group of features
from start to finish. I wanted to illustrate with
this example is that solving the right problem is not as straightforward as
we think it is. In my example, without
sufficient amount of research, we might have tackled the lengthy handover period by creating a
nice-looking template. For instance, doing this would not have solved the
underlying root cause. Solving the right problem before solving the
problem, right, is very important and
you should foresee enough time to figure out this before going
into solution mode. That's it for this lecture. In the next lecture we will tackle the adapts
and iterate pattern. See you there. Bye.
12. Adapt & iterate frequently pattern: Hi and welcome back. In the next service
design pattern I would like you to
keep in mind is that of being adaptive and employing
an iterative process. It's never a linear process, meaning that you don't have a series of sequential steps
that you will have to do. Again. On the contrary, you
will need to revisit certain steps over and over
again until you get it right. I have worked on many projects within the financial sector where was tasked with creating
new service offerings, especially in the
field of open banking. Open banking is a
generic term that involves the expansion of
the bank's core offering to other services
that make sense from a customer journey perspective where banks are also involved. One of those open
banking projects was related to the bank offering an invoicing software
to their SME clients. This link might seem weird at
first glance, but actually, there are many activities within the world of
invoicing that can be improved if there's a
direct connection between an invoicing application
and the banks IT systems. Accountants would also greatly
benefit as they would book efficiency gains in
the data input process related to fiscal documentation. From a strategic point of
view, it all made sense. But how do you start
such a project when you virtually no,
nothing about invoicing. Well, in my experience, it's best to just keep a
leap and try things out. Trial and error, adaptation, iteration, those are your
best options moving forward. Let me explain you
how I tackled it. Started with doing
extensive research on the invoicing process is functionalities and the existing
solutions on the market. Based on this knowledge,
I was able to create a first prototype of what the
solution could look like. This prototype was nothing
more than a series of tasks and user
activities on a slide. But it gave me something
to validate my learning. So next, I tested it in multiple elicitation
sessions with SME customers, business bankers,
and accountants. I did a user test early on as I wanted to understand
the invoicing process from a practical
point of view and visualize all the steps
of the process as such, thanks to the user's feedback, I was able to better define the problem
statement as I knew exactly what their pains
and needs were, identified. A couple of ideation
sessions to list all the functionalities
that were needed to answer the
customer's needs. This also included features which traditionally invoicing
solutions could not provide as they could not make a technical link with the
bank's internal IT systems. One of those features
was the ability to link a bank payment immediately
to the right invoice. There's always took accountants and business owners
a lot of time. So automating it would
definitely help them. I update it to prototype and
ran another user test to validate if this new prototype was adding value
for them or not. I have to say that they
were very enthusiastic. And there you have it. This is a typical example of an iterative approach
between research, define, ideate,
prototype and testing. I could have followed a more sequential approach
by, for instance, spending a lot of time
in the research phase so that I could define the perfect problem statement
in the next part. But chances are
that I would have needed to adapt the
problem statement anyways, given the feedback I
would have captured from testing the
prototype later on. So instead of doing more
extensive research, I prefer to immediately skip to the prototype part so
that I could capture real customer needs more quickly and define a more accurate
problem statement. For the ones that are not comfortable with this
type of approach. Fear nuts, it's still
possible to have a certain level of control over this pattern through planning. You might not know what
exactly you will do upfront, but you can at least
timebox the adaptation, iteration activities
to a certain extent. Say you have three
months to come up with a prototype
that has been tested. Based on that, you can define a retro planning that
includes data collection, ideation, workshops,
user tests, etc. That's it for this lecture on adapting and iterating often. In the next lecture,
we will talk about a service design pattern, which is all about being
quick and dirty when designing a new service.
Hope to see you there. Bye.
13. Quick & dirty pattern: Hi and welcome back. In this lecture, we will briefly cover another service
design pattern, which is about employing a
quick and dirty approach when developing new services in environments with high
levels of uncertainty. Essentially, you
should not sweat the details and the early
stages of the project. Your main goal here is
to quickly generate learnings on what works
and what doesn't. This can be done
through generating many IDEs and to test them out in real life scenarios
using low-fidelity prototypes. There is no need to
spend too much time on perfectly defining DID or perfectly designing
the prototype as you will probably
adapt and iterate on it. Anyways, this way of
working comes in handy in environments with significant
levels of uncertainty. Take the creation of a new
product, for instance. It typically comes with a
very uncertain environment. At the beginning of the project, the level of uncertainty
will be very high. And this will gradually decrease as you go as you do research, prototyping, analysis,
testing, etc. This is called the
cone of uncertainty. You essentially want to go down that cone as quickly
as possible. And the best way to
do this is true, a quick and dirty trial
and error approach. To give you an example, I once had to work on a
project related to developing a chat bot inside the app
of a financial institution. You have to understand that chatbots are very
use-case driven. Meaning that even though there's a machine-learning
involved, you can't just ask a chatbot to solve or customer
requests from the get-go. You have to train it first
in specific topics such as, my credit card is lost. I want to open a
savings account once the monthly payout
at my mortgage, etc. This leads us to the
quick and dirty part, as they are literally a
thousand different use cases that can be covered
with a chat bot. We had to take a
pragmatic approach and just select the
most important ones. So we first listed all the
use cases that we wanted to see tested using the diverge
and converge pattern. The main converged criteria
was the amount, of course, to the customer care center
on that specific topic. If we can reduce those
calls with the chat bot, we have ourselves
a business case. We then created a small proof of concept where we ask
customers to test out the chat bot in a
simple chat like interface just to see if
they liked it or not. We did not spend
any time polishing the interface or the
answers of the bot. We just wanted to see if
people were happy to chat with a bot or prefer to still speak to an employee
via click to call, live chat or just chat. So don't be afraid of
uncertainty as it's given in every project
with an innovation aspect. The only constant is
change and uncertainty. And this can be tackled by having a mindset
which is primarily focused on acquiring knowledge and validating it with
the actual users. The beauty of the
methods used to acquire this knowledge
are not important. So quick and dirty
is the way to go. Validated learning,
above all else. That's it for this lecture. I hope I was able to
convince you that a quick and dirty
approach is the way to go when you want to
learn something quickly. In the next lecture,
we will be covering the collaboration pattern.
Hope to see you there. Bye.
14. Collaboration pattern: Hi, and welcome back. Another important service
design pattern that influences the success of a project is
the collaborative aspect. You will often find
yourself in situations where you don't have the
knowledge about a certain topic. I, for instance, purely focused
on the financial sector. That's where my expertise lies. But even then, I will never be able to match
the knowledge of someone who has 20 plus years of experience on payment
products, for instance. Instead, I will want
to collaborate with that person to
design an experience that's feasible from a technical and business
perspective to the experts, bring their expertise
to the table. But what do we serve as a
scientist bring to the table? Well, we bring the
service design mindset, the tools and the methodology. Concretely, we
help those experts to see things differently. We want them to think about a customer experience as a whole and not just
about their product. We do this by visualizing the
customer true persona's and by using customer journeys to identify points of friction, we are in fact hacking
their brains to see things from a
different perspective. A perspective where customer
experience is central. This is why companies
have been so obsessed by making their
workforce customer-centric. They want everyone to put the customer first in
everything they do. This is more than
just surface design. It's in fact a change
in company culture. Companies have noticed that by making their workforce
more customer oriented, they create better
services more efficiently. Everything that doesn't
provide value to the customer should be removed. This might sound familiar
to the ones that know more about Lean
management, but I digress. There are many
collaboration techniques such as brainstorming, workshops, interviews, observations, surveys,
and much more. These are however,
outside the scope of this course and
are covered in another course that I teach called the compact requirements
elicitation guide. I propose that you definitely should take a look over there. If you're interested.
To summarize, as a service designer, you need to work together with experts and hack
their brains with the Service Design mindsets and the tools so that you can create a better
customer journey. In the next lecture, we will be talking about the
final design pattern, where one should favor
practice over theory. Hope to see you there. Bye.
15. Practice over theory pattern: Hi and welcome back. As mentioned that in
the previous lecture, I wanted to guide you through the last service design pattern, which states that you
should always favor. Practice of theory. Theory and assumptions
are good starting points. But as a service designer, you're trying to make
things happen in reality. Hence, why you should get passed theory and
start validating your assumptions by building and testing the services you want
to offer to your customers. That's the only way to
really make sure that you are building the right
thing in the right way. Try to pay close attention
when people say, I think that the customer
wants feature X, even if the person is
an expert of some sort, their opinions still remains subjective and should always be tested with actual customers before moving to developments. It's just too costly
to develop a feature and then realize that
customers don't want it. With a simple prototype, test it with actual customers. We could have come to
the same conclusion, quicker and cheaper. Now that I mentioned the use of prototypes to
test assumptions, don't be afraid to test all
your assumptions using them. People understand the trial and error approach and they don't expect you to have a
fully developed products in their development stages. They will actually
be happy to help a company design a line
of products that will be sold to millions of customers that was designed
using their input. So built, test,
experiment, iterate, and test again over and over
until you get it right. To give you an example from
my professional experience, I have worked as a consultant
for a large French bank. And my mission consisted
of helping them to deliver a mobile roadmap
for retail clients. We use are tested everything multiple times in multiple ways. These tests range from end-to-end testing
with the backend, simple user tests on the icons, every little detail was tested. And this is a good practice. Service design is all
about show, don't tell. That's it regarding the
service design patterns. In the next lecture, I will just give you some key takeaways. See you there. Bye.
16. Key takeaways service design patterns: Hi, I would like to
congratulate you for finishing the first section
on service design patterns. Let's quickly go over some
of the key takeaways. It's important to
diverge and converge your thinking so that you end up with the best
possible solution. You also need to make sure to solve the right problem first. Before solving the
problem, right? Should also adapt and
iterate on what you've learned as often as it's needed. You should not be afraid to use quick and dirty methods in order to validate
your learning. And that's also what
counts in the beginning, collaborating between
designers and subject matter experts is
key to achieving success. And finally, you should always favor of
practice over theory. Whenever possible, the empirical approach is the way to go. Voila, this concludes
the section on service design patterns. In the next sections, we will do a deep dive into
the service design toolbox. But I will explain more about all of that in the next lecture. See you there. Bye.
17. Service design tools overview: Hi, and welcome to this lecture
on service design tools. So from the previous lecture, we already know
that service design can be considered as
a great many things. We know that it can
be considered as a mindset, a process, a collaborative methodology,
and also a set of tools, a tool box you could even say. In the remainder
of this lecture, I will especially focus on
the latter one, the toolbox. However, it's important to keep in mind that you also need to consider the other aspects of service assign when
using those tools. Good craftsmanship comes from high-quality tools and from the expertise of the
person holding them. Handle them with care. Alright, any upcoming lectures, we will cover tools such as persona's customer journey
maps and prototypes. I consider them to be the most important
ones out of them all. But there's definitely
other tools that you should also take a look at. Let's take a sneak peek at
the tree I mentioned already. First step, we have persona's, persona's help serve
as designers get a better understanding of the customer's needs,
behaviors, and goals. This understanding
will lead to designer in making the right decisions
throughout the process. Next, we have customer
journey maps. They aim to create a holistic view of the
customer experience at different levels of
scale and scope when interacting directly
and indirectly with the company's offering. And finally, we have prototypes. Service prototypes create
a first or early form of the service or the
experience around the surface. They aim to stage and
experience or process regarding a certain part of
the customer experience. Prototypes come in many
shapes and forms and have different levels of detail depending on the
phase of the project. And voila, I hope
to sneak peek help to spark your interests
on service design tools. In the upcoming lectures, I will tell you everything
there is to know about them. I will also enrich the lectures
with examples drawn from my own experience and include practical assignments so you can practice what
you've learned. I hope you will enjoy it. See you in the next lecture. Bye.
18. Wrapping up: Congratulations on
finishing the course. You can tap yourself
on the back. You deserve it. Before leaving you, I
just wanted to give you one more important
key takeaway. I mentioned it before, but please remember
that serve as the sign isn't just a
tool, It's a mindset. So I do know that we have spent quite some time on the tools, but they are only as effective as the
person handling them. As a service designer, you have to put the customer at the center of
everything you do. Be pragmatic, focused on
co-creation, be very hands-on, and find a balance between
technical feasibility, customer needs, and
business opportunities. If you keep these
things in mind, art, you'll see that the tools
you're using will work wonders. I can assure you that much. I still have one more
bonus takeaway for you, which is to relax and
do something fun. Indeed, it's no time
to give your brain a break and let it process everything that
you've just learned. This will solidify
your knowledge and make it stick longer. If you like the course, don't forget to leave a review. And if you want to see more
content coming from me, I have a course on requirements elicitation that's definitely
worth checking out. Okay, that's all from me. I wish you a wonderful
and educational day. Bye.
19. Share your thoughts!: Hi TiVo here. Congratulations
for finishing the course. I hope you got something
out of it and it will be helpful in
your future career. In case you'd like to course, please leave a review and let others know what
you liked about it. That seems extremely
helpful to me and it's also helpful for other students. Now, if I go have a nice
and educational day, Bye.
Thibault Dubois, Manager in business consulting
