Challenges & Opportunities for Service Design in Organisations shifting to Agile

Agenda➔ 14.30 Introduction

◆ About us and you

◆ The issue: Agile Service Design

◆ The situation at Aegon

➔ 14.55 Breaking it up

◆ Your situations

◆ Discuss patterns and mapping

➔ 15.30 Putting it together

◆ Plenary discussion and building the model

◆ Wrap up: What makes it unusual

Esthervan der Hoorn

Customer Experience Manager Aegon

@TwitvanEs

Michel JansenService Design Lead

cXstudio / HCL@dawuss

It’s a challenging time for large organisations

Being big used to be an advantage, but in a time where customer expectations are changing faster than ever, big companies are often slow to adapt, while smaller, more nimble companies overtake them.

Changing course quicklyis becoming more important

Not being adaptable to change is not an option.There no such thing as “Unsinkable”.

Discover Define Design Develop

Traditional processes are too slow

We cannot afford spending a lot of time upfront doing detailed discovery research & analysis, only to start designing and developing a solution later. The problem has often changed before the solution is ready and a linear process implies we can get everything right in one try.

Being agile means embracing change by continuously improving customer experience and accepting that you are never done.

We don’t want to get religious about the meaning of “agile”. We use a simple definition:

Agile is about...Responding to change over following a plan

Delivering value over documents and presentations

Individuals and interactions over processes and tools

Continuous collaboration with business stakeholders over one-off contracts and requirements

It is notAn IT thing, or only about software development

A methodology for doing the same thing cheaper

“Our strategy is all about accelerating the pace of change and ensuring each and every customer can connect with us in the way they choose”

Alex Wynaendts, CEO Aegon 25 March 2016

Time to talk about us, starting with the CEO of Aegon:

OurChallenges& Solutions

During this part of the workshop, we introduced the canvas, and added Aegon’s Jobs, Pains, Gains, and how Service Design helps. We then shared the challenges that keep Service Design from realising its full potential for us and the solutions we are using.

14.55 Now it’s up to youDiscuss in small teams your own situations. Make sure you have a mix of people:

● Corporate/consultancy etc.● Starting agile/shifting to agile● (Universal) challenges● Complete the canvas

15.30 Let’s see what we have● What new insights can we put in the canvas?● Can we identify patterns?● Discuss some problems/solutions

Gain Creators

Pain Relievers

Activities &Deliverables Pains

Gains

Jobs

Challenges Solutions

VALUE OFSERVICE DESIGN

SERVICE DESIGNIN AGILE ORGANISATIONS

ORGANISATIONSMOVING TO AGILE

Based on the Value Proposition Canvas, copyright Strategyzer AG.

Things that keep the organisation(and its management) awake at night

and hinder it in its jobs.

Things that service design offersthat help a company achieve its jobs. How service design helps relieve pains the organisation has.

How service design creates gains that help the organisation.

Things that benefit the organisation(and its management) and help it

achieve its jobs.

Things the organisationwants to get done.

What barriers, problems etc. are preventing service design from providing value to organisations shifting to agile by creating gain or relieving pain.

What can we do to solve these challenges and makeservice design part of “business as unusual”.

USE MORE INCLUSIVE LANGUAGE

RESPOND TO CHANGE

DEMONSTRATE BENEFITS TO

TEAM, PART OF SOLUTION SPACE

USE “WEIGHTED SHORTEST JOB

FIRST” TO PRIORITISE

INCREASE SPEED TO MARKET

IMPROVE EFFECTIVENESS

BUILDING THE RIGHT THINGS

(FOCUS)

HAPPIER CUSTOMERS

HAPPIER EMPLOYEES

BETTER QUALITY USER EXPERIENCE

DIFFICULT MAINTAINING

STRONG VISION DIFFICULTY MANAGING A

BACKLOG

NOT ENOUGH TIME TO DO RESEARCH

GETTING BUY IN FOR STRATEGY

FROM EMPLOYEES

“OLD SCHOOL” HABITS

RESILIENCE

AGILE VS WATERFALL

ENABLING CO-CREATION

CREATE A MORE CONSIDERED “NORTH STAR” FOR SPRINTS

CONSISTENT CUSTOMER

EXPERIENCE

CONNECTING THE DOTS

OVERCOMING SILOS

ENABLING CROSS-

BOUNDARY COMMUNICATIO

NMAKE AGILE

“PHYSIOLOGICAL” HABIT THROUGH

SD

CUSTOMER RESEARCH

PROTOTYPING

JOURNEY MAPPING

BLUEPRINTING

WARM UPS

CO-CREATION

ETHNOGRAPHY

GETTING MORE STAFF ONBOARD

IN VISION/STRATEGY

VISUALISING THE STRATEGY

INCREASING EMPLOYEE

ENGAGEMENT

TRAINING METHODS

FLEXIBLE VISION TEAM

LEADERSHIP

MAKE SD AVAILABLE ON

DEMAND TO TEAMS

DESIGN INTERNAL

PROCESSES

DARE TO CHANGE/UPDATE

GOALS & METRICS

CULTURE OF EXPERIMENTATIO

N

PRODUCT MANAGERS ARE

ALLIES (BUT NEED TO BUILD TRUST)

BUSINESS PROCESS OWNER

= CUSTOMER JOURNEY OWNER

SHOW YOUR PASSION EVERY

TIME, PEOPLE WILL LISTEN

ALIGN SERVICE DESIGNERS AND AGILE TEAMS TO

CREATE VALUE

EAT YOUR OWN MEDICINE:

ACKNOWLEDGE PROBLEMS AND DESIGN THEM

TRAINING & EVANGELISATIO

N

MAKE BACKLOG NOT WITH

FEATURES BUT WITH PROBLEMS

CUSTOMER JOURNEY LIBRARY

BACKLOG CONSISTING OF

PROBLEMS -> EMOTINALISING

MULTIPLE TEAMS WORKING ON THE SAME CUSTOMER

JOURNEY WITHOUT KNOWING

LACK OF UNDERSTANDING

VALUE OF SERVICE DESIGN

LACK OF SERVICE DESIGN

EXPERTISE IN AGILE TEAMS

LACK OF UNDERSTANDING

OF SERVICE DESIGN CULTURE

HOW TO MEASURE IMPACT

HANDOVERS FROM SD

RESEARCH TO AGILE TEAM +

PRODUCT OWNER

SERVICE DESIGN FITTING TO THE

AGILE PACE

JOURNEY MAPS CHALLENGING TO INTEGRATE INTO A FAST

MOVING PROCESS

SPEED OF RESEARCH &

CONCEPT DEVELOPMENT

CONFLICTING PACE OF SCRUM / SERVICE DESIGN

ACTIVITIES

LONG RESEARCH “PHASE”

DIFFICULT COORDINATING BETWEEN AGILE

TEAMS

CULTURE OF FEAR OF FAILURE