Outside-In, Inside-Out: Designing Services Within Learning Spaces

Eli Fall Focus Session 2014 1

Outside-in, Inside-out Designing Services within Learning Spaces

ELI Fall Focus Session

October 29, 2014


agenda Introduction

Making the case

Tools to get started:

•  Understanding Experiences

•  Partnership Models

•  Defining Service Levels

•  Guiding Referrals

Wrap-up


a learning space…

NC State Hunt Library (Design: Snøhetta and PBC+L)


services within a learning space…

room reservation

device lending

research assistance

tech support

wayfinding

furniture setup / reset

cleaning

subject-matter consultation

NC State Hunt Library (Design: Snøhetta and PBC+L)

community engagement


big idea: outside-in, inside-out Experiences – and the spaces, services and organizational structures that support them – should be designed from the outside in, as well as from the inside out.

users


why outside-in?


80% of firms believe they’re delivering a “superior experience” to customers

Source: “Closing the Delivery Gap: How to achieve true customer-led growth,” October 5, 2005; Bain & Company

today, more organizations than ever are focusing on user experience…


80% of firms believe they’re delivering a “superior experience” to customers

8% of customers say they’re really delivering

but their users aren’t satisfied.

delivery gap

Source: “Closing the Delivery Gap: How to achieve true customer-led growth,” October 5, 2005; Bain & Company


why inside-out?


72% of highly engaged employees believe they can positively affect customer service

27% of disengaged employees

engaged employees can provide improved service…

Source: “The Ten C’s of Employee Engagement,” Dan Crim and Gerard Sejits, The Workplace, Apr 2006

vs.


29% of staff are engaged or highly engaged at work

but few employees are truly engaged.

Source: Gallup Management Journal, Employment Engagement Index

55% are NOT engaged

16% are actively disengaged


some tools to get you started thinking about users and staff together… Understanding Experience

Partnership Models

Defining Service Levels

Guiding Referrals


understanding experiences Consider the entire experience (all 5 E’s), from the user perspective as well as the the staff activities and interactions required throughout. Both user and staff journeys can be mapped using the 5Es to understand and improve them.

ENTICE ENTER ENGAGE EXIT EXTEND

Note: Es Framework developed by Conifer Research


understanding experiences brightspot and GT staff conducted observations and shadowing to evaluate how current services support / do not support users and/or staff and activities.


experience model outcomes

discovering

focusingshowcasing

creating growing

discovering discovering

focusing focusingshowcasing showcasing

creating creatinggrowing growing

Experience models, created by synthesizing research data, can help to identify key moments in experiences as well as opportunities to better support them.

DISCOVERINGFinding the right

information, content, people, and tools

FOCUSINGFiltering information

and identifying what’s next

GROWINGMastering new

skills and building relationships

CREATINGExpressing and applying ideas

SHOWCASINGTesting and sharing

back with the community

Outcomes included: •  Identifying an

opportunity to better showcase and share work

•  Service strategies to encourage users to engage with experts earlier

•  Staff sub-groups to create new services that support key moments


partnership models As service delivery becomes more complex and collaborative, often understanding with whom and how to partner is the most critical step.

?

COLLABORATIVE

Campus partners provide complementary services in an integrated manner. Could include library services as well.

STOREFRONT

Key service point is in the OLEUDU\��EXW�RI¿FHV��EDFN�RI�KRXVH�DUH�HOVHZKHUH

SATELLITE

Dedicated space in the Library for VHOHFWHG�VHUYLFHV�DQG�RU�KRXUV��NH\�VHUYLFH�SRLQW�LV�HOVHZKHUH ?

?

?

?

VISITING

Scheduled hours in the Library in space shared with other partners or users

?

scale of dedicated space

org

an

izatio

ndi

stin

ctin

tegr

ated

with

libr

ary

none high

CO-LOCATED

$OO�IURQW��DQG�EDFN�RI�KRXVH�spaces are located in the Library, but partners remain separate organizationally

EMBEDDED

All partner spaces are located in the library and retain a distinct identity, but staff are integrated organizationally within the library.


partnership model example


partnership model outcomes Defining whom to partner with and how to do so can create a set of shared expectations, a shared vocabulary, and a framework for estimating future space needs, future staffing, and further discussions of roles, skills, and training.

Outcomes included: •  Common language about

the different ways to work together

•  Shared expectations for who will do what

•  Forecast future needs for space and staffing

•  Identification of further organizational development work (e.g., integration, culture, skills training)


service levels Service levels can be used to group and describe service experiences, helping to define how, when, where and by whom services are delivered.

Level 3: Specialized support

Level 2: Intermediate support

Level 1: General support


mapping service levels Through interviews, workshops, and data analysis we created service levels to coordinate across providers and inform service delivery & communication.

Transport Reservation & Booking

Reception &

Navigation

Room Set-up

Technology Support

Catering

Level 1: "You’re on your own"

Online tool Online tool None None In-room guides, Phone

Support

None

Level 2: "We'll get you started"

Online tool Online tool None None Remote multi-media

support

Upon request

Level 3: ”We’ll help you along the way"

Phone Support

Phone Support

Welcome and Direct

Advance Set-up

On-demand Team, on-

site

Set-up, with On-demand

Team

Level 4: "We'll do it for you"

Door-to-Door

Service

Dedicated Line

Guide you there

Advance Set-up,

Check-in, and Adjust

Dedicated team, on-

site

Set-up, with dedicated

team

Financial Services Company


service levels outcomes Clarifying service levels through a participatory and data-driven process can help manage expectations, provide for more consistent delivery, and uncover key success metrics.

Financial Services Company

Outcomes included: •  Clarity across service levels

and clear rationale of “on own” > “I’ll get you started” > “I’ll help you along the way” > “I’ll do it for you”

•  Better management of user expectations

•  Identified questions to answer through service blueprinting

•  Led to identification of success metrics like self-service uptake


referral models Consider the experience customers will have when being referred to different service providers, and create models to guide staff actions behind the scenes.


Brightspot worked with NYU to to create referral models and best practices for staff who support faculty teaching with technology at the University

guiding referrals


referral model outcomes Referral models helped NYU create best practices for referrals and determined the resources and awareness needed for staff to successfully refer faculty.

Outcomes included: •  an understanding of what

staff needed to know, versus the resources they needed accessible for referrals

•  better awareness of other staff provider groups across campus

•  short, memorable phrases outlining referral best practices in all situations

•  a guide to describe typical referral types


remember… outside-in & inside-out

thank you!

[email protected] @brightspotter www.brightspotstrategy.com

Outside-In, Inside-Out: Designing Services Within Learning Spaces

Design

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