Wielding the Hard and Soft Science of Service Design
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Transcript of Wielding the Hard and Soft Science of Service Design
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American Association of State Highway and Transportation Officials, 1925
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BY COUNTY
People
Agriculture
Mining
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BY COUNTY
People
Agriculture
Mining
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BY COUNTY
People
Agriculture
Mining
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Predictable value
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Predictable value Citizen adoption
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Citizen adoptionPredictable value
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Citizen needGovernance Construction systems
Economic Policy Citizen adoptionPredictable value
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Wielding the Hard and Soft Science of Service Design@brandonschauer
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Wielding the Hard and Soft Science of Service Design
Wielding the Hard and Soft Science of Service Design@brandonschauer
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Wielding the Hard and Soft Science of Service Design
Front and back of house
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END
END
End-to-end
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Participatory
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First service design challenges
Formally working in service design
Acquired by Capital One, doubled down on Service Design
Forming Service Design as a community of practice across Capital One
2007 2011 2014 2017
Inaugural SX Conference
2013
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Rail Europe Experience Map
Rail Europe Experience Map, 2011
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Exploratorium Visitor Experience Map, 2013
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Experience Mapping Guide, 2013
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Service Experience Conference, 2013 - present
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Service Blueprinting Guide, 2016
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Glide Goods, 2016
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Flow matters, if you see it.Flow has economics.Flow changes the landscape.No one person changes flow.Scale brings complexity.
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Flow matters, if you see it
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Goods Trade Deficit
$750.1 BLN
— United States Census Bureau
Services are a huge part of the U.S. economy
Services Trade Surplus
$247.8 BLN
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BPR
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Business Process Re-engineeringBEFORE
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Business Process Re-engineeringAFTER
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Rail Europe Experience Map
Rail Europe Experience Map
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Exploratorium Visitor Experience Map
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Boundary objects
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+
–
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Flow matters, if you see it. Seeing isn’t doing.
+
–
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Flow matters, if you see it. Seeing isn’t doing.
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Flow has economics
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Scenario: Broken Refrigerator
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Flow
DISCERN NEED
SHOP OPTIONS
MAKE BEST PURCHASE
MANAGE DELIVERY
INSTALL AND USE
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Flow is conversion
DISCERN NEED
SHOP OPTIONS
MAKE BEST PURCHASE
MANAGE DELIVERY
INSTALL AND USE
100 72 58 52 2680
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Flow is conversion: Overall rise of ↑50%
DISCERN NEED
SHOP OPTIONS
MAKE BEST PURCHASE
MANAGE DELIVERY
INSTALL AND USE
100 72 58 52 39
↑25%
FIX IT HERE
80
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FIX IT UPSTREAM
Flow is conversion: Overall rise of ↑69%
DISCERN NEED
SHOP OPTIONS
MAKE BEST PURCHASE
MANAGE DELIVERY
INSTALL AND USE
100 80 72 65 58 44
↑25%↑10%
AND FIX IT HERE
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Flow is conversion: Overall rise of ↑10%
DISCERN NEED
SHOP OPTIONS
MAKE BEST PURCHASE
MANAGE DELIVERY
INSTALL AND USE
110 88 79 63 57 29
↑10%MORE MARKETING!
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How do we see the opportunities?
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Journey PlaybookEleven patterns for how to change your current customer experience for the better »
Erasing Troughs Early Solutions Strong Starts
Smoother Handoffs Skips and JumpsStrong Ends
x
y
n
b
Totally Reimagining Reordering Intelligent ExperiencesMagnifying Peaks
Earlier starts, later ends
bit.ly/journeyplaybook
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ERASING TROUGHSTurning a low moment in the experience into either a smooth moment, or, a new peak in the experience.
Increases NPSIncrease conversion
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SKIPS AND JUMPSCompletely remove steps are stages of the journey that you can do on the customer's behalf.
Increase in NPSIncrease in conversionGreater
Greater
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Increase in NPSIncrease in conversionGreater
Greater
Flow has economics. Do what’s valued.
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Flow has economics. Do what’s valued.
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Flow changes the landscape.
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How likely are you to recommend this service to a friend?
Very LikelyNot Very Likely
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What do people remember?
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The Peak
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(Or the Trough)
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And the End
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The Peak End Rule
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Remove troughs
4 units of effort
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Don’t seek evenly good
18 units of effort
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Embellish your Peaks
4 units of effort
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Maximize your Ends
4 + 3 units of effort
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The Peak End Rule
Flow changes the landscape. Design to affect.
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Flow changes the landscape. Design to affect.
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No one person changes flow.
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LINE OF VISIBILITY
Conversation between customer and server, drink menu, dinner menu
Wayfinding, exterior branding
Conversation between customer and server
Wayfinding, queue signage
Customer greeting Reservation conversation
Verbal and non-verbal directions
Conversation between customer and server, drink menu, dinner menu
Drink menu, dinner menu
Server answers any questions regarding the menu and takes customer’s order
Host greets customer
Host confirms reservations, checks if table is ready
Busser clears dirty table
Back Waiter tells Host that table is ready
Back Waiter resets table
Host informs Server that their table has arrived
Server enters order into system
Server picks up drinks from bar
Bartender makes drink order, Chef makes appetizer and places order in kitchen queue
Server triggers kitchen to start main course, Chef starts cooking main course
Host shows customer to table
Server greets customers and tells them about the daily specials
Server delivers drinks
Reservation system
Nightly special board in kitchen
Order system Order system
Customer asks question and places their order
WaitsCustomer enters Restaurant
Customer receives drink order
Customer waits for host to be free
Customer enjoys drinks and appetizers
Customer is greeted by host
Customer confirms reservation
Customer walks to table
Customer is greeted and hears about daily specials
Customer reviews menu
CU
ST
OM
ER
AC
TIO
NS
TO
UC
HP
OIN
TS
FRO
NT
STA
GE
STA
FFB
AC
KS
TAG
E S
TAFF
SU
PP
OR
T P
RO
CE
SS
ES
ARRIVING ORDERING RECEIVING DRINKS
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LINE OF VISIBILITY
Conversation between customer and server, drink menu, dinner menu
Wayfinding, exterior branding
Conversation between customer and server
Wayfinding, queue signage
Customer greeting Reservation conversation
Verbal and non-verbal directions
Conversation between customer and server, drink menu, dinner menu
Drink menu, dinner menu
Server answers any questions regarding the menu and takes customer’s order
Host greets customer
Host confirms reservations, checks if table is ready
Busser clears dirty table
Back Waiter tells Host that table is ready
Back Waiter resets table
Host informs Server that their table has arrived
Server enters order into system
Server picks up drinks from bar
Bartender makes drink order, Chef makes appetizer and places order in kitchen queue
Server triggers kitchen to start main course, Chef starts cooking main course
Host shows customer to table
Server greets customers and tells them about the daily specials
Server delivers drinks
Reservation system
Nightly special board in kitchen
Order system Order system
Customer asks question and places their order
WaitsCustomer enters Restaurant
Customer receives drink order
Customer waits for host to be free
Customer enjoys drinks and appetizers
Customer is greeted by host
Customer confirms reservation
Customer walks to table
Customer is greeted and hears about daily specials
Customer reviews menu
CU
ST
OM
ER
AC
TIO
NS
TO
UC
HP
OIN
TS
FRO
NT
STA
GE
STA
FFB
AC
KS
TAG
E S
TAFF
SU
PP
OR
T P
RO
CE
SS
ES
ARRIVING ORDERING RECEIVING DRINKS
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CUSTOMER ACTIONSTOUCHPOINTSFRONT STAGE STAFFSUPPORT PROCESSES Order mealBACK STAGE STAFF
Line of visibility
MenuWaiterCookSupply chain
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CUSTOMER ACTIONS
TOUCHPOINTS
FRONT STAGE STAFF
SUPPORT PROCESSES
Order meal
BACK STAGE STAFF
Line of visibility
Menu
Waiter
Cook
Supply chain
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CUSTOMER ACTIONS
TOUCHPOINTS
FRONT STAGE STAFF
SUPPORT PROCESSES
Order meal
BACK STAGE STAFF
Line of visibility
Menu
WaiterCook
Supply chain
Cook + Waiter
Marketing HR Training Insurance Reservations
THIS CHANGE MUST INVOLVE
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MONTH DD, YYYYCAPITAL ONE ADAPTIVE PATH + [PARTNER GROUP] CONFIDENTIAL 81
INTRODUCTION
Social networks
No one person changes flow. Effect the org.
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No one person changes flow. Effect the org.
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Scale brings complexity.
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value proposition
value proposition
value proposition
value proposition
value proposition
value proposition
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core value proposition
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QUALITY
TIME
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bit.ly/baselinejourney
Baseline Journeys
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6 journeys
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bit.ly/baselinejourney
1 Baseline Journey, 6 variations
Scale brings complexity. Design systems
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Scale brings complexity. Design systems.
![Page 91: Wielding the Hard and Soft Science of Service Design](https://reader035.fdocuments.us/reader035/viewer/2022070521/58f9a9b0760da3da068b713a/html5/thumbnails/91.jpg)
Flow matters, if you see it. Seeing isn’t doing.Flow has economics. Do what’s valued.Flow changes the landscape. Design to affect.No one person changes flow. Effect the org.Scale brings complexity. Design systems.
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From To
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Wielding the Hard and Soft Science of Service Design
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Wielding the Hard and Soft Science of Service DesignBOOKS REFERENCED
The Big Roads: The Untold Story of the Engineers, Visionaries, and Trailblazers Who Created the American Superhighways, Earl Swift
Divided Highways: Building the Interstate Highways, Transforming American Life, Tom Lewis
PHOTOS SOURCED FROM
slide 2, doe-oakridge
slide 81, Gabludlow
slide 61, 12fh
slide 48, osseous
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Wielding the Hard and Soft Science of Service Design@brandonschauer