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Service Transformation and Service Design

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Transformation requires dealing with complexity and having a whole systems and whole organization view. This talk outlines some perspectives and tools for tackling complexity in transformation, and shares the Situ Service Architecture Framework. Service Architecture offers a transformation framework for organizations that need to innovate for customer experience improvement.

Talk at SDN Canada In Flux conference on Dec 1, 2016 in Toronto.

Publié dans : Design
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Service Transformation and Service Design

  1. 1. “What do you mean you can’t upload digital photos for evidence? That seems kind of important for making your case”
  2. 2. @jessmcmullin | jess AT situ.org
  3. 3. From Service Design to Service Transformation
  4. 4. Innovation & Transformation Fatigue
  5. 5. Transformation? What does that even mean? Service transformation is the required organizational and systemic change in order to design and deliver new services which become integrated with the business in sustained and ongoing strategy, structure, and operations at scale. It is lasting change that substantially shifts the course of the organization, rather than repackaging the status quo.
  6. 6. Today 1.Transformation & Complexity
  7. 7. Today 1.Transformation & Complexity 2. A Transformation Framework
  8. 8. Today 1.Transformation & Complexity 2. A Transformation Framework 3. Design-Driven Transformation
  9. 9. Transformation & Complexity
  10. 10. Rising complexity demands transformation
  11. 11. Multiple globally interconnected reasons for everyday impacts
  12. 12. Journeys, Experience Maps, & Blueprints Alone Don’t Cut it for Organizational Transformation
  13. 13. None of us live in isolation from the impacts of an increasingly complex world.
  14. 14. You cannot opt out of complexity
  15. 15. So we need to Innovate to create new capabilities & new value.
  16. 16. But organizational innovation and transformation has more to do with archaeology than with rocket science
  17. 17. Raiders of the Lost Ark, 1981, Paramount Pictures
  18. 18. Slow, surprising, unexpected, mystery. Move a mountain with a paintbrush
  19. 19. As we transform organizations…
  20. 20. …we need new perspectives & tools
  21. 21. Where can we learn about complex adaptive systems?
  22. 22. Complexity Theory From Aid on the Edge of Chaos, p. 232
  23. 23. Products are Service Avatars @DaveGray @liminalthinking
  24. 24. Create change by changing beliefs, starting with your own @liminalthinking
  25. 25. “ “Services are Systems Avatars - @jessmcmullin
  26. 26. Cynefin (kuh-NEV-in)
  27. 27. Dave Snowden Cognitive Edge @snowded
  28. 28. From Jabe Bloom @cyetain What question are we exploring? What problem are we trying to solve? What solution should we use? What direction should we head? WTF, where are we?
  29. 29. Systemic Design
  30. 30. Birger Sevaldson AHO, Oslo
  31. 31. Gigamaps
  32. 32. OCAD Strategic Foresight & Innovation Program
  33. 33. Relating Systems Thinking & Design systemic-design.net
  34. 34. Ultimately, service transformation is organizational transformation.
  35. 35. Dark Matter & Trojan Horses: A Strategic Design Vocabulary Dan Hill @CityofSound
  36. 36. Service Design is a Trojan Horse for that Organizational Transformation.
  37. 37. A Transformation Framework
  38. 38. BC Natural Resource Sector
  39. 39. 3x3 Layers
  40. 40. With my friend and colleague Alex MacLennan @admaclennan
  41. 41. Delivery realizes value. Foundations support value. Bedrock defines value.
  42. 42. To work effectively with these elements we need to know a few things.
  43. 43. Photo: MLazarevskiCC:BY-ND hDps://www.flickr.com/photos/mlazarevski/9353581122 Corrective lenses to see within and across our organization differently
  44. 44. Experience: Real World Research
  45. 45. Interactions: Design at touchpoints and across channels.
  46. 46. Operations: People, Process
  47. 47. Infrastructure: Space, Tech, Logistics
  48. 48. Decision DNA: Policy, Strategy, Standards, Governance (& Legislation)
  49. 49. Structure+Incentives e.g. HR policy
  50. 50. Mandate: Stated Vision, Mission, Values
  51. 51. Culture: Norms, Unsaids, Values in Use
  52. 52. The Inner Circle Friends Copyright NBC 1994-2004. The One Where Rachel Smokes
  53. 53. “ “ If a revolution destroys a systematic [solution], but the systematic patterns of thought that produced that [solution] are left intact, then those patterns will repeat themselves in the succeeding [solution]. Zen and the Art of Motorcycle Maintenance Bonus Quote
  54. 54. Context: The world, markets, life
  55. 55. Context creates meaning, and defines value
  56. 56. Each element of Delivery, Foundations, and Bedrock moves at a different velocity.
  57. 57. PACE LAYERS
  58. 58. Stewart Brand @stewartbrand
  59. 59. How Buildings Learn
  60. 60. “ “ Because of the different rates of change of its components a building is always tearing itself apart. - Stewart Brand, How Buildings Learn
  61. 61. “ “ …there are processes in nature, which operate in different timescales and as a result there is little or no exchange of energy/mass/information between them. Brand transferred this intuition to buildings and noticed that traditional buildings were able to adapt because they allowed “slippage” of layers: i.e. faster layers (services) were not obstructed by slower ones (structure). Wikipedia
  62. 62. Photo: https://changehere.wordpress.com/2013/01/06/
  63. 63. Note the adjusting floor plates to help transition between speeds.
  64. 64. Delivery –  Experiences –  Interactions –  Operations Foundations –  Infrastructure –  Decision DNA –  Structure & Incentives Bedrock –  Mandate –  Culture The Service Architecture Cake
  65. 65. Every major failure I’ve experienced in my mid career onwards was because I missed something in one of these layers…I had great teams, with great designers, but design alone was not enough to succeed.
  66. 66. Design-Driven Transformation
  67. 67. “ “ Service Architecture is a guide to strategic conversations inside your organization.
  68. 68. Service Architecture Mapping Journey
  69. 69. ALPHA Email jess AT situ DOT org for PDFs Transformation Canvas
  70. 70. The Experience becomes the touchstone for transformation
  71. 71. 81 Boundary Objects
  72. 72. 82 “Boundary objects are objects which are both plastic enough to adapt to local needs and constraints of the several parties employing them, yet robust enough to maintain a common identity across sites. They are weakly structured in common use, and become strongly structured in individual-site use. They may be abstract or concrete. They have different meanings in different social worlds but their structure is common enough to more than one world to make them recognizable, a means of translation. The creation and management of boundary objects is key in developing and maintaining coherence across intersecting social worlds.” Star & Griesemer, 1989 Star, Susan; Griesemer, James (1989). "InsYtuYonal Ecology, 'TranslaYons' and Boundary Objects: Amateurs and Professionals in Berkeley's Museum of Vertebrate Zoology, 1907-39". Social Studies of Science 19 (3): 387–420.
  73. 73. 83 Boundary objects allow collaboration without consensus.
  74. 74. 84 The vision for a future customer experience becomes a boundary object for transformation.
  75. 75. Service Experience Alignment Journey
  76. 76. “ “ What do we need to change in order to deliver on this vision of future experience?
  77. 77. Compelling customer experiences drive organizational change because they provide the motivation & energy to work across different pace layers. True for current poor experience & future awesome experience.
  78. 78. A cable company story
  79. 79. Presto is great, but…
  80. 80. Healthcare.gov
  81. 81. THIS DOES NOT MEAN THAT YOU NEED TO SOLVE FOR EVERYTHING.
  82. 82. Where are the risks and opportunities across your service architecture?
  83. 83. Who do you need to work with to look at all the parts of your service architecture?
  84. 84. Service Architecture Framework Helps Us Ask Bigger Questions to Solve Better Problems
  85. 85. Working on new models for organizations
  86. 86. Understand the Experience to Redesign the Organization
  87. 87. •  150+ Field Interviews •  1800+ sticky notes •  6 Codesign Workshops •  New Models for Professional Development •  Increased regional collaboration
  88. 88. Recap
  89. 89. Seeing the system
  90. 90. Facing complexity
  91. 91. Service transformation is organizational transformation
  92. 92. Service design is a Trojan horse
  93. 93. Service architecture lets you look across your organization and find the barriers, opportunities, and collaborators to sustain transformation.
  94. 94. Ask bigger questions to solve better problems
  95. 95. What service experience will become the touchstone for transformation where you are working?
  96. 96. start your own strategic conversations! Use service architecture & Thank you! Please keep in touch jess AT situ.org @jessmcmullin situ.org
  97. 97. Resources •  Dave Gray, Liminal Thinking liminalthinking.com •  Cynefin Framework, Dave Snowden cognitive-edge.com •  Systemic Design & Gigamaps Birger Sevaldson, AHO Peter Jones OCAD systemic-design.net •  Dark Matter & Trojan Horses, Dan Hill cityofsound.com •  How Buildings Learn, Stewart Brand •  slideshare.net/jessmcmullin | twitter.com/jessmcmullin •  Situ.org

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