How do corporate innovation teams de-risk projects across the innovation process in relation to service design? How does service design address high level early stage uncertainty for corporate start-up teams? Does service design function as an effective stand-alone discipline for corporate start-ups?
Service Design Meetup talk hosted at Board of Innovation, Antwerp, Belgium 30th October 2019.
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Service Design?
12. The role of service design in global
Fortune 500 project teams
Applying Service
Design While
‘Innovating like a
Start-up’
13. Mike Pinder
SENIOR INNOVATION CONSULTANT
10+ years cross-disciplinary background in Design,
Business & Innovation throughout B2B & B2C industries
Specialised as expertise lead across management of
innovation, Design Thinking, business modelling,
corporate intrapreneurship…
Strong academic and theoretical perspectives
Hands-on industry experience in high-tech R&D startups
International keynote speaker: innovation management
19. 19
Service Designs’ role in Corp. Innovation
1. Explain how corporate innovation teams de-risk
projects across the innovation process in
relation to service design?
2. Explain how service design addresses high-level
uncertainty in corporate start-up teams?
3. Argue if service design functions as an effective
stand-alone discipline for corporate start-ups
project teams?
21. 21
Why it’s important
Look beyond Service Design as an individual
discipline and critically-locate it within the wider
innovation process = fuller context
Help Service Designers to know what the whole
innovation process looks like at the corporate
level = how to work with it effectively
See things for what they really are = clarity on use
of knowledge in the “knowledge economy”
25. Service Design (along with other tools
and methodologies) are not enough
by themselves…
…they are part of a wider process to
create business impact
32. 32
DISCOVERY PROBLEM FIT SOLUTION FIT MARKET FIT SCALING
CUSTOMER DESIRABLILTY
UNKNOWN UNKNOWNS KNOWN UNKNOWNS KNOWN KNOWNS UNKNOWN KNOWNS
BUSINESS MODEL VIABLILTY TECHNICAL FEASIBLILTY
RESEARCH ASSUMPTIONS RESEARCH ASSUMPTIONS
36. 36
DISCOVERY PROBLEM FIT SOLUTION FIT MARKET FIT SCALING
CUSTOMER DESIRABLILTY
UNKNOWN UNKNOWNS KNOWN UNKNOWNS KNOWN KNOWNS UNKNOWN KNOWNS
BUSINESS MODEL VIABLILTY TECHNICAL FEASIBLILTY
RESEARCH ASSUMPTIONS RESEARCH ASSUMPTIONS
37. 37
CUSTOMER DESIRABLILTY
UNKNOWN UNKNOWNS KNOWN UNKNOWNS KNOWN KNOWNS UNKNOWN KNOWNS
BUSINESS MODEL VIABLILTY TECHNICAL FEASIBLILTY
RESEARCH ASSUMPTIONS RESEARCH ASSUMPTIONS
test
learn
measure
build
concept
prototype
/ mvp
prototype
empathize
define
ideate
assumptions features
monetization
options
sprint
testing at scale
quantitative validation
business
model canvas
ballpark
figures
business model kit
plan
review
retrospective
business model innovation
prototype sandbox
design sprintslean startup
design thinking
agile development
43. 43
The startup way
“Plans are useless, but
planning is everything.”
- D. Eisenhower -
Iterative knowing = reducing risk
Release!
Risk
Time
build
Release!
build
Release!
build
Release!
build
Release!
build
44. 44
SD stratified usage and repetition of tools and methods with other disciplines
test
learn
measure
build
concept
prototype
/ mvp
prototype
empathize
define
ideate
assumptions features
monetization
options
sprint
testing at scale
quantitative validation
business
model canvas
ballpark
figures
business model kit
plan
review
retrospective
business model innovation
prototype sandbox
design sprintslean startup
design thinking
agile development
RESEARCH
IDEATION
PROTOTYPING
IMPLEMENTATION
= Service Design
45. 45
Consequences for Service Design
It doesn’t get invested in at Fortune 500’s as much
as other well known tools and methods (if at all)
It has a meaning and relevancy issue for senior
innovation manager-buyers
Even Design Thinking is still struggling to be seen
at the strategic level, despite acclaimed usage
Innovation leaders care about speed-to-knowing
with the least amount of risk to achieve new
business impact
48. 48
4. Architectural
innovation
Requires an entirely new
disruptive technology
AND business model at a
fundamental level.
New technical
competencies needed as
well as new ways of
capturing value entirely
different to the current
core business model.
2. Disruptive
innovation
Requires a new business
model entirely, but
doesn’t depend upon
developing a new
technologies per se, but
disrupts the business
models of competitors.
1. Incremental
(Re)-innovation
Builds upon the existing
technical competencies
and fits the existing
business model
e.g. doing the same thing
just a little bit better or
improved in a small way.
3. Radical
innovation
The opposite of disruptive
innovation as new
technical competencies
are required, but the
business model more or
less stays the same.
Significant R&D
investments needed for
new technologies to
emerge as main
competitive advantage.
53. 4 key take-aways for service designers
53
1. We’re all managing the pursuit of knowing as
quickly & cheaply as possible to solve problems
• Try to add value holistically across the
innovation process, rather than in bits & pieces
2. Understand the process at a higher-level in
order to see where your skills fit (& don’t fit) in &
why
• Learn the innovation process & how to interface
your service design skills across the SD gaps
54. 54
3. Learn to speak the same language of
innovation to better bridge & serve teams
emerging from the different ‘knowing’ phases
4. Forget the labels & focus on enabling knowing,
fast!
• Try to bridge the service design gaps across the
innovation whole process so you are seen as an
enabler to the speed of knowing within project
teams
4 key take-aways for service designers