Challenges and opportunities for service design in organisations shifting to agile Abstract: To keep up with the ever faster rate of change in the world, more and more companies are adopting agile ways of working. For service designers working in organisations that are shifting in this direction, this presents opportunities, but also challenges. What is the role of service design in an agile organisation and how can it provide the most value? Which methods work well and which need to be adapted? And what tools and techniques can help facilitate collaboration and co-creation? During this interactive workshop, we will take an in-depth look at these emerging issues and opportunities. The presenters will share their own experiences, problems and solutions and attendees are invited to do the same, so we can jointly identify patterns, discuss solutions and learn from experiences. Innovation: With service design becoming increasingly part of the “business as usual” of organisations, it’s also becoming more important to integrate it with the practices of the rest of the business. An ongoing trend is a shift to more bottom-up and agile ways of working. This opens up great opportunities for designers, as it makes it easier to respond to customer insights, but it also presents new challenges. At Aegon, we started this shift over a year ago and have learned a lot along the way. We’ll share our experiences and solutions and: * How we combine traditional methods with iterative working * How we approached the transition (traditional & agile working side by side) * How we direct insights to teams that need them, using dashboards etc. to encourage serendipity * What we haven’t solved yet

1. Challenges & Opportunities for
Service Design in Organisations
shifting to Agile

2. 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

3. Esther
van der Hoorn
Customer Experience Manager
Aegon
@TwitvanEs

4. Michel Jansen
Service Design Lead
cXstudio / HCL
@dawuss

5. 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.

6. Changing course quickly
is becoming more important
Not being adaptable to change is not an option.
There no such thing as “Unsinkable”.

7. 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.

8. 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:

9. 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 not
An IT thing, or only about software development
A methodology for doing the same thing cheaper

10. “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:

11. Our
Challenges
& 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.

12. 14.55 Now it’s up to you
Discuss 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

14. 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

16. Gain Creators
Pain Relievers
Activities &
Deliverables Pains
Gains
Jobs
Challenges Solutions
VALUE OF
SERVICE DESIGN
SERVICE DESIGN
IN AGILE ORGANISATIONS
ORGANISATIONS
MOVING 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 offers
that 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 organisation
wants 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 make
service 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
N
MAKE 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