Service Design Network UK Conference - Joel Bailey SDN 300616 slides v2

How to get triple impact in your
next Service Design project
Joel Bailey
Director, Livework Studio London

JOEL BAILEY, LIVEWORK STUDIO
Customer
Commercial
Organisation

Project #1 – the expedient route
Customer
Commercial
Organisation

Project #2 – the sustained route
Customer
Commercial
Organisation

Why do well-meaning projects get stuck here?
Customer
Commercial
Organisation
And how can
we increase
our chance of
success?

1. Give corporate therapy
“Can be like tissue rejection.”
Joe Ferry

Denial
Disbelief;
looking for
evidence that it
isn’t true
Shock
Surprise or
shock at the
event
Frustration
Recognition that
things are
different;
sometimes angry
Depression
Low mood;
lacking in energy
Experiment
Initial engagement
with the new
situation
Decision
Learning how to
work in the new
situation; feeling
more positive
Integration
Changes integrated;
a renewed individual

• Get people together early on
• Expose them to things they reject
• Accept they will reject it
• Help them see that their emotions are a symptom of their broken
system
• Don’t lose your bottle

“What was great about this project
was how it gave us more than we
expected. We got a blueprint for the
future service. But we also got a
team who were engaged and ready
to deliver on that blueprint.”

2. Choose your line

2. Choose your line
“We will be the most customer oriented
company in the Nordic insurance market.”

2. Choose your line
We will be the most customer oriented
company in the Nordic insurance market
Prepare New customer Customer Damage Claim Incident Change
Collect and prepare necessary
data and paperwork to prepare
for new contract
Period immediately after signing
the contract where the contract is
setup internally
In a steady state managing and
administering policies and
paperwork
Something happens that causes
damage that is/can be covered by
insurance
Making a claim and the
processing of the claim
Occurrence that impacts
conditions in the insurance
Change the administration and
management of the policy and/or
change of provider
Collect information Setup Manage policies Accident/occurrence Contact Issue Decision
Gather information and data to
understand situation and options
Enter insurance contract into policy
and risk management portfolio and
administration
Manage policy, and respond to
change in internal/external operating
environment
Experience an accident/ occurrence
that(might) fall under the insurance
contract
Reports the accident and checks
process and timeline of claim
processing
Notice or experience an unexpected
event or situation
Decision is made that requires
change of product, service and or
administration
Requirements Imbed Adjustments Investigate Submit Assess situation Process
Determine requirements and
conditions for the product and the
service
Imbed insurance, products and
services into business routine and
processes
Affect changes such as
decrease/increase risk cover, adjust
premium plans etc.
Investigate the situation, cause and
damage of the accident
Fill out paperwork and other process
steps and submit claim to provider
Investigate the incident, its cause
and its effect
Make changes in management of the
policy and/or objects/people
insured, or service provider
Compare Information Admin changes Determine impact Handling Seek assistance Finalise
Compare current products, services
and administration with offers
Request/receive information related
to products & services, including up-
& cross sell
Change in policy, insurance plan,
people and handling of insurance
account
Determine cost and impact on the
business, equipment and staff of
damage incurred
Provider investigates the claim,
might engage the customer, or
request additional input
Reach out to the provider over one or
more channels to assist in resolving
the incident
Complete the change in systems,
processes and administration
Information Resolve Re(solve) situation
Request/receive information related
to insurance products & services
Provider passes a decision on the
claim, informs the customer and
might pay-out damages
The provider tries to resolve the
incident by providing
information/service/fix
Notification Escalate Investigate
Receive information about a change,
issue or, something requiring (legal)
notification
The claim is not resolved to
satisfaction and leads to escalation
Provider investigates incident to
prevent further and future incidents

2. Choose your line
Permission + scattergun + measures
= 77th to 11th in customer satisfaction
= sustained uplift in performance

2. Choose your line
• The Scattergun
• The Mega Backlog
• The Thin End of the Wedge
• The Massive Agile Co-Location
• The Small, Well-Paced Team

3. Look out for legacy

3. Look out for legacy
• Find out where the power lies
• Work out how decisions get made
• Ideally engage with that
• If not, help your client subvert it

How to get triple impact in your next Service
Design project
Customer
Commercial
Organisation
1. Give corporate therapy:
make time to talk it out
2. Choose your line
Select your delivery model
3. Look out for legacy:
create shadow management

Customer
Commercial
Organisation
None of this is new...
Think like a designer,
manoeuvre like a consultant

For more practical advice
Customer
Commercial
Organisation

joel@liveworkstudio.com
+44 7941 156449
Thank you!

Service Design Network UK Conference - Joel Bailey SDN 300616 slides v2

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Service Design Network UK Conference - Joel Bailey SDN 300616 slides v2