CREATIVITY AND

INNOVATION
SERVICE DESIGN

Astin.D
310122631008
II year MBA
 SERVICE DESIGN

INTRODUCTION

Service design is the activity of planning and arranging people, infrastructure, and
communication and material components of a service in order to improve its quality, and the
interaction between the service provider and its users. Service design may function as a way
to inform changes to an existing service or create a new service entirely.

The purpose of service design methodologies is to establish the most effective practices for
designing services, according to both the needs of users and the competencies and capabilities
of service providers. If a successful method of service design is adapted then the service will
be user-friendly and relevant to the users, while being sustainable and competitive for the
service provider. For this purpose, service design uses methods and tools derived from
different disciplines, ranging from ethnography to information and management science to
interaction design.

Service design concepts and ideas are typically portrayed visually, using different
representation techniques according to the culture, skill and level of understanding of the
stakeholders involved in the service processes (Krucken and Meroni, 2006). With the advent
of emerging technologies from the Fourth Industrial Revolution, the significance of Service
Design has increased, as it is believed to facilitate a more feasible productization of these new
technologies into the market.
DEFINITION

Service design practice is the specification and construction of processes which deliver
valuable capacities for action to a particular user. Service design practice can be both tangible
and intangible, and can involve artefacts or other elements such as communication,
environment and behaviour. Several of the authors of service design theory including Pierre
Eiglier, Richard Normann, Nicola Morelli, propose that services come to existence at the
same moment they are both provided and used. In contrast, products are created and "exist"
before being purchased and used. While a designer can prescribe the exact configuration of a
product, they cannot prescribe in the same way the result of the interaction between users
and service providers, nor can they prescribe the form and characteristics of any emotional
value produced by the service.

HISTORY

Early service design and theory

Early contributions to service design were made by G. Lynn Shostack, a bank and marketing
manager and consultant, in the form of written articles and books. The activity of designing a
service was considered to be part of the domain of marketing and management disciplines in
the early years. For instance, in 1982 Shostack proposed the integration of the design of
material components (products) and immaterial components (services). This design process,
according to Shostack, can be documented and codified using a "service blueprint" to map
the sequence of events in a service and its essential functions in an objective and explicit
manner. A service blueprint is an extension of a user journey map, and this document
specifies all the interactions a user has with an organisation throughout their user lifecycle.

Services cape is a model developed by B.H. Booms and Mary Jo Bitner to focus upon the
impact of the physical environment in which a service process takes place and to explain the
actions of people within the service environment, with a view to designing environments
which accomplish organizational goals in terms of achieving desired responses.
Service design education and practice

In 1991, service design was first introduced as a design discipline by professors Michael
Erlhoff and Brigit Mager at Köln International School of Design (KISD). In 2004, the Service
Design Network was launched by Köln International School of Design, Carnegie Mellon
University, Linköpings Universitet, Politecnico di Milano and Domus Academy in order to
create an international network for service design academics and professionals.

In 2001, Live work, the first service design and innovation consultancy, opened for business
in London.[citation needed] In 2003, Engine, initially founded in 2000 in London as an
ideation company, positioned themselves as a service design consultancy.

SERVICE DESIGN PRINCIPLES

• Human-centered
• Collaborative
• Iterative
• Sequential
• Real
• Holistic
Human-centered: Consider the experience of all the people affected by the service.

Collaborative: Stakeholders of various backgrounds and functions should be actively

engaged in the service design process.

Iterative: Service design is an exploratory, adaptive, and experimental approach, iterating

toward implementation.

Sequential: The service should be visualized and orchestrated as a sequence of interrelated

actions.

Real: Needs should be researched in reality, ideas prototyped in reality, and intangible values
evidenced as physical or digital reality.

Holistic: Services should sustainably address the needs of all stakeholders through the entire
service and across the business.

How to Do Service Design Best

First, identify these vital parts of any service encounter:

→ Actors (e.g., employees delivering the service)

→ Location (e.g., a virtual environment where customers receive the service)
→ Props (e.g., objects used during service delivery)
→ Associates (other organizations involved in providing the service – e.g., logistics)
 → Processes (e.g., workflows used to deliver the service)

You’ll need to define problems, iterate and address all dimensions of the customers’, users’
and business needs best in a holistic design. To begin, you must empathize with all relevant
users/customers. These are some of the most common tools:

❖ Customer journey maps(to find the customers’ touch points, barriers and critical
moments)
❖ Personas (to help envision target users)
❖ Service blueprints (elevated forms of customer journey maps that help reveal the full
spectrum of situations where users/customers can interact with brands)

You should use these to help leverage insights to account for such vital areas as accessibility
and customer reengagement.

4P’s OF SERVICE DESIGN

The 4 Ps of the service design stage are as follows:

• People
• Products
• Partners
• Processes
PEOPLE:

“People” is the first of the 4P's of ITIL Service Design that tells an organization to acquire
sufficient personnel with adequate knowledge level.

At the time of designing services or processes, your organization will require IT engineers,
managers, software architect, network architects, and administrators. The organization needs
to ensure that they have the adequate capability to design new services or updating existing
services.

If you don't have enough people in your team to complete the processes of service design,
you will have to put more pressure on existing employees that may result in delivering low
quality work. The other risk of having a small team is that you may lack on technical
knowledge required to deliver quality services.

Yet another side of this people attribute is that, even though your organization may have a
sufficient number of employees, if they do not have the required knowledge level, you will
face issues in serving customers.

PRODUCT:

The word "Products" in the ITIL 4 P's of service design refers to the underlying technology
that is required to deliver services. Here underlying technology means all the services,
technology, tools, and measuring processes.

At the time of designing new services or updating existing services, the service management
team of your organization will require some services or tools to deliver the expected outputs.
Additionally, the team will also need some measuring processes and tools to test & evaluate
if the outcome of the services meets the business requirements.

You must remember that services cannot be designed without having correct tools. So,
making the choice of correct tools is an important aspect of this ITIL 4Ps of service design
concept. You must maintain a proper balance between the performance, features,
functionality, and cost while choosing the right technology.
Though the main driver will be the characteristics that come from the customers’
requirements, it has to be supported by the appropriate infrastructure, environment,
interfaces, applications, and data sources that will help to produce quality services.

PARTNERS:

This "Partner" element of ITIL 4P's of the Service Design is referred to as the internal and
external suppliers. A service provider may not have all the required skills to serve all of the
parts of its services or goods. In this scenario, they may hire that required skill/services for
that part from partners or suppliers and deliver the whole service to its customers.

It is very much important that service level agreements (SLAs) are in place to ensure that
each party (customer & supplier) know what level of services are expected of them and
within which time frame.

PROCESSES:

The “Processes” element in the 4P's of service design is the means of taking one or more
inputs and turning them into defined outputs.

ITIL states that every service-based organization must define IT Service Management
(ITSM) processes, roles, responsibilities, and requirement descriptions. Otherwise, the
service design stage won’t be able to deliver efficient outcomes.

“Processes” in ITIL 4P, determine the anticipated inputs that are required to deliver the
target output. Without processes such as the service catalog management, capacity
management etc, the service design phase can’t be managed efficiently. And that may result
in a failure of the entire IT Service Management Lifecycle.

The roles and responsibilities descriptions within the process help to clarify individual
responsibilities assigned to each people. It provides answers to the questions, such as: who
will be responsible for an activity? Who will be accountable for an activity? Knowing these
types of details ensures that all the activities will be done under some kind of supervision,
and will also avoid blame-shifting if the activity fails.
CONCLUSION

Embedding service design delivers a stronger experience for those interacting with a product.
Breaking down the product and experience into moments enables each element to be
prioritized, understood, and ready for iteration. By documenting people’s roles and
interactions with the product, the build is poised to include all necessary perspectives.
Accounting for the product environments and use conditions sets the course build elements
(e.g., internationalization, layout, color considerations, data density) targeted to deliver the
optimal performance.

❖ An identified current state. What exists to date?

❖ A targeted future state. What is the end goal?

❖ External factor research. What impacts the experience?

❖ Defined dependencies. What needs to happen for the product to work?

Then design the service blueprint based on the collective findings influencing the entire
experience, including:

❖ A documented customer journey. What happens before, during, and after using the
product?
❖ A well-produced experience. What are the front and back-stage factors influencing
the outcome?
❖ A clear understanding of technical support processes. What drives the experience
outside of the customer?

In addition to a well-analyzed problem space, nothing is more powerful than getting everyone
into a room for a focused meeting to answer the question: “Why aren’t we building software
yet?” The nuances and challenges are unique for every product. That said, a structured
workshop uncovers and examines each aspect of a digital product. Our experience has shown
that there is no replacement for a focused collocated working session to kick off the project
together.