R:\Bau\Blog >_
Going for gold • 7
Service Design for Equitable Experiences
Inspired by an article in Harvard Business Review about the underlying quests for corporate transformation (Anand & Barsoux, 2017), I have identified seven arenas where the power of service design can transform organizations, teams, and people. In this blog post, I explore the final category, Service Design for Equitable Experiences. This one acts as a connective thread weaving through and enhancing the other six arenas, ensuring that the tenets of diversity, equity, and inclusion are deeply embedded in all aspects of service design.
7. Service Design for Equitable Experiences
Purpose: To remove discriminatory, socioeconomic, cultural, linguistic, physical, or financial barriers that prevent underrepresented and historically excluded groups from fully accessing, engaging with, and benefiting from workflows, products, services, environments, and experiences (adapted from Linares, 2021). This includes fostering an inclusive environment where all voices feel welcome, heard, and respected; embracing contrasting workstyles and personalities; and leveraging multiple perspectives to identify and address blind spots in processes, outputs, and outcomes. These efforts will lead to long-lasting positive changes that benefit individuals, communities, organizations, and society at large.
Note: Compared to a product-centric and compliance-based approach to DEI, a genuine service design mindset pays careful attention to how multi-touchpoint services and experiences are envisioned, co-created, co-produced, co-delivered, and perceived over time. This ensures that DEI is not just an afterthought but woven into the fabric of internal (employee-facing) and external (customer-facing) services and experiences.
Common themes: Exclusion. Barrier-free experiences. Equity of access, experience, and impact. Fair treatment, inclusive representation, and equal opportunities for all. Conscious and unconscious biases. Blind spots. Intersectionality. Cultural sensitivity and relevance. Physical, sensory, and cognitive impairments. Long-term disabilities, temporary conditions, and situational limitations. Design for belonging. Inclusive/universal design principles and applications. Adaptive and customisable design. Participatory design. Value co-creation. Shared decision-making. User autonomy and empowerment. Equitable outcomes. Iterative design. Continuous learning and adaptation. DEI metrics and evaluation. DEI accountability and transparency.
Project archetypes:
Designing for participation (participatory design and decision-making). Equipping facilitators, designers, and users with the platforms, services, spaces, workflows, tools, and skills needed to collaboratively create innovative, inclusive, and effective solutions to complex, multi-faceted challenges. By treating customers, employees, and other collaborators as co-creators, this approach cultivates collective intelligence, fosters lateral thinking, encourages shared decision-making, and ensures shared ownership of both outputs and outcomes. Designing for participation includes selecting the most effective engagement format(s) for co-creation – such as world cafés, design sprints, innovation jams, hackathons, co-design workshops, and crowdsourcing – depending on project needs at any given time in the process. (Kaner et al., 2014; Lipmanowicz & McCandless, 2014; Gray, Brown & Macanufo, 2010; Knapp, Zeratsky & Kowitz, 2016; Brown & Isaacs, 2005)
Designing for cultural competency. Ensuring that customer and employee experiences are welcoming, relevant, and respectful for all, regardless of cultural background – including ethnicity, nationality, language, religion, education, generation, and other cultural factors. This involves not only appreciating and embracing cultural subtleties and differences but also tailoring workflows, services, and experiences to meet the specific needs and preferences of diverse cultural groups. (Meyer, 2016; Kowalski, 2023)
Designing for accessibility. Ensuring that customer and employee experiences do not intentionally or unintentionally exclude groups and individuals with one or more impairments. This includes designing adaptive solutions for mobility, dexterity, visual, hearing, speech, and cognitive impairments that are effective in three distinct scenarios: long-term disability, temporary conditions, and situational limitations. (Microsoft Design, 2016; Microsoft Inclusive Design, 2023; Holmes, 2020)
Designing for intersectionality. Ensuring that customer and employee experiences address the unique needs and challenges faced by groups and individuals with diverse and intersecting identities – based on factors such as gender, race, sexual orientation, and socioeconomic class – as well as the multiple forms of discrimination or privilege they may experience. This involves creating environments, workflows, and services that are attuned to the complexities and nuances of these intersecting identities, ensuring that everyone feels represented, respected, and valued. (Lupton et al., 2021; Noel, 2023)
Fostering culture of systemic equity. Building and nurturing a culture where all employees feel valued, supported, and empowered, regardless of their background and identity. This involves crafting policies, programs, playbooks, practices, services, tools, benefits, incentives, and feedback mechanisms that leverage diverse perspectives; drive diversity of thought (including style, approach, and experience); foster inclusive collaboration; support underrepresented and historically excluded groups; and promote equitable career paths within the organization. (Myers, 2012; Frost & Aladina, 2019; Brown, 2016)
Examples: Airbnb (Project Lighthouse, Open Doors Policy, Instant Book), Microsoft (Xbox Adaptive Controller), Target (Adaptive Clothing), Nike (FlyEase), Apple (in-app accessibility features), Forum Virium Helsinki (co-creating urban futures for the city of Helsinki), and IDEO (OpenIDEO, the open innovation platform, and Design Kit, the human-centered design toolkit for social innovation).
Complementary/alternative methodologies, toolkits, and resources: Collective Action Toolkit (Frog, part of Capgemini Invent). Liberating Principles & Structures (Liberating Structures). Gamestorming – playbook with 80+ games for collaborative play (Gray, Brown & Macanufo, 2010). Facilitator’s Guide to Participatory Decision-Making (Kaner et al., 2014). Inclusive Design Toolkit (Microsoft). Inclusive Design Toolkit (University of Cambridge). Human-Centered Design Kit (IDEO). OpenIDEO (IDEO). Equity-Centered Community Design Field Guide (Creative Reaction Lab). Equity-Centered Design Framework (Stanford d.school). Racial Equity Tools (Equity in the Center). Liberatory Design Modes (Liberatory Design). Design Justice Network Principles (Design Justice Network). Inclusive Design for Business Impact and Social Impact (Helen Hamlyn Centre for Design, Royal College of Art).
Supplementary methodologies and toolkits: Systems thinking. Critical thinking and design. Social design and innovation. Civic design. Community design. Ethnographic research. Design thinking. Behavioral design. Industrial design. Service design. UX design. Retail design. Interior design. Workplace design. Experience design. Urban planning and environmental design.
Exploring the problem space: Understanding the broader context. Defining stakeholder mindsets / archetypes / personas. Understanding user drivers, needs, goals, behaviours, and blockers in existing experiences (in close collaboration with stakeholders and end-users). Crafting mental models to highlight moments that matter, pivotal touchpoints / interactions, common pain points, and unmet needs. Uncovering deep insights across multiple research methods and sources. Crafting tentative North Star for equitable experiences, determining ambition levels, and identifying opportunity spaces for improvement. Framing or reframing challenges/problems. Brainstorming initial ideas and hypotheses. Etc.
Exploring the solution space: Finding smart, emotionally resonant solutions (in close collaboration with stakeholders and end-users). Continuously testing tentative solutions through storytelling, rapid prototyping, experimentation, and piloting. Considering scalability, sustainability, and ethical implications of all solutions. Continuously adapting, downselecting, and prioritising tentative solutions. Crafting ideal, future-state end-to-end experiences (onstage and backstage) for prioritised user segments or mindsets. Defining stakeholder, business, and social impact. Crafting compelling stories and value cases for change. Identifying roadblocks, creating roadmaps, defining requirements, and mobilising resources for implementation and sustained success. Etc.
Project sponsors: Chief Diversity Officer, Chief Inclusion Officer, Chief Accessibility Officer, CXO, CHRO, CEO, or equivalent
Desired outcomes: ↑ service/experience accessibility, ↑ service/experience equitability, ↑ user empowerment, ↑ community trust and engagement, ↑ inclusion and representation in innovation & design processes, ↑ DEI-related metrics, ↑ employee engagement and retention, ↑ customer satisfaction and NPS, ↑ brand differentiation, ↑ brand reputation, ↑ brand engagement and loyalty
Note: Thank you, AnnaRose Girvin, Lead Experience Designer at Method, for serving as such a valuable sounding board for this blog post. Any mistakes or shortcomings in the final piece are entirely my responsibility.
References
Anand, N. & Barsoux, J-L. (2017, Nov–Dec). What everyone gets wrong about change management. Poor execution is only part of the problem. Harvard Business Review.
Brown, J. (2016). Inclusion: Diversity, the new workplace & the will to change. Advantage Media Group.
Brown, J. & Isaacs, D. (2005). The world café: Shaping our futures through conversations that matter. Berrett-Koehler Publishers.
Frost, S. & Aladina, R-F. (2019). Building an inclusive organization: Leveraging the power of a diverse workforce. Kogan Page.
Gray, D., Brown, S. & Macanufo, J. (2010). Gamestorming: A playbook for innovators, rulebreakers, and changemakers. O’Reilly Media.
Holmes, K. (2020). Mismatch: How inclusion shapes design. MIT Press.
Kaner et al. (2014). Facilitator’s guide to participatory decision-making (3rd ed.). Jossey-Bass.
Knapp, J., Zeratsky, J. & Kowitz, B. (2016). Sprint: How to solve big problems and test new ideas in just five days. Bantam Press.
Kowalski, S. (2023). Cultural sensitivity training: Developing the basis for effective intercultural communication. Econcise.
Linares, M. (2021, April). Frameworks for measuring product inclusion and product equity. Medium.
Lipmanowicz, H. & McCandless, K. (2014). The surprising power of liberating structures: Simple rules to unleash a culture of innovation. Liberating Structures Press.
Lupton et al. (2021). Extra bold: A feminist, inclusive, anti-racist, nonbinary field guide for graphic designers. Princeton Architectural Press.
Meyer, E. (2016). The culture map: Decoding how people think, lead, and get things done across cultures. PublicAffairs.
Myers, V. (2012). Moving diversity forward: How to go from well-meaning to well-doing. American Bar Association.
Microsoft Design. (2016). Inclusive 101 guidebook. Microsoft.
Microsoft Inclusive Design. (2023). Cognitive exclusion. Microsoft.
Noel, L-A. (2023). Design social change: Take action, work toward equity, and challenge status quo. A Stanford d.school guide. Ten Speed Press.
Going for gold • 4
Service Design for Operational Excellence
Inspired by an article in Harvard Business Review about the underlying quests for corporate transformation (Anand & Barsoux, 2017), I have identified seven arenas where the power of service design can transform organizations, teams, and people. In this blog post, I explore Service Design for Operational Excellence.
4. Service Design for Operational Excellence
Purpose: Crafting approaches, strategies, services, processes, and tools to improve service productivity, quality, and profitability. Service quality is defined as a “high standard of performance that consistently meets or exceeds customer expectations” (Wirtz & Lovelock, 2016).
Note: See also my blog posts Going for gold • 5 and Lean & mean innovation machine • 1.
Common themes: The Toyota Way. Lean thinking. DOWNTIME (8 types of waste). Customer focus and feedback (Voice of the Customer). Service performance, productivity, and quality. Process mapping, journey mapping, and flow charting. Service quality gaps. Standardizing and optimizing workflows. Digitizing and digitalizing processes. Standardisation. Demand patterns, demand management, and capacity management. Automation and RPA (robotic process automation). Continuous learning and improvement. Kaizen. Data-driven, fact-based decision making. Simulation and modelling. Agile ways of working. ISO certification. Return on Quality. Etc.
Project archetypes:
Designing for waste elimination. Streamlining service processes (for value facilitation and co-creation) to reduce variability, inefficiencies, and environmental impact while enhancing service productivity and quality. Key strategies include identifying and reducing sources of waste (think: DOWNTIME); eliminating non-value-added activities, ensuring every step adds value from the customer’s perspective; digitizing and digitalizing processes and workflows; and establishing robust protocols and procedures for effective complaint handling and service recovery.
Note: See the four project archetypes below for additional strategies to minimize waste and maximize customer value.
Example: Amazon uses data-driven decision-making, lean supply chain practices, and advanced automation to streamline operations.
Designing for standardization and adaptability. Balancing standardization and adaptability to create reliable and repeatable systems, processes, and servicescapes that can be easily replicated or scaled (across different contexts, locations, and time zones) while maintaining the same levels of service quality, productivity, and profitability. This may involve taking a modular approach, where certain components are standardized to ensure consistency and efficiency (such as CRM systems, production processes, and onboarding), while other components are adapted to fit local needs and preferences (such as service delivery processes, marketing activities, and DEI training).
Note: Replicating involves duplicating service processes and systems exactly as they are in different contexts or locations. Scaling involves expanding service capabilities to handle increased volume, complexity, or geographical reach. (Inspired by Grönroos, 2007; Normann, 2000.)
Example: McDonald’s standardizes cooking processes, equipment, and training programs while localising (to a certain degree) restaurant designs, menu items, and marketing campaigns.
Designing for automation and augmentation in a team-centric way. Automating tasks and workflows using the power of NLP, RPA, and Intelligent Automation to improve accuracy, reduce time-to-completion, ensure reliability, enhance service productivity, elevate service quality, free up capacity, and improve quality of life (see, e.g., Gupta, 2023; Porwal, 2024). Additionally, by augmenting human capabilities with next-gen AI and XR technologies, project teams can evolve into ‘superteams,’ where human and non-human team members work seamlessly side by side (Schwartz et al., 2020). This approach is particularly valuable during moments in the project lifecycle that benefit from increased firepower and alternative perspectives – such as sensemaking, systematic ideation, or participatory decision-making. Successful implementation of automation and augmentation requires ethical guidelines, redesigned workflows, robust tools, emotional intelligence, data governance, and intentional upskilling.
Note: Enabling or emerging technologies for automation and augmentation include ML (machine learning), NLP (natural language processing), RPA (robotic process automation), adaptive AI, IA (intelligent automation, infusing RPA with AI), cobots (collaborative robots), digital twins, MR (mixed reality, combining elements of both VR and AR), blockchain, IoT (Internet of Things), AI-powered collaboration tools, drone technology, edge computing, edge AI, etc.
Example: The Salesforce Einstein Automate platform combines RPA with AI capabilities to help clients automate a wide range of tasks and workflows, such as customer support, personalized content, patient scheduling, inventory management, loan approval, risk assessment, and so on.
Designing for optimal utilization. Balancing demand and capacity to utilize staff, labor, equipment, and facilities as productively as possible, particularly in the face of fluctuating demand. Strategies to manage capacity include stretching capacity levels and adjusting capacity to match demand. Strategies to manage demand include reducing demand in peak times, increasing demand during low periods, configuring effective queuing systems, implementing reservation systems, and reducing perceived waiting time. (Wirtz & Lovelock, 2016)
Example: Starbucks uses demand forecasting and workforce management techniques to balance staffing levels with customer demand.
Fostering culture of continuous improvement. Building and nurturing a culture of continuous improvement to sustain operational excellence and competitiveness. This involves engaging all employees in identifying and implementing improvements. It also requires consistently acting on feedback from customers, employees, and other stakeholders. Additionally, promoting life-long learning where employees continually acquire new skills and knowledge, is essential. This bottom-up and outside-in approach fosters accountability, empowerment, and customer-centricity.
Example: Ritz-Carlton conducts daily line-ups where employees gather to share stories and discuss ways to enhance service, fostering a culture of continuous improvement and exceptional customer service.
Alternative/complementary methodologies & toolkits: Lean Service for optimizing service delivery and improving workplace efficiency (with tools such as value stream mapping, service blueprinting, 5S, Kaizen, and root cause analysis). Six Sigma for improving service quality by removing the causes of defects and minimizing variability in service production and delivery processes (tools: DMAIC, VOC, SIPOC, fishbone diagrams, control charts, FMEA, etc.). Total Quality Management for enhancing the quality and performance of service delivery (tools: PDCA, SERVQUAL, QFD, service blueprinting, Pareto analysis, root cause analysis, etc.). Theory of Constraints for addressing critical bottlenecks in service delivery (tools: current reality tree, future reality tree, five focusing steps, etc.). Business Process Reengineering for fundamentally rethinking and redesigning core service processes (tools: value stream mapping, process mapping, benchmarking, gap analysis, root cause analysis, etc.). Robotic Process Automation (RPA) for automating routine, repetitive, and rule-based tasks in service production and delivery processes, Intelligent Automation (IA) for handling non-routine, complex tasks and end-to-end workflows with cognitive abilities, and Hyperautomation for automating as many business and IT processes as possible. Queue management software for managing customer flows in real-time and simulation tools for predicting and optimizing queue performance (by modelling different scenarios). Agile and the Scrum framework for managing and delivering projects in service organizations (tools: sprint planning; product and sprint backlogs; daily scrums/standups; sprint reviews and retrospectives; epics and user stories; etc.).
Supplementary methodologies & toolkits: Design thinking and human-centered design. CX and EX management. Knowledge management. Change management.
Exploring the problem space: Understanding the broader context. Identifying customer needs and pain points. Mapping existing processes. Collecting and analyzing quantitative data. Identifying areas of inefficiency/waste. Framing opportunity spaces for improvement. Determining ambition levels. Establishing objectives, defining KPIs, and setting baselines. Crafting tentative North Star. Designing provocations to challenge assumptions, provoke reactions, and stimulate discussions. Framing or reframing challenges/problems. Etc.
Exploring the solution space: Generating, screening, and prioritising improvement ideas. Continuously testing and adapting tentative solutions through storytelling, rapid prototyping, experimentation, simulation, and piloting. Defining stakeholder and business impact. Crafting compelling stories and value cases for change. Identifying roadblocks, creating roadmaps, defining requirements, and mobilising resources for implementation and sustained success. Establishing a culture of continuous improvement and operational excellence – through Kaizen principles, leadership support, upskilling, continuous experimentation, feedback loops, customer involvement/co-creation, revamped performance management systems, revised KPIs, and transparent communication. Etc.
Project sponsors: CIO, COO, CHRO, CFO, CEO, or equivalent
Desired outcomes: ↑ efficiency, ↓ organizational waste, ↑ compliance, ↑ quality, ↑ cost savings, ↑ flexibility, ↑ employee engagement, ↑ customer satisfaction, ↑ customer loyalty, ↑ core/process innovation, ↑ organizational learning
Note: For a rock solid introduction to service processes, service productivity, service quality, and service performance in service organizations, check out chapters 8, 9, 14, and 15 in Wirtz & Lovelock (2016).
Power tip: For all project types, harness the power of data analytics – including descriptive, predictive, and prescriptive analytics – to gain deep insights into past performance, forecast future trends, and recommend optimal courses of action.
Service Design for Ethical Circularity will be covered in the next blog post.
References
Anand, N. & Barsoux, J-L. (2017, Nov–Dec). What everyone gets wrong about change management. Poor execution is only part of the problem. Harvard Business Review.
Grönroos, C. (2007). Service management and marketing: Customer management in service eompetition. John Wiley & Sons.
Gupta, S.K. (2023). The importance of human-centered automation in manufacturing. Forbes.
Normann, R. (2000). Service management: Strategy and leadership in service business. Wiley.
Porwal, Y. (2024). From RPA to Intelligent Automation to Hyperautomation – the progression of business process automation. Binmile.
Schwartz, J., et al. (2020, May). Superteams. Putting AI in the group. Deloitte.
Wirtz, J. & Lovelock, C. (2016). Services Marketing: People, technology, strategy (8th ed.). World Scientific Publishing.
Going for gold • 2
Service Design for Customer Excellence
Inspired by an article in Harvard Business Review about the underlying quests for corporate transformation (Anand & Barsoux, 2017), I have identified seven arenas where the power of service design can transform organizations, teams, and people. In this blog post, I explore Service Design for Customer Excellence.
2. Service Design for Customer Excellence
Purpose: Crafting approaches, strategies, services, processes, and tools to make customer experiences feel reliable, convenient, engaging, enjoyable, and meaningful. (Feel free to replace ‘customer’ with passenger, guest, patient, resident, citizen, client, partner, consumer, end-user, or whichever term makes sense to you.)
Note: All CX work in the context of service design should include both the onstage and backstage components required for effective service production and delivery; please see my blog post Bringing down the house • 1 for a lighthearted introduction to the 7Ps of services marketing.
Common themes: Core product and supplementary services. Production & delivery processes. Three experience phases (pre-delivery, point-of-delivery, post-delivery – or pre-purchase, service encounter, post-encounter) with moments that matter and prioritised touchpoints. Customer segments, mindsets, archetypes, and/or personas. Diversity, equity, and inclusion. Customer outcomes/goals/jobs. Customer activities, customer–provider interactions, and customer–employee interactions. Customer moods and emotions. High-touch and low-touch engagement models. Frontline employees and backstage teams. Service roles and scripts. Line of visibility (between onstage and backstage components). Value creation, value facilitation, and value co-creation. Unmet, underserved, or overserved needs. Pain/friction points. Service quality gaps. Experience mapping. Journey management. Self-service technologies. Customer onboarding and training. Customer churn, retention, and loyalty. Customer feedback systems. Customer service and support. Customer complaints and service recovery. Value propositions, service packages (customer offerings), and service tiering. Etc.
Project archetypes:
Designing for value creation & co-creation. Exploring new or improved ways to enable and empower customers in their value creation process. This involves uncovering untapped sources of value creation, defining new or improved ways for customers to engage in value creation, identifying opportunities for value facilitation and co-creation, and crafting new value propositions, customer offerings, and service tiers. (Based on Grönroos, 2011; Wirtz & Lovelock, 2016; and others.)
Examples: Airbnb (peer-to-peer business model, dynamic pricing tools, AirCover for hosts and guests, etc.), Tesla (EV charging solutions and infrastructure), Lego (LEGO Ideas), and Spotify (tiered offerings for different lifestyles and budgets).
Note: For more information about value co-creation, plesae see my blog post Get the balance right! • 2.
Designing for personalization & customization. Proactively and dynamically tailoring the end-to-end experience to meet individual needs and preferences while actively engaging customers in the co-innovation, co-creation, co-design, co-development, co-production, and co-marketing of products and services. This requires harnessing the power of data analytics, behavioral economics, relationship management, mass customization, modularity, and AI capabilities to deliver personalized content, services, and solutions across multiple touchpoints. (Based on Peppers & Rogers, 1993; Pine, 1992; Gummesson, 2008; and others.)
Examples: Nike (By You), Build-A-Bear Workshop, Amazon, Netflix, Starbucks (My Starbucks Idea), Sephora (Color IQ), Threadless, and Stitch Fix.
Designing for immersion & engagement. Staging engaging, meaningful, and impactful experiences that create a sense of anticipation, build emotional connections, leave lasting memories, and foster unwavering loyalty. This involves various strategies, including defining overarching themes and core concepts, crafting compelling narratives and content, designing multi-sensory and immersive environments, incorporating interactive and hands-on activities, introducing elements of delight and surprise, providing learning and growth opportunities, and fostering a strong sense of community among users. (Based on Pine & Gilmore, 1999; Coleman, 2018; and others.)
Examples: IKEA Experience Centers, Nike House of Innovation, Royal Carribean (onboard experiences, themed environments), and Rapha (clubhouses, cycle clubs, branded rides & events).
Designing for loyalty & advocacy. Engaging and incentivizing customers to actively support and celebrate the brand they love, leading to greater brand reach, higher retention rates, and more organic growth. While the first three project types all aim to encourage loyalty and engagement, this one focuses specifically on creating tiered membership programs with experiential rewards, orchestrating surprise and delight campaigns, offering exclusive access and early releases, and encouraging customers to become co-innovators and co-marketers. Additionally, it involves developing referral and ambassador programs, publicly recognizing and celebrating loyal customers, and building a community platform through online forums, regular events, and user-generated content initiatives.
Examples: Cricut Community; Nike+ and Nike Ambassador Program; Sephora Beauty Insider and Sephora Squad; Rapha (exclusive events, clubhouses, Rapha Cycling Club); Lululemon Ambassador Program; Lego (LEGO CON, LEGO Ideas, LEGO VIP, LEGO Life app); and Apple’s “Shot on iPhone” campaigns.
Note: Specific strategies to reduce customer defections and create effective service recovery systems will be covered in a future blog post.
Fostering culture of journey orchestration. Building and nurturing a culture dedicated to orchestrating seamless experiences across all encounters with the brand(s) throughout the three stages of service delivery (e.g., pre-flight, in-flight, and post-flight experiences). This approach emphasizes the importance of cohesive and fluid transitions not only between online and offline experiences but also between onstage (customer-facing) and backstage (employee-facing) components of the ecosystem. Key strategies include synchronizing customer data and preferences across brands, functions, processes, and touchpoints, as well as proactively identifying and addressing pain points to remove friction throughout the journey. (Based on Risdon & Quattlebaum, 2018; Manning & Bodine, 2012; and others.)
Examples: Warby Parker, USAA, Airbnb, IKEA, Sephora, and Porsche.
Note: See also my blog post Going for gold • 4.
Complementary methodologies/toolkits: Design research. Services marketing / management. Service quality (SERVQUAL or Service Gap Model). Customer experience management. Journey management. Customer segmentation. Outcome-driven innovation (jobs-to-be-done theory). Design thinking. Service and UX design. Ecosystem and experience mapping (value exchange maps, value stream maps, journey maps, service blueprints, flowcharts, etc.). DEI frameworks and toolkits.
Exploring the problem space: Understanding the broader context. Defining customer mindsets / archetypes / personas. Understanding customer drivers, needs, goals, behaviours, and blockers in existing experiences. Crafting mental models to highlight moments that matter, pivotal touchpoints/interactions, common pain points, and unmet customer and employee needs. Uncovering deep insights across multiple research methods and sources. Crafting tentative North Star CX, determining ambition levels, and identifying opportunity spaces for improvement. Framing or reframing challenges/problems. Brainstorming initial ideas and hypotheses. Etc.
Exploring the solution space: Finding smart, emotionally resonant solutions for value creation (empowering customers to get the job done better than today) and value facilitation (empowering frontline staff and back-of-house teams to serve and support customers better than today). Creating smart solutions for effective service recovery (principles, policies, programs, procedures, etc.). Continuously testing tentative solutions through storytelling, rapid prototyping, experimentation, and piloting. Continuously adapting, downselecting, and prioritising tentative solutions. Crafting ideal, future-state end-to-end experiences (onstage and backstage) for prioritised customer segments or mindsets. Defining stakeholder and business impact. Crafting compelling stories and value cases for change. Identifying roadblocks, creating roadmaps, defining requirements, and mobilising resources for implementation and sustained success. Etc.
Project sponsors: CXO, Chief Customer Officer, Chief Brand Officer, Chief Diversity Officer, or equivalent
Desired outcomes: ↑ service quality, ↑ differentiation, ↑ brand buzz, ↑ customer reviews & testimonials, ↑ user-generated content, ↑ brand loyalty (customer retention & advocacy), ↑ customer satisfaction, ↑ NPS, ↑ customer lifetime value
Note: Desired outcomes could also cover effectiveness and efficiency indicators to measure performance in moments that matter (e.g., conversion rates, emotions evoked, effort levels, customer response time).
Power tip: When planning CX-related projects, try to scope them by altitude. High-altitude projects (10,000 to 30,000 ft.) explore the relationships, interconnections, flows, and feedback loops in an entire ecosystem (such as an airport). Mid-altitude projects (2,500 to 10,000 ft.) delve into the interconnections and flows within and between moments that matter (such as check-in, security, and boarding). Finally, low-altitude projects (500 to 2,500 ft.) focus on the flows and interactions of specific activities and touchpoints within a moment that matters (such as checking in with a self-service kiosk).
Service Design for Employee Engagement will be covered in the next blog post.
References
Anand, N. & Barsoux, J-L. (2017, Nov–Dec). What everyone gets wrong about change management. Poor execution is only part of the problem. Harvard Business Review.
Coleman, D. (2018). Building brand experiences: A practical guide to retaining brand relevance. Kogan Page.
Grönroos, C. (2011). Value co-creation in service logic: A critical analysis. Marketing Theory, 11(3), 279–301.
Gummesson, E. (2008). Total relationship marketing (3rd ed.). Routledge.
Holmes, K. (2020). Mismatch: How inclusion shapes design. MIT Press.
Kowalski, S. (2023). Cultural sensitivity training: Developing the basis for effective intercultural communication. Econcise.
Linares, M. (2021, April). Frameworks for measuring product inclusion and product equity. Medium.
Lupton et al. (2021). Extra bold: A feminist, inclusive, anti-racist, nonbinary field guide for graphic designers. Princeton Architectural Press.
Manning, H. & Bodine, K. (2012). Outside in: The power of putting customers at the center of your business. Amazon Publishing.
Meyer, E. (2016). The culture map: Decoding how people think, lead, and get things done across cultures. PublicAffairs.
Microsoft Design. (2016). Inclusive 101 guidebook. Microsoft.
Microsoft Inclusive Design. (2023). Cognitive exclusion. Microsoft.
Noel, L-A. (2023). Design social change: Take action, work toward equity, and challenge status quo. A Stanford d.school guide. Ten Speed Press
Peppers, D. & Rogers, M. (1993). The one-to-one future: Building relationships one customer at a time. Doubleday.
Pine, B.J. (1992). Mass customization. The new frontier in business competition. Harvard Business School Press.
Risdon, C. & Quattlebaum, P. (2018). Orchestrating experiences: Collaborative design for complexity. Rosenfeld Media.
Wirtz, J. & Lovelock, C. (2016). Services Marketing: People, technology, strategy (8th ed.). World Scientific Publishing.