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MX Conference 2013 Experience maps. Experience principles. Cross-channel scenario design. We’ve seen a rapid increase in investments by organizations to better understand their customers’ journeys and to conceptualize how to create more seamless and meaningful experiences across channels. This outside-in approach, however, will only take you so far. If your goal is to bring more cohesion to a system of customer touchpoints, you’re going to need to actively engage with the complex world of business processes, roles, and systems intended to support them. In this talk, Patrick shares his perspective on the value of service experience architecture (SEA), an emerging practice that aims to orchestrate multiple layers of service delivery to create better customer experiences. Presented March 4, 2013
Citation preview
Patrick T Quattlebaum | @ptquattlebaum
Good afternoon.
Services are process and experience-based.
Experience Map for Rail Europe | August 2011
STAGES
DOING
FEELING
Research & Planning Shopping Booking Post-Booking, Pre-Travel Travel Post Travel
People choose rail travel because it is convenient, easy, and flexible.
Rail booking is only one part of people’s larger travel process.
People build their travel plans over time. People value service that is respectful, effective and personable.
EXPERIENCE
Rail Europe Experience Map
Kayak, compare
airfare
Google searches
Research hotels
Talk with friends
Relevance of Rail Europe
Enjoyability
Helpfulness of Rail Europe
Paper tickets arrive in mail
• I’m excited to go to Europe! • Will I be able to see everything I can?• What if I can’t afford this?• I don’t want to make the wrong choice.
• It’s hard to trust Trip Advisor. Everyone is so negative.
• Keeping track of all the different products is confusing.
• Am I sure this is the trip I want to take?
• Website experience is easy and friendly!• Frustrated to not know sooner about which
tickets are eTickets and which are paper tickets. Not sure my tickets will arrive in time.
• Stressed that I’m about to leave the country and Rail Europe won’t answer the phone.
• Frustrated that Rail Europe won’t ship tickets to Europe.
• Happy to receive my tickets in the mail!
• I am feeling vulnerable to be in an unknown place in the middle of the night.
• Stressed that the train won’t arrive on time for my connection.
• Meeting people who want to show us around is fun, serendipitous, and special.
• Excited to share my vacation story with my friends.
• A bit annoyed to be dealing with ticket refund issues when I just got home.
View maps
Arrange travel
Blogs & Travel sites
Plan with interactive map
Review fares
Select pass(es)
Enter trips Confirm itinerary
Delivery options
Payment options
Review & confirm
Map itinerary(finding pass)
Destination pages
May call if difficulties
occur
E-ticket Print at Station
Web
raileurope.com
Wait for paper tickets to arriveResearch destinations, routes and products
Live chat for questions
Activities, unexpected changes
Change plans
Check ticket status
Print e-tickets at home
web/apps
Look up timetables
Plan/confirm activities
Web
Share photos
Share experience (reviews)
Request refunds
Follow-up on refunds for booking changes
Share experience
Buy additional tickets
Look up time tables
Stakeholder interviewsCognitive walkthroughs
Customer Experience SurveyExisting Rail Europe Documentation
Opportunities
Guiding Principles
Customer Journey
Information sources
RAIL EUROPE
THINKING
• What is the easiest way to get around Europe?• Where do I want to go?• How much time should I/we spend in each
place for site seeing and activities?
• I want to get the best price, but I’m willing to pay a little more for first class.
• How much will my whole trip cost me? What are my trade-offs?
• Are there other activities I can add to my plan?
• Do I have all the tickets, passes and reservations I need in this booking so I don’t pay more shipping?
• Rail Europe is not answering the phone. How else can I get my question answered?
• Do I have everything I need?• Rail Europe website was easy and friendly, but
when an issue came up, I couldn’t get help.• What will I do if my tickets don’t arrive in time?
• I just figured we could grab a train but there are not more trains. What can we do now?
• Am I on the right train? If not, what next?• I want to make more travel plans. How do I
do that?
• Trying to return ticket I was not able to use. Not sure if I’ll get a refund or not.
• People are going to love these photos!• Next time, we will explore routes and availability
more carefully.
Ongoing, non-linear
Linear process
Non-linear, but time based
Communicate a clear value proposition.
STAGE: Initial visit
Connect planning, shopping and booking on the web.
STAGES: Planning, Shopping, Booking
Arm customers with information for making decisions.
STAGES: Shopping, Booking
Improve the paper ticket experience.
STAGES: Post-Booking, Travel, Post-Travel
Make your customers into better, more savvy travelers.
STAGES: Global
Proactively help people deal with change.
STAGES: Post-Booking, Traveling
Support people in creating their own solutions.
STAGES: Global
Visualize the trip for planning and booking.
STAGES: Planning, Shopping
Enable people to plan over time.
STAGES: Planning, Shopping
Engage in social media with explicit purposes.
STAGES: Global
Communicate status clearly at all times.
STAGES: Post-Booking, Post Travel
Accommodate planning and booking in Europe too.
STAGE: Traveling
Aggregate shipping with a reasonable timeline.
STAGE: Booking
Help people get the help they need.
STAGES: Global
GLOBAL PLANNING, SHOPPING, BOOKING POST-BOOK, TRAVEL, POST-TRAVEL
Relevance of Rail Europe
Enjoyability
Helpfulness of Rail Europe
Relevance of Rail Europe
Enjoyability
Helpfulness of Rail Europe
Relevance of Rail Europe
Enjoyability
Helpfulness of Rail Europe
Relevance of Rail Europe
Enjoyability
Helpfulness of Rail Europe
Relevance of Rail Europe
Enjoyability
Helpfulness of Rail Europe
Mail tickets for refund
Get stamp for refund
Last year at MX, Todd Wilkens and Chirs Risdon talked a lot about experience maps and customer journey maps on our blog and at events. In fact, Chris Risdon from our Austin studio has made a nice little cottage industry going around the world teaching practitioners how to do mapping within their organizations.
Services are process and experience-based.
Experience Map for Rail Europe | August 2011
STAGES
DOING
FEELING
Research & Planning Shopping Booking Post-Booking, Pre-Travel Travel Post Travel
People choose rail travel because it is convenient, easy, and flexible.
Rail booking is only one part of people’s larger travel process.
People build their travel plans over time. People value service that is respectful, effective and personable.
EXPERIENCE
Rail Europe Experience Map
Kayak, compare
airfare
Google searches
Research hotels
Talk with friends
Relevance of Rail Europe
Enjoyability
Helpfulness of Rail Europe
Paper tickets arrive in mail
• I’m excited to go to Europe! • Will I be able to see everything I can?• What if I can’t afford this?• I don’t want to make the wrong choice.
• It’s hard to trust Trip Advisor. Everyone is so negative.
• Keeping track of all the different products is confusing.
• Am I sure this is the trip I want to take?
• Website experience is easy and friendly!• Frustrated to not know sooner about which
tickets are eTickets and which are paper tickets. Not sure my tickets will arrive in time.
• Stressed that I’m about to leave the country and Rail Europe won’t answer the phone.
• Frustrated that Rail Europe won’t ship tickets to Europe.
• Happy to receive my tickets in the mail!
• I am feeling vulnerable to be in an unknown place in the middle of the night.
• Stressed that the train won’t arrive on time for my connection.
• Meeting people who want to show us around is fun, serendipitous, and special.
• Excited to share my vacation story with my friends.
• A bit annoyed to be dealing with ticket refund issues when I just got home.
View maps
Arrange travel
Blogs & Travel sites
Plan with interactive map
Review fares
Select pass(es)
Enter trips Confirm itinerary
Delivery options
Payment options
Review & confirm
Map itinerary(finding pass)
Destination pages
May call if difficulties
occur
E-ticket Print at Station
Web
raileurope.com
Wait for paper tickets to arriveResearch destinations, routes and products
Live chat for questions
Activities, unexpected changes
Change plans
Check ticket status
Print e-tickets at home
web/apps
Look up timetables
Plan/confirm activities
Web
Share photos
Share experience (reviews)
Request refunds
Follow-up on refunds for booking changes
Share experience
Buy additional tickets
Look up time tables
Stakeholder interviewsCognitive walkthroughs
Customer Experience SurveyExisting Rail Europe Documentation
Opportunities
Guiding Principles
Customer Journey
Information sources
RAIL EUROPE
THINKING
• What is the easiest way to get around Europe?• Where do I want to go?• How much time should I/we spend in each
place for site seeing and activities?
• I want to get the best price, but I’m willing to pay a little more for first class.
• How much will my whole trip cost me? What are my trade-offs?
• Are there other activities I can add to my plan?
• Do I have all the tickets, passes and reservations I need in this booking so I don’t pay more shipping?
• Rail Europe is not answering the phone. How else can I get my question answered?
• Do I have everything I need?• Rail Europe website was easy and friendly, but
when an issue came up, I couldn’t get help.• What will I do if my tickets don’t arrive in time?
• I just figured we could grab a train but there are not more trains. What can we do now?
• Am I on the right train? If not, what next?• I want to make more travel plans. How do I
do that?
• Trying to return ticket I was not able to use. Not sure if I’ll get a refund or not.
• People are going to love these photos!• Next time, we will explore routes and availability
more carefully.
Ongoing, non-linear
Linear process
Non-linear, but time based
Communicate a clear value proposition.
STAGE: Initial visit
Connect planning, shopping and booking on the web.
STAGES: Planning, Shopping, Booking
Arm customers with information for making decisions.
STAGES: Shopping, Booking
Improve the paper ticket experience.
STAGES: Post-Booking, Travel, Post-Travel
Make your customers into better, more savvy travelers.
STAGES: Global
Proactively help people deal with change.
STAGES: Post-Booking, Traveling
Support people in creating their own solutions.
STAGES: Global
Visualize the trip for planning and booking.
STAGES: Planning, Shopping
Enable people to plan over time.
STAGES: Planning, Shopping
Engage in social media with explicit purposes.
STAGES: Global
Communicate status clearly at all times.
STAGES: Post-Booking, Post Travel
Accommodate planning and booking in Europe too.
STAGE: Traveling
Aggregate shipping with a reasonable timeline.
STAGE: Booking
Help people get the help they need.
STAGES: Global
GLOBAL PLANNING, SHOPPING, BOOKING POST-BOOK, TRAVEL, POST-TRAVEL
Relevance of Rail Europe
Enjoyability
Helpfulness of Rail Europe
Relevance of Rail Europe
Enjoyability
Helpfulness of Rail Europe
Relevance of Rail Europe
Enjoyability
Helpfulness of Rail Europe
Relevance of Rail Europe
Enjoyability
Helpfulness of Rail Europe
Relevance of Rail Europe
Enjoyability
Helpfulness of Rail Europe
Mail tickets for refund
Get stamp for refund
ExperienceMapping!
Last year at MX, Todd Wilkens and Chirs Risdon talked a lot about experience maps and customer journey maps on our blog and at events. In fact, Chris Risdon from our Austin studio has made a nice little cottage industry going around the world teaching practitioners how to do mapping within their organizations.
Customer journey maps
Ideation (lots of methods)Service storming & roleplayingStoryboards & snapshotsService blueprintsService roadmaps
But experience maps are only one of many new tools we've been adding to or evolving in our practice in the last couple of years. Many of them come from the emerging discipline of service design. We've been experimenting with how to make these tools more effective in solving complex design problems involving multiple channels, touch points, and media.
Borrowed from Brandon Schauer
One the tools we've been using more and more in our work is service blueprinting. Which details the flow of interactions a customer has with front stage touch points and the systems of people and processes that sit behind the scenes to support those touch points. A blueprint is an operational tool that describes the nature and the characteristics of the service interaction in enough detail to verify, implement, and maintain it.
Why service blueprints?
After creating several blueprints and teaching the method to hundreds of people, we've been reflecting on where this this technique fits in the greater scheme of things, what's the potential of blueprints to help organizations design and deliver better customer experiences.
Why you need a Service Experience Architecture (SEA) PracticePatrick Quattlebaum | @ptquattlebaum
So, I'd like to use my 20 minutes today to talk about why you should add service blueprinting to your organization's tool box and how this method could help address common issues in moving from vision to reality.
Process
http://www.salespodder.com/wp-content/uploads/2013/02/sheldon-cooper-finding-a-friend-flow-chart.jpg
When talking about service experience architecture and service blueprints, i’m going to have to talk a lot about process. We talk a lot about design process at conferences like this, but what I’m referring to are business processes.
Services are process and experience based.
From Service Blueprinting: A Practical Technique for Service Innovation
And that’s because, unlike products, services are created in real-time and process and experience based by their very nature.
procès (13c.)
http://panathinaeos.files.wordpress.com/2010/10/seventh_seal_14.jpg
Interestingly, when you trace the etymology of "process," you find that it derives from the Old French term "proces," which translates most closely to "journey." This picture depicts a scene from the Seventh Seal in which a group of travelers is taken away to the afterworld by Death. Their process of dying is more spiritual than biological, more intangible than tangible.
procès (13c.) a journey
http://panathinaeos.files.wordpress.com/2010/10/seventh_seal_14.jpg
Interestingly, when you trace the etymology of "process," you find that it derives from the Old French term "proces," which translates most closely to "journey." This picture depicts a scene from the Seventh Seal in which a group of travelers is taken away to the afterworld by Death. Their process of dying is more spiritual than biological, more intangible than tangible.
process (17c.)
http://upload.wikimedia.org/wikipedia/commons/thumb/a/a4/Anatomia_xiv_secolo.jpg/897px-Anatomia_xiv_secolo.jpg
With the end of the middle ages and the rise of the scientific revolution, the definition evolved to this definition: "a continuous series of actions meant to accomplish some result." For example, the study of human body was revealing how different parts of one's anatomy worked as a system and how the system could fail.
process (17c.) a continuous series of actions meant to accomplish some result
http://upload.wikimedia.org/wikipedia/commons/thumb/a/a4/Anatomia_xiv_secolo.jpg/897px-Anatomia_xiv_secolo.jpg
With the end of the middle ages and the rise of the scientific revolution, the definition evolved to this definition: "a continuous series of actions meant to accomplish some result." For example, the study of human body was revealing how different parts of one's anatomy worked as a system and how the system could fail.
process (20c.)
source: http://www.doctormacro.com/Images/Chaplin,%20Charlie/Annex/Annex%20-%20Chaplin,%20Charlie%20(Modern%20Times)_01.jpg
And then from the industrial revolution, through Taylorism and Fordism in the 20th century and on to today, “process” within business, government, and other institutions that shape our lives. The mechanization of work has moved us all further from our humanist roots to actors in complex systems of processes and information.
process (20c.) a sequence of interdependent and linked procedures which, at every stage, consume one or more resources (employee time, energy, machines, money) to convert inputs (data, material, parts, etc.) into outputs. These outputs then serve as inputs for the next stage until a known goal or end result is reached.
source: http://www.doctormacro.com/Images/Chaplin,%20Charlie/Annex/Annex%20-%20Chaplin,%20Charlie%20(Modern%20Times)_01.jpg
And then from the industrial revolution, through Taylorism and Fordism in the 20th century and on to today, “process” within business, government, and other institutions that shape our lives. The mechanization of work has moved us all further from our humanist roots to actors in complex systems of processes and information.
process (20c.) a sequence of interdependent and linked procedures which, at every stage, consume one or more resources (employee time, energy, machines, money) to convert inputs (data, material, parts, etc.) into outputs. These outputs then serve as inputs for the next stage until a known goal or end result is reached.
source: http://www.doctormacro.com/Images/Chaplin,%20Charlie/Annex/Annex%20-%20Chaplin,%20Charlie%20(Modern%20Times)_01.jpg
And then from the industrial revolution, through Taylorism and Fordism in the 20th century and on to today, “process” within business, government, and other institutions that shape our lives. The mechanization of work has moved us all further from our humanist roots to actors in complex systems of processes and information.
http://www.morethings.com/fan/bill_murray/stripes/bill_murray-stripes1981-1325.jpghttp://www.soundonsight.org/wp-content/uploads/2011/11/Brazil.jpg
Rational Irrational Engagement
http://24.media.tumblr.com/tumblr_m970z4Gotv1qzcgluo1_1280.jpg
What have we built?
http://www.morethings.com/fan/bill_murray/stripes/bill_murray-stripes1981-1325.jpg
Business and technology leaders have become enamored with the toyota production system and its spin offs - lean manufacturing, Six Sigma, and so on.
Lean, mean, fightin’ machine!
http://www.morethings.com/fan/bill_murray/stripes/bill_murray-stripes1981-1325.jpg
Business and technology leaders have become enamored with the toyota production system and its spin offs - lean manufacturing, Six Sigma, and so on.
Optimize processes to reduce waste and focus on activities that directly deliver customer value.
The stated goal behind lean and other methodologies find and remove any elements of the production system that are not creating value for the customer.
http://images.flatworldknowledge.com/cadden/cadden-fig13_005.jpg
Common Process Design Methods
Value Stream Mapping Business Process Mapping
To achieve this aim, roles such as business architects and business process architects have been growing in large corporations. They do their own kind of mapping and blueprinting to visualize processes, identify areas of weakness, and then propose new process designs to make the system more efficient. Value stream mapping, in particular, is an approach used in many service industries, such as healthcare, to redesign processes that directly interface with customers across many channels.
http://images.flatworldknowledge.com/cadden/cadden-fig13_005.jpg
Business Architecture
Business Strategy
Tactical Execution
All of this work is part of the activities of the business architecture layer in large organizations. Business architecture is essentially operational planning and design, and it is intended to connect strategy to tactics.
http://images.flatworldknowledge.com/cadden/cadden-fig13_005.jpg
Process Design
Principles
Service Delivery
If you read the literature on business architecture and watch it in action, you see pretty quickly that this, in many ways, is where the action is if you are looking to affect the quality of product and services in an organization. Process design takes the strategic principles as an input and then puts an architecture in place for tactical delivery. Decisions at this level create constraints at the tactical level. And that’s where many design organizations get involved in the conversation.
Applying industrial methods to service design and delivery is problematic.
Now, this is not a Lean bashing presentation. There are benefits in reducing waste, and many case studies showing this in practice. In trying to create better customer experiences with the larger organizations I have worked with , however, there are issues in how value stream mapping and business process mapping are employed in service organizations.
Different Perspectives
Industrial ProductionTangible Technology-focusedEfficiencyLinearStandards
Service DeliveryIntangibleHuman-centeredExperienceNon-linearPrinciples
Adapted from This is Service Design Thinking
We’re dealing with a perspective from manufacturing not suited for service design and delivery...
Different Definitions of Value
BusinessCustomer satisfactionRevenue growthProfitabilityMarket shareWallet shareCross-sell ratioNPSRelationship duration
CustomerHow is it useful to me?Does it provide me with personal satisfaction?What benefits does it provide me?Does it provide the level of quality I expect or desire?Does it align with my beliefs and world view?
.. and we have competing values that make myopic views of value dangerous when approaches like value stream mapping are applied to service and customer experience.
Humanize processes to co-create value for businesses and the people with whom they interact.
But the biggest, most self serving, issue that I see is business processes are designed without designers. Which is really just a short-hand way of saving, designers need to help organizations design better processes towards the goal of creating better customer experiences.
service blueprinting
Which finally brings us back to service blueprinting.
Service blueprinting helps designers engage operations to go from vision to reality.
As both an activity and an artifact, service blueprinting’s main value is that its helps those of us passionate about creating better customer experiences engage with the disciplines that are building the architectures upon which our products and services depend upon.
134 Harvard Business Review January-February 1984
Exhibit I
StarKlardexecution time2 minutes
Totalacceptableexecution time5 minutes
Blueprint for a comer shoeshine
Brushshoes
Faciiitating servicesand products
Une ofvialblllty
Not seenby customerbut necessarytoperfonnance
Selectand purchasesupplies
There are several reasons for the lack ofanalytical service systems designs. Services areunusual in that they have impact, but no form. Likelight, they can't he physically stored or possessed andtheir consumption is often simultaneous with theirproduction.
People confuse services with productsand with good manners. But a service is not a physicalobject and cannot he possessed. When we buy the useof a hotel room, we take nothing away with us hut theexperience of the night's stay When we fly, we aretransported by an airplane hut we don't own it.Although a consultant's product may appear as abound report, what the consumer bought was mentalcapahility and knowledge, not paper and ink. A serviceis not a servant; it need not be rendered by a person.Even when people are the chosen means of execution,they are only part of the process.
Outstanding service companies instillin their managers a fanatical attachment to the origi-nal service idea. Believing that this product of genius isthe only thing they have going for them, they try tomaintain it with considerable precision. They bring inmethods engineers to quantify and make existing com-ponents more efficient. They codify the process in vol-umes of policies and procedures. While the outline of agreat service concept may he reflected in these tools,the procedures are only fragmented views of a morecomprehensive, largely undocumented phenomenon.
Good and lasting service management requires muchmore. Better service design provides the key to marketsuccess, and more important, to growth.
The operations side of service manage-ment often uses work flow design and control methodssuch as time-motion engineering, PERT/GANTTcharting, and quality-control methods derived fromthe work of W. Edwards Deming. These procedures pro-vide managers with a way to visualize a process and todefine and manipulate it at arm's length. What theymiss is the consumer's relationship to, and interactionwith, services. They make no provision for people-rendered services that require judgment and a lessmechanical approach. They don't account for the ser-vice's products that must be managed simultaneouslywith the process. And they don't allow for special prob-lems of market position, advertising, pricing, ordistribution.
We can build on the strength of theseoperational systems, however, to come up with a morecomprehensive and workable framework for address-ing most issues of service development. We can devisea blueprint for service design that is nonsubjective andquantifiable, one which will allow developers to workout details ahead of time. Such a blueprint gives man-agers a context within which to deal with the manage-ment and control of the process.
Service blueprints have been around for over 30 years. Lynda Shostack began writing about them in the early 80s and created this example of a shoe shine service to illustrate the value that blueprints can bring: making intangible services more tangible. Much of Shostack’s blueprint is focused on execution time of the tasks by the shoeshiner. What you don’t get a sense of is what the experience is for the customer as these tasks are performed.
Photo by Joe Mabel, http://upload.wikimedia.org/wikipedia/commons/thumb/a/a7/San_Francisco_-_Famous_Wayne's_shoeshine_02.jpg
For example, with San Francisco’s Famous Wayne, you get your shoes shined, but you get a lot more than that.
Photo by Joe Mabel, http://upload.wikimedia.org/wikipedia/commons/thumb/a/a7/San_Francisco_-_Famous_Wayne's_shoeshine_02.jpg
Nothing nonverbally communicates "megaballer" like sitting on a throne in the Financial District and having the sh#$ shined out of your shoes in front of everybody.
- Kevin L., Yelper
For example, with San Francisco’s Famous Wayne, you get your shoes shined, but you get a lot more than that.
http://blog.modernmechanix.com/mags/PopularScience/10-1937/shoe_shine_merry_go_round.jpg
Here’s another shoe-shining experience which focuses on efficiency while still trying to have a unique experience.
http://www.jetsetzero.tv/wp-content/uploads/2009/07/P1010270.jpg
And here’s an experience where people have been removed from the service all together. Same steps, different experience.
PATIENTACTIONS
PHYSICAL EVIDENCE
ONSTAGECONTACTPERSON
BACKSTAGECONTACTPERSON
Debbie’s Chart Cart
Records/Database
System
Bin System
Check Vitals &
Ask Quest
Place in Kassam
Bin
Meet Dr. Kassam
Kassam Gets Quick
Review
Take Away Chart
Process & Check-out
Records/Database
System
Dictation
Chart Storage System
Door Tag System
See Other Patients
SUPPORT PROCESSES
Sign In
Front Desk
Waiting Room
Front Desk
Front Desk
Hallway Exam Room
MRI & Chart
Exam Room
MRI & Chart
Door Tag Waiting Room
Check-out Room
Waiting Room
Line of Interaction
Line of Visibility
Responds Follow toExam Rm
AnswerQuestions
AskQuestions
ReturnDoor Tag
Check-out, Pay, & Leave
Check-in
Welcome
Get Patient Chart
See Other Patients
Process
See Other Patients
Brings Door Tag
Back
CallPatient
Grab Door Tag
Escort to Exam Rm
Chart in To Be
Seen Bin
Write Rm # on
Schedule
See Other Patients
Grab Chart
from Bin
Chart Taken by
Staff
Check Patient
Location
Check Patient
Location
Schedule System
Service Blueprint of Presby Neuro Clinic
? ? ? ? ?
Line of Internal Interaction
? ? ?
Wait Wait Wait inExam Rm Wait Wait
Work by CMU students: Melissa Cliver, Jamin Hegeman, Kipum Lee, Leanne Libert, Kara Tennant
So as designers have gotten their hands on blueprints, they have become mush more focused on the customers role in their own service experiences while not losing the original intent of showing how different front stage and back stage activities and processes co-create the service experience.
Blueprint Building Blocks
Borrowed from Jamin Hegeman
If you were able to take Jamin workshop of service blueprinting, you learned that we start with the customers actions and then detail what touchpoints, staff actions, back stage actions, processes and technologies map to those actions. Blueprinting is informed by customer journey mapping, ideation, and other outside-in techniques, but blueprinting is where we’re looking at operational impact and determining how to bring to life the experiences customers value.
Customer Actions
Blueprint Building Blocks
Borrowed from Jamin Hegeman
If you were able to take Jamin workshop of service blueprinting, you learned that we start with the customers actions and then detail what touchpoints, staff actions, back stage actions, processes and technologies map to those actions. Blueprinting is informed by customer journey mapping, ideation, and other outside-in techniques, but blueprinting is where we’re looking at operational impact and determining how to bring to life the experiences customers value.
Customer Actions
Touchpoints
Blueprint Building Blocks
Borrowed from Jamin Hegeman
If you were able to take Jamin workshop of service blueprinting, you learned that we start with the customers actions and then detail what touchpoints, staff actions, back stage actions, processes and technologies map to those actions. Blueprinting is informed by customer journey mapping, ideation, and other outside-in techniques, but blueprinting is where we’re looking at operational impact and determining how to bring to life the experiences customers value.
Customer Actions
Touchpoints
Staff Actions
Blueprint Building Blocks
Borrowed from Jamin Hegeman
If you were able to take Jamin workshop of service blueprinting, you learned that we start with the customers actions and then detail what touchpoints, staff actions, back stage actions, processes and technologies map to those actions. Blueprinting is informed by customer journey mapping, ideation, and other outside-in techniques, but blueprinting is where we’re looking at operational impact and determining how to bring to life the experiences customers value.
Customer Actions
Touchpoints
Staff Actions
Line of Visibility
Blueprint Building Blocks
Borrowed from Jamin Hegeman
If you were able to take Jamin workshop of service blueprinting, you learned that we start with the customers actions and then detail what touchpoints, staff actions, back stage actions, processes and technologies map to those actions. Blueprinting is informed by customer journey mapping, ideation, and other outside-in techniques, but blueprinting is where we’re looking at operational impact and determining how to bring to life the experiences customers value.
Customer Actions
Touchpoints
Staff Actions
Back Stage Staff
Line of Visibility
Blueprint Building Blocks
Borrowed from Jamin Hegeman
If you were able to take Jamin workshop of service blueprinting, you learned that we start with the customers actions and then detail what touchpoints, staff actions, back stage actions, processes and technologies map to those actions. Blueprinting is informed by customer journey mapping, ideation, and other outside-in techniques, but blueprinting is where we’re looking at operational impact and determining how to bring to life the experiences customers value.
Customer Actions
Touchpoints
Staff Actions
Back Stage Staff
Support Processes
Line of Visibility
Blueprint Building Blocks
Borrowed from Jamin Hegeman
If you were able to take Jamin workshop of service blueprinting, you learned that we start with the customers actions and then detail what touchpoints, staff actions, back stage actions, processes and technologies map to those actions. Blueprinting is informed by customer journey mapping, ideation, and other outside-in techniques, but blueprinting is where we’re looking at operational impact and determining how to bring to life the experiences customers value.
Customer Actions
Touchpoints
Staff Actions
Back Stage Staff
Support Processes
Time
Line of Visibility
Blueprint Building Blocks
Borrowed from Jamin Hegeman
If you were able to take Jamin workshop of service blueprinting, you learned that we start with the customers actions and then detail what touchpoints, staff actions, back stage actions, processes and technologies map to those actions. Blueprinting is informed by customer journey mapping, ideation, and other outside-in techniques, but blueprinting is where we’re looking at operational impact and determining how to bring to life the experiences customers value.
Prototype of the future experienceProvides low fidelity version of the service experience: great for ideation
Visualizes vision of the service experience
Strategic tool for project planningHelps see where and how existing and future ideas fit with the envisioned experience
Combination of customer experience with an operational tool
Helps design and engineering speak the same language
Benefits of Service Blueprinting
Borrowed from Jamin Hegeman
We’ve seen many benefits for blueprints in our work in both service design and in cross-channel design. In combination with storyboarding, acting, and other techniques, we are able to explore options for the service experience and then document it for others to understand. We do this collaboratively with business stakeholders, process engineers, employees on the front line and behind the line of visibility. It has been proven to be very effective in moving from idea to action without losing the human-centered strategies that precede execution.
the future?
So, based on using blueprinting in my practice before coming to AP and in the last year, here’s what I hope the future looks like...
Service blueprinting becomes a core tool used within a new enterprise capability.
Service blueprinting gets great feedback and results from all sorts of disciplines, and within process engineering, the tools is popping up in many companies.
ServiceExperienceArchitecture(SEA)
But I’d like to see designers push harder into the operational layer of companies, 80% of whom are part of the service industry. I’ve given this idea a name, which is Service Experience Architecture.
Enterprise (EA)
Business (BA)Service-oriented (SOA)Business process (BPA)Information (IA)
Data architecture
Another architecture?!?
I know, I know. Another architecture in companies with too many planning disciplines.
http://images.flatworldknowledge.com/cadden/cadden-fig13_005.jpg
Business Architecture
Business Strategy
Tactical Execution
We’ve been talking about bringing design to the strategy level in the form of experience strategy for years, and of course user-centered design has traditionally focused on the design of individual touchpoints and interfaces.
http://images.flatworldknowledge.com/cadden/cadden-fig13_005.jpg
Business Strategy
Tactical Development
Experience Strategy
Business Architecture
Tactical Design
But designers need to go there. Again, that’s where the action is. It fills a gap in our journey to bring design into all layers of the enterprise process of strategy to planning to execution.
http://images.flatworldknowledge.com/cadden/cadden-fig13_005.jpg
Business Strategy Experience Strategy
Business Architecture
Service Experience Architecture
Tactical Development
Tactical Design
Service blueprinting is one approach to a practice focused on the planning layer. It would engage with business architects in how to shape the operations of a company to balance efficiency and great customer experience.
http://images.flatworldknowledge.com/cadden/cadden-fig13_005.jpg
Business Strategy Experience Strategy
Business Architecture
Service Experience Architecture
Customer Journey Maps
Tactical Development
Tactical Design
Service blueprinting is one approach to a practice focused on the planning layer. It would engage with business architects in how to shape the operations of a company to balance efficiency and great customer experience.
http://images.flatworldknowledge.com/cadden/cadden-fig13_005.jpg
Business Strategy Experience Strategy
Business Architecture
Service Experience Architecture
Experience Principles & Service Concepts
Customer Journey Maps
Tactical Development
Tactical Design
Service blueprinting is one approach to a practice focused on the planning layer. It would engage with business architects in how to shape the operations of a company to balance efficiency and great customer experience.
http://images.flatworldknowledge.com/cadden/cadden-fig13_005.jpg
Business Strategy Experience Strategy
Business Architecture
Service Experience Architecture
Experience Principles & Service Concepts
Service Blueprints
Customer Journey Maps
Tactical Development
Tactical Design
Service blueprinting is one approach to a practice focused on the planning layer. It would engage with business architects in how to shape the operations of a company to balance efficiency and great customer experience.
http://images.flatworldknowledge.com/cadden/cadden-fig13_005.jpg
Business Strategy Experience Strategy
Business Architecture
Service Experience Architecture
Experience Principles & Service Concepts
Service Blueprints
Customer Journey Maps
More Valuable Service Experiences
Tactical Development
Tactical Design
Service blueprinting is one approach to a practice focused on the planning layer. It would engage with business architects in how to shape the operations of a company to balance efficiency and great customer experience.
Formally evaluating current service delivery
Facilitating service blueprinting
Prototyping and piloting operational changes
Creating service roadmaps
Data architecture
SEA could include...
This practice could include activities like...
process (21c.)
And engaging at the operational layer, my hope is that we can evolve the meaning of process in the 21st century business.
process (21c.) orchestrated series of interrelated actions that produce sustainable value for all stakeholders in complex ecosystems of people, products, services, and technologies
And engaging at the operational layer, my hope is that we can evolve the meaning of process in the 21st century business.
but for now...
But practically speaking...
Service blueprinting is an effective way to prototype service experiences and engage operations.
I encourage you to consider adding blueprinting to your organizations toolkit.
Using service blueprinting on multi-touchpoint, cross-channel initiatives
Coupling service blueprints with customer journey maps (look backstage)
Spending time with process engineers
Trying cross-functional pilot projects that gets the customer into process design
Data architecture
Consider
More specifically, you should consider...
It’s about workinginside and across your organizations to humanize service experiences ...
... and, in doing so, your organizations themselves.
Thanks for your time.
www.romantic-jewels.com Shoe Shine.jpg
Patrick T Quattlebaum | @ptquattlebaum
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