Post on 10-Jan-2017
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
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.
Changing course quicklyis becoming more important
Not being adaptable to change is not an option.There no such thing as “Unsinkable”.
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.
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:
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 notAn IT thing, or only about software development
A methodology for doing the same thing cheaper
“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:
OurChallenges& 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.
14.55 Now it’s up to youDiscuss 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
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
Gain Creators
Pain Relievers
Activities &Deliverables Pains
Gains
Jobs
Challenges Solutions
VALUE OFSERVICE DESIGN
SERVICE DESIGNIN AGILE ORGANISATIONS
ORGANISATIONSMOVING 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 offersthat 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 organisationwants 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 makeservice 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
NMAKE 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