Seeing Tomorrows Services: A Panel on Service Design
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Transcript of Seeing Tomorrows Services: A Panel on Service Design
Seeing Tomorrowʼs Services:A Panel on Service Design
Sponsored by CMU Bay Area Alumni and Adaptive PathHosted at Adaptive Path on 19 March 2009
What is service design? Whydoes it matter? What's critical?
Shelley Evenson is Associate Professor and Directorof Graduate Studies at Carnegie Mellon Universitywhere she has been writing, speaking, and teachingthe practice of service design focusing on tapping intothe needs of users of the service.
designing for service
Seeing Tomorrow's Services: A Panel on Service Design
Shelley EvensonSchool of Design | Carnegie Mellon University19 March 2009
Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
A luxury hotel
Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
+A luxury hotel
Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
A luxury hotel
When delivery falls short of expectations…
Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
JʼsUnitedStarbucksWestinWolfgangPuckPeetsHertzOnStarBlackberryAT&TZoneTagFlickrQuicken
Our serviceexperiencesare multifaceted andco-produced
Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
Many new serviceexperiencesare multifaceted,co-produced,and shared
TwitterFacebookTwitterCuteOverloadGizmodoBoingBoingTwitterPerezHiltonTwitterDiggTwitterFlickrTwitterEtsyTwitterLivejournalOMGKittyFacebookMyspaceImInLikewithYouTwitterCore77WeatherTwitterTreehuggerStarbucksTwitterAmazonAppleInsiderSomethingAwfulTwitterCuteAddictDeviantArtPennyArcadeFacebookEbayTwitterYouTubeTwitterCriticalMassTwitterPotLuckDinnerHalo
Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
Many new serviceexperiencesare multifaceted,co-produced,and shared NOW
TwitterFacebookTwitterCuteOverloadGizmodoBoingBoingTwitterPerezHiltonTwitterDiggTwitterFlickrTwitterEtsyTwitterLivejournalOMGKittyFacebookMyspaceImInLikewithYouTwitterCore77WeatherTwitterTreehuggerStarbucksTwitterAmazonAppleInsiderSomethingAwfulTwitterCuteAddictDeviantArtPennyArcadeFacebookEbayTwitterYouTubeTwitterCriticalMassTwitterPotLuckDinnerHalo
9Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
• seeking fulfillment and meaning• but there is too much information to cope with• more actively and more consciously participating
in design—
they want to co-produce their products andservices
t
people arechanging…
10Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
So is the work they are doing...
Total US EmploymentNumber of employees in millions %
New jobs in the U.S. 1998-2004100% = 5.4 million
Source: Johnson, Mayika, and Lee, Next revolution in interactions, McKinsey Quarterly 2005 number 4
11Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
Web-based services have had a hugeimpact
More will change as the world becomesfilled with swarms of sensors with localembedded computation
t
technology ischanging…
12Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
The kinds of experiences a companyoffers contributes to the performancemetrics and valuation of the company
business ischanging…
13Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
traditional 4ps of marketing
Product—things you sell to peoplePrice—determining what the value exchange will bePlacement—how the product gets to its audiencesPromotion—how people find out the product is available
Neil Borden 1964
14Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
peopleproductplaceprocessperformance
(after Lovelock and Wright) Photo Christopher Alexander
15Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
Important conceptsjourneys and touchpoints
back stage and front stage
Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
system interactions
p2p p2m m2m
person to machineMe & the mri
machine to machineMy sensors/agentsto systemʼs agent
person to personMe & my doc
17Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
The impression(the sum of the experiences)is the brandfor both providers andcustomers.
18Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
A ʻservice as designʼ triangle (After Gadrey 1996a)
serviceprovider
customer(user)
designmeta design
brandrelationship
servicemedium
Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
form theframeworkand strategy
discover
implement
create | express
refine
socialize
After Robinson and Dubberly
Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
exploratory generative evaluative
We combine interdisciplinaryteams, conceptual model-making,and design-centered methodsover three research stages
21Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
we use lots of methods to addressthe issues...
stakeholder modeling | competitive analysis | technology trends | extremes |era analysis | analogies | social trends | economic forces | ethnographic |directed storytelling | blueprinting | prototyping | enactments | service relabeling
designing for serviceis hard
You are iteratively planning and constructing a servicesystem or architecture to deliver resources that choreographa design experience.
but when a company provides the optimal mix—they will have produced a resonating service system thatwill deliver a clear experience advantage.
What is service design? Whydoes it matter? What's critical?
Robert Glushko is an Adjunct Full Professor at theUniversity of California at Berkeley School ofInformation where he teaches and writes on servicedesign focusing on the contribution of the service's"back stage" where materials or information needed bythe front stage are processed.
UC Berkeley School of Information
Information & Service Design Program
Robert J. Glushko
Designing “Service Systems”
19 March 2009
Is “Service” a Homonym?
Personal Service Self-Service Web Service
If these are all “services,” are there any design concepts
and methods apply to all of them?
Service Design Patterns
• Adjusting the absolute and relative amount
of interpersonal, physical, and
informational interaction
• Adjusting the line of visibility
• Choosing a point of view
• Scoping the service system and the size of
the “touchpoint windows”
Service Design Contexts
• Front stage – the continuum from “Personal service” to “Self-service”
• Back-stage intensive
• Multiple devices
• Multiple channels
• Location-based
Each design context emphasizes different goals and constraints and has characteristic design methods
Service encounters can include:
Deconstructing Front Stage “Service”
(Apte & Mason)
• Interpersonal interaction
• Physical interactions
• Information processing and interchange
… Technology changes these proportions
• Person-to-person, technology-enhanced P2P, and self-
service form a continuum
• Information can augment interpersonal and
physical interactions
• And can also replace them
Telepresence & Telerobotics
Front Stage and Back Stage
Front Stage: where interactions with
service customer / consumer happen
Back Stage: produces information and
“stuff” needed by front stage
Placement of “line of visibility”
is a design parameter
The McDonalds Experience
Front Stage Back Stage
Gourmet Restaurant Experience
Front Stage Back Stage
Benihana Experience
Front Stage Back Stage
Amazon.Com
Front Stage Back Stage
Retailer
Customer
Credit Authority
Warehouse / Distribution
Delivery Service
Point of View
Designate some actor or service as the
focal / primary consumer or customer
Typically the end of value chain or
information flow, or where “users” are
Often arbitrary, and other actors or
services could be alternative POVs
Who is the Service Customer?
No, I am.
I am.
In a teaching hospital
In a Cooking School?
Back Stage Front Stage
Multichannel Service System
Physical Store Virtual Store
Multidevice Service Systems
Location-Based /
Context-Aware Services
Location-based Service Context-aware Service
Service System Scope
• Design techniques for person-to-person services typically describe the service from the perspective of the customer and emphasize the “touch points”
• But the scope extends before and after these touch points
• The scope is more complex with multiple channels, multiple devices, or location-based services
• Complex service experiences are paths that traverse through multiple service systems
– Yahoo…Googlemaps…511…BART…Muni…511…OpenTable…Yelp… OpenTable…Twitter…511
+ Time
Service System Scope
- Time Front
Stage
Back
Stage
Touch Point
“Window”
Time is a primary dimension of scope
but not the only one
The Restaurant Experience
TouchpointsService Scope
Primary Producer Supply Chain Delivery The Stage
The Massage Experience
Service ScopeTouchpoint
The Amazon Experience
TouchpointTouchpoint
The Stage Warehouse Wrapping / Distribution Stage Again
Service Scope
Service System Scopes
+ Time- TimeBack
Stage
Front
Stage
Amazon
Restaurant
Massage
A Methodology?
• “Service system” is too broad for a
prescriptive design methodology
• Iterative scoping (and defining the POV in)
the service system determines relative
importance of each context
• Choose a portfolio of appropriate design
methods for the combination of contexts
Portfolio of Methods
Front stage emphasis
Back stage emphasis
Ethnography
Data Modeling
Sequence Diagrams
Document Analysis
Persona
Story / Scenario
Usability Testing
Model-based Integration
Use Case
Stakeholder
Prototyping
Survey
Iteration
Blueprinting
How does an organizationpractice service design?
Christi Zuber leads an internal InnovationConsultancy at Kaiser Permanente where her and herteam have co-designed numerous new services withpatients and clinicians that have not only lead tomeasurable impacts on patient safety and satisfaction,they have been spread across Kaiser's 32 hospitalsand beyond.
1
HOW DOES THE INNOVATION CONSULTANCY FIT WITHIN KAISERPERMANENTE?
IATInnovations inAdvancedTechnology
Garfield InnovationCenterInnovative space forcollaboration andsimulation
KPConnect EHR Innovation
Innovation LearningNetwork (ILN)Knowledge SharingInnovation
Innovation ConsultancyInnovations in FrontlineCare
How we fit
INNOVATIONAT KAISER PERMANENTE
+Many, many more
3
How we do it
We are driving innovation at the frontlines of healthcare bybringing together best of class methods in innovation, design andimplementation.
There are 3 key parts to this.
We use a proven methodologycreated by IDEO, a world renowndesign firm to develop andprototype ideas based on humanneeds.
Observe &
Inquire
Storytell
Synthesize Brainstorm
Prototype
Field test and
implement
Prototyping & Development
We use IHI best practices toimplement and evaluate theimpact of our innovations
Implement & Assess
We collaborate and work with ourfrontline care providers andpatients. They are a critical partof our team throughout theprocess.
Frontline Collaboration
2
Chris McCarthyScott Heisler
ABOUT the Consultancy
Our Kaiser Innovation Consultancy (IC) is a group of creative people who help
challenge conventional thinking to develop human-centered designs and solutions.
Our ultimate goal is to positively impact the work experience of our employees
and the health of our KP members. We test out the usability of new products, workflows and
space designs, and conduct simulations in real and mock patient environments. We work
together with our KP employees, physicians, and members to better understand challenges
and develop and prototype human-centered ideas using proven methodologies from
both IDEO and IHI
Email: [email protected]
Roles: Innovation Consultancy, Nice to Meet You!
Christi Zuber + 7 brand-new team members
4
What we do
How you might know our work...
.
Innovation and Design Thinking on the Frontlines of Healthcare
We leverage design-thinking to develop human-centered solutions toimpact patient care and the work experience of our care providers.
Design
Thinkingspaces
tools
roles
processes
NKENKE
Medication Administration: Interruptions droppedby 50%, Process reliability increased, Medicationerrors reduced; spread across KP and abroad
Nurse Shift Changes: Nurses got to see patientsat the start of their shift 3x faster under NKE pilot.Patient satisfaction measuring “I understood my planof care” increased. Sought out by outside institutionsas best practice in nurse shift changes.
5
KP MedRite
Making hospital medicationadministration safer - together
Christi Zuber [email protected], Kaiser Permanente InnovationConsultancyAdaptive Path-Service Design Panel 3.19.09
6
Quality and
Safety
Innovation
Consultancy
Patient Care
Services
KP
HealthConnect
In the United States alone…
………7,000 deaths each year are caused by medication errors*
………1.5 million people each year are “harmed” by medication errors
………1 medication error per day per hospital patient
………$3.5 billion is spent each year treating medication injuries
*1999 report “To Err is Human: Building a Safer Health System”
In 2007…
A cross-regional effort began which focused on Medication Administration.
Kaiser’s Innovation Consultancy, supported by Quality and Safety, Patient Care
Services and KP HealthConnect, was commissioned to frame the problem, and
generate and try out ideas with front-line staff from three Kaiser Hospitals.
• Hayward
• West Los Angeles
• South Sacramento
Creating a Case for Change
7
Nurses were asked to draw the first thing that came totheir mind when they thought of “MedicationAdministration”
These drawings by nurses in Hayward and WLA
summarized the voice of the nurses across the pilot
sites.
-Chaotic
-Interruptions
-Unclear Process
Ask 12 nurses how they “Administer Medications” and you
will get 12 di!erent answers…
“I open my medications in the med room so I can get them
ready to go for the patient. It makes it easier.”
“I wait and open each medication in the room. That way the
patient can see that it is clean, if they don’t take it, it’s not
wasted. If they do take it we can double check the medication
together.”
Observations and Storytelling
8
• For two-days in April 2007, over 70 people (nurses, doctors, pharmacists,experts and leaders) gathered at the Garfield Center to hear the stories,stretch thinking and then brainstorm ideas.
• They came up with hundreds of ideas, some of them inspired by theanalogous observations
–Pharma TV
–MedBed
–Self-Administration
–Sacred Zones
–Sterile Cockpit
Brainstorm, Prototype and Enact
9
SoSAC
5/07
Hayward
6/07
West LA
9/07
Hayward
6/07Deep Dive
4/07
Field Testing – “No Interruption Wear” evolution
10
Process
NoInterruption
Wear
Sacred
Zone
Pilot Solutions
11
Pilot Results: 2 hospitals, 4 units–50% reduction in the number of sta! interruptions to the medication administrationprocess
–15% faster per med pass from approximately 10:00 to 8:30 (minutes:seconds)–18% increase in On-Time Med Passes from 61% to 79%–Significant increase in process reliability from 33% to 78%
Financial Value of Innovation Consultancy’s KP MedRite Project–If we avoided 3 medication errors, the project has paid for itself.
Because of the increased nurse and patient satisfaction and the results above, KPMedRite is spreading to all 32 Kaiser Permanente hospitals
Pilot Outcomes and Spread
Percent of Med Passes where all five basic steps were completed (n!68)
28%
74% 74%
33%
79%
74%
32%
68%
81%
37%
66%
84%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Baseline OneMonth Tw oMonth
WLA - 2A
WLA - 3W
HAY - 3CW
HAY - 3E
12
Creativity in theImplementation
A slide made by anAssistant NurseManager to showhow she adds insome fun
13Slide from Alma Domingo – Asst Nurse Manager in Kaiser Hayward Hospital
14
If Service Design is HARD (and it is…) thenimplementing and spreading these designs must trulybe ROCKET SCIENCE.
My final thought…
Howʼd You Solve It?
William Watt Electricians is a Bay Area company providing basic repairs,installations, and troubleshooting for residential and small business customers.
Photo by I See Modern Britain, http://www.flickr.com/photos/27128437@N07/2534505446/
Out of two offices they dispatch their team of two dozen electricians to serviceemergency calls, perform commissioned projects, and provide quotes. Givenbroader economic trends, William Watt is interested in moving into…Photo by Editor B, http://www.flickr.com/photos/editor/320670284/
…the growing green market to help homes become more energy efficient. Theirpotential new offerings might include efficiency assessments, instillations of moreefficient equipment, and suggestions for improvements.Photo by mjmonty, http://www.flickr.com/photos/36295747@N00/1519998876/
Youʼve been brought in to advise William Watt Electricians on howthey should approach the development of this new service.
➜ How would you approach the problem?➜ And why is it the right approach?
William Watt Electricians
moving towardsgreener homes
Service Goal: Make homesmore energy-efficient
GOOD NEWS: huge number of service opportunities
BAD NEWS: huge number of service opportunities
Overall Strategy
• Use the 7 contexts to organize your design thoughts– Assess competencies wrt each context
• People, consulting (front stage) skills?• Troubleshooting, repair (back stage) skills?• Integration (multichannel) skills?• Technology user or technology driver?
– Identify stakeholders wrt each context– Brainstorm potential services wrt each context
Service Approaches
Person-to-Person• Consultancy• Qualitative Assessments• Energy Consumption Diary Technology-Enabled
• Assessments based on installed sensors, usage statistics•Connect to home network?• Proposals would show ROI
Collaboration with • Home builders• Utility companies (for referrals)• Local governments
Self-service technology• For consumers who want the experience of “being greener”, install devices that they control or that keep track of their energy usage
Service Approaches
Remote Monitoring• Can these devices be accessed remotely?• Can they be controlled remotely?• Integrate into Internet service?
Back stage technology
•Install devices that reduce energy use, but aren’t visible to consumers (tankless water heaters, insulation…)
Watt?
Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
form theframeworkand strategy
discover
implement
create | express
refine
socialize
After Robinson and Dubberly
How I would approach the problem
25Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
our charge was…help homes become more energyefficient...
but there may be a bitof a problem withWattʼs assumptions...
26Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
People see the world through theirown lenses...
Service group Equipment group Armament group
Aerodynamics groupElectrical groupWing group
Empennage group Powerplant group Stress group
27Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
home and energy
composed of a variety of systemspeople (families)heatingcoolingcookingwasting...
electricwatergas...
28Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
redefine the charge to something like…help people live their lives in a moreenvironmentally sensitive and energyefficient way?
customersservice providers (Watt & Co)utilitiesgovernment agencies...
29Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
and Iʼd look at how othertransformations have happened inthe past…
gas -> electric lights (related)outdoor -> indoor plumbing (sewer systems-big shift)...
30Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © EvensonSeeing Tomorrow's Services:
Ok—but what services for Watt?perhaps Watt becomes the integratorfor all green related service provision?
or they install sensors and provideways to visualize behavior?
or sponsor community competitionsfor clean energy generation?