beyond digital: ux to service design

Beyond digital UX to service design

Iain Barker (@iain_barker) Principal, Meld Studios

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…conscious, joined up and human-centred design of things of an organisational scale, consequence or complexity.

Applying yourself to the…

1993 ’94 ’95 ’96 ’97 ’98 ’99 2000 ’01 ’02 ’03 ’04 ’05 ’06 ’07 ’08 ’09 ’10 ’11 ’12 ’13 2014

Beyond digital

Digital

My story.

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1.What is “beyond digital”? 2.Why a design approach? 3.Common challenges

Structure.

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UX = Digital (it doesn’t have to be this way)

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We are unnecessarily limiting the potential impact we can have if we constrain ourselves to just digital channels

And what’s wrong with that?

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Help us improve the lives of people in their 70s, 80s & 90s.

Project 1:

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Help us redesign the criminal justice system

Project 2:

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Help us create new service models at the library

Project 3:

• Contextual research • Analysis and synthesis • Identify insights and opportunities • Multi-disciplinary teams • Open to change • Iteratively prototype, test and refine ideas • Articulate a vision • …

How we work…

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• Unfamiliar domains • Designing things we’ve never designed before • Very senior stakeholders • Highly ambiguous briefs • Collaborative voyages of discovery • Outputs are very different • It is not just about users • …

Different challenges

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external

interactions How and where the organisation and the customer meet

experiences What the customer takes away from the interaction(s)

touchpointsKey moments in the interactionbetween organisation and customer

internal

systemsTechnology and infrastructure that a company relies upon to operate

channelsMedium with which the organisation communicates with their customers

processWays of working. The policies thatguide how the business is run

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external

interactions How and where the organisation and the customer meet

experiences What the customer takes away from the interaction(s)

touchpointsKey moments in the interactionbetween organisation and customer

internal

systemsTechnology and infrastructure that a company relies upon to operate

channelsMedium with which the organisation communicates with their customers

processWays of working. The policies thatguide how the business is run

experiences touchpointsKey moments in the interactionbetween organisation and customer

channelsMedium with which the communicates with their customers

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external

interactions How and where the organisation and the customer meet

experiences What the customer takes away from the interaction(s)

touchpointsKey moments in the interactionbetween organisation and customer

internal

systemsTechnology and infrastructure that a company relies upon to operate

channelsMedium with which the organisation communicates with their customers

processWays of working. The policies thatguide how the business is run

interactions How and where the organisation and the customer meet

experiences What the customer takes away from the interaction(s)

touchpointsKey moments in the interactionbetween organisation and customer

channelsMedium with which the organisation communicates with their customers

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external

interactions How and where the organisation and the customer meet

experiences What the customer takes away from the interaction(s)

touchpointsKey moments in the interactionbetween organisation and customer

internal

systemsTechnology and infrastructure that a company relies upon to operate

channelsMedium with which the organisation communicates with their customers

processWays of working. The policies thatguide how the business is run

systemsTechnology and infrastructure that a company relies upon to operate

channelsMedium with which the organisation communicates with their customers

processWays of working. The policies thatguide how the business is run

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external

interactions How and where the organisation and the customer meet

experiences What the customer takes away from the interaction(s)

touchpointsKey moments in the interactionbetween organisation and customer

internal

systemsTechnology and infrastructure that a company relies upon to operate

channelsMedium with which the organisation communicates with their customers

processWays of working. The policies thatguide how the business is run

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Most organisations struggle when it comes to consciously designing joined-up services of scale

Organisations are often the problem.

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“Services created in silos are experienced in bits”

Executive

Silos, business units, channels, etc

Designed experiences

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We break the connection between an idea and an owner – thus removing ego

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We help organisations understand and communicate things of complexity before they are built

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Comprehensive vision

Prototypes and detailed design briefs

Common outputs.

Roadmap

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Understanding design process and underlying intent, not mastery of specific activities

Challenge 1:

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Deep trust in the value and legitimacy of a design approach

Challenge 2:

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Challenge 3:

Designing outside of rectangles

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Challenge 4:

Having the endurance, tenacity & robustness to work at scale

Thank you

Iain Barker Principal, Meld Studios@iain_barkeriain@meldstudios.com.au

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Join us for a chat. First Friday of every month

From 4pmFriday 5th September3/93 Bathurst St

Thank you

Iain Barker Principal, Meld Studios@iain_barkeriain@meldstudios.com.au