Building innovation pipeline with service design methods
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Building innovation pipeline with service design methods by Oleg Slyusarchuk — Global Head of Product Design, ELEKS (Chicago, USA) and Uliana Bashchuk — Senior Experience Designer, ELEKS. About Oleg: Oleg lives in Chicago, US, and leads an award-winning team of 65 designers in the EU, US, and the UK in a Ukrainian-based software company ELEKS. He has experience in design for 19 years, he is a lecturer, and certified design manager by Nielsen Norman Group. His focus is establishing business design processes and growing up design services in different markets. Responsible for design consultancy and advisory as a door opener for product development. About Uliana: Uliana is a UXQB-certified professional for usability and user experience. Throughout the designer, career has finished over 30 projects in various domains like oil&gas, retail, education, human resources, etc., and participated in numerous presale activities. Presentation is about▼ ☑ Service design for a governmental organization ☑ Design of business processes. Values of user research and stakeholders facilitation ☑ Building and validation Services for Software innovation companies
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Building innovation pipeline with service design methods
- 2. Building innovation pipeline with service design methods Oleg Slyusarchuk & Uliana Bashchuk
- 3. The custom software development company We focus on complex tasks Long-term relations with clients Deep vertical expertise Top scientific talent A Top 100 Global Outsourcing Company 30 years of experience
- 4. 2,000+ global headcount 15 offices 1450+ delivery experts Headquarters Development Centre Client Support Office GLOBAL PRESENCE Ukraine Lviv Kyiv Ternopil Ivano Frankivsk Americas Chicago, USA Las Vegas, USA Toronto, Canada Europe Berlin, Germany London, UK Rzeszow, Poland Tallinn, Estonia Zürich, Switzerland Zagreb, Croatia Middle East Ajman, UAE Al Jubail, KSA Asia Tokyo, JAPAN
- 5. We are able to support all stages of product development and bring products to market at scale. certified & recognized designers USA, UK, Germany, Ukraine Certified by industry experts: 70+
- 6. User Experience Advisory UX Advisory is a smart choice if your organization needs a dedicated design consultant to help you scale your business or bring your service experience to the next level. Design of Business Processes Many companies tend to build up dozens of legacy processes over time or might lack some process as they grow. We help identify bottlenecks, conflicts, and reasons why teams might not follow the established workflows. Service Design and Customer Experience While focusing on the client- facing part of products or services, many companies overlook the relationship between customer experience and operational behind-the-scenes work. DESIGN CONSULTANCY Product Ideation At the start, we help define and structure a product vision and ensure it is shaped to fit real customer needs. We combine technology expertise with Design Thinking, allowing you to craft user experiences that drive engagement
- 7. London Berlin Birmingham Amsterdam Munich Kyiv Stockholm Geneva Istanbul Amman Dubai Tokyo San Francisco Seattle Kalispell Minneapolis Chicago Philadelphia Raleigh 100 Onsite & Online Product ideation phases Tel Aviv Charlotte Houston Los Angeles Boston Denver Detroit Brussels Vienna Zurich 25+ online during Covid in 20/21 ABOUT
- 8. 150+ active client accounts London Berlin Birmingham Amsterdam Munich Kyiv Stockholm Geneva Istanbul Amman Dubai Tokyo San Francisco Seattle Kalispell Minneapolis Detroit Philadelphia Raleigh Washington for SMB 75% for Enterprise 25% end-to-end solutions delivered 700+ of clients do more than one project with us 90% years of cooperation with the oldest clients 20+ MEET OUR CLIENTS Chicago New York Boston
- 9. To design is to devise courses of action aimed at changing existing situations into preferred once.” “ Herbert Simon
- 10. Double Diamond by British Design Council ALL DESIGN FRAMEWORKS ABOUT DIVERGE & CONVERGE Design Sprint by Google Design Thinking 101 by NN/g
- 11. Initial problem Research data DOUBLE DIAMOND Diverge • Research • Interviews • Usability testing • Analytics • Competitors • etc. Develop Define Discover Deliver Understand, rather than simply assume, what the underlying problem is Analyze the range of identified problems and define a challenge to focus on Brainstorming to create a pool of ideas for potential solutions Prioritize solution ideas and define the most promising ones
- 12. Initial problem Research data Key problem to focus on DOUBLE DIAMOND Converge Develop Define Discover Deliver Understand, rather than simply assume, what the underlying problem is Analyze the range of identified problems and define a challenge to focus on Brainstorming to create a pool of ideas for potential solutions Prioritize solution ideas and define the most promising ones • Affinity diagramming • Prioritization techniques • Dot voting • Kano model • 100 dollar • Impact-effort matrix • etc.
- 13. Initial problem Research data Key problem to focus on Ideas of potential solutions DOUBLE DIAMOND Diverge Develop Define Discover Deliver Understand, rather than simply assume, what the underlying problem is Analyze the range of identified problems and define a challenge to focus on Brainstorming to create a pool of ideas for potential solutions Prioritize solution ideas and define the most promising ones • Brainstorming • Brainwriting • Storyboarding • Crazy 8 • etc.
- 14. Initial problem Research data Key problem to focus on Ideas of potential solutions Solution vision and priorities DOUBLE DIAMOND Converge Develop Define Discover Deliver Understand, rather than simply assume, what the underlying problem is Analyze the range of identified problems and define a challenge to focus on Brainstorming to create a pool of ideas for potential solutions Prioritize solution ideas and define the most promising ones • Affinity diagramming • Prioritization techniques • Dot voting • Kano model • 100 dollar • Impact-effort matrix • Etc.
- 15. Workshop 1 Workshop 2 Workshop 3 Exploring a problem Co-creating a solution Initial problem Research data Key problem to focus on Ideas of potential solutions Solution vision and priorities DOUBLE DIAMOND Research
- 16. 2 CUSTOMER experience designers Governmental institution To build an innovation pipeline for the recruitment process. Common alignment of the involved parties. Goal: Resent Case 2 weeks of involvement
- 17. Results OVERVIEW OF THE PROPOSED PROCESS User Persona Definition Defining the key user profiles to focus on. User Interviews Discovering user needs, pain points, and insights. 3-5 sessions with the potential users who have applied to vacancies or are willing to. 45-60 minutes per interview. Value Proposition Workshop Finding the match between user needs, management processes, and proposed services. A 3-4-hour facilitated session with a group of up to 12 key stakeholders. User Journey Mapping Figuring out the existing journey, finding the gaps and opportunities to consider in the future journey. A 3-4-hour facilitated session with 8-10 potential users. Management Workshop User story mapping to define core business workflows to be covered by the application portal. A 3-4-hour facilitated session with the key decision-makers. Preparing deliverables • Value Proposition Canvas • User Journey Map • User Story Map Insight report • Preparing a detailed report about the findings, research results, and proposed next steps. • Report presentation for the key decision-makers and stakeholders. * Although there was no explicit request for research, we have not found information that it had been conducted before. Without prior research, workshops may have lower efficiency and accuracy. Research is NOT included in the final estimate. Online Workshops User Research Recommended * Week 1 (32 hours) Week 2 (20 hours)
- 18. NEW PLAN OF ACTIVITIES 3 workshop groups
- 19. SERVICE & BUSINESS PROCESSES DESIGN
- 20. FINAL REPORT AND ACTION PLAN BLUR BLUR BLUR
- 21. Business Design Case 2 Business designers 5 weeks of involvement CUSTOMER Global Procurement Rebuild the procurement process within the organization using design facilitation methods Goal:
- 22. Finalization PROPOSED PROCESS Define stakeholders Procurement team, that will participate in the interview stage and on the workshop. Schedule interviews Define survey and questionaries for interview. Schedule interview sessions. Interviews 10 sessions with key stakeholders, 45-60 mins per interview, each. Gather the pain points, discover ideas to discuss on the session. Survey One global survey, or several, for different target groups, to get a wider picture and define concerns. Results A report of the findings. Discuss and prioritize major problems and pains. Select the most relevant opinions and ideas as the ground base for the upcoming workshops. 1 week 2 weeks Schedule session Define the timeline, date and duration. 2 facilitated sessions for 3-4 hrs. Define the Agenda, Participants and Activities Select the most relevant exercises and agenda (business process, as-is, to-be journey etc). Results A structured report of deliverables and a roadmap, defined during the workshop session. 1 week Discuss the workshop results Define the roadmap of the next steps. Suggestions Based on the workshop results we will outline the problem statements, and solution options. Deliverables Canvases, the roadmap and business workflows will be included in the report and will be available to edit online. Online Workshops Initial Research Preparation
- 23. INITIAL RESEARCH. SHAPE THE IDEAS Interviews Purpose Define stakeholders Map “as-is” processes Find gaps and pain points Gather ideas, thoughts and insights Agenda Define the questionnaire and summarize the metrics Schedule an online meeting on Zoom or Teams (find most the suitable timeslot for stakeholder or SME) Introducing the purpose of the interview Video recording Open questions to hear opinions and insights Ideas gathering Short summary Q&A Follow-up. Explaining next steps ELEKS Team: • 1 interviewer/researcher • 2 business/service designers Group of 10-12 stakeholders from Company. Procurement Departments Group The group will be participating in workshop Participants Quantity 10-12interviews • Interview highlights and insights report • A part of research report as a deliverable Deliverables
- 24. ANALYSIS OF RESULTS Based on the answers we get from the participants during the interview, we provide a board with the most important insights related to their needs, pains, and gains. Interview script Interview insight summary Detailed interview insights
- 25. INITIAL RESEARCH. SHAPE THE IDEAS Survey Purpose Hear the voice of the business users Validate the problem statement Get a wider insights and holistic view Find additional problems that might reflects on the result Agenda Define the questionnaire and summarize the metrics Define user groups and create addressed surveys Introducing the purpose of the interview Video recording Open questions to hear opinions and insights Ideas gathering Short summary Q&A Follow-up. Explaining next steps ELEKS Team: • 1 researcher • 2 business/service designers Participants Quantity Group of target audience (will be defined by the need) up to 70 respondents • Survey results and statistics • Insights and validation points • A part of research report as a deliverable Deliverables
- 27. 1st WORKSHOP Preliminary Agenda Analise: Define gaps and opportunities, based on the insights and mapping activities 60 mins Introduction: Purpose of the workshop and introduction 15 mins Reflection: Research read-out (internal) 45 mins Break 15 mins As-is. Validate the Problem Statement Facilitated group mapping activity 60 mins Break 15 mins Break 15 mins Wrap-up: Summarize results. Define Agenda for the next session 15 mins Group of 10-12 stakeholders from the Company. Procurement Departments Group Participants Duration 4 hrs. • Validated “as-is” business process • Validated problem statement • Opportunities Log Deliverables • ELEKS Team: 1 researcher • 2 business/service designers Business Processes (Procurement and Logistics) DEFINE “AS-IS” STATE
- 28. Mural / Miro or Whimsical Collaborative tools for online workshopping TOOLSET A stable connection to Internet A possibility to join a video conference on Zoom or Microsoft Teams Internet browser access to Mural or Whimsical web-version Additional registrations or installment of the applications is not required You will need
- 29. CATEGORIZATION
- 31. 2nd WORKSHOP Preliminary Agenda Brainstorming & Ideation Exercise to converge a multiply option of possible solutions. Diverge to focus on quick wins and long/short-term improvements implementation ideas 60 mins Introduction: Purpose of workshop and introductions 15 mins Reflection: Review of opportunity log (+ defined gaps) 45 mins Break 15 mins Break 15 mins Outline the roadmap 30 mins Prioritization Exercise to define most critical and impactable 45 mins Wrap-up: Summarize results 15 mins Group of 10-12 stakeholders from the Company. Procurement Departments Group 4 hrs. • Prioritized opportunities • Mapped canvas: problem ➔ ideas ➔ solution • Implementation roadmap • ELEKS Team: 1 researcher • 2 business/service designers Business Processes (Procurement and Logistics) DEFINE “TO-BE” STATE Participants Duration Deliverables
- 34. Top Challenges Top Solutions
Editor's Notes
- Intro About us About Eleks Why this topic
- ..read the phrase I really like that definition of design, because it doesn’t eliminate design to only interface solutions or products. As long as there is a problem or area for improvement, you can apply design thinking to find a better solution. That solution might be a product, or a services, or business processes, or even your personal life. I mean literally, there are books on how to fix your personal life using design methodology. It is often the case, that you don’t really know what the problem is, or what else you can improve. We all know the stories, how the startups fail because they are trying to solve the problem, which doesn’t exist. So, for the start-ups at the idea stage it’s crucial to find out if the need is there, what is the product market fit, who are the competitors, etc. to propose their customer a new, better , innovative solution. For an existing product with real users we can turn to analytics, usability testing, user interviews, etc. again to find a problem we want to solve. If we take a service or a process, the only difference is that we are looking for the problem in a different place. Today want to show you how it can be done on the example of a recent project.
- If we take a look at the essence of the most popular design methodologies, you’ll notice the common leitmotif through all the design frameworks. All of them are built on diverge and converge alternation. Double diamond You start with a problem, or assumption about a problem Do research – diverge – to find out the reasons or adjust the problem statement Pick the one to solve – converge Ideate solutions – diverge And pick the most promising one – Converge Design Spring is basically the same but with additional round, where you prototype the solution to test it Collect feedback and adjust Design thinking 101 again same story, just put in a circle, to visualize that the process is iterative and you do it again and again. As a result, when you understand the ground rules und backbone of these frameworks, you are not so tithed up to methodologies, and can apply it to anything you want.
- Let’s take a quick overview of the steps. That’s double diamond. I won’t go in every detail. But just to visualize what I’m talking about. We start with a initial problem and at the discovery phase we try to understand it better. Or product, process, or idea can be on any maturity level. Depending on that, we choose a different set of activities. By conducting interviews, doing research, set-uping some AB tests (if it’s a running software), etc. we collect insights. Understand, rather than simply assume, what the underlying problem is Now we are at the diverge axis.
- Now, when we have the collected a lot of data, we try to make sense of it. That might be in form of a workshop, where we share and discuss the finding with the whole team, and with the common understanding and collaborative efforts we set the priorities. As a result, we have a key problem to focus on.
- Then again we move to diverging phase, where we look for possible solutions to our problem. Some will be obvious, but the idea is to remove the boundaries and think outside of the box. For that we have such exercises as brainstorming, brainwriting, crazy 8, etc.
- Then you pick the most promising one and try it. And with that the circle starts again: test, feedbacks, new related ideas, etc.
- As we see the the process consists of several blocs, and it is important to be creative, think out of the box to come up with a unique idea, but it’s also crutial to explore the problem itself, to dig dipper, to consider different layers of the process, different participants, different areas, that run simultaneously but influence the same end experience. That’s where we can learn from service design and it’s service blueprint, which brings to light all that layering.
- I will show you today an example of our recent case. Short term cooperation – 2 weeks – 2 designers Recruitment process for the governmental institution, a capital of one EU country. The recruitment process had been established a long time ago, with one of the SAP modules historically selected as the primary tool for the recruitment workflows. However, this SAP module wasn’t originally designed to cater to the nuances of work with job advertisements, vacancies, and interviews. That’s why it has multiple limitations and requires a lot of workarounds. It’s very time-consuming for the government employees and irritating for the applicants. Questions: how to get better? What to improve? Before requestion a new software, what are the requirement to this software? Are there any unrelated gabs in our process? How to make it better for everyone?
- That was the initial plan. Suggested interviews to collect the insights but were told that we have explicit survey results instead. So, we have the data to work with and can skip research. Then having the problem statement, we would go into ideation of possible solutions, and try to match user needs, management process and proposed services. Then with the help of user journey find the gaps and opportunities to consider in the future journey. That would be our diverge axis. The management workshop afterwards should have been the prioritization activity to converge our scope. As a result, we planned to deliver a report with the findings, to-do steps and requirements for the future recruitment process. And as it often happens it didn’t go as planned. On the kick-off meeting we find out, that the customer had already set up the workshops in the constellation, where we have 3 groups, that represent different roles, 1st with recruiters, then managers, then applicants. And we cannot change it. The quality of the survey data was not sufficient to work with, so we decided to improvise.
- Instead, we set up one board structure, that we reused for each user group. At the beginning we had a small warm up exercise to teach everyone to use the tool, to understand this workshop form of cooperation. Then we needed to collect the missing data from research. We asked to write down the tasks they have and placed it on a timeline, then highlighted the goals to achieve on each step. And finally, how did that make them feel on each thage of the process, what are the pain-points. With dot-voting we have prioritized the most important problems, and with the “how might we” exercise generated possible solutions. That cycle we did with each of the three groups. And at the and we had planty of data to work with.
- We have noticed the patterns and dependencies between the roles and their experiences. The whole process for everyone consists of the same phases, you see them in black on top. Each user groups das individual steps (outlined elements) and goals (color-coded on top). On the bottom you see the pain-points on each step, the color intensity relates to the priority. That accumulated view gives us the possibility to see the whole picture, understand dependencies and find more prisise problems or areas for improvement.
- The final report highlighted the problem statement, the methodology we used, simplified persona profiles and value proposition for them, the phases of our journey map (you see a screenshot in the middle) with short summary and a table of pain-points with severity level and related users story in form ”As a user… I want… so that…” Then the story map derived from user journey, where the phases where transformed to epics to group user stories, severity of the pain-point to priority of the story. Then a list of usability requirements, summary and the next steps. And now a give the word back to Oleg to show you another interesting case.