Relevance and Rigour - Service Design Now 2017
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Presented at the first Service Design Now conference. I spoke about our approach to encouraging the adoption and application of design practices in non traditional areas within the bank, and how we were using a reflective practice approach to help our teams reach their own understanding of design and its benefits.
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Relevance and Rigour - Service Design Now 2017
- 1. RELEVANCE AND RIGOUR Owen Hodda
- 3. How to grow interest and demand without sacrificing integrity? Through doing the right work, In the right places, And encouraging reflection
- 4. Designing the service of delivering the design Designing how we deliver the service of delivering the design Designing the service
- 7. A propensity for doing “All design to some extent is future oriented” -A Dunne & F Raby “I don’t think you can design anything just by absorbing information and then hoping to synthesise it into a solution. What you need to know about the problem only becomes apparent as you’re trying to solve it” - R MacCormack
- 8. But not for doing’s sake Managers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing problems that interact with each other. I call these situations messes. Problems are abstractions extracted from messes by analysis; they are to messes as atoms are to tables and charts…Managers do not solve problems: they manage messes.” - R. Ackoff
- 9. But not for doing’s sake Designers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing problems that interact with each other. I call these situations messes. Problems are abstractions extracted from messes by analysis; they are to messes as atoms are to tables and charts…Designers do not solve problems: they manage messes.” - R. Ackoff
- 10. A propensity for doing But not for doing’s sake
- 12. Giving ability to solve own problems Presenting the unfinished problem
- 14. OUR APPROACH
- 15. Focus on the right places
- 16. Remove Barriers “When you change the system, peoples’ behaviour changes. J Seddon
- 17. Remove Barriers “When you change the system, peoples’ behaviour changes. J Seddon
- 18. Listen to the system “At the same time that the enquirer tries to shape the situation to [their] frame, they must hold [themselves] open to the situation’s back-talk.” - D Schön
- 19. Internalise the practice Understand why we do things Let people solve problems themselves
Notas do Editor
- Asked to talk about design at scale Don’t have six hours So talking about one important change to how we practice design at ANZ
- ANZ currently undergoing a massive restructure. - explain Fundamental shift Design as practice is spread throughout Design as approach is at its core
- What I want to talk about today By…
- Let’s talk about the right place (taking strong inspiration and liberties from “What Service Design Entails” - Tonkinwise) - Cust proposition - Delivery - Delivery with design intent - Those of you from a design background will recognise JJG Bringing design to many parts of the business We want to design better outcomes To do that, we need to get better at letting our people design things across the business To do that, we need to think critically about how we work as a design team, and as design individuals Hat tip to JJG and CT This is a great opportunity, but also brings many challenges
- We’re not evangelists or salespeople Goal is not to set up a large internal practice of the sake of it Embedding is a fairly violent work Instead, want to spread life into practice, but also control it’s shape
- What are our goals? What do we want to happen from this?
- This is crucial. Not something banks often have Future oriented - we don’t want static design. Design that just gloms the techniques around what we already have Prototyping - want to avoid those projects that just fill rooms with paper, diagrams, “insights”. No more research. We need people to have the courage to try, and the safety to fail, else we’ll never know what the right solution is
- We’re not a product company. We don’t just make widgets, so a linear design approach wont’ make sense. Need to avoid the determinism of the project - otherwise we’re back here in a years time untangling mess again Need to build culture of less Also, and this is the one I lose sleep over, - how do we build a culture of actively getting things done, but help that to scale <—-this is probably the answer to the scaling design question, I don’t know what it is! Our goal is not to build a large design team, or to have sheep dipped 46,000 through a design bootcamps
- We’re not a product company. We don’t just make widgets, so a linear design approach wont’ make sense. Need to avoid the determinism of the project - otherwise we’re back here in a years time untangling mess again Need to build culture of less Also, and this is the one I lose sleep over, - how do we build a culture of actively getting things done, but help that to scale <—-this is probably the answer to the scaling design question, I don’t know what it is! Our goal is not to build a large design team, or to have sheep dipped 46,000 through a design bootcamps
- Ultimately, our goal is for people to understand and take in the intent of design as much as the action of design
- Often, when we introduce design to people we talk about the process The end state goal only comes later Want to focus on what we’re working towards (to show relevance) - then use the journey there as a way to introduce the approach need reflection of practice and reflection in practice Of practice - need them to understand the depth of design so that they can apply it with rigour In practice - need them to observe their own work as they are working and look at ways to tend and adjust to provide relevance to the organisation and its strategy, as well as to themselves
- Liang and the magic paintbrush A boy’s paintings come to life We want to give people that experience - want them to find the relevance to their own problems
- Banks normally create an environment that squashes following your gut How to build an environment that allows for intuition, without people just following their preferences (humamns as are biased beings) Need to internalise the messy, vague approach, as well as the validation and destruction of ideas (this is hard! Who has actually had to kill a darling?) Training intuition
- Need to move fast. We're talking about an 18 month to 3 year plan, but really we don't even have that much time we need to get started now, even if we're not ready. This might mean broken bones and late nights, but we don’t[' have time to wait for the business to have an identity transplant before we start. Training will happen on the coalface, supported by people who have been through this before and have the scars to prove it.
- Think back to our three planes A big part of our work is making it easier for others to do work Focusing just on the project has diminishing returns - focus instead on the environment it exists it. Encourage design to thrive Funding models Risk approach HR and Talent Leadership Definition of “done” Access to customers Leadership We can do this, because we’ve run against these barriers before
- Think back to our three planes A big part of our work is making it easier for others to do work Focusing just on the project has diminishing returns - focus instead on the environment it exists it. Encourage design to thrive Funding models Risk approach HR and Talent Leadership Definition of “done” Access to customers Leadership We can do this, because we’ve run against these barriers before
- I’m a bit in love with this quote We might have a vision of the Bonsai. But, if it starts branching in a different direction we can force it too hard Duality of having a strong future vision, but also being willing to break it open What I’m showing you now might be redundant next week We need to find the right solution for ANZ This is not a ‘lift and shift’ - we need to confidence and rigour to practice what we preach; to adjust and modify, listen to our customers, iterate, refine
- Act - but with thought and intent Find relevance through applying the finished touches to your own painting Find rigour through knowing why you’re working in a certain why