Below is my first attempt to convert a 2019 talk I gave to a group of UX researchers into a blog post. I’m not sure if it’s working or not, but I’m going to publish it here to get feedback.
Service designers are asked all the time how what they do relates to what other designers, especially UX designers, do. My colleagues have been asked this question by clients, and it seems a new article on this question pops up every couple of months. Everyone has their own way of answering the question. My favorite way of explaining it has three parts.
- I start by showing two tools service designers use that give a concrete indication of what makes us different.
- Then I use a metaphor of dimensions to clarify how different design disciplines relate.
- I finish by returning to the two service design tools, and make the relationship both clear and concrete.
Part one: Two key service design tools
To begin, I will show two tools service designers use.
The first service design tool is something we call a Moment Map. A moment map shows all the paths a person can take as they receive a service. Typically, a Moment Map begins with the recognition of a need and ends with the resolution of the need. A Moment Map can depict an existing service, but more often we use them to outline a proposed future service.
A Moment Map shows all the channel paths available to a person receiving the service. By “service channel” we mean the medium by which a service is delivered. A service that is delivered via an app or website can be said to take place in the digital service channel. If you call a call center, the service channel is telephone. If you get in the car and go to a retail space or service center, we might call that the retail space service channel.
Below is an example of a Moment Map.
The second service design tool is the Service Blueprint. A Service Blueprint follows one customer’s journey through a service step by step, and at each step outlines how the service is delivered. The delivery is divided into a frontstage – what a customer experiences — and backstage, where processes, policies, people and technology platforms are identified. The process of blueprinting produces a list of touchpoints and capabilities DaVita required to deliver an experience like the one described in the journey.
Below is an example of a simple Service Blue Print.
Keep these two service design tools in mind as we move through the second part of the discussion where we metaphor of dimensions to clarify the relationship between service design and other design disciplines.
Part two: Design spaces and their dimensions
To understand the relationship between service design and other design disciplines who collaborate with service designers, for example UX designers, it is helpful to think about it in terms of dimensions.
We’ll start with a single touchpoint.
If you recall your elementary school geometry, a point is zero dimensional. When we connect two points, that makes a line. In our model, a touchpoint or a series of touchpoints is an experience that unfolds in time in a single service channel.
So a zero-dimensional touchpoint or one-dimensional “touch-line” is a single channel experience.
Single-channel design problems are well-understood. We have tried-and-true methods for solving them. We have existing team structures, with roles who are used to working together. Many books have been written explaining how to do single-channel design, and how to do it better. This is the kind of problem most designers, such as UX designers spend their time working on.
Most UX designers will tell you that there is more to their work, though, than just focusing on their service channel. To do a good job designing in any service channel it is important to understand the context. We must understand the person for whom we are designing. UXers call them “users”. They might be “customers”, or “patients”, or “employees”, etc. In service design, we like to call them “service actors” or just “actors”. We need to know who they are, what they are trying to do, and we need to understand their needs, attitudes, beliefs, and habits. This is something designers of all kinds always want to know about the people they design for.
We also need to know what they’re doing before they use the artifact we are designing, and what they’ll be doing after. And we also need to know what other touchpoints they’ll be interacting with.
Back in my UX design days, people were always looking for a telephone number to call, just in case they “need to talk to a real person.” And we were always concerned with how people arrived at our digital touchpoints from other channels. What expectations were set?
While UX designers (and other single-channel designers) don’t have direct control over what happens before or after the experiences they are designing, or the experiences their users have in other channels, understanding this before-and-after cross-channel context helps designers create experiences that connect seamlessly and harmonize with the other experiences that make up a user’s overall experience with the brand.
But some design disciplines go beyond understanding, and actively shape the full end-to-end cross-channel experience, for example, omnichannel design, experience design, customer experience design and patient experience design. They look at the whole experience a person has engaging an organization as they zig-zag between channels to accomplish their goals, and ensure that the whole experience at every point is seamless and positive.
This is where design gains another dimension, and we can think of two-dimensional design, or design of touch-planes.
Omnichannel design problems are harder to solve than single-channel ones. Methods for solving these problems exist, but they are not as widely known, and are missing altogether in many organizations. Omnichannel design teams include many of the the same people found on UX projects, but many other collaborators with expertise in all service channels also need to be involved, and many of them will be new to design methods might feel uncomfortable. And documenting, updating and activating and managing the omnichannel experience is a capability many organizations are only beginning to develop. Journey Management systems like TheyDo can help companies mature their omnichannel experience management capabilities.
Notice that the first service design tool we saw, the Moment Map, is a visualization of the omnichannel customer experience.
But omnichannel design also has a context which must be understood in order to design effectively. An omnichannel experience is only the tip of an operational iceberg.
The experience is both enabled and constrained by a company’s capabilities. A company might not have capabilities to deliver a good experience in the channel of choice of a customer. For instance, a customer who “wants to talk to a real person” on the phone might be frustrated by a company that does not operate a call center.
It is is also enabled and constrained by people who deliver and support the experience. Wherever in the experience the motivations of those delivering and supporting the experience are aligned with those of the customer (or other person being service) the experience is likely to be a good experience, but where motivations are misaligned the experience will be marred by friction, frustration and obstacles.
When this operational context becomes part of the design problem itself, a third dimension of design opens. We start thinking about “touch-volumes”.
With this third dimension, we are now in the domain of service design. Service designers not only design the omnichannel experience for the service actor who receives the service. We also design the experience of all other service actors who deliver and support it. This means we must conduct research with all service actors and understand the goals, needs, attitudes, beliefs and behaviors, in order to understand how to align interests and create positive interactions between actors that afford mutual benefit and a good experience.
We also design the capabilities and operations that support optimal service delivery. We want to remove friction and obstacles that might prevent the smooth, efficient and satisfactory delivery, and we want to strategically automate wherever possible to free actors to focus on the more demanding, rewarding or special parts of the service where a human touch enhances the experience.
Notice that the second service design tool we saw, the Service Blueprint, is a visualization of the third dimension, which describes the service delivery of a service.
Part 3: Bringing it together
Once we see how different design disciplines relate using the metaphor of dimensions, we can now look at the two key service design tools, and locate single-channel design projects within them.
What the service design work does is it shows how single-channel touchpoints connect in the context of the larger service. By doing service design, and understanding the omnichannel service experience customers might have, and blueprinting how the service will be delivered, which includes digital tools employees and partners might use to support service delivery, many different UX projects can be coordinated to play various parts in a larger service experience, and that larger service experience is an important context for that design work.