This document discusses bringing service design in-house through trainings and project-based support. It outlines different formats for trainings, such as intensive workshops, integrated workshops, and workshops combined with consulting. For project-based support, an integrated model is recommended where external consultants work closely with internal teams. Content for trainings should include user research, personas, and service blueprints. Atmosphere, providing takeaway artifacts, and properly aligning timing are key factors for successful learning.

1. Service
Design
Berlin
K I S D / M AY 1 8 , 2 0 1 5
Bringing Service
Design In-House
Manuel Großmann
& Martin Jordan

2. Who are we to talk about this topic?
Katrin
PhD Candidate,
University of
Potsdam
Olga
Business
Consultant,
Fuxblau
Mauro
Designer,
SAP
Manuel
Service
Designer,
Fuxblau
Martin
Designer,
Nokia

3. Two aspects of
bringing service
design in-house
Learning &
teaching

4. CO N T E N T
W H Y Reasons to bring service design in-house
!
W H E N Occasions
!
H O W Formats
!
WHAT Content to teach and train
!
3 M AG I C I N G R E D I E N TS
!
F U T U R E O F L E A R N I N G ?
!
TA K E AWAYS

5. Why
Relevance

6. W H Y
Why do companies seek external help?
Need for inspiration
Lack of knowledge and skills
Need for additional (wo)manpower

7. When
Occasions

8. W H E N
Two ways of bringing service design in-house
Goal:
Enabling staff to solve
service-design related
challenges by themselves
Goal:
Completing tasks by external
professionals when internal
resources or expertise are
limited
P R OJ E C T- B A S E D W O R KT R A I N I N G S

9. B A S I C S
Photo by Flickr user: Brian (Ziggy) Liloia
You wouldn’t expect to learn woodworking in a day.
Why should service design be any different?

10. B A S I C S
In order to master service design
(like many other skills)
two things are needed:
understanding of what it is
and how it works
practise, practise, practise

11. How
Formats

12. Bringing Service
Design in-house
Through project-
based support

13. P R OJ E C T- B A S E D S U P P O R T
When is a good time for project-based support?
Design Council (2005): The Design Process, http://www.designcouncil.org.uk/news-opinion/design-process-what-double-diamond
Discover Define Develop Deliver
brief
concept
review
feasibility
review

14. The (traditional) agency model
is an outdated model
P R OJ E C T- B A S E D S U P P O R T
Call for help /
Brief
Work by
the agency
Presentation
& handover of
documentation

15. P R OJ E C T- B A S E D S U P P O R T
Weaknesses of the (traditional) agency model
Lack of knowledge transfer
Lack of internal insights
(stakeholder & their needs)
Lack of internal buy-in
(not invented here)
Lack of impact

16. P R OJ E C T- B A S E D S U P P O R T
An integrated model
F O R M AT
• external consultants run the project
• client’s team members join crucial parts of the
process or entire process (e.g. user research,
creation of personas, blueprints…)
CO N S
• takes extra time on both sides:
internal & external
P R O S
• in-house team members can
observe, engage and learn
• in-house team members
understand the value of certain
tools & approaches

17. P R OJ E C T- B A S E D S U P P O R T
Approaches for project-based support
Contractor, hired by
marketing team
Partner, hired by design,
product / service dev team
Gets job done as tasked Evolves focus along the way
Works independently
after receiving brief
Work co-located w/ designers &
researchers of client
Delivers final
documentation
Delivers actionable
tools & knowledge
Expertise stays in
agency
Expertise is exchanged between
agency & client
T R A D I T I O N A L I N T E G R AT E D

18. “As a client we are very involved.
The agencies aren’t used to that.
Some have a problem with it.
We don’t work with these any longer.”
— A N A P E S S A N H A ,
Senior Design & User Researcher, Nokia

19. is controlled by
company constantly
gets guidance that leads to
meaningful outcomes
spends extra time
through co-location
creates co-ownership of client team
member
has less freedom in
working process
focusses on topics of importance &
relevance
needs to cater for
special stakeholders
gets heard by
key stakeholders
is tasked to create
more artefacts
creates tools that are actively
used by people afterwards
P R OJ E C T- B A S E D S U P P O R T
Pains and gains for the agency
PA I N S G A I N S

20. P R OJ E C T- B A S E D S U P P O R T
Example deliverables of research project
Final documentation /
presentation / report
P R E V I O U S LY
N O W
Workshops Videos
User journeys
Posters
Cards with findings

21. P R OJ E C T- B A S E D S U P P O R T
Tips for an integrated model (for clients)
Client employees need to partake in parts of the process
Results should be summarised as workshops, not presentations
Embrace collaboration & co-location

22. Bringing Service
Design in-house
Through trainings

23. T R A I N I N G S
Three approaches for trainings
I N T E N S I V E
W O R K S H O P
I N T E G R AT E D
W O R K S H O P S
W O R K S H O P &
CO N S U LT I N G

24. I N T E N S I V E
W O R K S H O P

25. Intensive Workshops
T R A I N I N G S
F O R M AT
• length of 1–5 days
• Mix of theoretical input and workshop modules
during which participants apply new tools and
methods
CO N S
• very hard to integrate into
regular work schedule
• not very sustainable
• missing link between training &
work environment
P R O S
• everything can be done within
one session
• high level of focus

26. Intensive Workshops
T R A I N I N G S
T I M E
LEVELOFSUPPORT

27. I N T E G R AT E D
W O R K S H O P S

28. Integrated Workshops
T R A I N I N G S
F O R M AT
• several 2-hour session spread out over 1–2 weeks
• Mix of theoretical input and workshop modules
during which participants apply new tools and
methods
• 1 tool/method per session
CO N S
• potentially more expensive
• overall time for training is limited
P R O S
• very easy to integrate into
regular work schedule
• easier to train larger groups
• more time to digest the
input

29. Integrated Workshops
T R A I N I N G S
T I M E
LEVELOFSUPPORT

30. “The format of short two-hour session
throughout a week allowed us to train a larger
team because all were able to spare some time
every day. It also showed us that small work
packages can be finished within a very short
time.”
— I N G A B E R G E N ,
CEO, Welldoo

31. W O R K S H O P &
CO N S U LT I N G

32. Workshop & Consulting
T R A I N I N G S
CO N S
• potentially more expensive
(more time & extra travel costs)
• timing is relevant
P R O S
• very effective in terms of
translating the input into
the real context
F O R M AT
• Mix of theoretical input and workshop modules
during which participants apply new tools and
methods upfront
• Consulting sessions afterwards (spread over several
weeks) to help participants apply the knowledge
within real projects over a period of time

33. T R A I N I N G S
Workshop & Consulting
T I M E
LEVELOFSUPPORT

34. “The initial workshop creates a wow moment.
It’s creates a new perspective. The following
consulting allows a transfer into practise.
What is more it keeps up the awareness for
the tools and methods.”
— A DA M L AW R E N C E ,
Co-founder, Work Play Experience

35. What
Content

36. Content for service design trainings
•user research
•personas
•scenarios & user journeys
•prototyping & testing
T R A I N I N G S
•service blueprint
•business model canvas
•stakeholder map
B A S I C :
U S E R - C E N T E R E D D E S I G N
A D VA N C E D :
S E R V I C E S YS T E M S

37. Choosing a challenge
T R A I N I N G S
R E L AT E D TO
R E A L W O R K
A R T I F I C I A L /
I N D E P E N D E N T
!
P R O S
• high relevance
• apply in real work context
!
!
!
P R O S
• focus on tools & methods
• willingness to experiment
• user research & prototyping can
be easier
!CONS
• hard to abstract
• pressure to solve problem
• experimentation can be
hindered
!
CO N S
• hard to translate into
real work context
• relevance is unclear

38. What & How
The 3 magic
ingredients

39. #1 Atmosphere

40. Setting a mood for learning
M AG I C I N G R E D I E N TS
C R A Z I N E S S
crazy atmosphere supports outside
of the box thinking
T E A M S P I R I T
facilitation and creating an
environment for learning is key

41. “Anyone who tried to make a distinction
between education and entertainment doesn’t
know the first thing about either.”
— M A R S H A L L M C LU H A N ,
Philosopher of communication theory

42. #2 Artefacts

43. Expand the impact through artefacts
A R T E FAC T S
I N T R A I N I N G S
• method cards
• templates
• booklets
I N P R OJ E C T- B A S E D S U P P O R T
• printouts of deliverables
P R O S
• easy to access
• always present
F O R M AT
• physical artefacts
P R O S
• helps stakeholders to
present their work
• showcase results in coffee
breaks

44. Expanding the time for support
A R T E FAC T S
T I M E
LEVELOFSUPPORT
artefacts
left behind

45. “We pinned print-outs of personas, user
journeys and a service blueprint to the hallway
wall. This helped a great deal to communicate
to others what were working on.”
— M A R C P I R S I N G ,
Head of Commercial Service Center, Bayer Business Services

46. #3 Timing

47. The moment of the collaboration is crucial
• e.g. if team works with scrum, training should be adapted
to sprints
!
• collaboration should start at the right time within the
bigger context (or project timeline)
T I M I N G & I N T E G R AT I O N

48. The future of
learning
service design
An outlook

49. Traditional learning model
T H E F U T U R E O F S E R V I C E D E S I G N T E AC H I N G
L E A R N I N G B A S I C S
with the help of a pro
A P P LY I N G T H E K N O W L E D G E
by yourself

50. Flipped classroom model
T H E F U T U R E O F S E R V I C E D E S I G N T E AC H I N G
L E A R N I N G B A S I C S
by yourself
A P P LY I N G T H E K N O W L E D G E
with the help of a pro

51. B A S I C S
“Practise makes perfect”
Photo by Flickr user: Brian (Ziggy) Liloia

52. Takeaways

53. M A I N TA K E AWAY
P R OJ E C T- B A S E D W O R KT R A I N I N G S
Two complementary approaches

54. 5 tips for
successful
service design
learning

55. When hiring outside experts, remember:
5 T I P S
Don’t expect to learn service design within a day
Demand a collaborative learning model
Ask for a mix of theoretical input & time to apply the knowledge
Make sure you have enough time to test the learned method
& tools before your collaboration ends
Pay special attention to when a training starts

56. 5 tips for
successful
service design
teaching

57. When you plan your training, consider:
5 T I P S
Your business development team needs
to understand the process
Always aim for a collaborative model
Offer a mix of trainings and consulting which is stretched
over a longer period of time for high impact
Pay special attention to the atmosphere itself
in which learning happens
Plan your deliverables as artefacts to leave something behind

58. Your thoughts,
please!

59. Want to learn more?

60. Nov 13–14, 2015
Berlin / Germany
www.serviceexperiencecamp.de
Interactive
conference for
Service Innovators

61. Thanks for
joining!
servicedesignberlin.de
@SD_Berlin
fb.com/servicedesignberlin
Icons by Lil Squid, Edward Boatman, Gonzalo Bravo, Jeremy J Bristol, Attilio Baghino,
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