The document discusses service transformation as organizational transformation required to design and deliver new services integrated into ongoing business strategy and operations at scale. It presents a three-layer framework for transformation consisting of delivery, foundations, and bedrock. Design-driven transformation uses compelling customer experiences as boundary objects to motivate change across the different layers and pace of change. The framework helps ask strategic questions to solve organizational problems.

1. “What do you mean you can’t
upload digital photos for evidence?
That seems kind of important for
making your case”

2. @jessmcmullin | jess AT situ.org

3. From Service
Design to Service
Transformation

4. Innovation & Transformation Fatigue

5. Transformation?
What does that even mean?
Service transformation is the required
organizational and systemic change in order to
design and deliver new services which become
integrated with the business in sustained and ongoing
strategy, structure, and operations at scale.
It is lasting change that substantially shifts the course
of the organization, rather than repackaging the
status quo.

6. Today
1.Transformation & Complexity

7. Today
1.Transformation & Complexity
2. A Transformation Framework

8. Today
1.Transformation & Complexity
2. A Transformation Framework
3. Design-Driven Transformation

9. Transformation
& Complexity

10. Rising complexity
demands
transformation

11. Multiple globally interconnected
reasons for everyday impacts

12. Journeys, Experience Maps, & Blueprints Alone
Don’t Cut it for Organizational Transformation

13. None of us live in
isolation from the
impacts of an
increasingly complex
world.

14. You cannot
opt
out
of complexity

15. So we need to
Innovate
to create
new capabilities
& new value.

16. But organizational innovation and
transformation has more to do with
archaeology than with rocket science

17. Raiders of the Lost Ark, 1981, Paramount Pictures

18. Slow, surprising, unexpected, mystery.
Move a mountain with a paintbrush

19. As we transform organizations…

20. …we need new perspectives & tools

21. Where can we learn
about complex
adaptive systems?

22. Complexity Theory
From Aid on the Edge of Chaos, p. 232

23. Products
are Service
Avatars
@DaveGray
@liminalthinking

24. Create change by
changing beliefs,
starting with
your own
@liminalthinking

25. “ “Services are Systems
Avatars
- @jessmcmullin

26. Cynefin
(kuh-NEV-in)

27. Dave
Snowden
Cognitive Edge
@snowded

29. From Jabe Bloom @cyetain
What question are
we exploring?
What problem are
we trying to solve?
What solution
should we use?
What direction
should we head?
WTF, where are we?

30. Systemic
Design

31. Birger
Sevaldson
AHO, Oslo

32. Gigamaps

36. OCAD
Strategic Foresight &
Innovation Program

37. Relating
Systems Thinking
& Design
systemic-design.net

38. Ultimately, service
transformation is
organizational
transformation.

39. Dark Matter &
Trojan Horses:
A Strategic Design
Vocabulary
Dan Hill
@CityofSound

40. Service Design is a Trojan Horse for
that Organizational Transformation.

41. A Transformation
Framework

42. BC Natural Resource Sector

43. 3x3 Layers

44. With my friend and colleague Alex MacLennan
@admaclennan

48. Delivery realizes value.
Foundations support value.
Bedrock defines value.

49. To work effectively with
these elements we need
to know a few things.

50. Photo: MLazarevskiCC:BY-ND hDps://www.flickr.com/photos/mlazarevski/9353581122
Corrective lenses to see within and
across our organization differently

51. Experience: Real World Research

52. Interactions: Design at touchpoints
and across channels.

53. Operations: People, Process

54. Infrastructure: Space, Tech, Logistics

56. Decision DNA: Policy, Strategy,
Standards, Governance (& Legislation)

57. Structure+Incentives e.g. HR policy

58. Mandate: Stated Vision, Mission, Values

59. Culture: Norms, Unsaids, Values in Use

60. The Inner Circle
Friends Copyright NBC 1994-2004. The One Where Rachel Smokes

61. “ “
If a revolution destroys a systematic [solution], but
the systematic patterns of thought that produced
that [solution] are left intact, then those patterns
will repeat themselves in the succeeding [solution].
Zen and the Art of Motorcycle Maintenance
Bonus Quote

62. Context: The world, markets, life

63. Context creates meaning, and
defines value

64. Each element of
Delivery, Foundations,
and Bedrock moves at a
different velocity.

66. PACE LAYERS

67. Stewart
Brand
@stewartbrand

68. How Buildings Learn

69. “ “
Because of the different rates of
change of its components a building
is always tearing itself apart.
- Stewart Brand, How Buildings Learn

70. “ “
…there are processes in nature, which operate in
different timescales and as a result there is little or
no exchange of energy/mass/information
between them. Brand transferred this intuition to
buildings and noticed that traditional buildings were
able to adapt because they allowed “slippage” of
layers: i.e. faster layers (services) were not obstructed
by slower ones (structure).
Wikipedia

71. Photo: https://changehere.wordpress.com/2013/01/06/

72. Note the
adjusting floor
plates to help
transition
between
speeds.

74. Delivery
– Experiences
– Interactions
– Operations
Foundations
– Infrastructure
– Decision DNA
– Structure & Incentives
Bedrock
– Mandate
– Culture
The
Service
Architecture
Cake

75. Every major failure
I’ve experienced in my
mid career onwards was
because I missed
something in one of these
layers…I had great
teams, with great
designers, but design
alone was not enough
to succeed.

76. Design-Driven
Transformation

77. “ “
Service Architecture is
a guide to strategic
conversations inside
your organization.

78. Service Architecture Mapping
Journey

79. ALPHA
Email jess AT situ DOT org for PDFs
Transformation Canvas

80. The Experience
becomes the
touchstone for
transformation

81. 81
Boundary Objects

82. 82
“Boundary objects are objects which are both plastic enough to adapt to local
needs and constraints of the several parties employing them, yet robust
enough to maintain a common identity across sites. They are weakly
structured in common use, and become strongly structured in individual-site
use. They may be abstract or concrete. They have different meanings in
different social worlds but their structure is common enough to more than
one world to make them recognizable, a means of translation. The creation
and management of boundary objects is key in developing and maintaining
coherence across intersecting social worlds.”
Star & Griesemer, 1989
Star, Susan; Griesemer, James (1989). "InsYtuYonal Ecology, 'TranslaYons' and Boundary Objects: Amateurs and Professionals in Berkeley's Museum
of Vertebrate Zoology, 1907-39". Social Studies of Science 19 (3): 387–420.

83. 83
Boundary objects
allow collaboration
without consensus.

84. 84
The vision for a future
customer experience
becomes a boundary
object for
transformation.

85. Service Experience Alignment
Journey

86. “ “
What do we need to
change in order to
deliver on this vision
of future experience?

87. Compelling customer
experiences drive organizational
change because they provide the
motivation & energy to work across
different pace layers. True for
current poor experience & future
awesome experience.

88. A cable
company story

89. Presto is great, but…

90. Healthcare.gov

91. THIS DOES NOT
MEAN THAT YOU
NEED TO SOLVE FOR
EVERYTHING.

92. Where are the risks
and opportunities
across your service
architecture?

93. Who do you need to
work with to look at
all the parts of your
service architecture?

94. Service Architecture Framework Helps Us Ask Bigger Questions to Solve Better Problems

95. Working on new
models for
organizations

96. Understand the Experience
to Redesign the Organization

100. • 150+ Field Interviews
• 1800+ sticky notes
• 6 Codesign Workshops
• New Models for Professional Development
• Increased regional collaboration

101. Recap

102. Seeing the
system

103. Facing
complexity

104. Service
transformation is
organizational
transformation

105. Service design is
a Trojan horse

106. Service architecture lets you look
across your organization and find
the barriers, opportunities, and
collaborators to sustain
transformation.

107. Ask bigger
questions to solve
better problems

108. What service experience
will become the
touchstone for
transformation
where you are working?

109. start your own strategic conversations!
Use service architecture &
Thank you!
Please keep in touch
jess AT situ.org
@jessmcmullin
situ.org

110. Resources
• Dave Gray, Liminal Thinking liminalthinking.com
• Cynefin Framework, Dave Snowden
cognitive-edge.com
• Systemic Design & Gigamaps
Birger Sevaldson, AHO Peter Jones OCAD
systemic-design.net
• Dark Matter & Trojan Horses, Dan Hill cityofsound.com
• How Buildings Learn, Stewart Brand
• slideshare.net/jessmcmullin | twitter.com/jessmcmullin
• Situ.org