Join Turi McKinley for an in-depth discussion in this video Developing a service blueprint, part of Design Thinking: Lead Change in Your Organization.
- As ideas become more refined, designed thinking continues to enable the team to creatively address the complexity of delivering a meaningful experience. Delivering these experiences often involves far more people than just the person who's going to buy it at the end. And if these users, particularly those in a business or partner businesses are not taken into account, a great experience might not make it to market. Developing a service blueprint enables the team to refine the concept through understanding its impacts within the business and to communicate the concept to stakeholders in terms that are appropriate for their lines of business.
Plus, it's also great for highlighting gaps in the current design that the team hasn't yet thought about. Developing a service blueprint does take some time and some strategic thinking at the start, but it's also a great tool to refine in a workshop with your extended stakeholder team. A service is a relationship between a business and a user which occurs over time and it might not have a tangible product exchanged at all. Building a service blueprint starts with a coherent service concept prioritized for its fit to people's needs and the business's priorities.
For example, imagine our service concept is about speeding access to test results in critical care situations in the hospital. And we've targeted that there are some lags or drops of information between external services and different parts of the hospital. As a group, we've also decided that acute cardiac patients are a good example of this need, so we're focusing this iteration on understanding how the service can work in that case. The first step is to map the stages of engagement appropriate for this service along the horizontal axis.
A good set of stages are distinct and build on one another. And they're often the same you'd use for your journey map like the one we did in a previous movie. So here, I've got pre-condition and diagnosis which were the first two of, I think, five that we had in the first journey map. Then you create your vertical axis where you list all the players that are going to be invovled in the service. In this case, we have the patient, the carer, the EMT, the ER doc and others.
And on your map, you want to create a dedicated row for each of those players. Once you've listed those players, then you take your Post-It notes and you start to define all of the activities that happen during the different stages of their interaction with the service. So here, we're using this horizontal axis to fill out those activities over time. And this vertical axis is going to make sure that we think about what each actor is doing. So in this case, you'll see that we've got a patient who's experiencing chest pain and these are all the activities that happen to get the EMT there, to get the process of data coming into the hospital, getting the doctor involved and then beginning the process of diagnosis and eventually, treatment What's important here, remember, I was saying this product or service that we're working on is about the flow of data.
So this orange line here is marking how data moves through all these different people in all these different parts of the hospital. What that allows us to do, is then think about how will our service impact this experience? So we look at our service and we think about what points are we really going to impact here? So we're going to impact that first point where data is gathered from the patient, we're going to impact how it comes through the hospital, how it gets communicated to the cardiologist and so on.
We're also going to indicate if there's a point that is being removed from the overall service because of what we're doing. So now, once this matrix is complete, and imagine it going for the full experience, you can step back from these details to analyze the service as a whole and really quickly dive into the sections where your concept is having particular impact on the service experience.
So developing a service blueprint is really helpful when you want to invite those stakeholders into the team process, because it shows them that the team is really thinking about all of the different moving parts that your concept represents and you can then, invite your stakeholders in to help you refine your understanding of the business implications, all the points of delivering your service. A good service blueprint includes this strong horizontal flow that's appropriate for your industry.
And it covers the whole user experience. It also has a clear vertical breakout of all the key players in the service and how they will interact with it. And then, you want your service blueprint to highlight some key moments where experiences will be changed or new things delivered and when people step back from that blueprint, they should be able to see those clear opportunity areas. The tool does take some practice to use well, and it can introduce a lot of complexity to the discussion.
You'll see that it doesn't fit on this whole whiteboard, right? If you're finding this hard to do, take a step back, use the horizontal flow over time, to map out how just one single person, or one user type interacts with the product over time. Then do this for all of your other groups seperately before you knit them together into a full blueprint.
The course opens with a definition of design thinking, including the roles and spaces required for success. You will then learn how to be a good design thinking leader, with specific advice on topics from setting goals to engaging the different skill sets and personalities in the room (introverts and extroverts alike). Next, Turi dives into creative collaboration: the heart of design thinking. She covers planning, research, and concept creation, and explains how to create a "service blueprint" that will help make the design a reality. Chapter 4 introduces prototyping techniques to advance the design.
Design thinking is all about collaboration so we've integrated a LinkedIn Group called "Design Thinking: frog + Lynda.com course." Throughout the course, the author will suggest opportunities for you to share what you're learning. You'll be able to participate in course-related discussions through your web browser at https://linkedin.com/groups/7022790 or via the LinkedIn Groups app, which is available for most smartphones. This is a great way to expand your learning and get additional insights from other members taking the course.
- Defining design thinking
- Implementing a design thinking mindset and approach
- Leading design thinking
- Aligning the design team
- Managing creative flow
- Guiding collaboration
- Generating hypothesis
- Prototyping fast and often
- Making a culture change