The shift to embedded service design. In the recent Restarting Britain report that I helped put together, we discussed different ways that Organisations could bring service design to bear. I’ve experience working in or with almost all of the models presented. But for me the embedded one is the most interesting as it’s where I believe …
It matters where you start from. The business world has been enamoured with warfare for so long. The first org chart was invented by a prussian general. Strategy is a military word. We talk about capturing customers and value. Only then do we talk about love-love for a brand. Love for our customer. Love for…
I thought I’d have a go at these as I enjoy the way a few other people do them. A collection of things I’ve found of interest this week. A plumber told me off this week for not servicing our boiler. Like me, people are generally erratic at servicing products – mainly, I think, because
Everything a design team puts out, whether for an internal or external audience, should be written in the clearest, plainest language possible It’s such a good discipline. All jargon, acronyms and service nouns should be avoided. Use the language you normally use Lots of people are being put in the field with tools and techniques
I’ve said it before and I’ll say it again We’re moving into a retention economy, away from an acquisition economy. That squeeze on marketing budgets? All those tough ROI questions that never used to be asked about advertising retainers? Guess what? Organisations aren’t as accepting of the leaky bucket any more. Because customers aren’t. The.
Marc Fonteijn was kind enough to invite me to his Service Design Show podcast We talked about services, connecting companies back to the customers, and other things service design
I once had a London theatre client who discovered that their ushers, who’d been working in the role for years, had gradually taken it upon themselves to hunt down people who were trying to sneak in at the interval The number of people doing this was tiny, perhaps under 1%, but the ushers saw their
The economic of early intervention are obvious to everyone, with examples all around us. “A stitch in time saves nine” is a well-known trope because it is to a simple logic. If you don’t intervene early with a tear, that tear will increase in size, leading to more cost to repair. Or, in our fast-fashion.
X: So I heard you were off for a few days with another headache. What’s going on there? Me: Yeah that’s right I get a lot of headaches Some of them last days. This was one of them. X Oh I seel Well, can’t you just take some paracetamol like the rest of us? Me:
I hope we’ve left The Experience Economy behind. I’m tired of Customer and Employee Experience. It was good while it lasted, in that it renewed everyone’s focus on the importance of the customer and the employee in any service. But the outcome of a decade of experience programmes has been some cosmetic change, but not