Why You Need a Service Experience Architecture (SEA) Practice

Patrick T Quattlebaum | @ptquattlebaum

Good afternoon.

Services are process and experience-based.

Experience Map for Rail Europe | August 2011

STAGES

DOING

FEELING

Research & Planning Shopping Booking Post-Booking, Pre-Travel Travel Post Travel

People choose rail travel because it is convenient, easy, and flexible.

Rail booking is only one part of people’s larger travel process.

People build their travel plans over time. People value service that is respectful, effective and personable.

EXPERIENCE

Rail Europe Experience Map

Kayak, compare

airfare

Google searches

Research hotels

Talk with friends

Relevance of Rail Europe

Enjoyability

Helpfulness of Rail Europe

Paper tickets arrive in mail

• I’m excited to go to Europe! • Will I be able to see everything I can?• What if I can’t afford this?• I don’t want to make the wrong choice.

• It’s hard to trust Trip Advisor. Everyone is so negative.

• Keeping track of all the different products is confusing.

• Am I sure this is the trip I want to take?

• Website experience is easy and friendly!• Frustrated to not know sooner about which

tickets are eTickets and which are paper tickets. Not sure my tickets will arrive in time.

• Stressed that I’m about to leave the country and Rail Europe won’t answer the phone.

• Frustrated that Rail Europe won’t ship tickets to Europe.

• Happy to receive my tickets in the mail!

• I am feeling vulnerable to be in an unknown place in the middle of the night.

• Stressed that the train won’t arrive on time for my connection.

• Meeting people who want to show us around is fun, serendipitous, and special.

• Excited to share my vacation story with my friends.

• A bit annoyed to be dealing with ticket refund issues when I just got home.

View maps

Arrange travel

Blogs & Travel sites

Plan with interactive map

Review fares

Select pass(es)

Enter trips Confirm itinerary

Delivery options

Payment options

Review & confirm

Map itinerary(finding pass)

Destination pages

May call if difficulties

occur

E-ticket Print at Station

Web

raileurope.com

Wait for paper tickets to arriveResearch destinations, routes and products

Live chat for questions

Activities, unexpected changes

Change plans

Check ticket status

Print e-tickets at home

web/apps

Look up timetables

Plan/confirm activities

Web

Share photos

Share experience (reviews)

Request refunds

Follow-up on refunds for booking changes

Share experience

Buy additional tickets

Look up time tables

Stakeholder interviewsCognitive walkthroughs

Customer Experience SurveyExisting Rail Europe Documentation

Opportunities

Guiding Principles

Customer Journey

Information sources

RAIL EUROPE

THINKING

• What is the easiest way to get around Europe?• Where do I want to go?• How much time should I/we spend in each

place for site seeing and activities?

• I want to get the best price, but I’m willing to pay a little more for first class.

• How much will my whole trip cost me? What are my trade-offs?

• Are there other activities I can add to my plan?

• Do I have all the tickets, passes and reservations I need in this booking so I don’t pay more shipping?

• Rail Europe is not answering the phone. How else can I get my question answered?

• Do I have everything I need?• Rail Europe website was easy and friendly, but

when an issue came up, I couldn’t get help.• What will I do if my tickets don’t arrive in time?

• I just figured we could grab a train but there are not more trains. What can we do now?

• Am I on the right train? If not, what next?• I want to make more travel plans. How do I

do that?

• Trying to return ticket I was not able to use. Not sure if I’ll get a refund or not.

• People are going to love these photos!• Next time, we will explore routes and availability

more carefully.

Ongoing, non-linear

Linear process

Non-linear, but time based

Communicate a clear value proposition.

STAGE: Initial visit

Connect planning, shopping and booking on the web.

STAGES: Planning, Shopping, Booking

Arm customers with information for making decisions.

STAGES: Shopping, Booking

Improve the paper ticket experience.

STAGES: Post-Booking, Travel, Post-Travel

Make your customers into better, more savvy travelers.

STAGES: Global

Proactively help people deal with change.

STAGES: Post-Booking, Traveling

Support people in creating their own solutions.

STAGES: Global

Visualize the trip for planning and booking.

STAGES: Planning, Shopping

Enable people to plan over time.


Engage in social media with explicit purposes.

STAGES: Global

Communicate status clearly at all times.

STAGES: Post-Booking, Post Travel

Accommodate planning and booking in Europe too.

STAGE: Traveling

Aggregate shipping with a reasonable timeline.

STAGE: Booking

Help people get the help they need.

STAGES: Global

GLOBAL PLANNING, SHOPPING, BOOKING POST-BOOK, TRAVEL, POST-TRAVEL


Enjoyability



Enjoyability



Enjoyability



Enjoyability



Enjoyability


Mail tickets for refund

Get stamp for refund

Last year at MX, Todd Wilkens and Chirs Risdon talked a lot about experience maps and customer journey maps on our blog and at events. In fact, Chris Risdon from our Austin studio has made a nice little cottage industry going around the world teaching practitioners how to do mapping within their organizations.

Services are process and experience-based.

Experience Map for Rail Europe | August 2011

STAGES

DOING

FEELING

Research & Planning Shopping Booking Post-Booking, Pre-Travel Travel Post Travel

People choose rail travel because it is convenient, easy, and flexible.

Rail booking is only one part of people’s larger travel process.

People build their travel plans over time. People value service that is respectful, effective and personable.

EXPERIENCE

Rail Europe Experience Map

Kayak, compare

airfare

Google searches

Research hotels

Talk with friends


Enjoyability


Paper tickets arrive in mail

• I’m excited to go to Europe! • Will I be able to see everything I can?• What if I can’t afford this?• I don’t want to make the wrong choice.

• It’s hard to trust Trip Advisor. Everyone is so negative.

• Keeping track of all the different products is confusing.

• Am I sure this is the trip I want to take?

• Website experience is easy and friendly!• Frustrated to not know sooner about which

tickets are eTickets and which are paper tickets. Not sure my tickets will arrive in time.

• Stressed that I’m about to leave the country and Rail Europe won’t answer the phone.

• Frustrated that Rail Europe won’t ship tickets to Europe.

• Happy to receive my tickets in the mail!

• I am feeling vulnerable to be in an unknown place in the middle of the night.

• Stressed that the train won’t arrive on time for my connection.

• Meeting people who want to show us around is fun, serendipitous, and special.

• Excited to share my vacation story with my friends.

• A bit annoyed to be dealing with ticket refund issues when I just got home.

View maps

Arrange travel

Blogs & Travel sites

Plan with interactive map

Review fares

Select pass(es)

Enter trips Confirm itinerary

Delivery options

Payment options

Review & confirm

Map itinerary(finding pass)

Destination pages

May call if difficulties

occur

E-ticket Print at Station

Web

raileurope.com

Wait for paper tickets to arriveResearch destinations, routes and products

Live chat for questions

Activities, unexpected changes

Change plans

Check ticket status

Print e-tickets at home

web/apps

Look up timetables

Plan/confirm activities

Web

Share photos

Share experience (reviews)

Request refunds

Follow-up on refunds for booking changes

Share experience

Buy additional tickets

Look up time tables

Stakeholder interviewsCognitive walkthroughs

Customer Experience SurveyExisting Rail Europe Documentation

Opportunities

Guiding Principles

Customer Journey

Information sources

RAIL EUROPE

THINKING

• What is the easiest way to get around Europe?• Where do I want to go?• How much time should I/we spend in each

place for site seeing and activities?

• I want to get the best price, but I’m willing to pay a little more for first class.

• How much will my whole trip cost me? What are my trade-offs?

• Are there other activities I can add to my plan?

• Do I have all the tickets, passes and reservations I need in this booking so I don’t pay more shipping?

• Rail Europe is not answering the phone. How else can I get my question answered?

• Do I have everything I need?• Rail Europe website was easy and friendly, but

when an issue came up, I couldn’t get help.• What will I do if my tickets don’t arrive in time?

• I just figured we could grab a train but there are not more trains. What can we do now?

• Am I on the right train? If not, what next?• I want to make more travel plans. How do I

do that?

• Trying to return ticket I was not able to use. Not sure if I’ll get a refund or not.

• People are going to love these photos!• Next time, we will explore routes and availability

more carefully.

Ongoing, non-linear

Linear process

Non-linear, but time based

Communicate a clear value proposition.

STAGE: Initial visit

Connect planning, shopping and booking on the web.

STAGES: Planning, Shopping, Booking

Arm customers with information for making decisions.

STAGES: Shopping, Booking

Improve the paper ticket experience.

STAGES: Post-Booking, Travel, Post-Travel

Make your customers into better, more savvy travelers.

STAGES: Global

Proactively help people deal with change.

STAGES: Post-Booking, Traveling

Support people in creating their own solutions.

STAGES: Global

Visualize the trip for planning and booking.


Enable people to plan over time.


Engage in social media with explicit purposes.

STAGES: Global

Communicate status clearly at all times.

STAGES: Post-Booking, Post Travel

Accommodate planning and booking in Europe too.

STAGE: Traveling

Aggregate shipping with a reasonable timeline.

STAGE: Booking

Help people get the help they need.

STAGES: Global

GLOBAL PLANNING, SHOPPING, BOOKING POST-BOOK, TRAVEL, POST-TRAVEL


Enjoyability



Enjoyability



Enjoyability



Enjoyability



Enjoyability


Mail tickets for refund

Get stamp for refund

ExperienceMapping!

Last year at MX, Todd Wilkens and Chirs Risdon talked a lot about experience maps and customer journey maps on our blog and at events. In fact, Chris Risdon from our Austin studio has made a nice little cottage industry going around the world teaching practitioners how to do mapping within their organizations.

Customer journey maps

Ideation (lots of methods)Service storming & roleplayingStoryboards & snapshotsService blueprintsService roadmaps

But experience maps are only one of many new tools we've been adding to or evolving in our practice in the last couple of years. Many of them come from the emerging discipline of service design. We've been experimenting with how to make these tools more effective in solving complex design problems involving multiple channels, touch points, and media.

Borrowed from Brandon Schauer

One the tools we've been using more and more in our work is service blueprinting. Which details the flow of interactions a customer has with front stage touch points and the systems of people and processes that sit behind the scenes to support those touch points. A blueprint is an operational tool that describes the nature and the characteristics of the service interaction in enough detail to verify, implement, and maintain it.

http://panathinaeos.files.wordpress.com/2010/10/seventh_seal_14.jpg


Why service blueprints?

After creating several blueprints and teaching the method to hundreds of people, we've been reflecting on where this this technique fits in the greater scheme of things, what's the potential of blueprints to help organizations design and deliver better customer experiences.

Why you need a Service Experience Architecture (SEA) PracticePatrick Quattlebaum | @ptquattlebaum

So, I'd like to use my 20 minutes today to talk about why you should add service blueprinting to your organization's tool box and how this method could help address common issues in moving from vision to reality.

Process

http://www.salespodder.com/wp-content/uploads/2013/02/sheldon-cooper-finding-a-friend-flow-chart.jpg

When talking about service experience architecture and service blueprints, i’m going to have to talk a lot about process. We talk a lot about design process at conferences like this, but what I’m referring to are business processes.



Services are process and experience based.

From Service Blueprinting: A Practical Technique for Service Innovation

And that’s because, unlike products, services are created in real-time and process and experience based by their very nature.



procès (13c.)


Interestingly, when you trace the etymology of "process," you find that it derives from the Old French term "proces," which translates most closely to "journey." This picture depicts a scene from the Seventh Seal in which a group of travelers is taken away to the afterworld by Death. Their process of dying is more spiritual than biological, more intangible than tangible.



procès (13c.) a journey


Interestingly, when you trace the etymology of "process," you find that it derives from the Old French term "proces," which translates most closely to "journey." This picture depicts a scene from the Seventh Seal in which a group of travelers is taken away to the afterworld by Death. Their process of dying is more spiritual than biological, more intangible than tangible.



process (17c.)

http://upload.wikimedia.org/wikipedia/commons/thumb/a/a4/Anatomia_xiv_secolo.jpg/897px-Anatomia_xiv_secolo.jpg

With the end of the middle ages and the rise of the scientific revolution, the definition evolved to this definition: "a continuous series of actions meant to accomplish some result." For example, the study of human body was revealing how different parts of one's anatomy worked as a system and how the system could fail.



process (17c.) a continuous series of actions meant to accomplish some result

http://upload.wikimedia.org/wikipedia/commons/thumb/a/a4/Anatomia_xiv_secolo.jpg/897px-Anatomia_xiv_secolo.jpg

With the end of the middle ages and the rise of the scientific revolution, the definition evolved to this definition: "a continuous series of actions meant to accomplish some result." For example, the study of human body was revealing how different parts of one's anatomy worked as a system and how the system could fail.



process (20c.)

source: http://www.doctormacro.com/Images/Chaplin,%20Charlie/Annex/Annex%20-%20Chaplin,%20Charlie%20(Modern%20Times)_01.jpg

And then from the industrial revolution, through Taylorism and Fordism in the 20th century and on to today, “process” within business, government, and other institutions that shape our lives. The mechanization of work has moved us all further from our humanist roots to actors in complex systems of processes and information.



process (20c.) a sequence of interdependent and linked procedures which, at every stage, consume one or more resources (employee time, energy, machines, money) to convert inputs (data, material, parts, etc.) into outputs. These outputs then serve as inputs for the next stage until a known goal or end result is reached.





process (20c.) a sequence of interdependent and linked procedures which, at every stage, consume one or more resources (employee time, energy, machines, money) to convert inputs (data, material, parts, etc.) into outputs. These outputs then serve as inputs for the next stage until a known goal or end result is reached.





http://www.morethings.com/fan/bill_murray/stripes/bill_murray-stripes1981-1325.jpghttp://www.soundonsight.org/wp-content/uploads/2011/11/Brazil.jpg

Rational Irrational Engagement



http://24.media.tumblr.com/tumblr_m970z4Gotv1qzcgluo1_1280.jpg

What have we built?



http://www.morethings.com/fan/bill_murray/stripes/bill_murray-stripes1981-1325.jpg

Business and technology leaders have become enamored with the toyota production system and its spin offs - lean manufacturing, Six Sigma, and so on.



Lean, mean, fightin’ machine!

http://www.morethings.com/fan/bill_murray/stripes/bill_murray-stripes1981-1325.jpg

Business and technology leaders have become enamored with the toyota production system and its spin offs - lean manufacturing, Six Sigma, and so on.



Optimize processes to reduce waste and focus on activities that directly deliver customer value.

The stated goal behind lean and other methodologies find and remove any elements of the production system that are not creating value for the customer.

http://images.flatworldknowledge.com/cadden/cadden-fig13_005.jpg

Common Process Design Methods

Value Stream Mapping Business Process Mapping

To achieve this aim, roles such as business architects and business process architects have been growing in large corporations. They do their own kind of mapping and blueprinting to visualize processes, identify areas of weakness, and then propose new process designs to make the system more efficient. Value stream mapping, in particular, is an approach used in many service industries, such as healthcare, to redesign processes that directly interface with customers across many channels.




Business Architecture

Business Strategy

Tactical Execution

All of this work is part of the activities of the business architecture layer in large organizations. Business architecture is essentially operational planning and design, and it is intended to connect strategy to tactics.




Process Design

Principles

Service Delivery

If you read the literature on business architecture and watch it in action, you see pretty quickly that this, in many ways, is where the action is if you are looking to affect the quality of product and services in an organization. Process design takes the strategic principles as an input and then puts an architecture in place for tactical delivery. Decisions at this level create constraints at the tactical level. And that’s where many design organizations get involved in the conversation.



Applying industrial methods to service design and delivery is problematic.

Now, this is not a Lean bashing presentation. There are benefits in reducing waste, and many case studies showing this in practice. In trying to create better customer experiences with the larger organizations I have worked with , however, there are issues in how value stream mapping and business process mapping are employed in service organizations.

Different Perspectives

Industrial ProductionTangible Technology-focusedEfficiencyLinearStandards

Service DeliveryIntangibleHuman-centeredExperienceNon-linearPrinciples

Adapted from This is Service Design Thinking

We’re dealing with a perspective from manufacturing not suited for service design and delivery...



Different Definitions of Value

BusinessCustomer satisfactionRevenue growthProfitabilityMarket shareWallet shareCross-sell ratioNPSRelationship duration

CustomerHow is it useful to me?Does it provide me with personal satisfaction?What benefits does it provide me?Does it provide the level of quality I expect or desire?Does it align with my beliefs and world view?

.. and we have competing values that make myopic views of value dangerous when approaches like value stream mapping are applied to service and customer experience.

Humanize processes to co-create value for businesses and the people with whom they interact.

But the biggest, most self serving, issue that I see is business processes are designed without designers. Which is really just a short-hand way of saving, designers need to help organizations design better processes towards the goal of creating better customer experiences.

service blueprinting

Which finally brings us back to service blueprinting.

Service blueprinting helps designers engage operations to go from vision to reality.

As both an activity and an artifact, service blueprinting’s main value is that its helps those of us passionate about creating better customer experiences engage with the disciplines that are building the architectures upon which our products and services depend upon.

134 Harvard Business Review January-February 1984

Exhibit I

StarKlardexecution time2 minutes

Totalacceptableexecution time5 minutes

Blueprint for a comer shoeshine

Brushshoes

Faciiitating servicesand products

Une ofvialblllty

Not seenby customerbut necessarytoperfonnance

Selectand purchasesupplies

There are several reasons for the lack ofanalytical service systems designs. Services areunusual in that they have impact, but no form. Likelight, they can't he physically stored or possessed andtheir consumption is often simultaneous with theirproduction.

People confuse services with productsand with good manners. But a service is not a physicalobject and cannot he possessed. When we buy the useof a hotel room, we take nothing away with us hut theexperience of the night's stay When we fly, we aretransported by an airplane hut we don't own it.Although a consultant's product may appear as abound report, what the consumer bought was mentalcapahility and knowledge, not paper and ink. A serviceis not a servant; it need not be rendered by a person.Even when people are the chosen means of execution,they are only part of the process.

Outstanding service companies instillin their managers a fanatical attachment to the origi-nal service idea. Believing that this product of genius isthe only thing they have going for them, they try tomaintain it with considerable precision. They bring inmethods engineers to quantify and make existing com-ponents more efficient. They codify the process in vol-umes of policies and procedures. While the outline of agreat service concept may he reflected in these tools,the procedures are only fragmented views of a morecomprehensive, largely undocumented phenomenon.

Good and lasting service management requires muchmore. Better service design provides the key to marketsuccess, and more important, to growth.

The operations side of service manage-ment often uses work flow design and control methodssuch as time-motion engineering, PERT/GANTTcharting, and quality-control methods derived fromthe work of W. Edwards Deming. These procedures pro-vide managers with a way to visualize a process and todefine and manipulate it at arm's length. What theymiss is the consumer's relationship to, and interactionwith, services. They make no provision for people-rendered services that require judgment and a lessmechanical approach. They don't account for the ser-vice's products that must be managed simultaneouslywith the process. And they don't allow for special prob-lems of market position, advertising, pricing, ordistribution.

We can build on the strength of theseoperational systems, however, to come up with a morecomprehensive and workable framework for address-ing most issues of service development. We can devisea blueprint for service design that is nonsubjective andquantifiable, one which will allow developers to workout details ahead of time. Such a blueprint gives man-agers a context within which to deal with the manage-ment and control of the process.

Service blueprints have been around for over 30 years. Lynda Shostack began writing about them in the early 80s and created this example of a shoe shine service to illustrate the value that blueprints can bring: making intangible services more tangible. Much of Shostack’s blueprint is focused on execution time of the tasks by the shoeshiner. What you don’t get a sense of is what the experience is for the customer as these tasks are performed.

Photo by Joe Mabel, http://upload.wikimedia.org/wikipedia/commons/thumb/a/a7/San_Francisco_-_Famous_Wayne's_shoeshine_02.jpg

For example, with San Francisco’s Famous Wayne, you get your shoes shined, but you get a lot more than that.



Photo by Joe Mabel, http://upload.wikimedia.org/wikipedia/commons/thumb/a/a7/San_Francisco_-_Famous_Wayne's_shoeshine_02.jpg

Nothing nonverbally communicates "megaballer" like sitting on a throne in the Financial District and having the sh#$ shined out of your shoes in front of everybody.

- Kevin L., Yelper

For example, with San Francisco’s Famous Wayne, you get your shoes shined, but you get a lot more than that.



http://blog.modernmechanix.com/mags/PopularScience/10-1937/shoe_shine_merry_go_round.jpg

Here’s another shoe-shining experience which focuses on efficiency while still trying to have a unique experience.



http://www.jetsetzero.tv/wp-content/uploads/2009/07/P1010270.jpg

And here’s an experience where people have been removed from the service all together. Same steps, different experience.



PATIENTACTIONS

PHYSICAL EVIDENCE

ONSTAGECONTACTPERSON

BACKSTAGECONTACTPERSON

Debbie’s Chart Cart

Records/Database

System

Bin System

Check Vitals &

Ask Quest

Place in Kassam

Bin

Meet Dr. Kassam

Kassam Gets Quick

Review

Take Away Chart

Process & Check-out

Records/Database

System

Dictation

Chart Storage System

Door Tag System

See Other Patients

SUPPORT PROCESSES

Sign In

Front Desk

Waiting Room

Front Desk

Front Desk

Hallway Exam Room

MRI & Chart

Exam Room

MRI & Chart

Door Tag Waiting Room

Check-out Room

Waiting Room

Line of Interaction

Line of Visibility

Responds Follow toExam Rm

AnswerQuestions

AskQuestions

ReturnDoor Tag

Check-out, Pay, & Leave

Check-in

Welcome

Get Patient Chart

See Other Patients

Process

See Other Patients

Brings Door Tag

Back

CallPatient

Grab Door Tag

Escort to Exam Rm

Chart in To Be

Seen Bin

Write Rm # on

Schedule

See Other Patients

Grab Chart

from Bin

Chart Taken by

Staff

Check Patient

Location

Check Patient

Location

Schedule System

Service Blueprint of Presby Neuro Clinic

? ? ? ? ?

Line of Internal Interaction

? ? ?

Wait Wait Wait inExam Rm Wait Wait

Work by CMU students: Melissa Cliver, Jamin Hegeman, Kipum Lee, Leanne Libert, Kara Tennant

So as designers have gotten their hands on blueprints, they have become mush more focused on the customers role in their own service experiences while not losing the original intent of showing how different front stage and back stage activities and processes co-create the service experience.



Blueprint Building Blocks

Borrowed from Jamin Hegeman

If you were able to take Jamin workshop of service blueprinting, you learned that we start with the customers actions and then detail what touchpoints, staff actions, back stage actions, processes and technologies map to those actions. Blueprinting is informed by customer journey mapping, ideation, and other outside-in techniques, but blueprinting is where we’re looking at operational impact and determining how to bring to life the experiences customers value.



Customer Actions






Customer Actions

Touchpoints






Customer Actions

Touchpoints

Staff Actions






Customer Actions

Touchpoints

Staff Actions

Line of Visibility






Customer Actions

Touchpoints

Staff Actions

Back Stage Staff

Line of Visibility






Customer Actions

Touchpoints

Staff Actions

Back Stage Staff

Support Processes

Line of Visibility






Customer Actions

Touchpoints

Staff Actions

Back Stage Staff

Support Processes

Time

Line of Visibility






Prototype of the future experienceProvides low fidelity version of the service experience: great for ideation

Visualizes vision of the service experience

Strategic tool for project planningHelps see where and how existing and future ideas fit with the envisioned experience

Combination of customer experience with an operational tool

Helps design and engineering speak the same language

Benefits of Service Blueprinting


We’ve seen many benefits for blueprints in our work in both service design and in cross-channel design. In combination with storyboarding, acting, and other techniques, we are able to explore options for the service experience and then document it for others to understand. We do this collaboratively with business stakeholders, process engineers, employees on the front line and behind the line of visibility. It has been proven to be very effective in moving from idea to action without losing the human-centered strategies that precede execution.



the future?

So, based on using blueprinting in my practice before coming to AP and in the last year, here’s what I hope the future looks like...

Service blueprinting becomes a core tool used within a new enterprise capability.

Service blueprinting gets great feedback and results from all sorts of disciplines, and within process engineering, the tools is popping up in many companies.

ServiceExperienceArchitecture(SEA)

But I’d like to see designers push harder into the operational layer of companies, 80% of whom are part of the service industry. I’ve given this idea a name, which is Service Experience Architecture.

Enterprise (EA)

Business (BA)Service-oriented (SOA)Business process (BPA)Information (IA)

Data architecture

Another architecture?!?

I know, I know. Another architecture in companies with too many planning disciplines.



Business Strategy

Tactical Execution

We’ve been talking about bringing design to the strategy level in the form of experience strategy for years, and of course user-centered design has traditionally focused on the design of individual touchpoints and interfaces.




Business Strategy

Tactical Development

Experience Strategy


Tactical Design

But designers need to go there. Again, that’s where the action is. It fills a gap in our journey to bring design into all layers of the enterprise process of strategy to planning to execution.




Business Strategy Experience Strategy


Service Experience Architecture


Tactical Design

Service blueprinting is one approach to a practice focused on the planning layer. It would engage with business architects in how to shape the operations of a company to balance efficiency and great customer experience.







Customer Journey Maps


Tactical Design








Experience Principles & Service Concepts



Tactical Design









Service Blueprints



Tactical Design









Service Blueprints


More Valuable Service Experiences


Tactical Design



Formally evaluating current service delivery

Facilitating service blueprinting

Prototyping and piloting operational changes

Creating service roadmaps

Data architecture

SEA could include...

This practice could include activities like...

process (21c.)

And engaging at the operational layer, my hope is that we can evolve the meaning of process in the 21st century business.

process (21c.) orchestrated series of interrelated actions that produce sustainable value for all stakeholders in complex ecosystems of people, products, services, and technologies

And engaging at the operational layer, my hope is that we can evolve the meaning of process in the 21st century business.

but for now...

But practically speaking...

Service blueprinting is an effective way to prototype service experiences and engage operations.

I encourage you to consider adding blueprinting to your organizations toolkit.

Using service blueprinting on multi-touchpoint, cross-channel initiatives

Coupling service blueprints with customer journey maps (look backstage)

Spending time with process engineers

Trying cross-functional pilot projects that gets the customer into process design

Data architecture

Consider

More specifically, you should consider...

It’s about workinginside and across your organizations to humanize service experiences ...

... and, in doing so, your organizations themselves.

Thanks for your time.

www.romantic-jewels.com Shoe Shine.jpg

Patrick T Quattlebaum | @ptquattlebaum



Why You Need a Service Experience Architecture (SEA) Practice

Documents

rail travel

rail europe website

whichand rail europe

tickets dont

shopping stages

israil booking

posttravel stage

theirenable people