We recently led a two-day service design mapping session with The Endocrine Society, as part of work we're doing to envision a new online member and customer experience.
Good service design is the secret ingredient behind all our experience design and development work. We like this summary from the Nielsen Norman Group:
Service design bridges such organizational gaps by:
Business models and service-design models are often in conflict because business models do not always align with the service that the organization delivers. Service design triggers thought and provides context around systems that need to be in place in order to adequately provide a service throughout the entire product’s life cycle (and in some cases, beyond).
Fostering hard conversations.
Focused discussion on procedures and policies exposes weak links and misalignment and enable organizations to devise collaborative and cross-functional solutions.
Reducing redundancies with a bird’s-eye view.
Mapping out the whole cycle of internal service processes gives companies a bird’s-eye view of its service ecosystem, whether within one large offering, or across multiple subofferings. This process helps pinpoint where duplicate efforts occur, likely causing employee frustration and wasted resources. Eliminating redundancies conserves energy, improves employees’ efficiency, and reduces costs.
Service design helps align internal service provisions like roles, backstage actors, processes, and workflows to the equivalent front-stage personnel. To come back to our initial example, with service design, information provided to one agent should be available to all other agents who interact with the same customer.
You can learn more on the NN/g website.