Why You Need a Service Experience Architecture (SEA) Practice

Good afternoon.

Patrick T Quattlebaum | @ptquattlebaum

Rail Europe Experience Map
Guiding Principles

People choose rail travel because it is Rail booking is only one part of people’s larger People build their travel plans over time. People value service that is respectful, effective
convenient, easy, and flexible. travel process. and personable.

Services are process
Customer Journey

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

Enter trips Review fares Confirm Delivery Payment Review & Share experience
RAIL EUROPE Research destinations, routes and products Wait for paper tickets to arrive Activities, unexpected changes
Select pass(es) itinerary options options confirm Follow-up on refunds for booking changes

Destination

and experience-
Look up Share
pages Change Check ticket
time tables E-ticket Print
plans status photos
at Station
Get stamp
Live chat for for refund Web
raileurope.com
questions
Plan with Map itinerary
interactive map (finding pass) Share
experience
May call if Buy additional (reviews)
DOING tickets
difficulties
occur
Kayak, View
Blogs & web/
compare maps apps
Travel sites Print e-tickets

based.
airfare at home Paper tickets Plan/
Web arrive in mail Look up
confirm
timetables Arrange Request Mail tickets
Talk with activities
Google Research refunds for refund
friends travel
searches hotels

• What is the easiest way to get around Europe? • I want to get the best price, but I’m willing to pay a • Do I have all the tickets, passes and reservations • Do I have everything I need? • I just figured we could grab a train but there are • Trying to return ticket I was not able to use. Not
• Where do I want to go? little more for first class. I need in this booking so I don’t pay more • Rail Europe website was easy and friendly, but not more trains. What can we do now? sure if I’ll get a refund or not.
THINKING • How much time should I/we spend in each • How much will my whole trip cost me? What are my shipping? when an issue came up, I couldn’t get help. • Am I on the right train? If not, what next? • People are going to love these photos!
place for site seeing and activities? trade-offs? • Rail Europe is not answering the phone. How • I want to make more travel plans. How do I • Next time, we will explore routes and availability
• Are there other activities I can add to my plan? • What will I do if my tickets don’t arrive in time?
else can I get my question answered? do that? more carefully.

• I’m excited to go to Europe! • It’s hard to trust Trip Advisor. Everyone is • Website experience is easy and friendly! • Stressed that I’m about to leave the country • I am feeling vulnerable to be in an unknown place in • Excited to share my vacation story with
• Will I be able to see everything I can? so negative. • Frustrated to not know sooner about which and Rail Europe won’t answer the phone. the middle of the night. my friends.
• What if I can’t afford this? • Keeping track of all the different products tickets are eTickets and which are paper tickets. • Stressed that the train won’t arrive on time for my
FEELING • Frustrated that Rail Europe won’t ship tickets connection.
• A bit annoyed to be dealing with ticket refund
• I don’t want to make the wrong choice. is confusing. Not sure my tickets will arrive in time. to Europe. • Meeting people who want to show us around is fun, issues when I just got home.
• Am I sure this is the trip I want to take?
• Happy to receive my tickets in the mail! serendipitous, and special.

Enjoyability Enjoyability Enjoyability Enjoyability Enjoyability Enjoyability

EXPERIENCE Relevance of Rail Europe Relevance of Rail Europe Relevance of Rail Europe Relevance of Rail Europe Relevance of Rail Europe Relevance of Rail Europe

Helpfulness of Rail Europe Helpfulness of Rail Europe Helpfulness of Rail Europe Helpfulness of Rail Europe Helpfulness of Rail Europe Helpfulness of Rail Europe

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

Communicate a clear value Help people get the help they Support people in creating their Enable people to plan over time. Visualize the trip for planning Arm customers with information Improve the paper ticket Accommodate planning and
proposition. need. own solutions. and booking. for making decisions. experience. booking in Europe too.

STAGE: Initial visit STAGES: Global STAGES: Global STAGES: Planning, Shopping STAGES: Planning, Shopping STAGES: Shopping, Booking STAGES: Post-Booking, Travel, Post-Travel STAGE: Traveling

Make your customers into better, Engage in social media with Connect planning, shopping and Aggregate shipping with a Proactively help people deal Communicate status clearly at
more savvy travelers. explicit purposes. booking on the web. reasonable timeline. with change. all times.

STAGES: Global STAGES: Global STAGES: Planning, Shopping, Booking STAGE: Booking STAGES: Post-Booking, Traveling STAGES: Post-Booking, Post Travel

Information Stakeholder interviews Customer Experience Survey Ongoing, Linear Non-linear, but
non-linear process time based
sources Cognitive walkthroughs Existing Rail Europe Documentation

Experience Map for Rail Europe | August 2011

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.

Rail Europe Experience Map
Guiding Principles

People choose rail travel because it is Rail booking is only one part of people’s larger People build their travel plans over time. People value service that is respectful, effective
convenient, easy, and flexible. travel process. and personable.

Customer Journey

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

Enter trips Review fares Confirm Delivery Payment Review & Share experience
RAIL EUROPE Research destinations, routes and products Wait for paper tickets to arrive Activities, unexpected changes
Select pass(es) itinerary options options confirm Follow-up on refunds for booking changes

Destination

and experience-
Look up Share
pages Change Check ticket
time tables E-ticket Print
plans status photos
at Station
Get stamp
Live chat for for refund Web
raileurope.com
questions
Plan with Map itinerary
interactive map (finding pass) Share
experience
May call if Buy additional (reviews)
DOING tickets
difficulties
occur
Kayak, View
Blogs & web/
compare maps apps
Travel sites Print e-tickets

based.
airfare at home Paper tickets Plan/
Web arrive in mail Look up
confirm
timetables Arrange Request Mail tickets
Talk with activities
Google Research refunds for refund
friends travel
searches hotels

• What is the easiest way to get around Europe? • I want to get the best price, but I’m willing to pay a • Do I have all the tickets, passes and reservations • Do I have everything I need? • I just figured we could grab a train but there are • Trying to return ticket I was not able to use. Not
• Where do I want to go? little more for first class. I need in this booking so I don’t pay more • Rail Europe website was easy and friendly, but not more trains. What can we do now? sure if I’ll get a refund or not.
THINKING • How much time should I/we spend in each • How much will my whole trip cost me? What are my shipping? when an issue came up, I couldn’t get help. • Am I on the right train? If not, what next? • People are going to love these photos!
place for site seeing and activities? trade-offs? • Rail Europe is not answering the phone. How • I want to make more travel plans. How do I • Next time, we will explore routes and availability

Experience
• Are there other activities I can add to my plan? • What will I do if my tickets don’t arrive in time?
else can I get my question answered? do that? more carefully.

• I’m excited to go to Europe! • It’s hard to trust Trip Advisor. Everyone is • Website experience is easy and friendly! • Stressed that I’m about to leave the country • I am feeling vulnerable to be in an unknown place in • Excited to share my vacation story with
• Will I be able to see everything I can? so negative. • Frustrated to not know sooner about which and Rail Europe won’t answer the phone. the middle of the night. my friends.
• What if I can’t afford this? • Keeping track of all the different products tickets are eTickets and which are paper tickets. • Stressed that the train won’t arrive on time for my
FEELING • Frustrated that Rail Europe won’t ship tickets connection.
• A bit annoyed to be dealing with ticket refund
• I don’t want to make the wrong choice. is confusing. Not sure my tickets will arrive in time. to Europe. • Meeting people who want to show us around is fun, issues when I just got home.
• Am I sure this is the trip I want to take?
• Happy to receive my tickets in the mail! serendipitous, and special.

EXPERIENCE

Opportunities
Enjoyability

Relevance of Rail Europe

Helpfulness of Rail Europe
Mapping! Enjoyability


Enjoyability


Enjoyability


Enjoyability


Enjoyability



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

Communicate a clear value Help people get the help they Support people in creating their Enable people to plan over time. Visualize the trip for planning Arm customers with information Improve the paper ticket Accommodate planning and
proposition. need. own solutions. and booking. for making decisions. experience. booking in Europe too.

STAGE: Initial visit STAGES: Global STAGES: Global STAGES: Planning, Shopping STAGES: Planning, Shopping STAGES: Shopping, Booking STAGES: Post-Booking, Travel, Post-Travel STAGE: Traveling

Make your customers into better, Engage in social media with Connect planning, shopping and Aggregate shipping with a Proactively help people deal Communicate status clearly at
more savvy travelers. explicit purposes. booking on the web. reasonable timeline. with change. all times.

STAGES: Global STAGES: Global STAGES: Planning, Shopping, Booking STAGE: Booking STAGES: Post-Booking, Traveling STAGES: Post-Booking, Post Travel

Information Stakeholder interviews Customer Experience Survey Ongoing, Linear Non-linear, but
non-linear process time based
sources Cognitive walkthroughs Existing Rail Europe Documentation

Experience Map for Rail Europe | August 2011

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 & roleplaying
Storyboards & snapshots
Service blueprints
Service 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.

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)
Practice
Patrick 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.

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.)

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

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

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

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.
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.

Rational Irrational Engagement

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

What have we built?

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


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.

Common Process Design Methods

Value Stream Mapping Business Process Mapping

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

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 Strategy

Business Architecture

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.

Principles

Process Design

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 Production Service Delivery
Tangible Intangible
Technology-focused Human-centered
Efficiency Experience
Linear Non-linear
Standards Principles

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

Business Customer
Customer satisfaction How is it useful to me?
Revenue growth Does it provide me with
Profitability personal satisfaction?
Market share What benefits does it
Wallet share provide me?
Cross-sell ratio Does it provide the level of
quality I expect or desire?
NPS
Does it align with my beliefs
Relationship duration
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 Blueprint for a comer shoeshine

StarKlard Brush
execution time shoes
2 minutes

Total
acceptable
execution time
5 minutes

Une of Faciiitating services
vialblllty and products
Not seen Select
by customer and purchase
but necessary supplies
to
perfonnance

There are several reasons for the lack of Good and lasting service management requires muc h
analytical service systems designs. Services are more. Better service design provides the key to market
unusual in that they have impact, but no form. Like success, and more important, to growth.
light, they can't he physically stored or possessed and The operations side of service manage-
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
thei tangible. Much of Shostack’s blueprint is focused on execution time ofwith theishoeshiner. What you don’toftesense of is what thek flow isdesign and controlare performed.
services morer con sum ptio n is often
simultaneous the tasks by the r ment get a n uses wor experience for the customer as these tasks methods
production. such as time-motion engine

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.

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

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.

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.

Service Blueprint of Presby Neuro Clinic
PHYSICAL Front Waiting Front Waiting Front Hallway Exam MRI & Exam MRI & Door Tag Waiting Check-out
EVIDENCE Desk Room Desk Room Desk Room Chart Room Chart Room Room

Check-out,
PATIENT Sign In Wait Check-in Wait Responds
Follow to Wait in Answer
Wait
Ask Return
Wait Pay, &
ACTIONS Exam Rm Exam Rm Questions Questions Door Tag Leave

Line of Interaction

? ? ? ? ?
ONSTAGE Call Escort to
Check Meet Dr. Process &
CONTACT Welcome Process Patient Exam Rm
Vitals & Kassam Check-out
Ask Quest
PERSON

Line of Visibility

BACKSTAGE Get See Other Grab Check Place in Take See Other
See Other See Other
CONTACT Patient
Patients Patients Door Tag Patients
Patient Kassam Away Patients
PERSON Chart Location Bin Chart

Brings Chart in Grab Kassam
Door Tag To Be Chart Gets Quick
Back Seen Bin from Bin Review

Chart Write Rm Check
Taken by # on Patient Dictation
Staff Schedule Location

Line of Internal Interaction

SUPPORT Records/ Bin Chart Records/
Debbie’s Door Tag Schedule Database
Database System Storage
PROCESSES Chart Cart
System
System System
System System

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

Line of Visibility

Back Stage Staff



Customer Actions

Touchpoints

Staff Actions

Line of Visibility

Back Stage Staff

Support Processes



Customer Actions

Touchpoints

Staff Actions

Line of Visibility

Back Stage Staff

Support Processes

Time


Benefits of Service Blueprinting

Prototype of the future experience
Provides low fidelity version of the service experience: great for
ideation
Visualizes vision of the service experience

Strategic tool for project planning
Helps 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


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...

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.

Service
Experience
Architecture
(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.

Another architecture?!?
Enterprise (EA)
Business (BA)
Service-oriented (SOA)
Business process (BPA)
Information (IA)
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 Experience Strategy


Tactical Tactical
Development 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 Service Experience
Architecture Architecture

Tactical Tactical
Development 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 Tactical
Development Design





Experience Principles & Service Concepts


Tactical Tactical
Development Design







Service Blueprints

Tactical Tactical
Development Design







Service Blueprints

Tactical Tactical
Development Design

More Valuable Service Experiences http://images.flatworldknowledge.com/cadden/cadden-fig13_005.jpg


SEA could include...
Formally evaluating current service delivery

Facilitating service blueprinting

Prototyping and piloting operational changes

Creating service roadmaps

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...

is an effective way to
prototype service
experiences and
engage operations.
I encourage you to consider adding blueprinting to your organizations toolkit.

Consider
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
More speciﬁcally, you should consider...

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

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

Thanks for your time.

Patrick T Quattlebaum | @ptquattlebaum

www.romantic-jewels.com Shoe Shine.jpg

Why You Need a Service Experience Architecture (SEA) Practice

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