Vancouver Service Jam 2019 Slide Deck #GSJam

10. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 SCHEDULE Fri. Mar 29 6:00 PM 9:30PM Jam Hours Sat. Mar 30 8:50 AM to 6:30 PM - Jam Hours Sun. Mar 31 8:50 AM to 4 PM - Jam Hours 4:30 PM - 6:30 PM After Jam Drinks - Wicklow Pub WELCOME

19. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 DESIGN THINKING An empathy-based approach to traditional problem-solving, involving fast-fail prototyping to arrive at the most valuable prototype to advance. Though designing as a craft requires years of dedicated education and talent to master, Design Thinking, as a problem solving process, does not. FOUNDATION

20. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 DESIGN THINKING Design Thinking is not only about process and tools. It is about people as well: about you as a design thinker and about the people you want to create value for and with. And so, before we jump into the process of using Design Thinking to generate and test ideas, we want to ﬁrst focus on your own mindset and look at whether your mind is prepared to both see and act on opportunity when it shows up in your world. FOUNDATION

22. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 DOUBLE DIAMOND SERVICE DESIGN PROCESS SPECIFIC SOLUTION SPECIFIC SOLUTION SPECIFIC SOLUTION SPECIFIC SOLUTION SPECIFIC SOLUTION Diagram © Kaishin Chu - MethodSquared Designhaus 2016. FOUNDATION

26. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 STARBUCKS ? AMAZON ? WHISTLER RESORT ? WEBSITE, STORES, DRINKS WEBSITE, CONSUMER BRANDS SKI PASS, WEBSITE, RETAIL STORE SERVICE VS. PRODUCT FOUNDATION

29. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 #gsusjam / globalservicejam.org Ideas are easy and cheap. Make hundreds in the ﬁrst hour or so, then pick an interesting one (or more) and move on fast! Everything works in Concept World, so don’t stay there! Leave the paper and start building! Spend your Jam building interactive, testable, early versions of your solution. At a Jam, you might not have time to fully implement your idea with real paying customers in the real world. But maybe you can… Start with a problem or challenge, which might be your understanding of the Jam Theme. Idea Concept PROTOTYPE Solution Evolving Challenge movefast JAM HERE! #Reproduce and share for noncommerical purposes under Creative Commons Attribution-Noncommercial-Share Alike 3.0 (http://creativecommons.org/licenses/by-nc-s Collective Brainstorming

30. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry AG The makers of Business Model Generation and Strategyzer This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? is your business more Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) sample characteristics Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? channel phases 1. Awareness How do we raise awareness about our company’s products and services? 2. Evaluation How do we help customers evaluate our organization’s Value Proposition? 3. Purchase How do we allow customers to purchase specific products and services? 4. Delivery How do we deliver a Value Proposition to customers? 5. After sales How do we provide post-purchase customer support? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? examples Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? catergories Production Problem Solving Platform/Network What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? types of resources Physical Intellectual (brand patents, copyrights, data) Human Financial Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? motivations for partnerships Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? characteristics Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability types Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising fixed pricing List Price Product feature dependent Customer segment dependent Volume dependent dynamic pricing Negotiation (bargaining) Yield Management Real-time-Market strategyzer.com Collective Brainstorming Driven Discovery of Needs and Values Test & Evaluate with USERS Opportunities for Innovation Interactive Service Experience Innovative Services

31. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 DOUBLE DIAMOND SERVICE DESIGN PROCESS Diagram © Kaishin Chu - MethodSquared Designhaus 2016. Iterative & Non-Linear Process Collective Brainstorming

34. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 7 STEPS FOR BRAINSTORMING 1. Defer Judgement 2. Encourage Wild Ideas 3. Build on the Ideas of Others 4. Stay Focused on the Topic 5. Don’t Discuss 6. Be Visual. Draw, Write, Doodle, Act It Out. 7. Go For Quantity! Collective Brainstorming

36. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 Doing, not talking! Goal or task: The “Talking” way… The “Doing” way… Create ideas by… talking about it. thinking with your hands: making sketches, playing around with rough models, acting it out. Evolve ideas by… talking them through, comparing opinions. building and testing them, comparing protoypes. Make decisions by… discussing the options. building fast prototypes, trying them. Share information by.. telling me about it. showing me, letting me try it, letting me experience it. Break a deadlock by… discussing it, arguing. testing, playing a game, tossing a coin. Present your work by… creating a presentation. showing a prototype, letting people experience & try a prototype. #gsjam / globalservicejam.org #Reproduce and share for noncommerical purposes under Creative Commons Attribution-Noncommercial-Share Alike 3.0 (http://creativecommons.org/licenses/by-nc-s GROUND RULESCollective Brainstorming

47. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 AFFINITY GROUPING 1. Move the Most Compelling, Common, and Inspiring Quotes, Stories, or Ideas to a New Board and Sort Them Into Categories. 2. Arrange and Rearrange the Post-its and Talk Through Emerging Rich Opportunities for Design. 3. Identify Key Themes and Will Help You To Translate Them Into Opportunities for Design With HMW Statements. Ideas Selection

54. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 HOW MIGHT WE… Framing challenges with “How Might We” turns the challenges into opportunities for innovation. 1. Start by looking at the insight Headlines that you’ve created. Try rephrasing them as questions by adding “How might we” at the beginning. 2. The goal is to ﬁnd opportunities for design, so if your insights suggest several How Might We questions, that’s great! 3. Now take a look at your How Might We question and ask yourself if it allows for a variety of solutions. If it doesn’t, broaden it. Your How Might We should generate a number of possible answers and will become a launchpad for your Brainstorms. 4. A properly framed How Might We doesn’t suggest a particular solution, but gives you the perfect frame for innovative thinking. Ideas Selection

55. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 “HOW MIGHT WE” QUESTIONS TURN YOUR PERSPECTIVE INTO ACTIONABLE PROVOCATIONS Amp up the good: HMW make the “tandem” of ice cream cones? HMW make an ice cream parlor the perfect first date venue? Focus on emotions: HMW help a father shows his love to his daughter with an ice cream cone? HMW design an ice cream cone to say goodbye? HMW make the “I’m sorry” ice cream experience? Take it to an extreme: HMW make a mourning ice cream experience? Explore the opposite: HMW make solitary-confinement ice cream? Question an assumption: HMW share ice cream without a cone or cup? Create an analogy from insight or context: HMW make ice cream like a therapy session? Focus in on an element: HMW amplify and celebrate the dripping of an ice cream cone? AN EXAMPLE Imagine you are in the ice cream business and you have the insight that: “Licking someone else’s ice cream cone is more tender than a hug.” You might create the following How-Might-We questions: HEADLINE YOUR CURRENTINSIGHT OR POINT-OF-VIEW HERE Ideas Selection

64. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 driven DISCOVERY Determine what you know & what you need to ﬁnd out.   This tools helps guide you to gather the insight you need. This is a living document, you will iterate it as more information becomes available and reﬁned. Context & Objective

65. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 SHOW & TELL YOUR IDEAS TO WOULD BE USERS TO GET INSIGHTS. YOU WILL FIND OUT THEIR: WANTS, NEEDS, VALUES, LIKES & DISLIKES. driven DISCOVERY

67. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 The 5P Touchpoints 1. PEOPLE: user groups + variables 2. PLACE: environment, locations 3. PROPS: equipment, tools 4. PARTNERS: outside vendors 5. PROCESSES: workﬂows, timelines driven DISCOVERY

68. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 driven DISCOVERY Consider the broad spectrum of people who will be touched by your design solution, and all the touchpoints. The Audience and Environment 1. Who are the people or groups that are directly involved in or reached by your challenge? 2. Who are people or groups who are peripherally relevant, or are associated with your direct audience? 3. Where does the service take place? What are the diﬀerent environments? What tools are used?

69. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 5 User Groups 1. Service/Product Customers 2. Service/Product Users 3. Front Stage Service Employees 4. Backs Stage Service employees 5. Partner Service Employees The 5P Touchpoints 1. PEOPLE: user groups + variables 2. PLACE: environment, locations 3. PROPS: equipment, tools 4. PARTNERS: outside vendors 5. PROCESSES: workﬂows, timelines driven DISCOVERY

71. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 driven DISCOVERY Empathy Map Empathy Map Canvas Designed for: Designed by: Date: Version: WHO are we empathizing with? What do they need to DO? What do they need to do differently? What job(s) do they want or need to get done? What decision(s) do they need to make? How will we know they were successful? Who is the person we want to understand? What is the situation they are in? What is their role in the situation? GOAL What do they SEE? What do they SAY? What do they DO? What do they HEAR? What do they THINK and FEEL? What do they see in the marketplace? What do they see in their immediate environment? What do they see others saying and doing? What are they watching and reading? What have we heard them say? What can we imagine them saying? What do they do today? What behavior have we observed? What can we imagine them doing? What are they hearing others say? What are they hearing from friends? What are they hearing from colleagues? What are they hearing second-hand? © 2017 Dave Gray, xplane.comLast updated on 16 July 2017. Download a copy of this canvas at http://gamestorming.com/empathy-map/ 1 2 3 4 5 6 7 PAINS GAINS What are their fears, frustrations, and anxieties? What are their wants, needs, hopes and dreams? What other thoughts and feelings might motivate their behavior? Guide to getting Empathy-Driven Insights

74. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 1. FRIENDLY GREETING WITH A SMILE, OPEN STANCE. 2. “HI. HOW’S YOUR DAY GOING. WE’RE DOING A WEEKEND DESIGN WORKSHOP AND WE’RE LOOKING FOR IDEAS AND SUGGESTIONS. CAN YOU SHARE 3-5 MINUTES WITH US?” 3. SHOW VISUALS/PROPS OF YOUR IDEAS 4. WHO’S DOING WHAT - FIRST NAMES 5. LET THEM KNOW HOW LONG WILL IT TAKE 6. IS IT OK TO RECORD BY VIDEO, OR BY AUDIO, FOR OUR REFERENCE, TO REVIEW LATER FOR FURTHER INSIGHTS. driven DISCOVERY Interviewing

76. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 1. LEAD WHO ASKS QUESTIONS and TAKES NOTES REFERENCING THE EMPATHY MAP AND 5P’S & 5UG’S 2. OBSERVER (5 FACTORS) 3. VIDEO/PHOTO TAKER driven DISCOVERY Roles  Who does what.

82. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 WHAT ARE YOUR DISCOVERED OPPORTUNITIES FOR INNOVATION? What was your experience?  What did you learn? Which ideas were validated and which were fast-failed? What were the key inspiring insights? How has your service concept changed? Opportunities for Innovation

83. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 Empathy Map Empathy Map Canvas Designed for: Designed by: Date: Version: WHO are we empathizing with? What do they need to DO? What do they need to do differently? What job(s) do they want or need to get done? What decision(s) do they need to make? How will we know they were successful? Who is the person we want to understand? What is the situation they are in? What is their role in the situation? GOAL What do they SEE? What do they SAY? What do they DO? What do they HEAR? What do they THINK and FEEL? What do they see in the marketplace? What do they see in their immediate environment? What do they see others saying and doing? What are they watching and reading? What have we heard them say? What can we imagine them saying? What do they do today? What behavior have we observed? What can we imagine them doing? What are they hearing others say? What are they hearing from friends? What are they hearing from colleagues? What are they hearing second-hand? © 2017 Dave Gray, xplane.comLast updated on 16 July 2017. Download a copy of this canvas at http://gamestorming.com/empathy-map/ 1 2 3 4 5 6 7 PAINS GAINS What are their fears, frustrations, and anxieties? What are their wants, needs, hopes and dreams? What other thoughts and feelings might motivate their behavior? Guide to getting Empathy-Driven Insights Opportunities for Innovation

90. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 Business Model Canvas Innovative Services This handy worksheet helps map out key aspects of a social enterprise, service, or business. The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry AG The makers of Business Model Generation and Strategyzer This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? is your business more Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) sample characteristics Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? channel phases 1. Awareness How do we raise awareness about our company’s products and services? 2. Evaluation How do we help customers evaluate our organization’s Value Proposition? 3. Purchase How do we allow customers to purchase specific products and services? 4. Delivery How do we deliver a Value Proposition to customers? 5. After sales How do we provide post-purchase customer support? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? examples Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? catergories Production Problem Solving Platform/Network What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? types of resources Physical Intellectual (brand patents, copyrights, data) Human Financial Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? motivations for partnerships Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? characteristics Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability types Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising fixed pricing List Price Product feature dependent Customer segment dependent Volume dependent dynamic pricing Negotiation (bargaining) Yield Management Real-time-Market strategyzer.com

92. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 Value Proposition Canvas Innovative Services This handy worksheet helps you think through some key values of a social enterprise, service, or business.

94. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 VALUE PROPOSITION CANVAS Service Purchaser Service User Front End Employee Back End Employee Partner Employee Identify which service users, front ofﬁce users, and back ofﬁce users are key for the service to focus on for validating future touchpoints. Users Personas Innovative Services

99. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 PROTOTYPE THE EXPERIENCE Test & Evaluate with USERS Interactive Service Experience • Service Blueprint • Role Play • Interactive Models & Physical Mock-Ups • Test & Evaluate, Fail Often

102. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 Understand & map out how the service works, the experiences. What are the touch-points, who are involved in the journey. Prototype the Service Blueprint Test & Evaluate with USERS Interactive Service Experience

103. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 Understand & map out how the service works, the experiences. What are the touch-points, who are involved in the journey. Prototype the Service Blueprint Test & Evaluate with USERS Interactive Service Experience

106. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 Role Play To Validate the Experience - 5P’s + User Groups Test & Evaluate with USERS Interactive Service Experience A quick and tangible way to test an idea or experience is to get into character and act it out.    REMEMBER TO VIDEO DOCUMENT THESE.

107. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 Models & Mockups Test & Evaluate with USERS Interactive Service Experience Make sure that it is something that a person can interact with and experience the solution.

114. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 EVALUATION & ITERATE Interactive Service Experience Does the service experience answer the needs and values of the business and all user groups? Test & Evaluate with USERS

118. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 YOUR FOCUS TODAY 1. HOW MIGHT WE STATEMENTS 2. WORKING SERVICE CONCEPT “NAME’ 3. UPDATE PROJECT NAME 4. UPLOAD NEW PROJECT PHOTOS 5. RECORD VIDEOS OF YOUR EXPERIENCE PROTOTYPES AND VERSIONS OF IT TO UPLOAD.

121. METHODSQUARED.CO VANCOUVER SERVICE JAMS / KAISHIN CHU © 2019 FINAL SHOW’N TELL 5 MINS of How We Got Here: How Might We ————- ?  KEY INSIGHTS gained from Discovery and Deﬁne Value Prop for the user: Gains/Pains Business Model: Gain creators, Pain relievers, the beneﬁts Version # : How many iterations we probably went through, biggest insights that shifted us. 5-10 mins EXPERIENCE & INTERACT WITH PROTOTYPE choose audience to go through experience.

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