Service Design Days 2018 - Masterclass Sarah Drummond (Snook)

Embedding DesignSarah Drummond | @rufflemuffin @wearesnook
Growing design culture
and capacity in your
organization
Sarah Drummond

Embedding Design @wearesnookSarah Drummond | @rufflemuffin
Hi Barcelona,
I’m Sarah
@rufflemuffin
@wearesnook

Pair up
Turn to your partner and
observe ask them about
their wallet or purse

Re-design their wallet
Use the materials on the
table.
You have 3 minutes.

You are all designers!
Researched their needs
Sense making and taking informed design decisions
Prototyped how it might work
Tested your ideas

Our agenda
2.30 - Welcomes and prototype a Wallet
2.50- Introduction to embedding design and building good services
3.05 - The Embedding user centered design Framework and mapping ourselves
3.20 - Stage 0, Making a case for improvement
3.40 Break
3.50 - Stage 1, Proving your impact by design
4.10 - Stage 2, Making a case for scaling by design through impact
4.30 - Stage 3, Building a centralised design team
4.50 - Stage 4, Building out your team into the organisation
5.10 - Stage 5, Sustaining and growing design across the organisation
5.30 - Close and tool give away

We’re on a mission to
design a world that works
better for people
Co-designing FailureSarah Drummond | @rufflemuffin @wearesnook

Presentation titleSpeaker name | @twitterhandle
Our vision is a world that is fit for
purpose, that;
- Improves day-to-day life experiences
- Creates the capacity and knowledge
that empowers individual and collective
action of citizens and communities to
make change happen [2]
@wearesnook

Presentation titleSpeaker name | @twitterhandle
By people, we mean everyone 
 
People who consume and receive
services, and people who deliver and
design them. 

We believe in building the
capacity and structure of
organisations to design
great services

Service Design
is the design
of services

Helping someone to do the
thing they need to do

Every touchpoint,
interactions on
every channel

Front to back,
back to front,
inside and outside  
the organisation

Journey Mapping
Considering the
end-to-end experience

Joined-up channels
We ensure touchpoints
line up across all
channels for the
customer and that your
service is efficiently
delivered.
User-centred
We research and
understand how people
experience your service
in order to improve it.
End-to-end experience
We map end-to-end
journeys and ensure
customers can easily
transact with you.

Design is grounded  
by user research

Putting people first,
understanding what people
need not what they want

User needs
Articulating user needs
before creating ‘ideas’ or
building products

Working visually
Communicating ideas
through form, interrogating
touchpoints

Understanding problems
Shadowing, observation,
analysing data

Co-designing
Working closely with users
to find out what they need
(not always what they want)

Design is everything
The function, the language,
the service name, the end
delivery 

Naming the service
Thinking from the user
perspective, what they
search, what they want to
do

Channels and touchpoints
From a phone call to the
website, a form to the
interview. It’s all the user
experience

Testing and prototyping to
develop products and
services

Continuous Improvement,
constantly delivering
improvement, not just
delivering a new product

We all design.
We have unconsciously
designed complex, broken and
hard to run and use systems and
services

Birmingham Design FestWe are Snook | @rufflemuffin @wearesnook
Designing verb slide
from Birmingham
Design Festial
Conscious Design
Japan Bullet Train

“All men are designers. All that we do, almost all the time, is
design, for design is basic to all human activity. The planning
and patterning of any act towards a desired, foreseeable end
constitutes the design process. Any attempt to separate design,
to make it a thing-by-itself, works counter to the inherent value,
of design as the primary underlying matrix of life.”
• Victor Papanek, Design for the Real World (1971) 
•

We accepted that things were
the way they are because
‘they’ve always been that way’

We’ve expected users to
become experts of our
complexity and lack of user
centered design

We need to design our
organisations to work for
users

“I spend most of my working day typing and inputting
services plans, ﬁling, etc., all admin tasks.” 
 
The British Association of Social Workers and Social Workers Union

Administration costs us people
We have created systems that don’t solve problems.
They create more work, cost us more to run and take us
away from the frontline

Service design explores 
business processes  
in alignment with what
people experience

Embedding DesignSarah Drummond | @rufflemuffin @wearesnookCo-designing FailureSarah Drummond | @rufflemuffin @wearesnook

Service Failure@rufflemuffin @wearesnook
Every organisation is a
collection of micro design
decisions, made on a daily
basis that form our user
experience

Design has moved in-house
Organisations are building
capabilities in the approach

Big LotteryWe are Snook | @wearesnook @wearesnook
Government as a
platform
Building products and services whilst developing
capabilities across all Governent departments

Internal Service
Design teams
Working with Tesco on a suite of projects to show
potential of Service Design and build internal user-
centred products

Creating a service
innovation centre in
Cork
Working with Cork County Council to embed Service
Design across the county and business

Digital transformation and agile
have grown with UCD in-house
A structure and way of working that
supports UCD to deliver across
organisations

Pre-discovery Discovery Alpha Beta Live

Pre-discovery
Understand
what the
problems are to
create focused
discovery
brief(s)
Discovery
Research to
find out what
people need,
context, current
process
Alpha
Build ideas that
respond to
needs and test
concepts
iteratively
Beta
Public or closed
testing at scale
preparing for
live launch
Live
Launching fully
and ensuring
performance
review in place
to continuously
improve

What is embedding design?
It’s about growing a design culture
and capacity in your organization

It really means being a
designful organisation
This is about being wholly
user-centered. Moving beyond the
hiring and embedding of
designers so that every decision in
the business thinks about how
users will be affected

Designful
organisations are a
weak link sport
“To truly be design-infused, the
organization must ensure every
influencer of a project has that
same design literacy and fluency.”
- Jared Spool

Building people’s
design literacy and
capacity to implement
good design
Literacy
>
Detailed
knowledge of
what
differentiates
good quality
from poor quality
Fluency
>
Repeated
practice of
procedures to
create good
quality outcomes
Mastery
>
Comprehensive
knowledge and
craftsmanship for
intuitive work

This is about building user or people centered
organisations, not just ‘embedding’ designers and
design teams

The measurement shouldn’t be on the size of the
design team, it should reflect the relationship the
business has with design and the integration of user-
centered practices across it

User centered design
capability scale

Dormant
Making the case for improvement
The organisation hasn't considered business or service improvement
There is no mechanism for improvement

Starting Blocks
Proving your impact by design
This is a clean slate opportunity, where the organisation has
transformation or improvement mechanisms but they haven't
considered design as a valuable approach to re-designing services.
Organisation typically doesn't have an end-to-end picture of how their
service(s) operate. No strategy to continuously develop products and
services.

Sprinting
Making a case for scaling by
design through impact
The organisation are going through a process of improving services,
business process are being reviewed, typically for efficiency
improvements.
Services are being slightly altered to make them better but users are
rarely involved, or only on a front facing product level. Projects are
limited to a re-design of the product or service an individual or team
has been tasked to look at in isolation.

Stretching
Building a centralised design team
The organisation have adopted user-centered principles and typically
have a business unit or small team dedicated to design.
Teams begin to look wider than their product remit and with senior
investment at the wider picture of what platforms and products are
needed to power user-centered services.

Running
Building out your team into the
organisation
The organisation uses a design led approach across most of its product
and service portfolio.
There is rigour in the approach and is shared across multiple
departments. The organisation have a strategy to scale up user-
centered approaches across all platforms.

Pacing
Sustaining and growing design
across the organisation
The organisation has taken design to the heart of its business and is
fully user-centered. All development and delivery is closely monitored
and integrated with customer feedback.
The business is designed around the user experience

DesignCapacity
Intent and Impact
Dormant
Starting
Block
Sprinting
Stretching
Running
Pacing

Dormant
Making a case for
improvement
No customer focus.
No investment into user centred
activity.
Organisation focused on
building and shipping products,
often driven by financial or
organisational need.
Design deficit
No resource for design or
literacy to recognise the
value. No data being
captured and/or used to
understand how business is
performing for users.
Starting Block
Proving your impact by
design
Customer experience is
important but receives little
funding.
No major investment
No clear leadership for user
centered design.
Clean Slate
Solo lead or one design
expert, often organisation
will be smothering this
person to a clear goal to
scale or build a team
Sprinting
Making a case for scaling by
design through impact
Customer experience becomes
important and formalised
programmes begin to appear.
Investment in capital and
personnel begin; centralisation
of staff.
Customer/user voice
programmes and rhetoric tend
to begin.
Focus on problem solving
surfaces in programmes and
rhetoric.
Lift and Shift
Small team focusing on
user-centered approaches
and service improvement.
This could be a business
transformation, UX or
customer service team.
Stretching
Building a centralised design
team
Customer experience and user
centered focus becomes critical
with senior buy-in. The
organisation understands the
impact and how it is critical to
the bottom line and growth.
Transformational efforts begin to
take place, considering the
whole end-to-end experience of
the user. Focus moves from
incremental improvements to
whole process for user, which
involves changing the backend
of the business to service.
Design as a service
Dedicated centralised
‘design’ team working on
products and services.
Developing products to
refine their approach.
Non designers move to
become design literate at
this level of maturity.
Running
Building out your team into
the organisation
Customer experience is one of
the core pillars of the
organisation strategy
Focus shifts from process
improvements to innovative
breakthroughs
Employee engagement
becomes a key focus,
centralisation of design is
therefore less critical
Embedded Design literacy
Large user-centered network of
designers, matrix managed and
supporting their development
portfolio.
Non designers move to become
design literate at this level of
maturity.
Pacing
Sustaining and growing
design across the
organisation
Customer experience is in the
fabric of the company, not
separately discussed
Employees feel joint ownership
of the user experience 
Senior teams focus on building
customer centric culture,
specific change efforts are not
required
User-centred organisation
Design is alive and living across
all processes internal to the
business. Processes exist to
ensure that end users are
always considered and projects
are delayed if the design isn't
delightful and fully functional.
Stageof
Design
Development
Statusand
Investment
Design
Capacity

Where do you fit on the scale?
Lets take a live temperature gauge
of our organisational design
capabilities

Your input into capabilities
We’re going to work along the scale
and look at what is needed in
practice

Capabilities
What does your organisation need
to be able to do/have to function at
this level?

User centered products
What do we need to exercise this
capability

Communication
What it takes to build a movement

Common Barrier Discussion
What gets in the way

Dormant
Making the case for improvement
The organisation hasn't considered business or
service improvement
There is no mechanism for improvement

Commitment to UCD
No customer focus
No investment into user centred activity
Organisation focused on building and
shipping products, often driven by
financial or organisational need

Dormant
No design team or individual
There is no good design capacity
No resource for design or literacy
to recognise the value. No data
being captured and/or used to
understand how business is
performing for users.
LevelTypicalDesign
Capabilities

Over to you
Capabilities
What does your organisation need to do in order to
progress your capabilities in UCD?
User centered Products
What do we need to exercise this capability
Communication
What it takes to build a movement
Common Barriers
What gets in the way

Capabilities
Highlight service failures from the user experience.
Use emotive techniques to play back user
experience
Find where there is data in the business to highlight
business performance from the customer experience
Map critical fail points of the end-to-end customer
journey
Bring the user voice into the room

User centered products
Experience Maps on file highlighting the customer
experience

Communication
Develop a pitch for the board/senior executives

Common Barriers
Organisation isn’t aware of it’s own problems
Organisation might not be able to financially invest in
improvements
Scale of problem isn’t known so improvements are
seen as ‘nice to have’
Design is a foreign concept

Servie RepublicSarah Drummond | @rufflemuffin @wearesnook
Building the end-to-end view of an
education service designed to help
young people acquire the
workplace skills they need to
succeed 
Researching how an education service could be
improved in uptake in colleges

Co-designing FailureSarah Drummond | @rufflemuffin @wearesnookEmbedding DesignSarah Drummond | @rufflemuffin @wearesnook

Commitment to UCD
Customer experience is important but
receives little funding
No major investment
No clear leadership for user centered
design

Starting Block
Design Leader
Solo lead or one design expert
Working in a small part of the
organisation, applying user-
centred thinking to a product or
service with demonstrable results.
Often organisation will be
smothering this person over time
with needs to either scale a
design team or fix more problems
without investment.
LevelTypicalDesign
Capabilities

Pick micro projects that can demonstrate impact that
doesn’t have too much attention and share results.
Repeat.
Secure senior presentation to highlight costed
failings of the customer experience or benefits of
your project.
Undertake a full mapping of the end-to-end user
experience and how this is delivered by the
organisation
Bring organisation in front of users through co-
design work on first project
Capabilities

Feasibility
Is it technically, operationally and financially feasible?
Measurable impact
Can we achieve easy to measure impact in a short
period?
Capability building
Will this support the building of design capabilities and
skills?
Good news
Will it be a good news story to win hearts and minds in
the organisation?
Building a movement
Will it build momentum and bring others on board
across other departments?
Political and strategic persuasion
Does it fit a strategic stream of work we can attach it to?
User experience
Does it make an obvious improvement to the user
experience?
Under the radar
Do we need to work under the radar to give ourselves
space to experiment?
What makes a good project?

“We learnt that our current systems are opaque —
and not only to our clients but often to our staff. User
research and feedback helped us to listen, adapt
and be responsive to people’s needs. We need to
not be afraid to hear that we could do things better.”
- Service Manager, Addaction on our two week
design sprint
Implementation at speed

Usability testing lab (home kit)
Basic Design Tools
User Centered Products

Design blog
Develop networks with design community (art
schools, business, exemplary organisations)
Win some design awards
Go to design events
Publish results
Communication

Senior executives see value in improvements but
don’t understand how to go about doing this
Organisation isn’t structurally able to make changes
across silos
Low level of digital literacy at the top of the
organisation
Micro project(s) you choose are more difficult to
realise impact than first realised
Your first project portfolio is too political and is
scrutinised
Your first project portfolio is too simple and doesn’t
perform as an exemplar for other projects
Solo design lead/expert burns out due to over work
and pressure with no design resources
Design is seen as styling
Common Barriers

The nature of Origin Housing’s work means that
many of its customers can be classed as vulnerable
in some way. Whilst a large number are able to
manage their own health and day-to-day life; others
have long-term vulnerabilities or are put at
increased risk due to a change in circumstances.
Vulnerability presents a risk to both customers and
Origin as a business - and so increasing knowledge
of risk, and as a result the opportunity to prevent it
developing is a key objective. 

Embedding DesignSarah Drummond | @rufflemuffin @wearesnookEmbedding DesignSarah Drummond | @rufflemuffin @wearesnook

Embedding DesignSarah Drummond | @rufflemuffin @wearesnookSarah Drummond | @rufflemuffin @wearesnookEmbedding Design

“If I had somewhere to report it, I would. I come
home and confide in my wife when I’ve seen
something I think should be addressed”
Contractors didn’t realise or trust that part of their
OneServe form (for logging repairs) had a space to
report vulnerable behaviour and would be followed up.
There is a lack of understanding, before starting, part
of the job will encounter a variety of different
vulnerabilities when undertaking prepares

15 seconds between calls 
Contact centre staff currently have only 15 seconds to write up notes
from a conversation 
 
“Yes but what type of boiler is it?”
 
Contact centre staff are constrained and focused upon just getting
the details for repairs that clear signs of vulnerability are not flagged.
An elderly women called in who had just come out of hospital to
book a repair on her broken boiler and the first response was to ask
what type of boiler is it.

During our first prototype,
Gilmartins highlighted two
cases of vulnerable
people, confirmed by
support workers at Origin
Sarah Drummond | @rufflemuffin @wearesnookEmbedding Design

We failed lots too.
The images
The amount of information
The time it took to fill in
The follow up response and
confirmation
Sarah Drummond | @rufflemuffin @wearesnookEmbedding Design

Co-designing the rating system

Commitment to UCD
Customer experience becomes important and
formalised programmes begin to appear. Investment
in capital and personnel begin; centralisation of staff.
Customer/user voice programmes and rhetoric tend
to begin.
Focus on problem solving surfaces in programmes
and rhetoric.

Sprinting
Small user-centered team
Team sometimes has UCD
design skills within it
Small team focusing on user-
centered approaches and service
improvement. This could be a
business transformation, UX or
customer service team.
LevelTypicalDesign
Capabilities

Identify all services across organisation and map
Develop shared terminology on users/systems/services
to improve understanding and collaboration across
design
Identify existing strategic focus and business driver and
build Design project(s) based on this
Work with stakeholders to prioritise a project backlog
and where a design team can be useful
Develop guidance on good digital and design practice
Develop acting head of design role
Make an organisation wide case for end-to-end service
design
Develop the case for a shared cloud collaboration
software and essential hardware for your design team
Develop a design associate network
Run open show and tells on your micro projects, inviting
stakeholders to view your work
Developing access routes and ‘offer’ to the wider
organisation
Capabilities

Design delivery manual MVP
Design Basics training
User Research Library
Design Principles MVP

Design Basic Training
Simple mental models that allow people
to collaborate;
End-to-end mapping
How to test a hypothesis
How to prototype
How to undertake user research

Design Principles
Simple, easy to copy and follow
directions that focus on user-centered
principles.
These became communication
artefacts.

Building a communication strategy and products that
highlight and build a movement around the design
approach
Regular open show and tells and early learning talks
Design Principles
Speak at design events
Communication

Build a movement
Communication is one of the most
important elements of building design
capabilities.
You have to both spread the message
in-house and attract talent externally

We use trello as a strategy tool to show the backlog
priority for projects and share openly
Work in the open

Senior executives see the value in change, but see
technology as the key enabler. Being user centred is
still a luxury if there’s time
Legacy technology improvement is seen as the
blocker to service design and therefore user centred
design can’t be done before the technology is better
Design becomes a buzzword for improvement to
existing work that can be done after the strategic
decisions are all made
Design or change team focus is on tools and method
over impact leading to scrutiny on what has been
delivered
Non-designers begin to to take on design projects
and undertake process but result is poor
Centralised team leading to animosity in
organisation, or a lack of understanding in what the
team does
Common Barriers

Developing
innovation capacity
for a national care
agency
We worked with Carr Gomm, a national care agency
to set up an innovation programme and embed
design skills to improve services

Stretching
The organisation have adopted user-centered principles and typically
have a business unit or small team dedicated to service design.
Teams begin to look wider than their product remit and with senior
investment at the wider picture of what platforms and products are
needed to power user-centered services.

Commitment to UCD
Customer experience and user centered focus
becomes critical with senior buy-in.
The organisation understands the impact and how it
is critical to the bottom line and growth.
Transformational efforts begin to take place,
considering the whole end-to-end experience of the
user.
Focus moves from incremental improvements to
whole process for user, which involves changing the
backend of the business to service.

Stretching
User centred design as a
service
A sizeable UCD team
Dedicated centralised ‘design’
team working on products
and services. Developing
products to refine their
approach.
LevelTypicalDesign
Capabilities

Map all end-to-end services across the organisation to
understand key join and exit points for business
Build scalable design teams who can work through
project backlog
Identify key cross-organisation issues for all users
where pains and opportunities exist. This should be
through a holistic lens rather than service by service.
Develop shared terminology on approach to design
Develop patterns for good design and pattern library
Standardise roles across user centered design
Standardise job descriptions with HR
Build a case for recruiting designers based on backlog
with stakeholders
Quantify savings/profits for senior executives based on
the impact of design
Capabilities

UCD Roles

Develop procurement guidelines for hiring design
resource
Develop common patterns that can be used by design
teams for scaling design
Develop capabilities and resource for agile delivery
Develop a formal head of design role
Defining professional development pathways and
salaries for your design roles
Develop a governance framework for how data is
utilised to improve services
Capabilities

Professional Development
Develop a progression pathway so that designers
can see their development into the organisation

MVP Pattern Library and prototyping toolkit
Relaunched design delivery manual

Patterns

Service Manual
GDS manual is now comprehensive but
started out simply with basic
understanding of approaches and
processes

Communicating with HR on building an in-house
profession
User centered design community events
Communication channels for UCD community
Communication

Design Community Events

Senior executives have a stringent change program
with little room for design to influence it
Designers hit the edges of departments and can’t
make change happen as user experience covers
multiple departments
Designers become disillusioned with change and
talent is lost
Centralised team viewed as expensive and value
hasn’t been communicated resulting in increasing
pressure to reduce team size or demonstrate
effectiveness quickly
Finding good designers and recruiting them using
your existing HR processes
Internal organisation sees opportunity to fill design
roles with existing staff who do not have the skills
Common Barriers

Ireland’s First Public Sector  
Service Innovation Centre
Cork County Council

“The senior team at Cork County
Council wanted to improve
customer and staff outcomes
county-wide and set up a centre
to use and showcase service
design approaches.
With a council in the process of
‘going digital’ we saw an
opportunity to ensure services
were led by user needs.”
James Fogarty, Deputy Chief Executive

Building a user-centered
council for citizens and staff

Designing services not
forms.
Moving from a lift and shift
attitude.

Housing Representations
Elected Members
Housing Department
Live training project

250
Reps a month
15 minutes to process
each one
5
Hours to process the
reps daily
3
Day acknowledgement
KPI with a  
10 day response time  
wasn’t being met
The situation was ….

Stakeholder
and journey
mapping
Session
User
Research and
Interviews
Persona
Development
and user need
Blueprinting
user stories
High level
prototyping of
the service
Co-designing
detail of the
form and
service
Usability
testing and
research
Review
Meetings
Discovery
Alpha

We had to compromise
For this project we couldn’t speak to
the citizen to see why they were
engaging the elected members on
their behalf.

Research: 
User interviews
Shadowing Staff
Observation
We interviewed users - local and
national elected members, analysed
how staff ran the service and the
existing data we had been collecting

It seemed really rather
complicated...

Customers meet
directly with Public
Rep or with staff in
their office.
Liaise with reps one
to one, over phone/
email to offer advise
and answer and
questions
Email confirmation
15 mins per
application
Scanning paperwork
System very slow.
Checks info
available
Norma emails user
to advise query is
waiting for them to
answer. Chases
user to answer.
Further information
sought through Norma
or system updated
Not everyone updates
system
Councillor gets
acknowledged for
work done
Norma checks data
on CCS and ihouse
Email,
Post,
Face to Face
Clinics/Office
Phone
Email
Post
Face to Face
Telephone
Email
Face to Face
Emaill
Post
CCS System
Scanning documentation
CCS System
Internal Post
Email
Excel Spreadsheets
iHouse
Phone Email Email
Post
Clinics/Office
Phone
Email
Post
Face to Face
STAGESTORYBORADFEELINGTOUCHPOINTINTERACTION
Local Rep meets
Constituent
Local Rep
Contacts CCC
Norma confirm
receipt.
Norma inputs
data into System
CCC forwards query
to relevant dept
Dept answers query,
looks for further
information & updates
system
Dept advises Norma
of updates
CCC advises
local rep of
updates
Local Rep contacts
constituent

“It is time consuming to document, scan and upload
original correspondence onto CCS system takes
approx. 15 mins. Excluding the time involved
chasing staff for answers, sending confirmation and
other correspondences”
- Norma, Housing Department

Lack of clarity on what
information is actually
needed and useful to
submit a representation 
●Elected representatives send in
everything they think is relevant
●Photos are not required by Council
staff
●Lack of clarity around what is  
and is not required to process  
a representation

TD’s (which is the Government elected
member) make a higher amount of
representations than local councillors
Councillors (Local Elected Members)
can ‘shine a light’ on individual cases
of citizens

The Re-design
Standardising data collection
Document to support elected members
Developed a workflow for housing staff

Re-designing the service: 
Great engagement from
elected members and staff 
●Ran prototyping workshops to
design what information is needed
●Breaking down the content
●Co-designing the needs across
different users

Language was important
Senior management recognised how
important the language was when we
walked through the service visually in
the co-design workshop

Usability Testing: 
Testing our design with
elected members
Usability testing on the YourCouncil.ie
(Firmstep platform) allowed us to
quickly test our designs and find out
what worked and what didn’t before
going live

Prototyping straight into live
Prototyping on our customer
experience platform allowed us to
tweak continuously and then go
immediately live

Processing Reps
The processing of documents by
housing policy reduced from 15
minutes to less than 2 minutes per rep.
In most cases elected members are
submitting relevant documents.
This means roughly a week of time
saved per administrative staff member
per month.
86%Decrease in time spent processing

Instant Response
The reps are getting instant
acknowledgements – they were
previously waiting weeks
despite having a KPI of 3 days.
Nearly 75% of responses can be
answered straightaway once
they’re in the system. 
100%Decrease in time spent waiting for
acknowledgement

Data Dashboard
A Dashboard is now always available which
saves ½ day a month (6 days a year) in
preparing a report for the Development
Committee 
½Day a month saving in
preparing data

€1Saving on every acknowledgement
and response
Cost Savings in postage
There is a cost saving in postage of
€1 per acknowledgment and
response.
This is a saving duplicated for the
council and the elected members.
We think this is roughly €12,000 a
year in savings for the council and
elected members

Cost Savings in staff
We’ve cleared the backlog so much so
that the staff member we had been
working with has been freed up to
work on other projects and initiatives
two days a week. 
2Days a week for staff
members now free

The real value of the service
emerged through this work
Reps are service co-producers in supporting some of the
most vulnerable and marginalised in our communities.

We’ve hooked housing
Our short intervention created an appetite for more
Service Design. We’re now looking at repairs, enquiries
and grants.

Winning Hearts and Minds 
“For me, the greatest part of the process had to be changing people’s mind-
sets. Initially we weren’t given the go-ahead to work with elected members.
After taking senior management in housing through the process, they got
onboard, organised information and training workshops. I skipped back to the
office” 
 
Karen Fitzgerald, Customer Service Transformation Team

We’re now collecting
and analysing data on
what works
We can follow transactions by
service users to continuously
tweak our services and we are
in control.
Data is our new material.

We’re creating the
business case to feed
upstream.
We’re analysing our
performance against
Government digital standards,
and producing reports
contrasting service performance
and maintenance possibility pre
and post design.

Running
Building out your team into the
organisation
The organisation uses a Design led approach across most of its
product and service portfolio.
There is rigour in the approach and is shared across multiple
departments. The organisation have a strategy to scale up user-
centererd approaches across all platforms.

Commitment to UCD
Customer experience is one of the core pillars of the
organisation strategy
Focus shifts from process improvements to
innovative breakthroughs
Employee engagement becomes a key focus,
centralisation of design is therefore less critical

Running
Embedded Design Literacy
Large user-centered network of
designers, matrix managed and
supporting their development
portfolio.
Non designers move to become
design literate at this level of
maturity.
LevelTypicalDesign
Capabilities

Develop and deliver design training and training on the
organisation for your designers
Recruit designers into the business
Matrix your team out into the business to support
organisational projects
Start to develop formalised resources to support your
separated team
Develop service/product delivery standards
Service delivery assessments
Develop a design system that has usable assets for
building products and service quickly for collaborative
teams
Recruiting user-centered design community manager(s)
Develop a platform for measuring and analysing customer
success
Recruit for UCD specialist head of design roles
Designing backend platforms and infrastructure that power
products and services
Develop a management programme for the continuous
development of your UCD products
Capabilities

Design Standards
A way to ensure everyone understands and reviews what
good design looks like before launching into new phases
or to the public.

Designing the backend
products
Focusing on the products that will power end-to-end
services. This is about platform thinking.

Design System
Performance Platform
Design training and specific UCD modules
Formalised designOPs model

Design Training
Formalise and scale up design training with deeper
specialist modules.
Design training takes two forms, for ‘non’ design to become
literate and for fluid designers to deepen their practice.

International
Design
Community

Conference highlighting customer success
Internal design awards
Communication

Line management control lost over designs because
they have been matrix’d into the organisation
Difficult to make case for heavier overheads to
manage team
If head of design not a formalised role, organisation
may move non specialists into this role
Immediate front facing design changes can’t be met
due to harder backend problems to fix
Investment needed for transformation in order to
enable improved user experience as problem is
deeper than first considered
Constrained scope of design leading to limited and
impact of results and therefore additional scrutiny
Common Barriers

Pacing
The organisation has taken design to the heart of its business and is
fully user-centered. All development and delivery is closely monitored
and integrated with customer feedback.
The business is designed around the user experience

Commitment to UCD
Customer experience is in the fabric of the company,
not separately discussed
Employees feel joint ownership of the user
experience 
Senior teams focus on building customer centric
culture, specific change efforts are not required

Pacing
User-centred organisation
Organisation wide recognised
and utilised approach, continues
to ensure sustainability
Design is alive and living across
all processes internal to the
business. Processes exist to
ensure that end users are always
considered and projects are
delayed if the design isn't
delightful and fully functional.
LevelTypicalDesign
Capabilities

Train the trainer design modules
Develop leadership for design training
Deliver specialised design training (e.g prototyping, service
design)
Maintain and improve your reputation
Involve designers in prioritisation and financial planning for
organisation (design board)
Head of design at a board level position
Developing a multi-channel approach to designing services
that meet user needs
Develop internship schemes to continue talent
Monitor service performance in open format
Capabilities

Internship programme
Service performance
Platform for building services and testing

“Here’s the simple truth: you
can’t innovate on products
without ﬁrst innovating the way
you build them.”
- Alex Schleifer, VP Design, Air BnB On Flexbox and
React

Run a multi national conference (if applicable)
Thought leadership blog posts and speaking
Communication

Continuous recruitment needed to sustain design
capability
Perceived lack of vision and progress when the hard
part is done
Hiring more senior designers with improved
communication skills as work becomes more
strategic
Funding scrutiny from senior executives
Common Barriers

Here’s my top five IT fix requests: 
 
1. Use standard usernames  
Each system appears to require its own type of login. My usernames include
hoggda80645, david.hogg. dhogg, hoggd, hoggd80927, DHOGG,
80927hoggd and david. Add to that inconsistent passwords (some requiring
uppercase, some not allowing uppercase, others needing punctuation). 
 
Solution: We need this to be standardised. The NHSnet email address is a
good place to start for a username or alternatively couldn’t we use the
registration number - GMC, NMC, HPCC? The username ‘gmc123456’ makes
a lot more sense. 
Finding problems and
problem caring

Designful
organisations need to
be paced

There is no getting
‘there’

Pacing is as much
about your
organisation as it is
about yourself.
Don’t burn out.

This is about building
a movement that
shares consensus on
putting people first

If our system is to
work, we all have to
consciously design
together

Thank you
sarah@wearesnook.com
@rufflemuffin
@wearesnook

Service Design Days 2018 - Masterclass Sarah Drummond (Snook)

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