The document discusses the role of service design in corporate innovation project teams. It explains that corporate innovation follows a process of managing risk and uncertainty to achieve "knowing" through iterative testing and learning. Service design on its own is not enough and needs to be situated within the wider innovation process. The key takeaways are that service designers should aim to enable speed of knowing across the entire innovation process, understand where their skills fit in the process, and speak the language of innovation teams emerging from different phases.

1. BOI HQ, Antwerp, Belgium
30th October 2019
Board of Innovation
+ SDN Belgium
Chapter Meetup

2. 2
Evenin’
Goedenavond
Bonsoir

3. 3

4. Welcome to Board of Innovation
ABOUT US
4

5. by mixing proven methods from
Design Thinking, Lean Startup & Business Model Innovation
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Our future, where people are
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Service Design?

12. The role of service design in global
Fortune 500 project teams
Applying Service
Design While
‘Innovating like a
Start-up’

13. Mike Pinder
SENIOR INNOVATION CONSULTANT
10+ years cross-disciplinary background in Design,
Business & Innovation throughout B2B & B2C industries
Specialised as expertise lead across management of
innovation, Design Thinking, business modelling,
corporate intrapreneurship…
Strong academic and theoretical perspectives
Hands-on industry experience in high-tech R&D startups
International keynote speaker: innovation management

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Q. Anyone read it already?

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Motivation?

16. What it’s about
Why it’s important
Key take-aways
Critical discussion

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Myopic focus on tools, methods and practice: rather than whole process

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Gaining a higher-level overview of what’s really going on = sense making

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Service Designs’ role in Corp. Innovation
1. Explain how corporate innovation teams de-risk
projects across the innovation process in
relation to service design?
2. Explain how service design addresses high-level
uncertainty in corporate start-up teams?
3. Argue if service design functions as an effective
stand-alone discipline for corporate start-ups
project teams?

20. What it’s about
Why it’s important
Key points
Critical discussion

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Why it’s important
Look beyond Service Design as an individual
discipline and critically-locate it within the wider
innovation process = fuller context
Help Service Designers to know what the whole
innovation process looks like at the corporate
level = how to work with it effectively
See things for what they really are = clarity on use
of knowledge in the “knowledge economy”

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23. What it’s about
Why it’s important
Key points
Critical discussion

24. Let’s get this out the way first…

25. Service Design (along with other tools
and methodologies) are not enough
by themselves…
…they are part of a wider process to
create business impact

26. The ‘innovation’ process

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28. Q. What is ‘innovation’ anyway?

29. Innovation for us is:
“the commercialisation of the idea”
- Everett Rogers

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But how does it work?

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DISCOVERY PROBLEM FIT SOLUTION FIT MARKET FIT SCALING

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DISCOVERY PROBLEM FIT SOLUTION FIT MARKET FIT SCALING
CUSTOMER DESIRABLILTY
UNKNOWN UNKNOWNS KNOWN UNKNOWNS KNOWN KNOWNS UNKNOWN KNOWNS
BUSINESS MODEL VIABLILTY TECHNICAL FEASIBLILTY
RESEARCH ASSUMPTIONS RESEARCH ASSUMPTIONS

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Designed to manage risk, uncertainty & ambiguity in value creation…

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Knowledge: as justified true belief

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3. Feasibility
(Technology)
2. Viability
(Business)
$
1. Desirability
(Customer)
Always start here
Innovation
sweet spot

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DISCOVERY PROBLEM FIT SOLUTION FIT MARKET FIT SCALING
CUSTOMER DESIRABLILTY
UNKNOWN UNKNOWNS KNOWN UNKNOWNS KNOWN KNOWNS UNKNOWN KNOWNS
BUSINESS MODEL VIABLILTY TECHNICAL FEASIBLILTY
RESEARCH ASSUMPTIONS RESEARCH ASSUMPTIONS

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CUSTOMER DESIRABLILTY
UNKNOWN UNKNOWNS KNOWN UNKNOWNS KNOWN KNOWNS UNKNOWN KNOWNS
BUSINESS MODEL VIABLILTY TECHNICAL FEASIBLILTY
RESEARCH ASSUMPTIONS RESEARCH ASSUMPTIONS
test
learn
measure
build
concept
prototype
/ mvp
prototype
empathize
define
ideate
assumptions features
monetization
options
sprint
testing at scale
quantitative validation
business
model canvas
ballpark
figures
business model kit
plan
review
retrospective
business model innovation
prototype sandbox
design sprintslean startup
design thinking
agile development

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A ‘highly-adaptive learning system to enable knowing’

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This is what constitutes an ‘innovation growth engine’

40. Methodologies to help make
knowing manageable & repeatable

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The corporate way
Waterfall = risky
Release!
Risk
Time
build
build
build
build

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Excel theatre…

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The startup way
“Plans are useless, but
planning is everything.”
- D. Eisenhower -
Iterative knowing = reducing risk
Release!
Risk
Time
build
Release!
build
Release!
build
Release!
build
Release!
build

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SD stratified usage and repetition of tools and methods with other disciplines
test
learn
measure
build
concept
prototype
/ mvp
prototype
empathize
define
ideate
assumptions features
monetization
options
sprint
testing at scale
quantitative validation
business
model canvas
ballpark
figures
business model kit
plan
review
retrospective
business model innovation
prototype sandbox
design sprintslean startup
design thinking
agile development
RESEARCH
IDEATION
PROTOTYPING
IMPLEMENTATION
= Service Design

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Consequences for Service Design
It doesn’t get invested in at Fortune 500’s as much
as other well known tools and methods (if at all)
It has a meaning and relevancy issue for senior
innovation manager-buyers
Even Design Thinking is still struggling to be seen
at the strategic level, despite acclaimed usage
Innovation leaders care about speed-to-knowing
with the least amount of risk to achieve new
business impact

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test
learn
measure
build
concept
prototype
/ mvp
prototype
empathize
define
ideate
assumptions features
monetization
options
sprint
testing at scale
quantitative validation
business
model canvas
ballpark
figures
business model kit
plan
review
retrospective
business model innovation
prototype sandbox
design sprintslean startup
design thinking
agile development
IMPLEMENTATION
= Service Design
RESEARCH

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Service Design relation to
the four types of innovation…

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4. Architectural
innovation
Requires an entirely new
disruptive technology
AND business model at a
fundamental level.
New technical
competencies needed as
well as new ways of
capturing value entirely
different to the current
core business model.
2. Disruptive
innovation
Requires a new business
model entirely, but
doesn’t depend upon
developing a new
technologies per se, but
disrupts the business
models of competitors.
1. Incremental
(Re)-innovation
Builds upon the existing
technical competencies
and fits the existing
business model
e.g. doing the same thing
just a little bit better or
improved in a small way.
3. Radical
innovation
The opposite of disruptive
innovation as new
technical competencies
are required, but the
business model more or
less stays the same.
Significant R&D
investments needed for
new technologies to
emerge as main
competitive advantage.

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TAKE
AIM
HERE

50. (In)validated learning?
aka: knowing

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52. Implications
MOVING SERVICE DESIGN FORWARD
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53. 4 key take-aways for service designers
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1. We’re all managing the pursuit of knowing as
quickly & cheaply as possible to solve problems
• Try to add value holistically across the
innovation process, rather than in bits & pieces
2. Understand the process at a higher-level in
order to see where your skills fit (& don’t fit) in &
why
• Learn the innovation process & how to interface
your service design skills across the SD gaps

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3. Learn to speak the same language of
innovation to better bridge & serve teams
emerging from the different ‘knowing’ phases
4. Forget the labels & focus on enabling knowing,
fast!
• Try to bridge the service design gaps across the
innovation whole process so you are seen as an
enabler to the speed of knowing within project
teams
4 key take-aways for service designers

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57. What it’s about
Why it’s important
Key points
Critical discussion

58. 58
Critical discussion

59. Mike Pinder
mike.pinder@boardofinnovation.com
59
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