In the third and final part of this three-part article, we identify various benefits and challenges in designing services with dialogues. We conclude that designing with dialogues in a separate abstraction layer, service ecosystems with multiple touch points can provide a much more coherent citizen experience for public services.
In the second part of this three-part article, we outline how we use dialogues in our six step service design process. From establishing the service essentials to using dialogues for prototyping and further growth of services in the public sector.
This three-part article is about a new technique in design projects for citizen-centred government services: the ‘dialogue’. We will introduce dialogues to the service design community and share our lessons learned in using this technique. We also want to explore how dialogues create a shared understanding and commitment among designers and internal stakeholders.
On 23 November 2012, I visited the MEDlove summit in Berlin, a conference for UX, service design and health experiences. Ten international speakers highlighted dilemmas and opportunities to improve healthcare using principles from UX and service design. I learned to let doctors do the doctoring, to think in terms of ecosystem to improve social experience and that health may be a wicked problem, but there are many opportunities to improve things that really means something to persons involved.
Customer experience is hotly debated in the boardrooms of many organizations, whether profit or non-profit. While everybody agrees that CX is important, the questions are how to improve it and where to start. Many organizations struggle to orchestrate initiatives, projects and programs focusing on customers, employees, and the brand. CX professional Bruce Temkin has come to the rescue with 50 simple tips to follow.
Consumer relationships with brands are constantly evolving, yet traditional customer research methods often lag behind. According to Amsterdam-based MARE research, dynamic new approaches are called for to gain better insight into customer behavior.
New challenges are upon us content people. The era of digital disruption requires adaptation at many levels by anyone involved with content, whatever its form or shape. As content crusaders, we want to point the road to travel with 10 imperatives.
“Old school” and cutting-edge content organizations and professionals all face the same challenge of inventing and discovering mechanisms, rules and principles of unknown territories for content application.
With this manifesto, we intend to reduce the friction in our collective journey of credible, useful, and relevant content for the digital era.
Earning a competitive advantage is a hard-fought battle, and there are many areas on which to focus company efforts. What investments have the best results in delivering that advantage? Customer experience (CX) is one.
Networking, hands-on workshops, inspiring presentations and creative stimulation… Events and conferences offer a wealth of opportunities for professional development. We’ve put together a hand-picked selection from the coming six months which we hope aligns well with the interests of you, our readers.
Recent research published by Forrester in the Harvard Business Review has uncovered a disconnect in how customer experience professionals are aiming to deliver innovation. Despite their hard work, misguided approaches too often fail to deliver the experiences customers truly value.
Suggest to a board level executive that they double the number of retail outlets – or expand product lines sold in a web shop – and they might easily envisage the required investment and predicted profits. Selling the value of a design project is notoriously more difficult, however.
We’ve previously looked at the role of Chief Customer Officer (CCO), through the eyes of someone in the role. But what can be learned about this up-and-coming job title through surveying multiple people? Forrester’s Paul Hagen stepped in to find out.
Our experience has taught us that ad hoc design efforts within the enterprise environment are often doomed to fail. Success in planning and implementing design-based change requires a structured, repeatable and process-based approach. Design models and methodologies provide just this.
Establishing the value of design in today’s large-scale enterprises is a difficult challenge. Inflexible IT structures, a change-resistant organizational culture, or perceived cost might all be to blame. An external player with clout and authority is one way to get it done, and a new approach promoted by Deloitte is doing just that.
Earlier this year we looked at the role that service design is increasingly playing in government, reflecting a trend that is being picked up around the world. While it’s one thing for designers and external parties to suggest the discipline to government clients, what’s the view from “the inside”?