I AM HOME LONDON
Belfast Design Week - Adding the Service Design Element
Women in Business Mentoring Programme
Reimagining Dublin One
Phase 1 DISCOVERY: Research & Gathering Insights - Case Study, Department of Work & Social Economy, Belgium
Phase 2 DEFINE: Analysis - Case Study, San Raffaele Hospital Research Unit, Milan
Phase 3 DEVELOP: Ideation - Case Study, SITA
Phase 4 DELIVER: Piloting - Case Study, Museo Nazionale Scienza e Tecnologia Leonardo Da Vinci, Milano
I AM HOME LONDONThis is an exciting project to be revealed soon
Belfast Design Week - Adding the Service Design ElementBelfast Design Week is a grassroots, industry-led festival featuring a week-long series of events and activities to promote and celebrate Northern Ireland’s design heritage and contemporary design industry.coffeenosugar joined the 2017 Belfast Design Week panel to raise the profile of service design in Belfast. It sought to bring some of the core service design tools to the festival as a means to demonstrate how service design is being used elsewhere for growth and sustainability. Featuring global initiatives like the Service Design Jam and deepening understanding of how 'design' in general is being used today to tackle urban challenges, means Belfast gets the chance to consider and try options that have been tried and tested in the bigger cities elsewhere.
Women in Business Mentoring ProgrammeThe Women in Business Mentoring programme, sponsored by Advance Coaching is available only to Women in Business network members.Mentoring is a developmental partnership through which the Mentor shares knowledge, skills, information, perspective and networks to support the Mentee in personal, professional and/or business development. It is a partnership between two people, often working in a related profession/sector and is a relationship based upon trust and respect.The programme has grown from strength to strength, with over 50 mentors providing support and guidance to network members. coffeenosugar became a Mentor in 2017/18 to support other women at different stages in business development. Helping them access service design thinking, a proven strategy for many highly successful companies.
Reimagining Dublin One The Reimagining Dublin One Project applied a design assistance philosophy, which is built around a whole-systems approach to communities. This means that while the normal public decision-making process is conducted within the parameters of representative government, design assistance transcends the political process and expands the public dialogue to include other sectors with the intent of building a platform for cross-sector collaboration, civic leadership, and a new approach to public work. The design assistance process brings together government and civic leaders, the business sector, non-profit leaders and the general public in an integrated, ‘whole-community dialogue’ to build collective action plans for the future.In 2016, the Dublin City Architects launched Framework, whose goal was defined to introduce “the Design Assistance programme to Ireland on a pilot basis to test how it can work in the Irish context.” A call for applications was made and Dublin Town (Dublin City’s Business Improvement District (BID), a collective of 2,500 businesses in the city centre – north and south) applied in September 2016 to develop the programme through the Framework pilot project. A diverse community stakeholder group was established in November 2016 representing residents, cultural organisations, public transport providers, key Dublin City Council departments, Gardai and local businesses.” While in March 2017, a unique collaboration between American and Irish professionals led to the formation of a joint design team for the project, which culminated in a four-day project sprint, March 9 -11th 2017 and the following report.Regarded as “community jazz” – the report is ever-changing, as others riff on these ideas contained within and invent new takes on them. coffeenosugar was part of the European Design team supporting this project.
Phase 1 DISCOVERY: Research & Gathering Insights - Case Study, Department of Work & Social Economy, BelgiumSometimes an organisation or business can't understand why something isn't working. Figuring out what is going wrong with any service involves conducting research and gathering insights to illuminate underlying problems. Tools such as contextual interviews with end users, ethnography (observational research), focus groups and brainstorming sessions can be used in this phase. Case Study: Department of Work & Social Economy, Belgium. Services operate in a culture and are embedded in a wider cultural context. Both create limitations on how a business or organisation can perform. By creating an environment that listens to the customer at the outset, time, effort and energy can be saved that is unnecessarily spent addressing problems and customer frustrations when the customer is not heard.The Department of Work & Social Economy, Flanders is one of the 13 policy areas of the Flemish government in Belgium. Invested in becoming a customer centric service to maximise efficiencies and customer satisfaction, they identified service design as a way forward. Working together with their key stakeholders, identifying cultural changes and breaking them down into manageable steps will help the department evolve. Breaking down these processes and identifying key blockers and enablers that facilitate a positive customer centric culture maximises efficiencies.
Phase 2 DEFINE: Analysis - Case Study, San Raffaele Hospital Research Unit, Milan Knowing what is happening on the ground in the research phase is great for understanding the present, but if any change you make will have a lasting impact, it needs to be grounded in the future. This is achieved by analysing the insights and by understanding the future trends in the various sector. The service design brief for San Raffaele Hospital involved identifying the environmental and human disruptions on the ward for nurses. Qualitative research from phase 1 illuminated the kinds of issues causing the problem and identified other contributing 'noise' factors. In phase 2, upcoming trends across the industry were identified, blue sky research (looking to other sectors for inspirational ideas to ensure a breadth of ideas) and expert interviews were conducted. All this information was analysed to produce a series of ideas that factor in the future trends and current realities.
Phase 3 DEVELOP: Ideation - Case Study, SITAOnce the problem is understood and defined and the future trends are identified, an ideation takes place to identify the most realistic solutions going forward that can best serve the business, for not just today, tomorrow is factored in today. The onset of IoT provides many opportunities to maximise efficiency across many sectors, including the waste Industry. One such project involved generating ideas to create a waste solution for SITA a specialist in the field of waste management who commit themselves to the conservation of resources and protection of ecosystems, providing innovative solutions to millions of people and industries in the areas of water, sanitation and waste management.The great challenge of Phase 3 of this project was to create consumer buy-in, as the benefits for SITA were already clear. By finding a solution to utilise the data available in a way that saved the customer time and effort, meant both customer and service provider could benefit, and most importantly the customer would be motivated to use the service.
Phase 4 DELIVER: Piloting - Case Study, Museo Nazionale Scienza e Tecnologia Leonardo Da Vinci, MilanoTurning weaknesses into opportunities is the hallmark of service design. Business owners however, are often too close to see the business with the objectivity required to identify solutions needed. In phase 4 ideas get tested for viability. Museo Nazionale Scienza e Tecnologia in Milan attracts 82,520 international visitors every year. As one of the larger museums in Milan, visitors expect to find café facilities on site to allow them to break their visit for refreshments. With only a vending machine available, visitors often need to leave the museum mid-way through their visit, cutting their experience short and potentially leaving a bad impression. As this service problem can't be addressed until 2019, the intermediary service design brief was to find an alternative to turn this negative into a positive situation. After a series of stakeholder mapping, observational research, contextual interviews with visitors and museum staff, customer journey mapping, phase 4 service prototyping was possible to test out the solutions and identify the best one. This enabled a solution to emerge capable of managing expectations at the outset of the visit, facilitatating international visitors stay for the duration of an expected visit.
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