Service design

Last updated January 15, 2024

Service design is the activity of planning and arranging people, infrastructure, communication and material components of a service in order to improve its quality, and the interaction between the service provider and its users. Service design may function as a way to inform changes to an existing service or create a new service entirely.^[1]

The purpose of service design methodologies is to establish the most effective practices for designing services, according to both the needs of users and the competencies and capabilities of service providers. If a successful method of service design is adapted then the service will be user-friendly and relevant to the users, while being sustainable and competitive for the service provider. For this purpose, service design uses methods and tools derived from different disciplines, ranging from ethnography ^[2]^[3]^[4]^[5] to information and management science ^[6] to interaction design.^[7]^[8]

Service design concepts and ideas are typically portrayed visually, using different representation techniques according to the culture, skill and level of understanding of the stakeholders involved in the service processes (Krucken and Meroni, 2006).^[9] With the advent of emerging technologies from the Fourth Industrial Revolution, the significance of Service Design has increased, as it is believed to facilitate a more feasible productization of these new technologies into the market.^[10]

Definition

Service design practice is the specification and construction of processes which deliver valuable capacities for action to a particular user. Service design practice can be both tangible and intangible, and can involve artifacts or other elements such as communication, environment and behaviour.^[11] Several of the authors of service design theory including Pierre Eiglier,^[12] Richard Normann,^[13] Nicola Morelli,^[14] propose that services come to existence at the same moment they are both provided and used. In contrast, products are created and "exist" before being purchased and used.^[14] While a designer can prescribe the exact configuration of a product, they cannot prescribe in the same way the result of the interaction between users and service providers,^[7] nor can they prescribe the form and characteristics of any emotional value produced by the service.

Consequently, service design is an activity that, among other things, suggests behavioural patterns or "scripts" for the actors interacting in the service. Understanding how these patterns interweave and support each other are important aspects of the character of design and service.^[15] This allows greater user freedom, and better provider adaptability to the users' needs.

Service design is the process of creating and improving services to meet the needs and expectations of customers.^[16]

Service design involves creating a service concept that defines the customer's experience, as well as the physical, human, and technological resources required to deliver the service. Service design focuses on the experience, including customer interactions, service delivery, and support processes.^[17]

History

Early service design and theory

Early contributions to service design were made by G. Lynn Shostack, a bank and marketing manager and consultant,^[18] in the form of written articles and books.^[19]^[20] The activity of designing a service was considered to be part of the domain of marketing and management disciplines in the early years.^[19] For instance, in 1982 Shostack proposed the integration of the design of material components (products) and immaterial components (services).^[19] This design process, according to Shostack, can be documented and codified using a "service blueprint" to map the sequence of events in a service and its essential functions in an objective and explicit manner.^[19] A service blueprint is an extension of a user journey map, and this document specifies all the interactions a user has with an organisation throughout their user lifecycle.^[21]

Servicescape is a model developed by B.H. Booms and Mary Jo Bitner to focus upon the impact of the physical environment in which a service process takes place^[22] and to explain the actions of people within the service environment, with a view to designing environments which accomplish organisational goals in terms of achieving desired responses.

Service design education and practice

In 1991, service design was first introduced as a design discipline by professors Michael Erlhoff and Brigit Mager at Köln International School of Design (KISD).^[23] In 2004, the Service Design Network was launched by Köln International School of Design, Carnegie Mellon University, Linköpings Universitet, Politecnico di Milano and Domus Academy in order to create an international network for service design academics and professionals.^[24]

In 2001, Livework, the first service design and innovation consultancy, opened for business in London.^[25] In 2003, Engine, initially founded in 2000 in London as an ideation company, positioned themselves as a service design consultancy.^[26]

Service design principles

The 2018 book, This Is Service Design Doing: Applying Service Design Thinking in the Real World, by Adam Lawrence, Jakob Schneider, Marc Stickdorn, and Markus Edgar Hormess, proposes six service design principles:^[27]

Human-centred: Consider the experience of all the people affected by the service.^[27]
Collaborative: Stakeholders of various backgrounds and functions should be actively engaged in the service design process.^[27]
Iterative: Service design is an exploratory, adaptive, and experimental approach, iterating toward implementation.^[27]
Sequential: The service should be visualized and orchestrated as a sequence of interrelated actions.^[27]
Real: Needs should be researched in reality, ideas prototyped in reality, and intangible values evidenced as physical or digital reality.^[27]
Holistic: Services should sustainably address the needs of all stakeholders through the entire service and across the business.^[27]

In the 2011 book, This is Service Design Thinking: Basics, Tools, Cases,^[28] the first principle is “user-centred”. "User" refers to any user of the service system, including customers and employees. Thus, the authors revised “user-centred” to “human-centred” in their new book, This is service design doing, to clarify that 'human' includes service providers, customers, and all others relevant stakeholders. For instance, service design must consider not only the customer experience, but also the interests of all relevant people in retailing.^[28]

“Collaborative” and “iterative” come from the principle “co-creative” in this is service design thinking.^[28] The service exists with the participation of users, and is created by a group of people from different backgrounds. In most cases, people tend to focus only on the meaning of “collaborative”, stressing the co-operative and interdisciplinary nature of service design, but ignored the caveat that a service only exists with the participation of a user. Therefore, in the definition of new service design principles, the "co-creative" is divided into two principles of "collaborative" and "iterative". "Collaboration" is used to indicate the process of creation by the entire stakeholders from different backgrounds. "Iteration" is used to describe service design is an iterating process keeping evolve to adapt the change of business posture.

“Sequential” means that services need to be logically, rhythmically and visually displayed. Service design is a dynamic process over a period of time. The timeline is important for users in the service system. For example, when a customer shops at an online website, the first information showed up should be the regions where the products can be delivered. In this way, if the customer finds that the products cannot be delivered to their region, they will not continually browse the products on the website.

Service is often invisible and occurs in a state that the user cannot perceive. “Real” means that the intangible service needs to be displayed in a tangible way. For example, when people order food in a restaurant, they can't perceive the various attributes of the food. If we play the cultivation and picking process of vegetables in the restaurant, people can perceive the intangible services in the backstage, such as the cultivation of organic vegetables, and get a quality service experience. This service also helps the restaurant establish a natural and organic brand image to customers.

Thinking in a holistic way is the cornerstone of service design. Holistic thinking needs to consider both intangible and tangible service, and ensure that every moment the user interacts with the service, such moments known as touchpoints, is considered and optimised. Holistic thinking also needs to understand that users have multiple logics to complete an experience process. Thus, a service designer should think about each aspect from different perspectives to ensure that no needs are left unattended-to.

Methodology

Together with the most traditional methods used for product design, service design requires methods and tools to control new elements of the design process, such as the time and the interaction between actors. An overview of the methodologies for designing services is proposed by Nicola Morelli in 2006,^[6] who proposes three main directions:

Identification of the actors involved in the definition of the service by means of appropriate analytical tools
Definition of possible service scenarios, verifying use cases, and sequences of actions and actors’ roles in order to define the requirements for the service and its logical and organisational structure
Representation of the service by means of techniques that illustrate all the components of the service, including physical elements, interactions, logical links and temporal sequences

Analytical tools refer to anthropology, social studies, ethnography and social construction of technology. Appropriate elaborations of those tools have been proposed with video-ethnography^[4]^[5] and different observation techniques to gather data about users’ actions.^[29] Other methods, such as cultural probes, have been developed in the design discipline, which aim to capture information on users in their context of use (Gaver, Dunne et al. 1999; Lindsay and Rocchi 2003).

Design tools aim at producing a blueprint of the service, which describes the nature and characteristics of the interaction in the service. Design tools include service scenarios (which describe the interaction) and use cases (which illustrate the detail of time sequences in a service encounter). Both techniques are already used in software and systems engineering to capture the functional requirements of a system. However, when used in service design, they have been adequately adapted to include more information concerning material and immaterial components of a service, as well as time sequences and physical flows.^[6] Crowdsourced information has been shown to be highly beneficial in providing such information for service design purposes, particularly when the information has either a very low or very high monetary value.^[30] Other techniques, such as IDEF0, just in time and total quality management are used to produce functional models of the service system and to control its processes. However, it is important to note that such tools may prove too rigid to describe services in which users are supposed to have an active role, because of the high level of uncertainty related to the user's behaviour.

Because of the need for communication between inner mechanisms of services and actors (such as final users), representation techniques are critical in service design. For this reason, storyboards are often used to illustrate the interaction of the front office.^[31] Other representation techniques have been used to illustrate the system of interactions or a "platform" in a service (Manzini, Collina et al. 2004). Recently, video sketching (Jegou 2009, Keitsch et al. 2010) and prototypes (Blomkvist 2014) have also been used to produce quick and effective tools to stimulate users' participation in the development of the service and their involvement in the value production process.

Standards

In the United Kingdom, British Standard BS 7000-3:1994, part of the BS 7000 - Design management systems series, covers service design.^[32]

Public sector service design

Public sector service design is associated with civic technology, open government, e-government, and can constitute either government-led or citizen-led initiatives. The public sector is the part of the economy composed of public services and public enterprises. Public services include public goods and governmental services such as the military, police, infrastructure (public roads, bridges, tunnels, water supply, sewers, electrical grids, telecommunications, etc.), public transit, public education, along with health care and those working for the government itself, such as elected officials. Due to new investments in hospitals, schools, cultural institutions and security infrastructures in the last few years, the public sector has expanded in many countries. The number of jobs in public services has also grown; such growth can be associated with the large and rapid social change that is in itself a trigger for fresh design. In this context, some governments are considering service design as a means to bring about better-designed public services.^[33]

Denmark

In 2002, MindLab, an innovation public sector service design group was established by the Danish ministries of Business and Growth, Employment, and Children and Education.^[34] MindLab was the one of the world's first public sector design innovation labs and their work inspired the proliferation of similar labs and user-centred design methodologies deployed in many countries worldwide.^[35] The design methods used at MindLab are typically an iterative approach of prototyping and testing, to evolve not just their government projects, but also the government's organisational structure using ethnographic-inspired user research, creative ideation processes, and visualisation and modelling of service prototypes.^[34]^[35]^[36] In Denmark, design within the public sector has been applied to a variety of projects including rethinking Copenhagen's waste management, improving social interactions between convicts and guards in Danish prisons, transforming services in Odense for mentally disabled adults and more.^[34]

United Kingdom

In 2007 and 2008 documents from the British government explore the concept of "user-driven public services" and scenarios of highly personalised public services.^[37]^[38] The documents proposed a new view on the role of service providers and users in the development of new and highly customised public services, employing user involvement methods.^[37]^[38] While this approach has been explored through an early initiative in the UK, the possibilities of service design for the public sector are also being researched, picked up, and promoted in European Union countries including Belgium.^[39]

The Behavioural Insights Team (BIT) were originally established under the auspices of the Cabinet Office in 2010, in order to apply nudge theory to try to improve UK government policy interventions and save money. In 2014 BIT was 'spun-out' to become a company allied to Nesta (charity), BIT employees and the UK government each owning a third of this new business.^[40] That same year a Nudge unit was added to the United States government under President Obama, referred to as the ‘US Nudge Unit,’ working within the White House Office of Science and Technology Policy.^[41]

New Zealand

In recent years New Zealand has seen a significant increase in the use of Service Design approaches and methods applied to challenges faced by the public sector. One instance of service design approaches being applied is with the Family 100 project which focused on the experiences of families living in urban poverty in Auckland. A report "Speaking for Ourselves Archived 2021-01-30 at the Wayback Machine " and a companion empathy tool "Demonstrating the complexities of being poor Archived 2021-01-27 at the Wayback Machine "' were released in July 2014. The report and empathy tool were released as the result of a collective service design effort by the Auckland Council, Auckland City Mission, ThinkPlace (a Service Design consultancy) as well as researchers from Waikato University, Massey University, and the University of Auckland. Since its release the report has seen extensive use and has assisted in both the engagement of stakeholders as well as the development of public services focussed on achieving better outcomes for those experiencing urban poverty.

Private sector service design

Real-world service design work can be experienced as new and useful approaches as well as entail some challenges in practice, as identified in field research (see e.g. Jevnaker et al., 2015).^[42] A practical example of service design thinking can be found at the Myyrmanni shopping mall in Vantaa, Finland. The management attempted to improve the customer flow to the second floor as there were queues at the landscape lifts and the KONE steel car lifts were ignored. To improve customer flow to the second floor of the mall (2010) Kone Lifts implemented their 'People Flow' Service Design Thinking by turning the elevators into a Hall of Fame for the 'Incredibles' comic strip characters. Making their elevators more attractive to the public solved the people flow problem. This case of service design thinking by Kone Elevator Company is used in literature as an example of extending products into services.^[43]

Service design in health care

Clinical service redesign is an approach to improving quality and productivity in health care. A redesign is ideally clinically led and involves all stakeholders (e.g. primary and secondary care clinicians, senior management, patients, commissioners etc.) to ensure national and local clinical standards are set and communicated across the care settings. By following the patient's journey or pathway, the team can focus on improving both the patient experience and the outcomes of care.

Related Research Articles

A design is a concept of or proposal for an object, a process, or a system. Design refers to something that is or has been intentionally created by a thinking agent, though it is sometimes used to refer to the nature of something - its design. The verb to design expresses the process of developing a design. In some cases, the direct construction of an object without an explicit prior plan may also be considered to be a design. A design is expected to have a purpose within a certain context, usually has to satisfy certain goals and constraints, and to take into account aesthetic, functional, economic, environmental or socio-political considerations. Typical examples of designs include architectural and engineering drawings, circuit diagrams, sewing patterns and less tangible artefacts such as business process models.

Participatory design is an approach to design attempting to actively involve all stakeholders in the design process to help ensure the result meets their needs and is usable. Participatory design is an approach which is focused on processes and procedures of design and is not a design style. The term is used in a variety of fields e.g. software design, urban design, architecture, landscape architecture, product design, sustainability, graphic design, planning, and health services development as a way of creating environments that are more responsive and appropriate to their inhabitants' and users' cultural, emotional, spiritual and practical needs. It is also one approach to placemaking.

The user experience (UX) is how a user interacts with and experiences a product, system or service. It includes a person's perceptions of utility, ease of use, and efficiency. Improving user experience is important to most companies, designers, and creators when creating and refining products because negative user experience can diminish the use of the product and, therefore, any desired positive impacts; conversely, designing toward profitability often conflicts with ethical user experience objectives and even causes harm. User experience is subjective. However, the attributes that make up the user experience are objective.

A value network is a graphical illustration of social and technical resources within/between organizations and how they are utilized. The nodes in a value network represent people or, more abstractly, roles. The nodes are connected by interactions that represent deliverables. These deliverables can be objects, knowledge or money. Value networks record interdependence. They account for the worth of products and services. Companies have both internal and external value networks.

Design management is a field of inquiry that uses design, strategy, project management and supply chain techniques to control a creative process, support a culture of creativity, and build a structure and organization for design. The objective of design management is to develop and maintain an efficient business environment in which an organization can achieve its strategic and mission goals through design. Design management is a comprehensive activity at all levels of business, from the discovery phase to the execution phase. "Simply put, design management is the business side of design. Design management encompasses the ongoing processes, business decisions, and strategies that enable innovation and create effectively-designed products, services, communications, environments, and brands that enhance our quality of life and provide organizational success." The discipline of design management overlaps with marketing management, operations management, and strategic management.

A persona in user-centered design and marketing is a personalized fictional character created to represent a user type that might use a site, brand, or product in a similar way. Personas represent the similarities of consumer groups or segments. They are based on demographic and behavioural personal information collected from users, qualitative interviews, and participant observation. Personas are one of the outcomes of market segmentation, where marketers use the results of statistical analysis and qualitative observations to draw profiles, giving them names and personalities to paint a picture of a person that could exist in real life. The term persona is used widely in online and technology applications as well as in advertising, where other terms such as pen portraits may also be used.

Empathic design is a user-centered design approach that pays attention to the user's feelings toward a product. The empathic design process is sometimes mistakenly referred to as empathetic design.

Design thinking refers to the set of cognitive, strategic and practical procedures used by designers in the process of designing, and to the body of knowledge that has been developed about how people reason when engaging with design problems.

Social design is the application of design methodologies in order to tackle complex human issues, placing the social issues as the priority. Historically social design has been mindful of the designer's role and responsibility in society, and of the use of design processes to bring about social change. Social design as a discipline has been practiced primarily in two different models, as either the application of the human-centered design methodology in the social sector or governmental sector, or sometimes is synonymously practiced by designers who venture into social entrepreneurship.

Co-creation, in the context of a business, refers to a product or service design process in which input from consumers plays a central role from beginning to end. Less specifically, the term is also used for any way in which a business allows consumers to submit ideas, designs or content. This way, the firm will not run out of ideas regarding the design to be created and at the same time, it will further strengthen the business relationship between the firm and its customers. Another meaning is the creation of value by ordinary people, whether for a company or not. The first person to use the "Co-" in "co-creation" as a marketing prefix was Koichi Shimizu, professor of Josai University, in 1979. In 1979, "co-marketing" was introduced at the Japan Society of Commerce's national conference. Everything with "Co" comes from here.

User experience design defines the experience a user would go through when interacting with a company, its services, and its products. User experience design is a user centered design approach because it considers the user's experience when using a product or platform. Research, data analysis, and test results drive design decisions in UX design rather than aesthetic preferences and opinions. Unlike user interface design, which focuses solely on the design of a computer interface, UX design encompasses all aspects of a user's perceived experience with a product or website, such as its usability, usefulness, desirability, brand perception, and overall performance. UX design is also an element of the customer experience (CX), and encompasses all aspects and stages of a customer's experience and interaction with a company.

Service innovation is used to refer to many things. These include but not limited to:

Innovation in services, in service products – new or improved service products. Often this is contrasted with “technological innovation”, though service products can have technological elements. This sense of service innovation is closely related to service design and "new service development".
Innovation in service processes – new or improved ways of designing and producing services. This may include innovation in service delivery systems, though often this will be regarded instead as a service product innovation. Innovation of this sort may be technological, technological - or expertise -based, or a matter of work organization.
Innovation in service firms, organizations, and industries – organizational innovations, as well as service product and process innovations, and the management of innovation processes, within service organizations.

Customer experience is the totality of cognitive, affective, sensory, and behavioral customer responses during all stages of the consumption process including pre-purchase, consumption, and post-purchase stages.

Innovation management is a combination of the management of innovation processes, and change management. It refers to product, business process, marketing and organizational innovation. Innovation management is the subject of ISO 56000 series standards being developed by ISO TC 279.

Living labs are open innovation ecosystems in real-life environments using iterative feedback processes throughout a lifecycle approach of an innovation to create sustainable impact. They focus on co-creation, rapid prototyping & testing and scaling-up innovations & businesses, providing joint-value to the involved stakeholders. In this context, living labs operate as intermediaries/orchestrators among citizens, research organisations, companies and government agencies/levels.

The service blueprint is a technique originally used for service design, but has also found applications in diagnosing problems with operational efficiency. The technique was first described by G. Lynn Shostack, a bank executive, in the Harvard Business Review in 1984. The service blueprint is an applied process chart which shows the service delivery process from the customer's perspective. The service blueprint has become one of the most widely used tools to manage service operations, service design and service.

Behavioural design is a sub-category of design, which is concerned with how design can shape, or be used to influence human behaviour. All approaches of design for behaviour change acknowledge that artifacts have an important influence on human behaviour and/or behavioural decisions. They strongly draw on theories of behavioural change, including the division into personal, behavioural, and environmental characteristics as drivers for behaviour change. Areas in which design for behaviour change has been most commonly applied include health and wellbeing, sustainability, safety and social context, as well as crime prevention.

Design culture is an organizational culture focused on approaches that improve customer experiences through design. In every firm, the design culture is of significance as it allows the company to understand users and their needs. Integration of design culture in any organisation aims at creating experiences that add value to their respective users. In general, design culture entails undertaking design as the forefront of every operation in the organisation, from strategy formulation to execution. Every organisation is responsible for ensuring a healthy design culture through the application of numerous strategies. For instance, an organisation should provide a platform that allows every stakeholder to engage in design recesses. Consequently, employees across the board need to incorporate design thinking, which is associated with innovation and critical thinking.

Design prototyping in its broader definition comprises the actions to make, test and analyse a prototype, a model or a mockup according to one or various purposes in different stages of the design process. Other definitions consider prototyping as the methods or techniques for making a prototype, or a stage in the design process. The concept of prototyping in design disciplines' literature is also related to the concepts of experimentation, and Research through Design (RtD).

Knowledge-intensive services, abbreviated as KIS, are services that involve activities that are intended to result in the creation, accumulation, or dissemination of knowledge, where knowledge-intensiveness refers to how knowledge is produced and delivered with highly intellectual value-add. Knowledge intensive business services are the knowledge-intensive service activities for developing a customized service or product solution to satisfy the client's needs and they are provided mainly for other companies or organizations. These concepts are continuously discussed, formulated, and developed as a part of the constantly evolving academic discipline of knowledge management.

References

↑ "Introduction to Service Design: What It Is and How It Works". careerfoundry.com. 15 May 2018. Retrieved 2022-08-31.
↑ Ylirisku, Salu Pekka; Buur, Jacob (2007). Designing with Video, focusing the user-centred design process. Springer. ISBN 978-1-84628-961-3.
↑ Segelström, Fabian; Raijmakers, Bas; Holmlid, Stefan (January 2009). "Thinking and Doing Ethnography in Service Design" (PDF). Linköping University, Department of Computer and Information Science. Retrieved 2018-02-27.
1 2 Buur, Jacob; Binder, Thomas; Brandt, Eva (2000-01-01). "Taking Video beyond 'Hard Data' in User Centred Design". Participatory Design Conference.
1 2 Buur, Jacob; Soendergaard, Astrid (2000-01-01). "Video card game". Video card game: an augmented environment for user centred design discussions. Designing Augmented Reality Environments. pp. 63–69. doi:10.1145/354666.354673. ISBN 9781450373265. S2CID 3080267.
1 2 3 Morelli, Nicola (2006-12-31). "Developing new product service systems (PSS): methodologies and operational tools". Journal of Cleaner Production. 14 (17): 1495–1501. doi:10.1016/j.jclepro.2006.01.023.
1 2 Holmlid, Stefan (2007-05-27). "Interaction Design and Service Design, Expanding a Comparison of Design Disciplines". Nordes. Nordes 2007: Design Inquiries. 1 (2). doi: 10.21606/nordes.2007.031 . ISBN 9781912294466. ISSN 1604-9705. S2CID 109110352 – via nordes.org in proceedings from Nordic Design Research Conference, Design Inquiries.
↑ Sophia, Parker; Heapy, Joe (2006-07-01). "The Journey to the Interface, how public service design can connect users to reform" (PDF). Demos.
↑ Morelli, Nicola; Tollestrup, Christian (2009-02-23). "New Representation Techniques for Designing in a Systemic Perspective". Nordes (published 2007) (2). ISSN 1604-9705.
↑ Hamid, Suoheimo, Umar Zakir Abdul, Mari (2023). Service Design for Emerging Technologies Product Development: Bridging the Interdisciplinary Knowledge Gap . Retrieved 30 July 2023.{{cite book}}: CS1 maint: multiple names: authors list (link)
↑ Hollins, Bill; Shinkins, Sadie (2006). Managing Service Operations: Design and Implementation. SAGE. p. 8. ISBN 978-1848604667.
↑ Eiglier, Pierre (June 1977). Marketing Consumer Services: New Insights. Monograph, Report No 77-115. Cambridge, Mass: Marketing Science Institute. p. 128. ISBN 978-9992800508.
↑ Richard, Normann (2000). Service Management : Strategy and Leadership in Service Business. Wiley. ISBN 978-0471494393.
1 2 Morelli, Nicola (2002). "Designing Product/Service Systems, A Methodological Exploration" (PDF). CMU. Massachusetts Institute of Technology (MIT), Volume 18, Number 3. Retrieved 2018-02-22.
↑ Holmlid, Stefan (2012-01-01). Designing for Resourcefulness in Service: Some Assumptions and Consequences. Lapland University Press. ISBN 9789524845519.
↑ Stickdorn, Marc (2008), "Service design", The Routledge Handbook of Tourism Marketing, Routledge, doi:10.4324/9781315858265.ch24, ISBN 978-1-315-85826-5 , retrieved 2023-04-05
↑ Lynn Shostack, G. (1982-01-01). "How to Design a Service". European Journal of Marketing. 16 (1): 49–63. doi:10.1108/eum0000000004799. ISSN 0309-0566.
↑ "G. Lynn Shostack Archives". Marketing Classics Press. 28 November 2017. Retrieved 2018-02-27.
1 2 3 4 Shostack, G. Lynn (1982). "How to Design a Service". European Journal of Marketing. 16: 49–63. doi:10.1108/EUM0000000004799.
↑ Shostack, G. Lynn (1984-01-01). "Designing Services That Deliver". Harvard Business Review. Retrieved 2018-02-27.
↑ "Service Blueprints - Communicating the Design of Services". The Interaction Design Foundation. 2018. Retrieved 2018-02-27.
↑ Hooper, Daire (2013). "The servicescape as an antecedent to service quality and behavioral intentions" (PDF). Journal of Services Marketing, Emerald Group Publishing Limited. Retrieved 2018-02-27.
↑ Moritz, Stefan; Mager, Birgit (2005). "Service Design, Practical access to an evolving field". Issuu. p. 66. Retrieved 2018-02-22.
↑ Fineman, Andrea; Brandenburg, Thomas. "SDN U.S. National Conference". Service Design Network (SDN). Retrieved 2018-02-27.
↑ Løvlie, Lavrans; Polaine, Andy; Reason, Ben (March 13, 2013). Service Design: From Insight to Implementation. New York: Rosenfeld Media. ISBN 1-933820-33-0.
↑ "Service design background and evolution". Servicedesigntoday.org. Retrieved 2018-02-27.
1 2 3 4 5 6 7 Stickdorn, Marc; Hormess, Markus; Lawrence, Adam; Schneider, Jakob (January 12, 2018). This Is Service Design Doing: Applying Service Design Thinking in the Real World (first ed.). Sebastopol, CA: O'Reilly Media. ISBN 978-1491927182.
1 2 3 Stickdorn, Marc; Schneider, Jakob (2011). This is Service Design Thinking: Basics, Tools, Cases. Hoboken, N.J.: Wiley. ISBN 9781118156308.
↑ Kumar, Vijay (2004-01-31). "User Insight Tools, A Shareable Database for Global Research" (PDF). Illinois Institute of Technology.{{cite journal}}: Cite journal requires |journal= (help)
↑ Parker, Christopher J.; May, Andrew; Mitchell, Val; Burrows, Alison (2013). "Capturing Volunteered Information for Inclusive Service Design: Potential Benefits and Challenges". The Design Journal. 16 (2): 197–218. doi:10.2752/175630613x13584367984947. S2CID 110716823.
↑ E.g. Albinsson, L., M. Lind, et al. (2007). Co-Design: An approach to border crossing, Network Innovation. eChallenges 2007, The Hague, The Netherlands. http://echallenges.org/e2010/outbox/eChallenges_e2007_ref_195_doc_3562.pdf Archived 2011-07-26 at the Wayback Machine
↑ BSI Group, Multi-part Document: BS 7000 - Design management systems, accessed 29 August 2023
↑ Leadbeater, Charles; Cottam, Hilary (2009-07-01). "The User Generated State: Public Services 2.0". Social Enterprise Partnerships. Archived from the original on 2021-05-06. Retrieved 2018-02-24.
1 2 3 Bason, Christian (2013). "Design-Led Innovation in Government". Stanford Social Innovation Review (SSIR). Stanford University. Retrieved 2018-02-24.
1 2 "MindLab: The evolution of a public innovation lab - The Governance Lab @ NYU". The Governance Lab @ NYU. 2016-03-07. Retrieved 2018-02-24.
↑ "Look to Government—Yes, Government—for New Social Innovations". Harvard Business Review. 2014-11-20. Retrieved 2018-02-24.
1 2 "User Involvement in Public Services, Sixth Report of Session" (PDF). Public Administration Select Committee, The House of Commons, London: The Stationery Office Limited. 2008-05-07. Retrieved 2018-02-23.
1 2 "Policy Review, Building on progress: Public services" (PDF). Prime Minister’s Strategy Unit. March 2007. Archived from the original on 2010-03-04. Retrieved 2018-02-23.{{cite web}}: CS1 maint: bot: original URL status unknown (link)
↑ Thoelen and Cleeren (ed.), Public Service Design. A guide for the application of service design in public organisations, 2015 http://designvlaanderen.be/publicatie/public-service-design Archived 2017-01-07 at the Wayback Machine
↑ "'Nudge unit' privatisation unveiled". BBC News. 2014-02-05. Retrieved 2018-02-24.
↑ "Executive Order Formally Establishes US 'Nudge Unit'". Behavioral Scientist. 2015-09-16. Archived from the original on 2019-09-21. Retrieved 2018-02-24.
↑ Jevnaker, Birgit Helene; Tellefsen, Brynjulf & Lüders, Marika (2015). Front-end service innovation: learning from a design-assisted experimentation. European Journal of Innovation Management, 18(1), p. 19- 43. Doi: 10.1108/EJIM-09-2013-0089
↑ Stickdorn, Marc; Schneider, Jakob (2011). This is Service Design Thinking (2015 ed.). Hoboken New Jersey: John Wiley and Sons. pp. 63–64. ISBN 9781118156308.