Customer Journey Mapping

How Coca-Cola used Service Design to take a human-centred approach to HR

Service design has allowed us to achieve a structured understanding of how to ensure a desirable service experience.

What service design has done is allow us to achieve for the first time a structured understanding of how to ensure a desirable service experience. It helps us redesign our services based on customer journey maps, prototypes and service blueprints.

To do this we brought in a great service design agency, DesignThinkers Group based in Amsterdam, who worked closely with our HR team and employees from across the company. We also created two design councils – HR Design Council and Customer Voice Design Council – to gather essential insights and draw up a customer journey map for GBS services.

The result is a complete service experience that is intuitive and enjoyable, and incorporates mobile and digital technologies. To get there we needed to engage with stakeholders worldwide, working across the functional silos, to design a seamless end-to-end service.

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Harvard Business Review Publication ‘Design Thinking Comes of Age’

A set of principles collectively known as Design Thinking is the best tool we have for creating those kinds of interactions and developing a responsive, flexible organizational culture.

There’s a shift under way in large organizations, one that puts design much closer to the center of the enterprise. But the shift isn’t about aesthetics. It’s about applying the principles of design to the way people work.

This new approach is in large part a response to the increasing complexity of modern technology and modern business. That complexity takes many forms. Sometimes software is at the center of a product and needs to be integrated with hardware (itself a complex task) and made intuitive and simple from the user’s point of view (another difficult challenge). Sometimes the problem being tackled is itself multi-faceted: Think about how much tougher it is to reinvent a health care delivery system than to design a shoe. And sometimes the business environment is so volatile that a company must experiment with multiple paths in order to survive.

I could list a dozen other types of complexity that businesses grapple with every day. But here’s what they all have in common: People need help making sense of them. Specifically, people need their interactions with technologies and other complex systems to be simple, intuitive, and pleasurable.

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Design Thinking Publication ‘Designing with Customer Journey Mapping’

In the process of designing new and innovative services, the Customer Journey Mapping methodology builds a mirror and enables us to question why organisations and customers do the things they do.

In a highly competitive, complex and volatile marketplace, it is becoming more and more important for companies and organisations to focus on the experiences that customers have with their products and services.

To underpin its focus on helping the Taiwanese service industry become more innovative, CDRI has launched the CustomerJourney Mapping methodology in cooperation with DesignThinkers Group as a service to the market.

The Customer Journey Mapping methodology will help businesses in the service industry unleash collaborative creativity and come up with innovative new service concepts.

The service is delivered in a facilitative approach, where all stakeholders invest in an effort to define innovative service concepts, while also determining what it will take to implement these new collaborative co-creation methods within their organisation.

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IBM’s got a plan to bring Design Thinking to Big Business, published on WIRED

We want to shift our culture towards a focus on users’ outcomes, according to Charlie Hill, chief technology officer of IBM Design.

IBM is not a design company. Of its nearly 400.000 employees, few could rightly be described as aesthetes; of its assorted products, many seem to be of the “function over form” variety. And yet, if you look past its pocket-protector reputation, there’s little doubt that IBM is angling—more aggressively than any corporation of its size—to become a leading design company in the most literal sense of the phrase.

Of course, IBM is far from the originator of the corporate trend in Design Thinking. The movement’s watershed moment, as a business methodology, came in the late 1980s, when David Kelley of Ideo popularized the idea of user-centered design.

Design Thinking is nothing if not a jumble of buzzwords artfully arranged into a business plan, and IBM has created its own glossary of terms for its scaled methodology. The company’s version of design thinking centers around something it calls “the loop.” Visualized, the loop is an infinity symbol punctuated with four dots—the yellow dot representing the user, the green dots representing the various actions of “observe,” “reflect,” and “make.”

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