Wie unterstützen Sie die berufliche Entwicklung Ihres Service-Design-Teams?

A clear vision can be quite difficult to create. You're not just looking for a common vision but the right one. This cannot be about service design, it needs to be about the final end goal. Think about why is it that you want to incorporate service design into your way of working?

A clear vision and purpose for a service design team should be: Ambitious: It should set a high bar for what the team can achieve. Specific: It should be clear and concise, so that everyone on the team understands what they are working towards. Motivating: It should inspire the team to do their best work. Aligned with the organization's mission and values: It should be clear how the team's work contributes to the overall goals of the organization. Agile: It should be flexible enough to adapt to change.

In my experience, a clear vision and purpose provides the service design team with a "guiding principle" throughout the development process. This is always helpful to consider value of anticipated services at the early stage of the process.

In service design defining a clear vision and purpose is a bit different from many of the other jobs because service design is completely geared towards the external customer and the challenge is when it comes to a vision and a purpose. The customer is adapting to his or her personal needs and that keeps changing on a regular basis. The customer requirements can change according to their changing circumstances and that helps support a vision and a purpose that could be changing very quickly. So when people talk about defining a clear vision and purpose especially in service design it is imperative to take some time out to address the reality and ask regularly what is the vision and purpose of service design with respect to the customer.

It is essential to understand how your team takes feedback, as different people might be impacted by the type of feedback you provide them. including how it can benefit their development. Making sure that both leader and team member are happy with the form of feedback. Whether that is ad-hoc based on every project, regular meetings, design crits, team meetings, and constructive criticism. Ensuring that each members understand the method of feedback and how it can impact their As a leader, you should create a culture of open communication where team members feel comfortable giving and receiving feedback. This can include both positive reinforcement and constructive criticism to help the team grow and improve.

To provide feedback effectively, it is important to be: Specific: Don't just say "good job." Instead, give specific examples of what the person did well. Timely: Give feedback as soon as possible after the event or behavior. Constructive: Focus on what the person can do to improve, rather than just pointing out their mistakes. Positive: End on a positive note, and offer to help the person improve.

A constructive feedback is critical to the successful development of an evolutionary solutions. Recognizing and celebrating small achievements along the process boost the moral and confidence in the team.

When it comes to providing feedback and recognition and service design it is imperative to understand the outlook of the people who work in service design The feedback and recognition comes from customer usage data that is directly correlated with any kind of service design that has made customer delight a regular feature In many instances the feedback and recognition will have a delay factor especially in cases like retail where service design is more personal and there is a difference between the service designers who usually test with consumer behaviour and the feedback from customer and the frontline customer contact.

Some ways we aim to support our team include: Lifting Shifting of Work - Cross-training allows individuals to take on new challenges and expand their skills and knowledge. They see the interdependencies across initiatives. Providing Coaching - One-on-ones aid reflection and help team members strengthen weaker areas. Goals are set to maximize individual talents. Exposing Context - Sharing the full service architecture overview lifts restrictive silos. People then understand how their specialized work contributes to the bigger picture. Knowledge Transfer - Arrange such sessions Facilitating Mentorship - Pairing seasoned pros with those just entering the field nurtures knowledge sharing for continued growth over time.

Create a culture of learning and experimentation. Celebrate successes and failures. Make mistakes safe. Provide regular feedback. Encourage collaboration and teamwork. Provide access to resources

Often, an innovative solution requires new methods, tools and techniques for the successful delivery. In this regard, an agile "trial-and-error" approach motivates your team to find "out-of-the-box" solution.

When it comes to service design experimentation and learning this is a very foundation on which one must work. The reason why experimentation and learning are so important is because customer requirements and behaviour keep changing and one has to address the differing needs of the same customer as well as do a proper customer segmentation to tailor services according to the customer’s requirement. Addressing each individual customer may not be as easy but a well-trained customer contact can adapt to this reality quickly without loss of service quality.

One common mistake businesses do is to limit their service design teaching to designers. The service design process is extremely collaborative & requires everyone (including non-designers) to know the ways of working around the service design process.

Part 2 Consider empowering these non-designers by involving them in a co-creation session with them. Organise collaborative workshops with a non-design co-lead to bring different voices and allow for diverse perspectives to be integrated into the design process.

The complex solutions require multi-perspective and multi-disciplinary inputs. To harmonize such inputs, collaborations among your team and others is the key.

In service design collaboration and diversity is not a good to have, it is a must have. The reason why we should have a lot more design collaboration and diversity is because businesses and customers are no longer limited to a small area. The opening up of the marketplace to the globe means that the customer could be from anywhere and experiences should be consistent and leave a positive impact because a good experience is directly linked to a healthy bottom line.

Part 1 Being empathic, collaborative and empowering anyone behind the scenes is part of a service designer's daily job. The challenge that many other SDs and I face is that the stakeholders we want to work with might not have the same mindset. Finding the right allies and team members outside of SD who would be willing to be collaborative and inclusive by creating an environment where every team member feels valued and respected, regardless of their background or perspective. Encourage open communication and active listening to ensure that everyone's ideas and opinions are heard.

In service design, collaboration with other departments and functions within the organization is extremely important. This cross-functional exposure broadens the understanding of the business and helps the designers develop diverse skills. Working on interdisciplinary projects will also spark creativity and lead to innovative solutions.

In service design there is a need for autonomy and empowerment because there is a fair bit of experimentation that is required on a regular basis. Changing customer needs means the service design must go through iterations and the data that we get from customer interactions and behaviour is only going to support the business and the bottom line when it can experiment without fear. Autonomy and empowerment in service design is the freedom to test new customer interactions to be able to push customer delight to a level where the customer becomes an ambassador for the brand and talks about the experience and becomes a influencer in their own right.

Empowering your team members encourage them to actively engage in finding innovative solutions. This is especially true for service design projects where efforts from each team member is crucial (in addition to the collective efforts). My work with various service design projects has shown the importance of autonomous and empowered team members.

Delegate tasks and decision-making. Provide clear goals and expectations Trust your employees.  Provide training and development opportunities Create a culture of feedback and recognition. Encourage collaboration and teamwork. Remove barriers to autonomy and empowerment.

This is something that is often missing when trying to empower service designers and provide a level of autonomy successfully. You need to give the team members the freedom to make decisions and take ownership of their work. By providing them with the guidance and support they need without micromanaging them. Offering them professional development opportunities at the right time by investing them in their growth through training, workshops, opportunities, and opportunities for building specific skills. This shows that you value their professional growth and empowers them to take on new challenges.

Holding bi-weekly or monthly Retrospective sessions, inspired by the 12th agile principle, provides teams with a chance to reflect and collaboratively drive improvements. From what I've observed, the true impact of these sessions is realized when each team member, especially the team lead/manager commits to a dedicated 30-minute discussion. In the context of an agency, it's imperative to include the client team in these conversations for a holistic perspective. This practice allows members to discuss what's working effectively and what's not but also pinpoints areas for improvement. Such sessions empower every team member, ensuring that everyone's perspective is heard and valued. There are tons of templates available on Miro and Mural.

Starting by creating a safe and open environment to support an honest space to support team members feel comfortable sharing their thoughts, challenges and ideas without feeling judged. This is normally best in a small group or one to one in a conversation-based format. Jaineel S. has already talked about the regular meetings to create a good routine across the service design department/ team. This helps create expectations that the service design will have support over a period of time. After completing a project or milestone, hold retrospective sessions where the team reflects on what went well, what could have been done better, and what lessons were learned. This allows for continuous improvement and learning.

The Service Design role has a few marked differences in a product/service firm compared to a consulting service designer. When working inside, a Service Designer may bring concepts with/from UX teams in front of various stakeholders and departments to get buy-in, connection, prioritization and alignment. Their high-level understanding of other development initiatives connects new UX flows into the organization. They would hopefully have access to CDO, Product Owners, CMO, HR, Facilities, Finance, Logistics... to guide the design, launch and refresh of a service. The consulting Service Designer links tightly with UX Designer, Industry expert, Enterprise Architect and Platform expert to provide a well-thought out Service concept and blueprint

All the above dimensions and suggestions are helpful, but they can seem overwhelming. Get started by connecting with and caring for each person on the team. Ask them what they are working on, why they find it interesting, and what they are working on from a professional development perspective. You have plenty of knowledge, references, and experience to support them. It doesn't matter if it's a team of 2, 15, or 50. Connect and care about their development personally. It will set the tone for the whole team to support each other.

The ability to think holistically. The ability to collaborate. The ability to prototype and test ideas. The ability to think creatively.  The ability to communicate effectively. In addition to these skills, service designers also need to have a strong understanding of the following: User experience (UX) design: UX design is the process of designing products and services. Business strategy: Service designers need to have a good understanding of business strategy in order to design services that are aligned with the organization's goals. Technology: Service designers need to have a basic understanding of technology in order to design services that are feasible and scalable.

The teams approach to service design should also include project initiation and ensure that the value of stakeholder mapping is understood. But stakeholder mapping is not a static single point in time and new stakeholders may be identified throughout the process. Reiteration is key and the team should feel supported and the organisation culture needs to support this as well not a right first time mentality.