Service Transformation Keynote
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Service transformation requires organizational and systemic changes to design and deliver new services integrated with business operations. The document discusses the complexity of these transformations, the need for innovative tools and frameworks to manage them, and highlights the importance of seeing the organization as a system. It emphasizes that successful service architecture can guide strategic conversations and facilitate the alignment needed for meaningful change.
Service Transformation Keynote
- 1. @jessmcmullin | jess AT situ.org
- 2. From Service Design to Service Transformation
- 3. map The AuthaGraph World Map – one of the world’s best maps!
- 5. Transformation? What does that even mean? Service transformation is the required organizational and systemic change in order to design and deliver new services which become integrated with the business in sustained, ongoing strategy, structure, and operations at scale.
- 6. Journeys, Experience Maps, & Blueprints Alone Don’t Cut it for Organizational Transformation
- 7. The rising storm of complexity. 0 1 2 3 4 5
- 8. Complexity Impacts All of Us Photo: Covenant Health www.covenanthealth.ca
- 11. Multiple globally interconnected reasons for price collapse
- 12. “ “ None of us live in isolation from the impacts of an increasingly complex world.
- 13. So we need to innovate, and then transform to adopt and sustain those innovations…
- 14. But organizational innovation and transformation has more to do with archaeology than with rocket science
- 16. Slow, surprising, unexpected, mystery. Digging with a paintbrush
- 17. As we transform organizations…
- 18. …we need new perspectives & tools
- 19. Seeing & responding to complexity. 0 1 2 3 4 5
- 20. Not seeing complexity is risky. Photo: CC:BY darkday hNps://www.flickr.com/photos/drainrat/15241612721
- 21. Imagine you are hanging from the overhang of a very tall cliff… With no tools. No rope. No gear. No harness. Photo: CC:BY Akuppa flickr.com/photos/90664717@N00/92297058
- 22. TOOLS TO! CONFRONT COMPLEXITY! ARE THE SAFETY HARNESS FOR TRANSFORMATION
- 24. “ “Services are Systems Avatars - @jessmcmullin
- 25. Where can we learn about complex adaptive systems?
- 30. From Jabe Bloom @cyetain What question are we exploring? What problem are we trying to solve? What solution should we use? What direction should we head? WTF, where are we?
- 32. Systemic Design
- 33. Gigamaps
- 40. SAF: THE SERVICE ARCHITECTURE FRAMEWORK A tool for seeing the complexity of organizations
- 41. A new way to see complexity
- 42. BC Natural Resource Sector
- 43. 3x3 Layers
- 44. With my friend and colleague Alex MacLennan @admaclennan
- 48. Delivery realizes value. Foundations support value. Bedrock defines value.
- 49. To work effectively with these elements we need to know a few things.
- 50. Each element of Delivery, Foundations, and Bedrock moves at a different pace.
- 51. PACE LAYERS
- 55. …there are processes in nature, which operate in different timescales and as a result there is little or no exchange of energy/mass/information between them. Brand transferred this intuition to buildings and noticed that traditional buildings were able to adapt because they allowed “slippage” of layers: i.e. faster layers (services) were not obstructed by slower ones (structure). Wikipedia
- 57. Note the adjusting floor plates to help transition between speeds.
- 59. Photo: MLazarevskiCC:BY-ND hNps://www.flickr.com/photos/mlazarevski/9353581122 Corrective lenses to see within and across our organization differently
- 60. The Elements in Practice 0 1 2 3 4 5
- 61. Part of Colombia’s Service Architecture
- 62. Some of Colombia’s Design & Innovation TeamAngélica – follow @huracangie Sanago
- 63. Experience: Real World Research
- 64. Interactions: Design at touchpoints and across channels.
- 66. Infrastructure: Space, Tech, Logistics
- 68. Decision DNA: Policy, Strategy, Standards, Governance (& Legislation)
- 70. Mandate: Stated Vision, Mission, Values
- 71. Culture: Norms, Unsaids, Values in Use
- 72. Context: The world, markets, life
- 73. Context creates meaning, and value 73
- 74. • Delivery – Experiences – Interactions – Operations • Foundations – Infrastructure – Decision DNA – Structure & Incentives • Bedrock – Mandate – Culture – Context The Service Architecture Cake
- 75. Every major failure I’ve experienced in my mid career onwards was because I missed something in one of these layers…I had great teams, with great designers, but design alone was not enough to succeed.
- 76. Service Architecture Framework Helps Us Ask Bigger Questions to Solve Better Problems
- 78. ALPHA Email jess AT situ DOT org for PDFs Transformation Canvas
- 80. “ “ Service Architecture is a guide to strategic conversations inside your organization.
- 81. The Experience becomes the touchstone for transformation
- 83. 83 “Boundary objects are objects which are both plastic enough to adapt to local needs and constraints of the several parties employing them, yet robust enough to maintain a common identity across sites. They are weakly structured in common use, and become strongly structured in individual-site use. They may be abstract or concrete. They have different meanings in different social worlds but their structure is common enough to more than one world to make them recognizable, a means of translation. The creation and management of boundary objects is key in developing and maintaining coherence across intersecting social worlds.” Star & Griesemer, 1989 Star, Susan; Griesemer, James (1989). "Instuonal Ecology, 'Translaons' and Boundary Objects: Amateurs and Professionals in Berkeley's Museum of Vertebrate Zoology, 1907-39". Social Studies of Science 19 (3): 387–420.
- 84. 84 Boundary objects allow collaboration without consensus.
- 85. 85 The vision for a future customer experience becomes a boundary object for transformation.
- 87. “ “ What do we need to change in order to deliver on this vision of future experience?
- 88. Compelling customer experiences drive organizational change because they provide the motivation & energy to work across different pace layers. True for current poor experience & future awesome experience.
- 90. Some more stories 0 1 2 3 4 5
- 91. Presto is great, but…
- 92. Healthcare.gov
- 95. The Act Doesn’t say Anything About it
- 96. THIS DOES NOT MEAN THAT YOU NEED TO SOLVE FOR EVERYTHING.
- 97. Where are the risks and opportunities across your service architecture?
- 98. Who do you need to work with to look at all the parts of your service architecture?
- 99. Focusing within the Service Architecture Framework: Brainstorm issues on stickies, rank on project impact and uncertainty, filter for likelihood.
- 100. POLICY MAPPING Case
- 102. Fieldwork
- 103. Complex to get restraining order
- 107. Working on new models for organizations
- 108. Understand the Experience to Redesign the Organization
- 112. • 150 Field Interviews • 1800 sticky notes • 6 Codesign Workshops • New Models for Professional Development • Increased regional collaboration
- 113. Recap 0 1 2 3 4 5
- 114. Seeing the system
- 115. Facing complexity
- 117. Service architecture lets you look across your organization and find the barriers, opportunities, and collaborators to sustain transformation.
- 118. The experience becomes a touchstone for transformation
- 119. ONE LAST STORY Stars
- 120. Photo: hokulea.com
- 121. I need your help for this last part…
- 122. Please Get Out Your Mobile Phone
- 124. 1…2…3…
- 126. start your own strategic conversations! Use service architecture & Thank you! jess AT situ.org @jessmcmullin situ.org