We map and measure customer journeys, but often stumble at just what should be done next to deliver great service experience atop complex systems and organizations. The paths forward are knowable and can be practiced with rigor if we understand and apply the soft—and sometimes hard—science of service design.

2. American Association of State Highway and Transportation Officials, 1925

11. BY COUNTY
People
Agriculture
Mining

12. BY COUNTY
People
Agriculture
Mining

13. BY COUNTY
People
Agriculture
Mining

15. Predictable value

16. Predictable value Citizen adoption

18. Citizen adoptionPredictable value

19. Citizen needGovernance Construction systems
Economic Policy Citizen adoptionPredictable value

20. Wielding the Hard
and Soft Science of
Service Design
@brandonschauer

21. Wielding the Hard
and Soft Science of
Service Design
Wielding the Hard
and Soft Science of
Service Design
@brandonschauer

22. Wielding the Hard
and Soft Science of
Service Design
Front and back of house

23. END
END
End-to-end

24. Participatory

25. First service
design
challenges
Formally
working in
service design
Acquired by
Capital One,
doubled down
on Service
Design
Forming Service
Design as a
community of
practice across
Capital One
2007 2011 2014 2017
Inaugural SX
Conference
2013

26. Rail Europe Experience Map
Rail Europe Experience Map, 2011

27. Exploratorium Visitor Experience Map, 2013

28. Experience Mapping Guide, 2013

29. Service Experience Conference, 2013 - present

30. Service Blueprinting Guide, 2016

31. Glide Goods, 2016

32. Flow matters, if you see it.
Flow has economics.
Flow changes the landscape.
No one person changes flow.
Scale brings complexity.

33. Flow matters, if you see it

36. Goods Trade Deficit
$750.1 BLN
— United States Census Bureau
Services are a huge part of the U.S. economy
Services Trade Surplus
$247.8 BLN

37. BPR

38. Business Process Re-engineeringBEFORE

39. Business Process Re-engineeringAFTER

40. Rail Europe Experience Map
Rail Europe Experience Map

41. Exploratorium Visitor Experience Map

42. Boundary objects

43. +
–

44. Flow matters, if you see it. Seeing isn’t doing.
+
–

45. Flow matters, if you see it. Seeing isn’t doing.

46. Flow has economics

47. Scenario: Broken Refrigerator

48. Flow
DISCERN
NEED
SHOP
OPTIONS
MAKE BEST
PURCHASE
MANAGE
DELIVERY
INSTALL
AND USE

49. Flow is conversion
DISCERN
NEED
SHOP
OPTIONS
MAKE BEST
PURCHASE
MANAGE
DELIVERY
INSTALL
AND USE
100 72 58 52 2680

50. Flow is conversion: Overall rise of ↑50%
DISCERN
NEED
SHOP
OPTIONS
MAKE BEST
PURCHASE
MANAGE
DELIVERY
INSTALL
AND USE
100 72 58 52 39
↑25%
FIX IT HERE
80

51. FIX IT UPSTREAM
Flow is conversion: Overall rise of ↑69%
DISCERN
NEED
SHOP
OPTIONS
MAKE BEST
PURCHASE
MANAGE
DELIVERY
INSTALL
AND USE
100 80 72 65 58 44
↑25%↑10%
AND FIX IT HERE

52. Flow is conversion: Overall rise of ↑10%
DISCERN
NEED
SHOP
OPTIONS
MAKE BEST
PURCHASE
MANAGE
DELIVERY
INSTALL
AND USE
110 88 79 63 57 29
↑10%MORE MARKETING!

53. How do we see the opportunities?

54. Journey Playbook
Eleven patterns for how
to change your current
customer experience for
the better »
Erasing Troughs Early Solutions Strong Starts
Smoother Handoffs Skips and JumpsStrong Ends
x
y
n
b
Totally Reimagining Reordering Intelligent ExperiencesMagnifying Peaks
Earlier starts, later ends
bit.ly/journeyplaybook

55. ERASING TROUGHS
Turning a low moment in the experience into either
a smooth moment, or, a new peak in the experience.
Increases NPS
Increase conversion

56. SKIPS AND JUMPS
Completely remove steps are stages of the journey that
you can do on the customer's behalf.
Increase in NPS
Increase in conversion
Greater
Greater

57. Increase in NPS
Increase in conversion
Greater
Greater
Flow has economics. Do what’s valued.

58. Flow has economics. Do what’s valued.

59. Flow changes the landscape.

61. How likely are you to recommend this
service to a friend?
Very LikelyNot Very Likely

64. What do people remember?

65. The Peak

66. (Or the Trough)

67. And the End

68. The Peak End Rule

69. Remove troughs
4 units of effort

70. Don’t seek evenly good
18 units of effort

71. Embellish your Peaks
4 units of effort

72. Maximize your Ends
4 + 3 units of effort

73. The Peak End Rule
Flow changes the landscape. Design to affect.

74. Flow changes the landscape. Design to affect.

75. No one person changes flow.

76. LINE OF VISIBILITY
Conversation
between customer
and server, drink
menu, dinner menu
Wayfinding,
exterior branding
Conversation
between customer
and server
Wayfinding, queue
signage
Customer greeting Reservation
conversation
Verbal and non-
verbal directions
Conversation
between customer
and server, drink
menu, dinner menu
Drink menu, dinner
menu
Server answers
any questions
regarding the
menu and takes
customer’s order
Host greets
customer
Host confirms
reservations,
checks if table is
ready
Busser clears dirty
table
Back Waiter tells
Host that table is
ready
Back Waiter
resets table
Host informs
Server that their
table has arrived
Server enters
order into system
Server picks up
drinks from bar
Bartender makes
drink order, Chef
makes appetizer
and places order in
kitchen queue
Server triggers
kitchen to start
main course, Chef
starts cooking
main course
Host shows
customer to table
Server greets
customers and
tells them about
the daily specials
Server delivers
drinks
Reservation
system
Nightly special
board in kitchen
Order system Order system
Customer asks
question and
places their order
WaitsCustomer enters
Restaurant
Customer receives
drink order
Customer waits
for host to be free
Customer enjoys
drinks and
appetizers
Customer is
greeted by host
Customer confirms
reservation
Customer walks to
table
Customer is
greeted and
hears about daily
specials
Customer reviews
menu
CUSTOMERACTIONSTOUCHPOINTSFRONTSTAGESTAFFBACKSTAGESTAFFSUPPORTPROCESSES
ARRIVING ORDERING RECEIVING DRINKS

77. Wayfinding,
exterior branding
Wayfinding, queue
signage
Customer greeting Reservation
conversation
Verbal and non-
verbal directions
Customer enters
Restaurant
Customer waits
for host to be free
Customer is
greeted by host
Customer confirms
reservation
Customer walks to
table
CUSTOMERACTIONSTOUCHPOINTS
ARRIVING

78. CUSTOMER ACTIONSTOUCHPOINTSFRONT STAGE STAFFSUPPORT PROCESSES Order mealBACK STAGE STAFF
Line of visibility
MenuWaiterCookSupply chain

79. CUSTOMER ACTIONS
TOUCHPOINTS
FRONT STAGE STAFF
SUPPORT PROCESSES
Order meal
BACK STAGE STAFF
Line of visibility
Menu
Waiter
Cook
Supply chain

80. CUSTOMER ACTIONS
TOUCHPOINTS
FRONT STAGE STAFF
SUPPORT PROCESSES
Order meal
BACK STAGE STAFF
Line of visibility
Menu
WaiterCook
Supply chain
Cook + Waiter
Marketing
HR
Training
Insurance
Reservations
THIS CHANGE
MUST INVOLVE

81. MONTH DD, YYYYCAPITAL ONE ADAPTIVE PATH + [PARTNER GROUP] CONFIDENTIAL 81
INTRODUCTION
Social networks
No one person changes flow. Effect the org.

82. No one person changes flow. Effect the org.

83. Scale brings complexity.

84. value
proposition
value
proposition
value
proposition
value
proposition
value
proposition
value
proposition

85. core value
proposition

86. QUALITY
TIME

87. bit.ly/baselinejourney
Baseline Journeys

88. 6 journeys

89. bit.ly/baselinejourney
1 Baseline Journey, 6 variations
Scale brings complexity. Design systems

90. Scale brings complexity. Design systems.

91. Flow matters, if you see it. Seeing isn’t doing.
Flow has economics. Do what’s valued.
Flow changes the landscape. Design to affect.
No one person changes flow. Effect the org.
Scale brings complexity. Design systems.

93. From To

96. Wielding the Hard
and Soft Science of
Service Design

97. Wielding the Hard
and Soft Science of
Service Design
BOOKS REFERENCED
The Big Roads: The Untold Story of the Engineers,
Visionaries, and Trailblazers Who Created the American
Superhighways, Earl Swift
Divided Highways: Building the Interstate Highways,
Transforming American Life, Tom Lewis
PHOTOS SOURCED FROM
slide 2, doe-oakridge
slide 81, Gabludlow
slide 61, 12fh
slide 48, osseous

98. Wielding the Hard
and Soft Science of
Service Design
@brandonschauer