1. Getting involved
How to embed and manage service design in large organisations
using the Service Design Maturity Model
Service Design Global Conference 2019

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6. Service Design Maturity Model
A framework that structures the process of
customer centric transformation through design
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7. Explore Prove Scale Integrate Thrive
Service Design Maturity Model
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8. Five dimensions of
service design maturity
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9. The extent to which the
organisation puts people
and resources into service
design.
People and
resources
Five dimensions of service design maturity
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10. The extent to which the
organisation puts people
and resources into service
design.
The extent to which people
have the skills, tools and
methodology to apply
service design.
People and
resources
Tools and
capabilities
Five dimensions of service design maturity
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11. The extent to which the
organisation puts people
and resources into service
design.
The extent to which people
have the skills, tools and
methodology to apply
service design.
The degree to which the
organisational views, rituals
and habits promote service
design.
People and
resources
Tools and
capabilities
Beliefs and
behaviors
Five dimensions of service design maturity
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12. The extent to which the
organisation puts people
and resources into service
design.
The extent to which people
have the skills, tools and
methodology to apply
service design.
The degree to which the
organisational views, rituals
and habits promote service
design.
The way the organisation
is structured to facilitate
effective service design.
People and
resources
Tools and
capabilities
Beliefs and
behaviors
Organisational
structure and systems
Five dimensions of service design maturity
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13. The extent to which the
organisation puts people
and resources into service
design.
The extent to which people
have the skills, tools and
methodology to apply
service design.
The degree to which the
organisational views, rituals
and habits promote service
design.
The way the organisation
is structured to facilitate
effective service design.
The way the organisation
incentivizes the intent of
service design.
People and
resources
Tools and
capabilities
Beliefs and
behaviors
Organisational
structure and systems
Metrics and
deliverables
Five dimensions of service design maturity
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14. Explore
There are some service
design enthusiasts, but
the vast majority of the
company is not involved.
There is no budget, time
and facilities dedicated to
service design.
Some service design
knowledge is scattered
throughout the
organisation, mostly self-
acquired through books,
articles or trainings.
The dominant beliefs are
business-focussed and
risk avoidant. There is little
collaboration and creativity
and behavior is driven
by hierarchical decision-
making.
Generally, there is a siloed
organisational structure. No
responsibilities regarding
service design have been
assigned.
Customer centric metrics
and deliverables are non-
existent.
People and
resources
Tools and
capabilities
Beliefs and
behaviors
Organisational
structure and systems
Metrics and
deliverables
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15. Prove
First project team of
enthusiasts is being formed,
often in collaboration with a
design agency. Budget and
management buy-in are still
missing.
First capabilities (sometimes
adjacent to service design)
are being bundled in
the project team, mostly
coming from multiple
people.
Beliefs about customers
have a functional focus.
The value of a holistic view
and collaboration are being
established.
The first multidisciplinary
team is being formed.
First initiatives are taking
place, regardless of the
organisational structure.
First project often creates
first deliverables, like a
customer journey map.
Only occasionally, this
project delivers measurable
customer impact.
People and
resources
Tools and
capabilities
Beliefs and
behaviors
Organisational
structure and systems
Metrics and
deliverables
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16. Scale
Increasingly more people
get involved and incidental
budgets are created for
service design projects.
Rooms and facilities are
getting hijacked.
Capabilities are spreading
outside of the initial team.
First employees start
to specialize and a CX /
SD department is being
formalized.
Transactional beliefs around
the customer are becoming
evident. The design mindset
and customer empathy are
important and decisions-
making shifts to being
customer centric.
Interference with the
existing way of working is
felt. Silos starts to suffer
under the demands of
multidisciplinary teams.
Project results are
becoming increasingly
apparent. First customer
centric KPIs are set
specifically for the CX / SD
department.
People and
resources
Tools and
capabilities
Beliefs and
behaviors
Organisational
structure and systems
Metrics and
deliverables
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17. Integrate
The majority of people
is engaged with service
design and teams have
dedicated service design
budgets in place, supported
by the needed facilities.
The company has a unified
methodology and aligned
capabilities. The capabilities
are now decentralised, and
are present within each
team.
There is an emerging
experiential focus on the
customer. Experimentation
is cultivated through a
strong customer centric
vision.
The silo-breaking structure
is fully institutionalized. The
teams have ownership and
mandate over their (part of
the) service.
Customer centric KPIs
go company-wide, which
stimulate a multidisciplinary
culture. Customer centricity
is now represented on
C-level.
People and
resources
Tools and
capabilities
Beliefs and
behaviors
Organisational
structure and systems
Metrics and
deliverables
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18. Thrive
Everyone is involved in
service design and is aware
of his / her impact on
customer experience.
Methodology can be let
loose, as employees act
from the right beliefs.
Focus on the customer
is now relational, where
customer obsession is
evident on all levels across
the organisation.
The new organisational
structure allows for close
co-creation of service
experiences within and
across teams.
Each initiative is tied to
customer centric metrics
that contribute to a better
customer relation. It is
important for the entire
C-suite.
People and
resources
Tools and
capabilities
Beliefs and
behaviors
Organisational
structure and systems
Metrics and
deliverables
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19. Application of the model
in three cases.
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20. Case 1
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21. Case 1: Service Design Maturity
People and
resources
Tools and
capabilities
Beliefs and
behaviors
Organisational
structure and systems
Metrics and
deliverables
1
2
3
4
5
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22. Case 1: Growth strategy
The maturity stage can differ over company departments, teams and even
individuals. Differences in maturity level often explain tensions or resistance
experienced within the company. Focus your efforts on closing those
differences, to prevent enlarging the gap and create even more resistance.
Identify maturity differences
and work the weakest link.
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23. Case 2
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24. Case 2: Service Design Maturity
People and
resources
Tools and
capabilities
Beliefs and
behaviors
Organisational
structure and systems
Metrics and
deliverables
1
2
3
4
5
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25. Case 2: Growth strategy
Evangalizing the value of service design through tools will end up being ineffective.
Work on ‘Trojan Horse’ projects, and start evangalizing impact on relevant business
metrics before focussing on tools.
Stop service designing,
start impacting business.
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26. Case 3
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27. Case 3: Service Design Maturity
People and
resources
Tools and
capabilities
Beliefs and
behaviors
Organisational
structure and systems
Metrics and
deliverables
1
2
3
4
5
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28. Sending back a trained person into an untrained team will result in old
habits and routines. But don’t force everyone into being a service designer.
As long as the mindset is shared, you only need a few expert facilitators.
Case 3: Growth strategy
Convert a critical mass to
encourage true embedment.
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29. What I’ve learned
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30. No, being customer centric is not tied to C-level mandate.
Maturation on any of the five dimensions may be driven by anyone in the
organisation. Experience shows that the creation of a movement may also
be effective. Don’t wait for mandate.
Lesson 1
Customer centric leadership
may arise anywhere.
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31. Empathize with your colleagues. Understand their needs and pains, and
come up with solutions that eliminate or lower barriers for maturation.
Prototype, experiment and iterate to work your way towards a customer
centric organisation.
Lesson 2
Use your design skills
for maturation.
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32. Moving through the maturity stages, the role of service designers change
from scout to hands-on doer, to trainer, facilitator and ending at leader.
Each of those roles requires different mindset and capabilities.
Our profession is changing.
Lesson 3
Mind your
changing role.
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33. Thanks!
Looking for answers? Please get in touch
at niels@koosservicedesign.com