Embedding service design: the long and the short of it.

Abstract

What are the factors affecting how service design methods and practices are embedded within an organisation? How can embedding of design methods be done sustainably, providing lasting benefits? Over a four-year period, the author observed and studied a large public sector organisation as it developed in-house service design capabilities and strove to embed design thinking and processes within its business culture and working practices. The conditions necessary to enable innovation to take place within an organisation are not so dissimilar to those observed for embedding design, and for enabling design to be used effectively in the development and delivery of services. As with any innovation, the introduction of the practice of service design within an organisation requires a change in culture and behaviour: in this case, a shift in focus from the mechanics of delivery to include the experience of the customer. The in-house service designer is required to juggle long-term delivery of business strategy while creating short-term value to the business through project outcomes. A balance must be struck between the dissemination of design methods and processes within the organisation while keeping an eye on the long-term business strategy. The eventual goal being to effectively modify the organisational DNA of service delivery; where design methods are sustainably applied at various levels throughout the organisation.

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