Service design has become a bit of a hype. It seems like every company is doing something with service design these days. And while it’s great to see human-centered approaches gaining traction, there’s also a downside: companies often struggle with when and how to use it effectively. After working in Customer Experience (CX) for over 25 years, I’ve seen this struggle firsthand. So, let’s talk about it.
What is Service Design, Really?
I first encountered service design almost a decade ago when working at a Dutch insurance company. A researcher from a renowned Dutch university was conducting her PhD on context mapping, an essential part of service design. Context mapping focuses on understanding the environment of users—whether customers or employees—on a deep level. Service design itself originated from industrial design and has evolved into a powerful methodology for solving complex problems.
At its core, service design aims to deeply understand users’ contexts and create solutions that truly meet their needs. And it’s fantastic. But—and this is key—it’s not a one-size-fits-all approach.
The Hype vs. Reality
With the rise of service design, many organizations are jumping on the bandwagon. They’re creating in-house service design teams, which isn’t necessarily a bad thing. However, I’m seeing some common pitfalls:
- Internal-Only Perspectives: Companies create journey maps without talking to actual customers, relying instead on assumptions from employees. This misses the mark entirely.
- Blurring the Lines: Service design and UX design are blending, causing confusion. UX typically focuses on improving digital touchpoints, while service design is about innovation and solving broader, often non-digital challenges.
- Using the Wrong Tool for the Job: Organizations apply service design methods where they don’t belong—resulting in wasted time and resources.
Innovation vs. Improvement: A Crucial Distinction
One of the biggest misconceptions I see is using service design for incremental improvements rather than true innovation. Let’s break it down:
- Service Design = Innovation. It’s perfect when you’re tackling big, complex problems that require fresh, creative solutions. Think about engaging younger audiences in pension planning—a challenge that demands a deep dive into customer behaviors and desires.
- UX Design = Improvement. If your goal is to enhance an existing experience—like optimizing a website’s usability or streamlining a specific process—UX methods might be more appropriate.
So, before jumping into service design, ask yourself: Are we innovating, or are we improving? This distinction can save you from spending months on qualitative research when a quick A/B test could provide actionable insights.
Practical Advice: How to Avoid Getting Stuck
Many organizations find themselves stuck in the middle—doing too much research for small improvements and not enough for genuine innovation. Here are some practical steps to avoid that trap:
- Map Your Journeys: Start by identifying all your customer journeys and understanding where the real impact lies. Look at data to determine the most critical journeys, whether it’s based on volume, complaints, or satisfaction scores.
- Focus on Behavior Change: Many CX improvements hinge not just on processes but on employee behavior. Tiny habits and small behavioral changes can have a significant impact on customer happiness.
- Avoid Overcomplicating Tools: Journey mapping tools are fantastic but can become overwhelming. Use them to get an overview—not to drown in endless data.
- Regular Monitoring: Don’t just conduct one-off analysis; keep measuring to track improvement over time. A quarterly check-in with real data can help you stay on course.
Data: The Missing Link Between Analysis and Action
Another issue I frequently encounter is companies conducting extensive research but not leveraging it effectively. Often, they gather data once and treat it as an unchanging truth. The problem? Customer expectations and market conditions evolve. If your data is from two years ago, it’s time for a refresh.
To avoid this, create a solid baseline and measure progress regularly. You don’t need massive amounts of data—30 responses can often give you a reliable indicator of whether you’re on the right track.
When to Prototype and When to Just Start Doing
A final challenge I see is organizations getting stuck in endless prototyping and business case creation. Service design, when done right, often involves prototyping and testing ideas before scaling them. However, when you’re focused on improvement rather than innovation, you don’t always need a lengthy validation process.
For smaller improvements, start experimenting with small changes right away. A simple AB test or a process tweak can provide immediate value without getting bogged down in unnecessary complexity.
Conclusion: Make It Work for Your Organization
To sum it up, before applying service design to every problem, take a step back and ask yourself:
- Are we innovating or improving?
- What’s the right tool for the job?
- Are we focusing on the right data and actions?
By being intentional about your approach and not just following the latest trend, you can ensure that your efforts lead to real, tangible impact. And remember, if you truly want to innovate—work with the experts. But for improvements? Just start experimenting and learning along the way.
Let’s stop throwing service design at every problem and start using it where it makes the most sense!
