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Role of Service Design in Fortune 500 Corporate Teams: Service Design Network SDN Belgium Chapter
The document outlines the services and mission of Board of Innovation, a consultancy that helps corporations innovate like startups through various tailored programs and methodologies. It emphasizes the importance of integrating design thinking, lean startup methods, and business model innovation to drive corporate innovation effectively. Key themes include the role of service design in reducing risks, addressing uncertainties, and enhancing the overall innovation process for corporate teams.
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Role of Service Design in Fortune 500 Corporate Teams: Service Design Network SDN Belgium Chapter
- 1. BOI HQ, Antwerp,Belgium 30th October 2019 Board of Innovation + SDN Belgium Chapter Meetup
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- 4. Welcome to Boardof Innovation ABOUT US 4
- 5. by mixing provenmethods from Design Thinking, Lean Startup & Business Model Innovation We make corporates innovate like start-ups
- 6. 6 Our future, wherepeople are positive about the world as it could be, creative in seeking the non-obvious entrepreneurial in getting things done.
- 7. 7 We help corporatesworldwide to design & execute innovation programs CROSS-INDUSTRY B2B/B2C
- 8. 8 We are aninternational team with superpowers Our team crosses borders and countries. Our innovation programs are tailor-made for geographical and cultural context A GLIMPSE ON SOME OF OUR ACTIVITIES WORLD-WIDE eHealth Corporate Venture Support Digital Business Model Design Innovation & Creativity Program Lecture Urban Innovation Next Gen Product Exploration Fortune 500 Innovation Strategy Franchising Business Model Design Intrapreneurial Training Telecom Business Masterclass Airport of the Future Keynote Business Innovation Bootcamp program Banking Ecosystem Business Design Healthcare Market DisruptionDisrupt Energy Market Innovation Process Workshop Innovation Training Office in Belgium Office in NY Innovation Strategy 25+ countries 5 continents 14+ nationalities Our work: Our team:
- 9. 9 We help corporatesto innovate like startups BUSINESS DESIGN We build capabilities, not dependencies TALENT DEVELOPMENT We guide you from design to execution STRATEGY
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- 11. 11 Our services 2019 BusinessDesign Innovation Accelerator Design Sprint Innovation Program Design Full Services Customer Insights Market Scan Problem Fit Ideation Brainstorm Concept design Business Model Design Revenue Model & Pricing Experimentation Solution Fit Entrepreneur in residence Go-to-market Talent Recruit an Innovation Manager Recruit an innovation team Hire Innovation Training Design Thinking Business Model Innovation Intrapreneurship/Lean startup Innovation for Executives Train 1-3 days Innovation Leadership Innovation Coach Develop ± 3 - 6 months Train-the-trainer Program E-courses Toolkit Development Scale +1000 people Keynotes Innovation Day Inspire Strategy Growth Strategy Foresights & Trends Future Portfolio Innovation Strategy Sprint Corporate Partnerships Strategy Innovation Transformation Transformation We help corporates worldwide to design & execute innovation strategies. We look forward to selecting & tailoring our services according to your needs. Service Design?
- 12. The role ofservice design in global Fortune 500 project teams Applying Service Design While ‘Innovating like a Start-up’
- 13. Mike Pinder SENIOR INNOVATIONCONSULTANT 10+ years cross-disciplinary background in Design, Business & Innovation throughout B2B & B2C industries Specialised as expertise lead across management of innovation, Design Thinking, business modelling, corporate intrapreneurship… Strong academic and theoretical perspectives Hands-on industry experience in high-tech R&D startups International keynote speaker: innovation management
- 14. 14 Q. Anyone readit already?
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- 16. What it’s about Whyit’s important Key take-aways Critical discussion
- 17. 17 Myopic focus ontools, methods and practice: rather than whole process
- 18. 18 Gaining a higher-leveloverview of what’s really going on = sense making
- 19. 19 Service Designs’ rolein Corp. Innovation 1. Explain how corporate innovation teams de-risk projects across the innovation process in relation to service design? 2. Explain how service design addresses high-level uncertainty in corporate start-up teams? 3. Argue if service design functions as an effective stand-alone discipline for corporate start-ups project teams?
- 20. What it’s about Whyit’s important Key points Critical discussion
- 21. 21 Why it’s important Lookbeyond Service Design as an individual discipline and critically-locate it within the wider innovation process = fuller context Help Service Designers to know what the whole innovation process looks like at the corporate level = how to work with it effectively See things for what they really are = clarity on use of knowledge in the “knowledge economy”
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- 23. What it’s about Whyit’s important Key points Critical discussion
- 24. Let’s get thisout the way first…
- 25. Service Design (alongwith other tools and methodologies) are not enough by themselves… …they are part of a wider process to create business impact
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- 28. Q. What is‘innovation’ anyway?
- 29. Innovation for usis: “the commercialisation of the idea” - Everett Rogers
- 30. 30 But how doesit work?
- 31. 31 DISCOVERY PROBLEM FITSOLUTION FIT MARKET FIT SCALING
- 32. 32 DISCOVERY PROBLEM FITSOLUTION FIT MARKET FIT SCALING CUSTOMER DESIRABLILTY UNKNOWN UNKNOWNS KNOWN UNKNOWNS KNOWN KNOWNS UNKNOWN KNOWNS BUSINESS MODEL VIABLILTY TECHNICAL FEASIBLILTY RESEARCH ASSUMPTIONS RESEARCH ASSUMPTIONS
- 33. 33 Designed to managerisk, uncertainty & ambiguity in value creation…
- 34. 34 Knowledge: as justifiedtrue belief
- 35. 35 3. Feasibility (Technology) 2. Viability (Business) $ 1.Desirability (Customer) Always start here Innovation sweet spot
- 36. 36 DISCOVERY PROBLEM FITSOLUTION FIT MARKET FIT SCALING CUSTOMER DESIRABLILTY UNKNOWN UNKNOWNS KNOWN UNKNOWNS KNOWN KNOWNS UNKNOWN KNOWNS BUSINESS MODEL VIABLILTY TECHNICAL FEASIBLILTY RESEARCH ASSUMPTIONS RESEARCH ASSUMPTIONS
- 37. 37 CUSTOMER DESIRABLILTY UNKNOWN UNKNOWNSKNOWN UNKNOWNS KNOWN KNOWNS UNKNOWN KNOWNS BUSINESS MODEL VIABLILTY TECHNICAL FEASIBLILTY RESEARCH ASSUMPTIONS RESEARCH ASSUMPTIONS test learn measure build concept prototype / mvp prototype empathize define ideate assumptions features monetization options sprint testing at scale quantitative validation business model canvas ballpark figures business model kit plan review retrospective business model innovation prototype sandbox design sprintslean startup design thinking agile development
- 38. 38 A ‘highly-adaptive learningsystem to enable knowing’
- 39. 39 This is whatconstitutes an ‘innovation growth engine’
- 40. Methodologies to helpmake knowing manageable & repeatable
- 41. 41 The corporate way Waterfall= risky Release! Risk Time build build build build
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- 43. 43 The startup way “Plansare useless, but planning is everything.” - D. Eisenhower - Iterative knowing = reducing risk Release! Risk Time build Release! build Release! build Release! build Release! build
- 44. 44 SD stratified usageand repetition of tools and methods with other disciplines test learn measure build concept prototype / mvp prototype empathize define ideate assumptions features monetization options sprint testing at scale quantitative validation business model canvas ballpark figures business model kit plan review retrospective business model innovation prototype sandbox design sprintslean startup design thinking agile development RESEARCH IDEATION PROTOTYPING IMPLEMENTATION = Service Design
- 45. 45 Consequences for ServiceDesign It doesn’t get invested in at Fortune 500’s as much as other well known tools and methods (if at all) It has a meaning and relevancy issue for senior innovation manager-buyers Even Design Thinking is still struggling to be seen at the strategic level, despite acclaimed usage Innovation leaders care about speed-to-knowing with the least amount of risk to achieve new business impact
- 46. 46 test learn measure build concept prototype / mvp prototype empathize define ideate assumptions features monetization options sprint testingat scale quantitative validation business model canvas ballpark figures business model kit plan review retrospective business model innovation prototype sandbox design sprintslean startup design thinking agile development IMPLEMENTATION = Service Design RESEARCH
- 47. 47 Service Design relationto the four types of innovation…
- 48. 48 4. Architectural innovation Requires anentirely new disruptive technology AND business model at a fundamental level. New technical competencies needed as well as new ways of capturing value entirely different to the current core business model. 2. Disruptive innovation Requires a new business model entirely, but doesn’t depend upon developing a new technologies per se, but disrupts the business models of competitors. 1. Incremental (Re)-innovation Builds upon the existing technical competencies and fits the existing business model e.g. doing the same thing just a little bit better or improved in a small way. 3. Radical innovation The opposite of disruptive innovation as new technical competencies are required, but the business model more or less stays the same. Significant R&D investments needed for new technologies to emerge as main competitive advantage.
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- 52. Implications MOVING SERVICE DESIGNFORWARD 52
- 53. 4 key take-awaysfor service designers 53 1. We’re all managing the pursuit of knowing as quickly & cheaply as possible to solve problems • Try to add value holistically across the innovation process, rather than in bits & pieces 2. Understand the process at a higher-level in order to see where your skills fit (& don’t fit) in & why • Learn the innovation process & how to interface your service design skills across the SD gaps
- 54. 54 3. Learn tospeak the same language of innovation to better bridge & serve teams emerging from the different ‘knowing’ phases 4. Forget the labels & focus on enabling knowing, fast! • Try to bridge the service design gaps across the innovation whole process so you are seen as an enabler to the speed of knowing within project teams 4 key take-aways for service designers
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- 56. 56 Download all ourtools, methods and frameworks for FREE!
- 57. What it’s about Whyit’s important Key points Critical discussion
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- 59. Mike Pinder mike.pinder@boardofinnovation.com 59 Questions? Justask… Thank you! boardofinnovation.com/tools Connect on LinkedIn! linkedin.com/in/mikepinder