Innovation in Service Design

Design decisions benefit more from behavioral user experience metrics. Involving your audience in the design process gives you real-time feedback on key aspects of their experience. Tools like Helio can help you capture valuable insights that improve your business KPIs, guided by user experience metrics. Using usability tests and surveys lets you quickly gather qualitative and quantitative user feedback. Behavioral data collected early in the design process helps you understand a design's success. Emotional indicators are usually trailing, as confusion or lack of clarity can lead to drops in sentiment and feelings. Here’s the user feedback you can collect to help refine your design decisions with stakeholders: Usability → Makes sure users can easily and quickly use the product to do what they want. Comprehension → Ensures users understand the product, how it works, and what it can do for them. Engagement → Tracks how often and how long users interact with the product, showing their interest and involvement. Desirability → Checks how attractive and appealing the product is to users, affecting their initial and ongoing interest. Viability → This examines whether the design is practical, sustainable, and aligned with business goals for long-term success. Completion → Measures how often users successfully finish tasks or reach goals, showing how effective the product is. Sentiment → Collects overall feelings and attitudes about the product to understand user satisfaction and loyalty. Feeling → Describes users' emotions when using the product, which can affect their overall experience and willingness to stick around. Response Time → Measures how quickly users responds, affecting user satisfaction and perceived performance. Reaction → Captures users' immediate emotional responses, providing quick insights into their first impressions and perceptions. Considering user experience in each design decision offers many benefits: It makes decisions clearer for stakeholders, speeds up decision-making, quickly identifies user pain points, and establishes a baseline for ongoing improvement. We use these metrics to help us improve business results using iterative design and continuous research. What are your thoughts? #productdesign #productdiscovery #userresearch #uxresearch

I think about Jeff Bezos's "start with the press release and work backward" approach. Here is a future headline I would like to see: "Surveys are no longer the primary tool for gathering insights." To get there, surveys will have had to evolve into precision instruments used strategically to fill gaps in data. Let's call this the "Adaptive Survey." With adaptive surveys, organizations can target key moments in the customer or employee journey where existing data falls short. Instead of overwhelming consumers and employees with endless, and meaningless, questions, surveys step in only when context is missing or deeper understanding is required. Imagine leveraging your operational data to identify a drop in engagement and deploying an adaptive survey to better understand and pinpoint the "why" behind it. Or, using transactional data to detect unusual purchasing behavior and triggering a quick, personalized survey to uncover motivations. Here's how I hope adaptive surveys will reshape insight/VoC strategies: Targeted Deployment: Adaptive surveys appear at critical decision points or after unique behaviors, ensuring relevance and avoiding redundancy. Data-First Insights: Existing operational, transactional, and behavioral data provide the foundation for understanding experiences. Surveys now act as supplements, not the main course of the meal. Contextual Relevance: Real-time customization ensures questions are tailored to the gaps identified by existing data, enhancing both response quality and user experience. Strategic Focus: Surveys are used to validate hypotheses, explore unexpected behaviors, or uncover latent needs...not to rehash what’s already known. Surveys don't have to be the blunt instrument they are today. They can be a surgical tool for extracting insights that existing data can’t reach. What are your thoughts? #surveys #customerexperience #ai #adaptiveAI #customerfeedback #innovation #technology

The lived experiences of people with disabilities cannot be simulated or imitated. The only way to get an inclusive product or service is to make sure that people with disabilities are included at all decision points. That means establishing an organization that is *actually* inclusive rather than performatively inclusive. Easy-to-get accommodations and a disability ERG are good starting points. Following the four pillars of psychological safety is another. Having people with disabilities on the accessibility team is not enough. They need to be involved in user research, design, development, training, communications, support, and marketing. If your product is accessible, but your online communications are not (for example) that makes the experience for your disabled customers more difficult and dilutes your organization's message of inclusivity. Alt text: "Nothing about us without us" is not just a slogan, it is the deepest desire of every person with a disability. don't launch or change products or services without including people with disabilities in all aspects of your development. #SheriByrneHaberQuotes #accessibility #disability #inclusion #diversity

The L&D community is still treating Accessibility as an afterthought, and it's hurting our learners. Too many learning designers are checking accessibility boxes without genuinely understanding or prioritizing their audience's diverse needs. Here's why this is a problem: 1. "Compliance Over Care" Mentality: Too often, Accessibility is approached as a compliance issue rather than a genuine commitment to inclusive learning. This mindset leads to bare minimum efforts that don't serve our learners. 2. Lack of Proper Training: Many learning designers haven't received adequate training in Accessibility best practices, which causes them to design courses that unintentionally exclude or frustrate learners with disabilities. 3. Accessibility Added as an Afterthought: Waiting until the end of a project to consider Accessibility means it's often rushed and poorly implemented, leading to subpar learning experiences. 4. Ignoring Diverse Learning Needs: The one-size-fits-all approach is too common. Every learner is different, yet many courses don't account for this, especially regarding cognitive or sensory differences. 5. Limited Tool Familiarity: Many designers aren't familiar with the tools that can make their content more accessible. This lack of awareness limits the quality and effectiveness of the learning materials. How do we fix this? 1. Shift the Mindset: Accessibility should be a core component of learning design, not just a checkbox. It's about creating a better experience for everyone. 2. Invest in Training: Organizations must prioritize training their L&D teams on Accessibility. It's not just about knowing the rules; it's about understanding the why behind them. 3. Design from the Start: Make Accessibility a foundational part of your design process, not something you tack on at the end. Use the Right Tools: Familiarize yourself with and use tools that enhance Accessibility. Don't just rely on what you know—explore new resources that can help. 4. Get Feedback: Actively seek feedback from learners with disabilities and incorporate their insights into your design process. What is your organization doing to make its e-learning content more accessible? Let me know in the comments below!

🧠 Is Your Workplace Designed for Everyone—Or Just the Majority? 👀 Imagine this: A brilliant new hire is ready to contribute—but the tools, meetings, and environment weren’t built with their needs in mind. They’re not underperforming. They’re under-accommodated. ➡️ And this is exactly where universal design comes in. 💡Universal design is not about making special exceptions. It’s about building inclusion into the very foundation of your workplace. When we design with everyone in mind from the start, regardless of ability, background, or communication style, we don’t just accommodate; we empower. This approach transforms workplaces from reactive to proactive, from surface-level compliance to deep systemic inclusion. And here’s the truth many leaders are realizing: 👉 👉 True inclusion isn’t about making room—it’s about designing a workplace where no one is ever left out to begin with. 🛠️ Below are 5 ways to start embedding universal design into your organization: ✅ Audit accessibility – Regularly evaluate your digital tools, websites, and physical workspaces. ✅ Invest in inclusive technology – Use platforms that work seamlessly with screen readers, voice input, and other assistive tools. ✅ Diversify communication – Incorporate alt-text, audio descriptions, and transcripts; avoid relying solely on visuals. ✅ Train your teams – Equip staff and leaders with practical tools and mindsets that promote inclusion. ✅ Institutionalize it – Update hiring practices, performance reviews, and promotion paths to reflect inclusive values. 🧠 These changes don’t just benefit one group—they improve the experience for everyone—and that is the brilliance of universal design. 🏆 The Payoff: Equity that drives engagement and innovation. Organizations that embrace universal design consistently see: ✔️ Higher employee satisfaction ✔️ Better team collaboration ✔️ Greater innovation (because diverse perspectives are heard and valued) ✔️ Lower turnover and higher retention 🔥 The hidden cost of exclusion isn’t just about morale—it’s about missed potential, lost innovation, and the quiet departure of voices we never truly heard. When systems, tools, and environments aren’t built with inclusion in mind, we don’t just create inconvenience—we create barriers. And those barriers silently push away the very talent we say we want to attract and retain. Universal design flips that script. It ensures that everyone, not just the majority, can participate, contribute, and thrive from day one. 🎓 Ready to Take Action? Start With Our Signature Workshop “Working with Diverse Physical and Mental Ability.” 📩 Message me to learn how we can bring this powerful session to your team. #UniversalDesign #InclusiveWorkplaces #ChampionDiverseVoices #Neurodiversity #BelongingByDesign #AccessibilityMatters

AI agents will transform service design by becoming active participants in service delivery (not just tools). We'll likely see two types emerge: 🤖 Personal AI assistants >> They'll function like your personal assistant, coordinating tasks across services and organizations >> They'll handle everything from scheduling medical appointments to managing investments >> IMO (very early), password managers and cybersecurity companies are best positioned to enter this market - trust, security, and data management are the major hurdles 🏢 Organization AI agents >> They'll gradually augment or replace traditional support staff >> They'll interact directly with users' personal AI assistants >> They'll handle internal operations like IT support, scheduling, and compliance When AI assistants start talking to other AI agents, the rules of competition change completely. Traditional UX touchpoints (beautiful apps, seamless websites) might matter less than: >> How well your systems play with AI >> The quality of your data >> Whether users trust your AI I've heard compelling arguments on both sides about which marketplace will develop first (this is significant because it will dictate the landscape, requirements, and user expectations). Read more in my article with Pablo Fernandez Vallejo: https://lnkd.in/eRFd6uvT #ServiceDesign #AI #UX #DesignThinking Nielsen Norman Group

Work on designing AI-first assistant and agent experiences has been eye opening. AI UX is both fundamentally the same and widely different, especially for vertical use cases. There are clear and emerging patterns that will likely continue to scale: 1. Comfort will start with proactive intelligence and hyper personalization. The biggest expectation customers have of AI is that it’s smart and it knows them based on their data. Personalization will become a key entry point where a recommendation kicks off a “thread” of inquiry. Personalization should only get better with “memory”. Imagine a pattern where an assistant or an agent notifies you of an anamoly, advice that’s specific to your business, or an area to dig deeper into relative to peers. 2. There are two clear sets of UX patterns that will emerge: assistant-like experiences and transformative experiences. Assistant-like experiences will sound familiar by now. Agents will complete a task partially either based on input or automation and the user confirms their action. You see this today with experiences like deep search. Transformative experiences will often start by human request and will then become background experiences that are long running. Transformative experiences, in particular, will require associated patterns like audit trails, failure notifications, etc. 3. We will start designing for agents as much as we design for humans. Modularity and building in smaller chunks becomes even more important. With architecture like MCP, the way you think of the world in smaller tools becomes a default. Understanding the human JTBD will remain core but you’ll end up building experiences in pieces to enable agents to pick and choose what parts to execute in what permutation of user asks. 4. It’ll become even more important to design and document existing standard operating procedures. One way to think about this is a more enhanced more articulated version of a customer journey. You need to teach agents the way not just what you know. Service design will become an even more important field. 5. There will be even less tolerance for complexity. Anything that feels like paperwork, extra clicks, or filler copy will be unacceptable; the new baseline is instant, crystal‑clear, outcome‑focused guidance. No experience, no input, no setting should start from zero. Just to name a few. The underlying piece is that this will all depend on the culture design teams, in particular, embrace as part of this transition. What I often hear is that design teams are already leading the way in adoption of AI. The role of Design in a world where prototyping is far more rapid and tools evolve so quickly will become even more important. It’ll change in many ways (some of it is by going back to basics) but will remain super important nonetheless. Most of the above will sound familiar on the surface but there’s so much that changes in the details of how we work. Exciting times.

I recently worked with a product team struggling with an app that had great #UI and front end #UX — but absolutely horrible ratings and reviews from customers. The product itself was very well-designed, but these people were NOT happy. No one could figure out why—until I started pushing them to poke their noses into other areas of the business. Looking in places they weren’t familiar with. Asking questions no one expected (and in some cases wanted) them to ask. I worked with them over several weeks to map the entire service delivery process, from beginning to end, across multiple departments, systems and processes. We found that back-end processes were badly misaligned with the front-end user experience in a number of ways: The app promised fast delivery, but the company’s warehouse system didn’t sync in real-time with inventory. Users were buying items that were actually out of stock, leading to delayed or canceled orders. The payment processor didn’t always confirm transactions immediately, leading to both duplicate charges and orders cancelled in frustration. The customer support team had no visibility into payment issues, frustrating users who called for help. The estimated delivery dates displayed in the app were based on ideal conditions, but logistics teams weren’t updating them when delays happened. Users would place an order expecting next-day delivery, only to receive an updated ETA days later, ultimately causing order cancellation. Finding and fixing those issues transformed the experience — and made the business folks very happy. Instead of just improving the UI or adding more information or error messages, the product team made fundamental service design fixes based on what we learned together: 1) Real-time inventory sync. They integrated warehouse stock levels directly into the app, so only available items could be purchased. If stock ran low, the app would show an accurate ETA before checkout, preventing surprise delays. 2) Making payment processes transparent — to everyone. They improved payment processing speeds and added better failure detection, preventing double charges. Customer service was given real-time access to transaction history, so they could immediately resolve billing issues. 3) Live delivery tracking (and better estimates). The company integrated real-time logistics updates, so delivery ETAs would automatically update based on warehouse and carrier status. Instead of false promises, users saw realistic delivery windows — before purchasing. After these holistic, end-to-end service design fixes, the company saw: - 35% fewer customer complaints about late deliveries and missing orders.
 - 60% fewer refund requests related to duplicate charges.
 - The average app rating improved from 2.8 to 4.3 stars within three months. The #ProductDesign and UX of the app itself was never the problem. It was the invisible, broken service layers that made it feel terrible to use.

Ever found yourself facing a team that might not naturally be considered "creative," but you know deep down there's untapped potential waiting to be ignited? That's where the real magic happens – when you transform a group of individuals into a powerhouse of innovation! Here are a few strategies to nurture creativity in even the most unexpected places: 1️⃣ Diverse Perspectives: Embrace the beauty of diversity within your team. Different backgrounds, experiences, and skill sets can create a melting pot of ideas that spark innovation. 2️⃣ Encourage Curiosity: Cultivate a culture of questioning and curiosity. Challenge your team to explore the "what ifs" and "whys" to uncover new solutions. 3️⃣ Collaborative Storming: Gather your team for brainstorming sessions. Fostering an environment where no idea is too outrageous encourages free thinking and inspires unique concepts. 4️⃣ Cross-Pollination: Encourage your team to draw inspiration from unrelated fields. Sometimes, the most innovative solutions come from connecting seemingly unrelated dots. 5️⃣ Empower Ownership: Give individuals ownership of projects and allow them to take creative risks. When people feel their ideas matter, they're more likely to contribute their creative juices. 6️⃣ Learning from "Fails": Embrace failure as a stepping stone to success. Encourage your team to share their failures and lessons learned – these experiences often lead to innovative breakthroughs. 7️⃣ Structured Creativity: Implement frameworks like Design Thinking or Ideation Workshops. These structured approaches can guide your team to think creatively within a defined framework. 8️⃣ Celebrating Small Wins: Recognize and celebrate every small burst of creativity. This positive reinforcement encourages more innovative thinking. 9️⃣ Mentorship and Learning: Pair up team members with differing strengths. Learning from each other's expertise can lead to cross-pollination of ideas. 🔟 Lead by Example: Show your own passion for creativity. When your team sees your enthusiasm for innovation, it's contagious! Remember, creativity is not exclusive to certain roles or industries – it's a mindset that can be nurtured and cultivated. So, let's harness the potential within our teams, empower individuals to think outside the box, and watch as innovation unfolds before our eyes! #InnovationAtWork #whatinspiresme #culture #teamwork #CreativeThinking #TeamCreativity #LeadershipMindset #bestweekever

How do you take a resistant team and guide them through a successful transformation? I led a team that went from evaluating programs to developing them—a complete transformation. At first, there was a lot of pushback, but by understanding their concerns and using a thoughtful approach, we made the transition work.   ---Here’s what I learned--- 🔸Resistance isn’t about the change—it’s about fear of loss. Through candid one-on-one conversations, I discovered the team feared losing their expertise. 🔸Facts don’t inspire change. Stories do. Rather than overwhelm them with reasons for the shift, I shared stories. Emotional buy-in through storytelling sparked curiosity. 🔸Small behavioral nudges lead to lasting change. We didn’t push the team into full-scale program development right away. Instead, we used small steps that eased them into the transition. This made the change feel natural, not overwhelming. 🔸Your biggest resister can become your strongest advocate. I focused on the team’s informal leader—the person everyone trusted. Once he embraced the change, the rest followed. 🔸Embrace failure as a stepping stone to success. We reframed setbacks as learning opportunities. By openly discussing challenges and solutions, we created a culture where innovation thrived and fear of failure diminished. 🏡 Think of change like remodeling a house. Exciting, but full of unexpected snags. In business, it’s the same—something always comes up. Plan for it. Expect it. 💡 Key Lesson: Resistance isn’t a roadblock—it’s part of the process. Expect pushback and guide your team with strategic nudges. What unexpected challenges have you faced when leading change?