This post is adapted from a talk Louise and Katherine recently gave at Mind the Product and NUX Liverpool.
— Joe Bramall (@JDBramall) July 1, 2019
The act of service mapping with your product team and stakeholders improves relationships and helps everyone to work collaboratively.
You build a shared understanding
Ideally, service mapping should be done with the whole team. That means digital experts from each discipline, subject matter experts, marketing people, policy and legal advisors and anyone else who has expertise relevant to designing, building, explaining, selling or governing the product or service.
Having everyone in the room at the same time means we all hear the same information at the same point which contributes to inclusivity. It helps avoid any part of the organisation feeling that the things that are important to them have been overlooked because they’re there to represent their area. It also promotes a more holistic approach to service design because it reduces the chances of working in silos.
After a service mapping workshop, we aim to have a clearer understanding of:
- the role of each person in the room, their concerns, their priorities and their pain points
- the scale of the service
- how parts of the service fit together, for example, where a colleague’s journey intercepts a customer’s
For the workshop to be successful however, everyone must keep in mind the reason they’ve been invited to take part: to share their specialist knowledge. Each person must remember that specialist language and acronyms are often inaccessible and they’ll become barriers to understanding for many.
It’s a democratic way to prioritise problems
Service maps offer a visual way to identify pain points. Done well, they can flag all problems regardless of the specific user journey or whichever discipline’s responsibility they fall under.
Service maps make the areas that need attention indisputable because they help show us where the problems are – they’re often flagged by clusters of post-its notes. Each expert is likely to have biases around which of the problems to prioritise, so just making each and every one visible means we’re less likely to overlook something we’re personally less concerned about. Not only does service mapping help protect the direction of the product, in terms of building relationships with stakeholders, it’s beneficial because it feels like a more democratic way of prioritising what to work on next.
We can also look to the future more easily with a service map – it helps us anticipate and understand the consequences of the decisions we’re making. For example, if we make a decision early on in the service, will it have an impact later in the experience? A service map will help you to see this, and allow you to make better informed decisions.
Service mapping helps you tell the team’s story
A concept, idea or assumption is hard to visualise, so mapping it out and having a physical thing to point to helps make something nebulous more tangible. Service mapping has been a helpful way for the Co-op Digital team to tell our story to the wider team. It’s been a practical activity where we’ve talked stakeholders through the way we work and reassure them that there are often more questions than answers (especially in a discovery) and that’s ok – in fact, it’s expected. Showing this at the beginning of a project sets the tone for the way of working for the rest.
Working closely and intensely together in a workshop has helped build trust within the wider team. Each discipline is valued and respected, and listening to each person’s contributions helps build empathy. Everyone should be encouraged to contribute and bring all their knowledge into one place to create a chronological journey. The aim is always to create something that’s easy to understand – something that someone from outside the project would be able to look at and understand the direction of the product.
We’ve also found service mapping good to demonstrate the opposite: helping show that there is no problem to solve, or that a concept is not feasible, viable or desirable.
It highlights the challenging conversations so you can have them early
We know that progress on the product can be slow or even derailed if:
- decisions keep being pushed back or just aren’t made
- we don’t talk about the difficult things as soon as they come up
- research findings aren’t considered at each step of design
To help us to remove these potential blockers, we include them in service maps so we can highlight them to our wider team. We know stakeholders are often time-poor and detached from the product so an overview rather than detail is what’s useful to them. We’ve found that many of ours really appreciate a service map they only need to glance at to feel informed so we’ve taken this into account.
We’re also conscious that we need to make it easy for stakeholders to give useful feedback. In businesses generally there’s often a pressure on colleagues to say something because they’re expected to – even if it’s not particularly helpful. By having the whole service visually laid out in black and white, it’s easier for everyone to understand and therefore give useful feedback.
Service mapping to show the money
It’s important not to lose sight of the fact that Co-op services are not only there to meet customer or colleague needs, they must also meet business needs and many stakeholders place more importance on this factor. With this in mind, we need to be aware of the business models and commercials when we create the map and we’ve been including things like efficiencies and incur costs in our maps. Including these aspects means we’re being inclusive with the wider team.
It encourages conversation and collaboration
We’ve found service maps help to:
- get your team working together with a focus
- bring clarity in times of change
- make decisions obvious
- make knowledge accessible
- help stakeholders care about the right thing
The sheer physical scale of a service map is the simplest benefit. It’s big, visual and imposing. Put your service map up in your stakeholders’ workspace, people will naturally stop and look at it. When they do, ask them to contribute. Often, we need to get people’s attention to encourage collaboration.
That said, it’s act of making the service map with your team, collaborators and stakeholders that’s more important than the service map itself.