![]() ![]() ![]() ![]() Through discussion, we understood that this “blueprint” needed to have a strong focus on the future customer experience by building a cohesive scenario that can turn to life the best innovative solutions into a single seamless journey. While searching for a way around the traditional blueprint, we started by listing the components that LNER stakeholders needed to see as well as understanding the adequate level of granularity we needed to go into. This would serve as a critical artefact to make informed decisions regarding their innovation plan.īuilding Service Design artefacts tailored to your client needs They needed a visual and compelling artefact they can print off to communicate to senior stakeholders what is LNER vision for the future, what would be the benefits for them and their customers and how they would get there. Sometimes, service blueprints might not be the right tool for the task and only by spending time with LNER stakeholders to ask those critical questions, we understood what they were trying to achieve. What do they intend to do with it? How are they going to use it internally? For which purpose? The first question we should ask ourselves is why does the client think they need a service blueprint. There are different reasons for that, but one of them is that they need to serve a business goal. Too often, service blueprints aren’t used by the client who requested them and end up in a drawer without much use. Blueprints are useless unless they serve a clear purpose ![]() The first challenge was to propose to LNER team a better framework than the traditional blueprint, one that can be tailored to their needs. Given that there were 6 personas to consider, 15 concepts almost all end-to-end journeys with different timeframes, bringing it all together into 5 themed blueprints didn’t feel fit for purpose. After this intense diverging phase of ideation, it was time to converge and synthesise all these great ideas and user research into a tangible artefact encapsulating LNER future vision and roadmap that they can use internally to drive their innovation effort.ĭuring the procurement phase, it was decided that the deliverables would be a series of 5 ‘To Be’ blueprints, one around each of the 5 themes. From these ideas, the Valtech team shaped 15 concepts and tested them with different user groups. ![]()
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