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DASH Boom Bang!

“You gotta get stuff done.” – Jeremiah Tesolin, Iittala.

Event: DASH – Design Process

Time: 13.9.2018 17.00 – 19.00

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Host presenting DASH – Design Hackathon

Place: Clarion Hotel Helsinki (Tyynenmerenkatu 2, 00220 Helsinki)

 

”Interested to discover new design processes and learn different approaches to design? DASH – Design Process gathers three companies from different fields to uncover their design process.

Using different design processes help you to work more efficiently and to break down a large project into manageable chunks. Architects, engineers, scientists, and other thinkers use design processes frequently to solve a variety of problems.”

 

 

 

 

Keynote1: Roman Musatkin, Product Designer at Smartly.io

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Roman Musatkin


What defines design process?

  1. Maximizing Pruduct Development speed
  2. Building the product with the most advanced customers
  3. Everyone does customer support
  4. Everyone is involved in the design process

At Smartly.io product building is fast: plan – design – release a feature the same week. Customers give instant feedback about user experience issues or bugs in the system. They use whiteboards, sketching and Invision to keep the process agile and not too complex.

 

 

 

Keynote 2: Virva Haltsonen, Senior Strategist at Pentagon Design

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Virva Haltsonen

 

 

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Fazer Lakritsi new release, had try it after Dash 🙂

Virva presented Fazer Lakritsi concept project as a case design process. Together they built a portfolio that is turning settings around in liquerice business.  Pentagon design uses double diamond as the basic design process, normally the prosess is divided in five phases each with own meaning in the iterative project. Their long-lasting design thinking agency relies in simple formula in success: empathy + creativity + rationality = user
needs + business success. Pentagon designs attributes their success in ”Rational passion” combining rigorous procesess and creativity. Virva emphasised that it is important to learn quite quickly. Find answers to questions like ”How do we know that we are onto something interesting?” ”Who should be involved?”

 

 

 

Keynote 3: Jeremiah Tesolin, Creative Director at Iittala

Jeremiah Tesolin explained design process more through guidelines about how to develop a company:

  • Making it relevant
  • Working with what the company is really good at
  • Doing something a bit wild
  • Working with the right people
  • Familiar yet surprisingly new
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Jeremiah Tesolin

 

It was very interesting to hear three keynotes about the same topic with three quite different companies. They all had a lot in common in their design processes though. The dominant theme seemed to be doing things. Doing things fast. It of course fits well to the hachathon theme coming up, but also about being efficient is important in modern world today. Being agile in development process and maximizing product development speed keep you at an advantage point when comparing to competitors. Rapid prototyping and other methods are important, because you need to learn quite quickly about what to do with your next move. Doing things from scratch ’till release fast gives you opportunity to also grow fast if you do your process right.

In order of doing design process right, all three companies have another thing completely the same: getting customers involved. Having customers involved in the design process helps you to understand the users needs and get genuine feedback. Some build the product together with the most advanced customers, others are making things relevant by understanding the context of use. As Jeremiah Tesolin said: “You own the vase, but you bring the flowers into your life.”

Just as building services with clients/customers/users, you also need to involve everyone in the company in the design process. Sharing the knowledge in “Friday demos” or talking to people stimulates your brain to new ideas. Working with the right people creates objects and services people love. A lot of the times sharing and learning is done by tools such as whiteboard, InVision, Slack, Pinterest, photographing and other things that help you visualize things.

One has to make exceptions to the system and create change towards collaboration and new contexts for services and designs. New moments, new experiences, new uses, new behaviours, new relationships, new degrees of funcion.

 

”Dash is organized by Aalto Entrepreneurship Society, the largest and most developed student entrepreneurship community in Europe. Aaltoes organizes various events and programs to promote entrepreneurship and help early-stage startups to start their ventures. Aaltoes is behind events and programs such as Kiuas, early-stage startup incubator, and FallUp, Europe’s entrepreneurship event for students.”

 

The author Siru Sirén is MBA student in Futures Studies and Customer-Oriented Services in Laurea UAS// Licenced social service professional

 

More info and ideas:

https://www.dash.design

https://www.smartly.io

http://www.pentagondesign.fi/fi

https://www.iittala.com/fi/fi/tarinamme

https://www.fazer.fi/tuotteet-ja-asiakaspalvelu/tuotemerkit/fazer-lakritsi

https://www.invisionapp.com

https://slack.com

https://www.nordicchoicehotels.fi/hotellit/suomi/helsinki/clarion-hotel-helsinki/

https://www.helsinkidesignweek.com

*Article-photo taken as a screenshot from Dash website

”You can’t do everything on your own.”

Event: Open up, become inspired and innovate! Global perspectives at Innovation Breakfast

Time: 5.9.2018 klo 8:00-10:30

Place: Hard Rock Cafe (Aleksanterinkatu 21, 00100 Helsinki)

”The focus of the USCO-project is to develop Finnish organisations capabilities to utilise digitalisation. The project explores digital business development on an organizational level, and in implementing open service innovation. USCO-project relies on experimentation and taking actions fit the focus of management, well-being at work, open innovation and customer centricity.” This was the first time I really paid attention to USCO-projects goals, and I have to admit that I was impressed. All those main focus areas are something that I am very interested in.

In the introduction Ruusa Ligthart and Riitta-Liisa Larjovuori started by explaining more about the viewpoints in USCO-project and opened some basic enablers in the open innovation process.

Four viewpoints to digitalisation

  1. Leadership
  2. Wellbeing at work
  3. Open innovation
  4. Customer centricity

What helps and enables open innovation:

–       Open and systematic processes

–       Strategic support from organization

–       Leadership support, examples

–       Organizational culture

Coming from quite hierarchic work environment, I was delighted to hear more about the fact that open innovation is also about collaboration and open mind. That is the reason why I decided to start study MBA at Laura UAS.

 

Keynote1: Professor Tim Minshall (University of Cambridge): ”Creating open innovations throught networking.”

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Management challenges of open innovation

 

Innovation is about solving customer needs.  Before this event innovation felt more like something complex and something that only experts and researchers in the field could do. Now I realised that knowing your customer is the key factor. That needs understanding, and that I believe I’m good at. The key action is to listen, and that’s what I mostly do at work. Dialog.

 

 

Innovation is about doing, understanding and delivering. It may be a product that makes life easier or something totally different, a shift in the way services are viewed. Sometimes the change can be incremental and sometimes simplicity is the key word. I really enjoyed when Minshall told about one case of innovation. A kettle. John C. Taylor invented the bi-metal kettle switch that makes sure that your kettle switches off once the water starts boiling. It reminded me of a coffee filter, that was invented by a German housewife Melitta Bentz simply because she didn’t was coffee to taste bad and have grounds in it. Bentz took blotting paper and transformed that into a new business idea 110 years ago. Mr. Taylor also said that “Innovation is no longer just for the elite in business, it has become the norm”. Collaboration acts as an enabler. It is important to be resilient and withstand difficulties because innovation process usually involves handling such things as failure, risks and the fact that a lot of times you hear the word ”No”. It is a good thing that my current profession has trained me to work under pressure and limitations, because all three challenges are going to be in my personal improvement -list for a while as learning targets. Not really used to fail 😉

Basically Open Innovation videns the basic innovation project from ”Research – Development – Commercialisation” to more accessible and friendly prosess, where also social skills are important. Companies share their information with competitors in aim of mutual gain. Networking comes down to doing and giving in co-creation. More and more people are getting together for stimulation. That is one reason why I just started volunteering in The Shortcut. The Shortcut is a community driven organisation that promotes diversity as an engine for growth. They inspire and empower their community through gatherings, workshops, trainings and programmes that help people explore ideas, share knowledge and develop skills to enable new talents required in the startup life.

 

Keynote2: Adjutant professor Marja-Liisa Manka (Tampereen yliopiston johtamiskorkeakoulu): ”Kaikkien innovaatiopotentiaali käyttöön työpaikalla – Ruudun takaa aktiiviseksi toimijaksi”

Freely translated: Everyone’s innovation potential at use in work places – Away behind the screen to become an active agent. I almost got goosebumps when I heard Manka say: ”Well-being at work is very essential part of innovativeness and that empleyees should involve in the (strategic) decision making.” Well-being at work is a subject very close to my heart and I’m even thinking about maybe doing by thesis related to improving organizational culture. This happens by developing work resources in a new way, emphasising community and trust.  It is also important for the individual to take care of his/hers own resources: development, activity and psychological wellbeing. The base of well-being at work and innovation lies in organizational culture. That’s why it is important to adjust and change work together. What are the mutual goals and requirements? How to add social resources? What it takes to improve structural resources at work?

 

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Guidelines for the community

 

The day ended in panel discussion in which eight Finnish organisations shared their experiences being part of the USCO-project. At first they shared their positive outcomes and quidelines before giving out examples when the innovation collaboration might not work. The most common warning signs were overcomplexity and self-willness. It is important to keep focus, no matter how enthusiastic people might be. What is the reason and the need? That said, it is also crucial that organization supports innovation. Timing is important, especially when constructing workshops. Dynamics can be a fragile thing and needs to be nurtured during an innovation process. Workshops are always a good idea, assuming that they come from actual need. Getting customers involved in the process ensures that user experience is also accounted for and results get better that way. Collaboration and agility shoud be in the core of actions and organization culture should be open and visible. Open innovation requires new skillsets that also includes empathy, courage, curiosity, trust, and being systematic. This was the first time I learnt about the skillsets. I was happy to notice that I can say to already possess some of those attributes already. Rest of them are about practise and learning. I’m eager to learn more.

 

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Drawing by Jaakko Porokuokka

 

As Tim Minshall said: ”You can’t do everything on your own.”

 

The author Siru Sirén is MBA student in Futures Studies and Customer-Oriented Services in Laurea UAS// Licenced social service professional

 

More information and ideas:

https://tapahtumat.tekes.fi/tapahtuma/USCO_aamukahvit/registration

http://www.uscoproject.fi/usco—english.html

https://www.innocentdrinks.co.uk

http://industrialdigitalisation.org.uk

http://theshortcut.org

Book: The Other Side of Innovation: Solving the Execution Challenge

UX and Service design excursion at Eficode

This week I was again lucky to be able to get a seat to an interesting excursion hosted by Eficode. The topic of the excursion was User Experience and developing digital services and it was held together with VIMAPA and KäY (Frieds of the User), a cross-disciplinary community of students interested in usability, user experience, user centric methods and services.

At Eficode, we were first welcomed with fresh salads and selection of beverages. It was nice to find yourself sitting next to new acquaintance to discuss about the evenings topic –and off the topic. 😉

But of course, the main motive for me to join this excursion was not only to meet new faces and enjoy refreshments, but to find out more and understand in more detail what UX means and how is it applied in practise: How professionals nowadays test usability and users and how is UX linked to the overall process-ecosystem and design process? What are the roles of the relevant stakeholders (clients, service-providers, users etc.) involved in the design process? Also, the topic is spot-on for my kind of marketing professional studying service design and having a keen interested in human behaviour.

I didn’t have to leave disappointed from this excu-visit that offered a lot of discussion and talk about the UX and testing followed by an impressive presentation on Eficode’s strategy and way of doing business.

First part of the visit was about UX and the importance of qualitative research and codesign. The practise on measuring customer satisfaction merely by quantitative methods was challenges and the importance of qualitative research that is needed for deeper customer understanding was stressed. I fully agree on the above. What do you do with merely a numeric rating, no matter how good or bad it is, if you aren’t able to understand the reasons and arguments behind it? “Oh, our customer’s give us 4/10… Seems we need to improve the quality of our services… BUT how do we do that? What are our customers dissatisfied with?”

Qualitative research and testing play an important role in developing digital concepts and services and is needed to validate the work including such as concepts, ideas, goals and usability i.e. user interface.

Optimally, testing would be done throughout the development process to ensure the ease of use (usability) and concept interesting enough, both key factors behind a successful product or service. Poor quality user interface can ruin the whole product or service to succeed, no matter how interesting your concept is. Usability is the key success factor especially when competing in an industry with homogenous service offerings. Think for instance banks with very similar lone and insurance offerings: the ease and smoothness of use of the online bank accounts. (You can always check my previous blog post on doing Business Design at OP Group, a customer of Eficode. 😉)

It is also good to understand the difference between the two: Usability testing and User testing.

Usability testing is about testing the products’ usability to determing how well it works from technical perspective. Mainly done by the developers and throughout the development process.

User testing on the other hand focuses on User Experience (UX) and studying the people using the product to understand what they click and why and how well they find what they’re looking for, e.g. task oriented testing. User testings are made in focus groups and optimally testing can be followed by clients and stakeholders. Also, this is a good way to convince and justify to the client. And at times also the experts working on the product development.

Note! The above testing should be considered as service design instead of scientific study. No huge reports of these will be made and are to validate a project with a short time to go market.

Very often a product is tested during the development (go-to-market) stage, but once a customer launches the product, no one cares about testing anymore. However, in this rapidly developing digital ecosystem and business environment full of competitive offering entering the market, in order for your product to survive and be successful, you should not forget about the continuous testing and frequent follow-up. As seen also at Eficode, the launch is only the beginning of the journey.

Accessability testing was also briefly mentioned. at the end of Rainos presentationis important and will become more important. From September 2018 onwards our national legislation requires equal accessibility for all when the EU Accessibility Directive will be implemented in Finland. Meaning that service providers are required to create fully accessible websites and digital services to all users. Although this directive binds only the public sector, private sector cannot afford not to follow and develop to meet the requirements.

I have to admit I had a gap in my civilisation here. Hence right after the visit I had to go to google to update my knowledge on the Directive and its implementation throughout the EU. In case interested, check here to start from.

Second part was about Eficode’s Digital Building concept. Their way of developing digital services and products and supporting clients on their digital transformation and how service design methods (from gaming, cross-functional collaboration and cocreation) have been implemented in the development processes to ensure fast and cost effective go to market time and to enhance client commitment. Interesting topic especially to an SD student.

Eficode’s concept from a clear and transparent project starting from the 5-day innovation session with the prospect client from zero* to ready product in 4 weeks –and even beyond in terms of post-launch support sounded truly impressive. *point where not a single code exist yet but the coding can be started.

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Final part of our excursion was a visit to Eficode’s UX studio offering various techniques to test and follow:  Streaming, online screens, “interrogation rooms” that could be followed behind a mirror glass… We got to visit the testing rooms and the different techniques were explained to us.

Eficode had also created a Digital Building Toolkit -game for a one-day co-creation workshop to kick-start the client’s digital transformation initiative and to enhance the common understanding and commitment throughout the different stakeholders.
1st part of the DBT-game is on defining who and what is needed at different stages of the project whereas the 2nd part concentrates on the project purpose and actions needed.

We did not have time to play this game, but I am in the hope of getting an invite to an open gaming session that was advertised to us. Maybe I’ll post a blog on the gaming session if it is to happen…

Phew, this blog turned out longer than planned. Congrats for making it to the end, appreciated. Hope you also find the content interesting.

Jenny

Ps. At Eficode they surely understand what a customer support genuinely means 😉

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Testing out the co-creation game ATLAS

 

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On 4th April a group of service designers and service design enthusiasts met up after work to play the service co-creation game ATLAS. The game was made as part of the research project ATLAS, a project executed in 2012-2014 by Aalto University and funded by the Finnish Funding Agency for Innovation Tekes. The goal was understanding, facilitating and planning co-creation. The game was introduced to us both by two of its makers, Päivi Pöyry-Lassila and Anna Salmi, as well as by the host of the evening Laura Virkki from city of Vantaa.

From a map to a game

According to Päivi and Anna, at the start of the ATLAS project the vision was not actually to create a game but something of a map to gather together co-creation theories and practices to facilitate co-creation projects. During the project the group had worked on bringing multiple information co-creation theories together, hence the game is heavily based on information co-creation theories. However it was noted that knowledge of these theories was not essential for playing.

atlasThe end result of the research project became a game instead of a map as the result of the iterative and thorough research/design process including several Sprints. The game could be described as one that helps people understand and learn about co-creation and, to some extent, service design. The goal was also to help anyone have open access to the game and tailoring it to one’s own needs e.g. by translations to different languages is encouraged – so long as credit is given to the original game when variations are made. The city of Vantaa had done exactly that and had both translated the game from English to Finnish as well as modified it slightly to better suit their user needs. The version we tried out was this modified one in Finnish.

Playing it out

After the intros we were divided into small groups and started to ponder on the topic to set as the theme of the game. Our group’s one was how to make service design as way of working in an organization. The game was then built around this topic and included discussing various aspects of the theme with the help of the game cards: motivation, project definition, participants, tools & methods, and so on. The cards facilitated discussion nicely, helping shape out the various aspects of the theme and arrive at an at least somewhat shared understanding of how one might continue working on this topic.

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At the end after testing out the game we had a brief discussion across all the groups present. Each group introduced their theme and some findings and discussions they had experienced while playing. We also discussed the various possible uses for the game and what would work better than other uses. City of Vantaa had used the game as a tool to make a project plan. This had suited their needs and as far as we heard was successful. However, one of the makers of the game mentioned that in their opinion it was not exactly made as a tool for project planning. Based on our game groups’ different themes around which we played the game, it seemed it could indeed also help as a project planning tool, perhaps more as a kick-off session for starting a project and getting everyone on the same page about it than as actual detailed planning tool. It was also discussed that another game session after this initial kick-off one could then again maybe yield different, more detailed or deeper results if there was an actual project in the horizon – in this session all but one team were working around a more or less vague theme not tied to e.g. a specific organization or setting making it hard to be concrete on a project planning level. The consensus seemed to be that the game was well suited for facilitating discussion around co-creation, and one of its strengths seemed to be that it was not heavy on jargon or did not require prior experience of knowledge on service design – therefore making it a great tool to be used also with people who might be doubtful about service design in general.

 

The author Kaisla Saastamoinen is a Service Design Masters student with a passion for human-centric design, co-creation, and coffee.

Were we at our happiest 15 million years ago, and what’s happened to the lingo of design?

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On the morning of 20 March, Reaktor Design Breakfast event took place in Helsinki. Evolved from a small, mostly local and IT focused company to an international one of strategy, design and engineering, Reaktor is perhaps one of the hottest companies in Finland. Known for its flat hierarchy and multiple prizes won for best place to work, Reaktor also hosts an array of tech and design events for the public.

The main speaker of the event was Katri Saarikivi, a cognitive neuroscientist from Helsinki University and one of the leading researchers and speakers on empathy particularly in digital environments. As always, her presentation was delightful: nicely flowing from empathy as a survival skill for humans 15 million years ago to empathy online and in modern day work organisations. Starting from such ancient setting was not only interesting in order to learn about empathy and its implications for humans throughout our history but, as it was noted, some researchers think 15 million years ago was when us humans were at our most happiest: living in forests and focusing on survival, way before invention of the first tools. Makes one think how much we really have evolved and to what direction…

From there we moved on to the concept of work that Saarikivi describes as “solving the problems of other human beings“, responding to others’ needs besides one’s own. Hence, according to Saarikivi, the need for work done by humans continues to be constant, despite any and all changes that might be coming due to advances in technology such as AI and machine learning.

“Empathy might be at the very core of our best problem-solving ability”

A part of the presentation was around human-centric work and human-centric design: highlighting the role of empathy in understanding the differences between people and thus working better together as well as better responding to others’ needs. The importance of collective intelligence was highlighted: “Best thinking, best work is more often than not a shared activity.” And one of the factors greatly affecting it was non-surprisingly empathy.

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Based on studies, Saarikivi also argued that humans are naturally selfless, empathic, and look after one another. However according to research, being in a position of power can reduce your empathy; and the higher your economic status, the lower your empathy skills. The research showed that brains of people in a position of power did not respond as much to other people’s pain as others’ did. Hence one could claim that having artificial positions of power – such as hierarchy in a work place – is not the way to increase empathy in an organisation.

 

IMG_0884As an example of an organisation not at all encouraging empathy or collective intelligence Saarikivi humorously (or, sadly?) showed us a photo of the main hall of the Finnish Parliament: a setting that encourages competition, highlights monologue, and gives no equal opportunity to all to speak nor respond. Saarikivi continued that disregard of emotions can lead to detrimental effects on work, collaboration, and information quality. This is something to consider especially in digital (work) environments, as the digital tools we still have largely transmit emotions rather poorly.

Empathy: Understand, Act, and Experience

During her presentation Saarikivi also discussed what can be seen as the three sides to empathy: understanding, acting, and experiencing. All three parts are needed for empathy; any one of them missing would not result in the real thing. Empathy skills, however, can be improved by practice. Your imagination is an important empathy skill, Saarikivi reminded, and reading fiction has indeed been scientifically proven to enhance our imagination and empathy skills.

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She walked us through each of the three aspects of empathy, and also continued on the interesting themes while responding to some participant questions. She pointed out that empathy is not an inherently a positive personality trait but a cognitive skill or mechanism. When asked about any negative aspects of said mechanism, Saarikivi mentioned narcissists. This turn tied it nicely back to the earlier discussion on benefits of flat organisations, narcissist not being interested in applying for positions in flat organisations as they don’t want to be equal wanting to rather rise higher than others. The whole presentation and discussion it encouraged was an interesting dive into empathy – a skill often mentioned as one of the most important tools of a Service Designer.

“Design’s focus has shifted from user needs to business needs”

After Katri Saarikivi’s presentation it was time for Reaktor’s own speakers: Hannu Oksa, Vesa Metsätähti, and Aapo Kojo and Vesa-Matti Mäkinen. Out of those presentations, Reaktor’s Creative Director Hannu Oksa’s resonated with me the most. He discussed the evolving role and ways of design, recently seemingly moving away from designing with and for the user towards focusing on the business needs. He also gave some chilling examples on the rise of fake news and purposely addictive design, stating this has made him deeply consider whether he is part of the problem and making it worse for others. Responsible design in the field of tech is not a topic I’ve often heard about – especially introduced by someone whose career is in the field. IMG_0889

Oksa also discussed the trend of worshipping data without criticism, despite all data being based on history: after all, historical data is exclusive, divisive, and by definition looks back rather than in the future. This hit very close to home, as in many situations and settings even fairly clever people have loudly expressed wanting to e.g. base their entire product or service development on data gathered digitally about their users (or potential users). That can perhaps be all good and well when trying to understand the past situations and coldly follow one’s users’ steps on some platform etc. with for example the help of A/B testing, however how would that give you actual information on WHY they have been doing what they have been doing on a deeper level? Would that tell you what they are like or what they will do in the future? And will that tell you if that is what they actually need or want, or is it simply a representation of the current (well, past) offering – not necessarily having anything to do with the user’s ideal scenario or solution? This kind of worshipping of (past!) data always gives me the chills and certainly wakes up the human-centric designer in me. Often, unfortunately, it’s not a battle worth fighting.

Another thought-provoking, perhaps accidental point was made by Vesa Metsätähti right at the start of his presentation, when he introduced his presentation topic radiot.fi by describing it being “an old service, at least 3-4 years old now.” Indeed, what is the life expectation of a service nowadays, and how long do we consider a service new?

The last presentation by Aapo Kojo and Vesa-Matti Mäkinen was “From Design Vision to Reality”. They introduced a project done for Finnair with a mix of physical and digital services. This gave some practical examples on how to work on a multi-platform project with focus on the customer experience in both the physical and digital parts of the same service.

The breakfast event was definitely worth attending, and hopefully there will be equally interesting ones organised in the near future!

 

The author Kaisla Saastamoinen is a Service Design Masters student with a passion for human-centric design, co-creation, and coffee.

Hacking in the future

I participated for four nights to Digia’s API Hackatemia, the acronym API referring to Application Programming Interface i.e. how you can access either data or system of a company or system. The Hackatemia was a four-day event for technical and business development experts joining forces to learn about APIOps® Cycles, an open source method developed by Digia and in addition to learning, 16 teams were competing in developing products, services and APIs to meet the consumer or society needs.

The ideation phase was like service design, just ideating crazy ideas and then funneling them into a concrete service.  I would argue that with APIs you create services in the way service dominant logic defines a service. The physical object is just a mean to access the service being that formed of data and /or devices. As a matter of fact, the end user does not even need to think what the thinking process has predecessed the end-result.

The logic in API thinking builds naturally on loosely coupled networks. You can call the others as partners, service providers or clients but without ecosystem thinking it would be challenging to utilize or benefit of the APIs.

The API canvas has a lot of similarities with Business model canvas and Service Business Model Canvas. As the logic was easy to capture based on service design thinking it was also easy to start thinking about the business model to be created.

One thing I am missing or which I would like to learn more is how to illustrate or document the revenue stream on one-slider or as a picture. Of course, one can create an own picture, but a template would help. I would like to see this also on service business model canvas as that is needed to have a go.

Most of the solutions used artificial intelligence and varied from follow-up systems to elderly to remote health control and health personnel appointment. Our solution was called Google Fridge addressing climate change by diminishing food waste. By scanning the batch codes from the product, the fridge warns the consumer two days before the expiry date and proposes recipes to utilize the ingredient. The software does in addition the shopping and compares the shopping basket prices so that the consumer gets the best bargain.

Hackathon

I truly had fun during these four nights. I do not ‘speak’ the languages the coders do as I always thought that a python is a snake, but Java Python is hot in artificial intelligence scene.

To sum up the event a key learning is that you need a diverse set of people to work on APIs. The business developers need to be there to design the business model and the tech people to make it all happen. Diversity is truly a beauty.

 

 

Motive based profiling in Service Design by Kuudes

Juha-Pekka Ahvenainen, Markus Alavaikko

We participated design breakfast arranged by Kuudes. According to their web pages Kuudes is Nordic insight, strategy and design agency. They have been doing motive based profiling of the customers for over ten years and they have published their latest studies last year. Kuudes has found eight different Finnish customer profiles based on different motivations. You can see those from the picture below.

 

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Source: http://theinformedconsumer.fi/finnish-study/

 

Different kind of profiles appreciate different kind of things. This comes close to different kinds of values of life. Profiles also get irritated about different things. They are categorized to x and y axis according to conservation vs. openess to change and according to being selfish or selfless. From the web-pages of the study you can find more detailed information about different profiles. There are insight about profile´s behaviour and demographic details. Moodboards and checklist are also used to visualize the profile.

 

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Picture: moodboard of the dreamer

 

You can also find videos from the web-pages that show you how different profiles choose their daily foods. There can be found many kinds of opinions which foods are healthy and which are not. Different profiles adopt services in different stages as you can see from the picture below.

 

alttius

 

We found these studies very interesting, but what we can do with all the information and data about these eight profiles? We think service designers can really use this data to design personalised services and products for different profiles. Or at least we can use these ground surveys as a stepping stones to our own service design projects. Kuudes has done very nice work and their work encourages us as service design students to dig deeply those human insights, motivation and values in our own projects.

 

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Last but not least here are some guidelines how to do your own motive based profiles, shared by Kuudes.

  • Profiling must be done and seen as big picture because different profiles are related to eachother.
  • Profiles have to be based on deep customer insight: motives and values.
  • Clarify organisation´s inner needs
  • Clarify who are going to use profiles
  • Final results should be easily available to all members of the organisation
  • Profiles should be visual and inspiring
  • Co-creation in organisation supports implementing
  • You have to also understand the future, on which direction things are going in crucial fields