Service Design

Lean Service Design Program Offer 0

Lean Service Design changes the way you think about business. No longer can companies focus their efforts on process improvements. Instead, they must engage the customer in use of their product/service rather than analyzing tasks for improvement. We no longer build and hope that there is a demand. We must create demand through the services that we offer and Lean Service Design is the enabler of this process. It changes our mindset of thinking about design at the end of the supply chain to make it look good and add a few appealing features.Lean Service Design Instead, it moves Design and the user themselves to co-create or co-produce the desired experience to the beginning of the supply chain.

Or, purchase the Lean Service Design Program!

Purchase the 130 page PDF for download, Lean Service Design

The umbrella of Lean offers Service Design a method of entry into a well-established market. Lean has been very successful in Services and Design through traditional practices. However, we must move away from these traditions and institute a wider scope of Design to Services. This download contains a 130-page PDF book, workbook with forms, PDFs and training videos.

Table of Contents

  • Chapter 1 – Lean (SDCA)
  • Chapter 2 – Service (PDCA)
  • Chapter 3 – Design (EDCA)
  • Chapter 4 – Trilogy

In addition, for a limited time, I have included 2 popular eBooks from the Marketing with Lean Series:

  1. Lean Engagement Team (More Info): The ability to share and create knowledge with your customer is the strongest marketing tool possible.
  2. CAP-Do (More Info): What makes CAP-Do so attractive is that it assumes we do not have the answers. It allows us to create a systematic way to address the problems (pain) or opportunities (gain) from the use of our products and services.

Or, purchase the Lean Service Design Program!

Purchase the 130 page PDF for download, Lean Service Design

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I will send you a Free PDF of The Lean Marketing House

A few reasons to consider the Lean Marketing House book:

  1. Is there a reason to use Lean in Sales and Marketing?
  2. Do you have to be practicing Lean in the rest of the company?
  3. Is Lean Marketing the same as Agile Marketing?
  4. How does A3 problem solving relate to Marketing?
  5. Why is Social Media so Lean?
  6. Can your company ever complete a Lean Transformation without Sales on board?
  7. What does Knowledge Creation have to do with Lean?
  8. Develop stronger partnerships with your customers?
  9. Provide a methodology to become more precise in your sales and marketing?
  10. Begin a continuous improvement program in your sales and marketing?

Book Description: When you first hear the terms Lean and Value Stream most of our minds think about manufacturing processes and waste. Putting the words marketing behind both of them is hardly creative. Whether Marketing meets Lean under this name or another it will be very close to the Lean methodologies develop in software primarily under the Agile connotation. This book is about bridging that gap. It may not bring all the pieces in place, but it is a starting point for creating true iterative marketing cycles based on not only Lean principles but more importantly Customer Value.

Or, purchase the Lean Service Design Program!

Purchase the 130 page PDF for download, Lean Service Design

What do Customers Buy: Experience or Product? 0

Part 1 of 2 with John Goodman

Customer Experience 3.0: High-Profit Strategies in the Age of Techno Service is John Goodman new book and my guest this week on the podcast. John has managed more than 1,000 separate customer service studies, including the White House sponsored evaluation of complaint handling practices in government and business and studies of word of mouth and the bottom-line impact of consumer education sponsored by Coca-Cola USA. John Goodman

John has taught service quality and service re-engineering courses at Wharton Business School’s executive education program.  He has appeared on “Good Morning America”, the ABC Evening News, The Discovery Channel, National Public Radio and as a panelist on the PBS show, “The Editors.”John is the Vice Chairman of Customer Care Measurement and Consulting (CCMC).

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Next week will be the 2nd part.

Don’t Add Functionality, Take Away Functionality 0

The American Management Association published John Goodman’s book, Strategic Customer Service, in May, 2009 and I think I have used it every week or at least every month since then. John is my guest tomorrow and next week on the podcast to discuss his new book, Customer Experience 3.0: High-Profit Strategies in the Age of Techno Service. John is the Vice Chairman of Customer Care Measurement and Consulting (CCMC) and has published scores of articles including “Using Service to Grow the Top Line” in the AMA Journal, 8 articles in Quality Progress as well as BrandWeek, the American Banker and Marketing News.

Below is part of our conversation before the podcast started.


Courtesy of

Joe Dager: Your first book was a I kept back on my bookshelf, dog eared, highlighted, tried different things out of it and used it as a reference material. This book, it makes me want to go back and re-read certain sections again. I certainly did not get everything out of it reading it cover to cover.

John Goodman: In fact in a number of areas, I sort of raised issues but for brevity don’t necessarily fully answer them or fully blow them out. I guess that’s one of the challenges is I was trying to cover so much, you know, all the new technology and everything like that, the evolution of the market and customers which are becoming more and more fragmented to the point where one, there was at least twice as much material that could’ve gotten in the book, had wanted to do a 700-page book which no one would want to read, but so that’s one of the challenges.

Joe: Every time you go deal with, I go deal with a client, they have a whole different software products that they use because it’s the best thing since, sliced bread. There’s just so many different things out there to be able to be used that it’s not uncommon anymore that you find people using 10% of 20 different products out there.

John: On top of that, even the broad technology areas, for instance, online communities or Gamification or video. There’re so many different ways each of those can be used. For instance, I just started advising a startup that streams video from your iPhone. If you’ve been in an auto accident, rather than them sending an adjuster out, they send you this App and then you walk around the car and show them all of the different views of the car and, you know, sort of exactly the same thing the adjuster would see with his eyes and they’re recording it. They basically can adjudicate 95% of claims without ever sending the adjuster out and I’m now doing the same thing with a construction company, where rather than send the estimator out to give you an idea of what the job would cost to redo your kitchen, this can now be done using this mobile app. So, that’s one example of video, but on the other end videos used for educating people and setting proper expectations and everything else, so each of those technologies has 20 possible applications and what I did was I sort of hit, “Here are the 3 big ones and here are the 3 big mistakes,” but literally writing some new articles on online communities and on Gamification. We’re now sort of expanding on that stuff.

Joe: Like, it’s never ending, what you can do right now. I always go back and I always reference Apple and remember that every person in the world can practically name all of Apple’s products and they all can sit on the kitchen table and everybody’s defined at what they do and they’re one of the most profitable companies in the world.

John: That goes back to simplification which another interesting thing we may want to just talk about very briefly is Siegel and Gale just came out with a study. They’ve now created what they call the Simplification Index. I heard about it because Toyota was the simplest car and it goes back to the Steve Jobs thing of ‘don’t add functionality, take away functionality so that only the key functions are there.’

Transcription and Podcast with Siegel and Gale author: 3 Steps of Simplification

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Interaction Design Foundation Making Technology More User-Friendly 0

I have been actively engaged the past month and taking my self-study efforts from a new organization, Interaction Design Foundation. At the present time I am participating in two classes,  Design Thinking and The Psychology of Online Sales. I have been enjoying and learning from both. I encourage you to read the press release from the organization and browse the website.

Non-Profit Gives Designers Free Educational Materials: If you feel like a dunce whenever you try to decipher the instructions to a new microwave, format a paragraph in the latest version of Word, or coax a wireless printer into talking to a computer, Mads Soegaard has a message for you: “It’s not your fault.? It’s the technology that’s dumb, not you.” The 37-year-old former IT worker is so convinced that better tech design will improve everyone’s quality of life that he and his wife Rikke sold their car, mortgaged their home and lived on a semi-deserted island for a time in order to re-launch — a nonprofit organization dedicated to distributing educational materials to industry, academia and individuals across the globe — free of charge. Interaction Design wants to democratize knowledge by distributing free materials produced by the world’s leading technology designers, professors, futurists and bestselling authors.? Two contributing authors are Clayton Christensen, the Harvard professor praised as “brilliant” by New York Mayor Michael R. Bloomberg, as well as Steve Mann, known as the father of wearable computing and the inspiration for Google’s high-profile “Project Glass.” Unlike nonprofits such as the Khan Academy, however, also aims to democratize the usability of technology through improved product designs.

“We’re leading a battle against frustrating and time-consuming technology — poor designs that drain our productivity, our dignity and sometimes our sanity,” says Soegaard.? “Too many PCs, mobile devices, household appliances and software applications are designed with engineers in mind, not consumers.? In fact, study after study shows that computers are the leading cause of lost productivity.? One survey revealed that crashes, printer jams and network problems cost the average UK employee 48 minutes per day.? That’s one reason why we’re reaching out to the next generation of tech designers with free, world-class educational materials.” currently distributes (and constantly updates) The Encyclopedia of Human-Computer Interaction, a magnum opus featuring 30 chapters on topics ranging from “User Experience and Experience Design” to “Wearable Computing,” “Visual Aesthetics” and “Semiotics.”

Since its founding in 2002, the organization has helped to modernize the publishing industry by:

  • Freeing readers from restrictive copyrights that prohibit re-use of materials for commercial purposes.? “We’ve designed our copyright strategy for the author and the reader, not the publisher and the profit,” says Mads. ?“As long as you credit the author, you’re free to use our materials — even for commercial purposes.”
  • Reinventing educational materials as a genre, mixing HD video interviews, interactive illustrations, online integration of basic research and regular text, and focusing on tablets and ebook-readers over printed materials.
  • Providing aid for educational institutions and companies in developing countries, giving them free access to materials that would otherwise be unaffordable. ?Twenty percent of readers hail from developing countries.

About The Interaction Design Foundation: Headquartered in Arhus, Denmark, the primary goals of are to:

  1. Create and publish free and open educational materials for industry, academia and individual technology designers — materials written and produced by leading designers, professors, futurists and bestselling authors from around the globe.
  2. Enhance the design, function and usability of technology by helping to educate the next generation of user interface designers, user experience managers and product designers.

Says founder Mads Soegaard: “Every day, I hear people say, ‘I’m not tech-savvy. ?I should take a course to learn this. ?I must not have read the manual properly.’ ?People should know that their frustrations with technology are not symptoms of their own intellectual inadequacy, but symptoms of badly designed technology.? Technology shouldn’t need a manual. ?If you need to include a manual, you haven’t designed the product properly.? One of our goals is to create a more people-oriented generation of designers and programmers.? We want them to reimagine high-tech products that are intuitive and easy to use.”

Through multimedia materials such as The Encyclopedia of Human-Computer Interaction, the organization’s authors, editorial team and advisory board are working to create a publishing venue tailored to authors and readers instead of profits. Already,’s free online approach to publishing has helped authors reach 20,000% more readers than their previous records, which is quite an achievement when you consider that only best-selling technology and design authors have submitted materials.

For more information, contact Mads Soegaard at or visit

A Learning Journey 0

Design For How People Learn (Voices That Matter) jumped off the shelf at me when I saw this one key theme, The Learner’s Journey. See what author Julie Dirksen has to say julie dirksenabout it in this Business901 Podcast. Julie is an independent consultant and instructional designer with more than 15 years of experience creating highly interactive e-learning experiences for clients from Fortune 500 companies and technology startups to grant-funded research initiatives. She can be found at 

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What do We do to Empower People 0

Kathy Cuff is a senior consulting partner with The Ken Blanchard Companies and co-author of LEGENDARY SERVICE: The Key is to Care. Kathy seems to have done just about every job at the joined the Blanchard Companies and help create many of the custom products for their clients.

Related Podcast and Transcription: Legendary Service is about ICARE

Excerpt from Podcast:

Joe: That ties into that word empowerment. But to empower people we can’t just empower them, can we? What do we do to empower people?

Kathy: You’re absolutely right. I’m glad that you’re asking that because we have some training that goes along with our new book Legendary Service. We as an organization offer and work with clients on training. And we’ve broken it into two different workshops. So we have one workshop that we say everybody in the organization should go through. Whether you’re a manager or individual contributor, it doesn’t matter because everybody has customers. However, we also setup a half day workshop just for managers because to your point, years ago when that whole buzz came up about empowering employees, I think that the downside of that was nobody knew how to do it. It sounded like a great term and everybody jumped on the bandwagon because who wants to say no. “We don’t believe in empowering people,” right?

They didn’t understand how to do it. There wasn’t training so we have a half day workshop where the focus in that is for managers – it’s a manager workshop. Their customers, their focus in that half day workshop are their direct reports, their team members. It’s not even focusing on the external customer. But we want mangers to think about what is your role and responsibility in this whole service initiative? What do you need to be doing to empower your employees? So we have one activity they do and they’re called playing field. If you think of any sport, especially with the World Cup going on right now, if you’re watching that or the Stanley Cup, the hockey that just finished, and NBA; heck we have lots of things. When you think about any sport out there, you know it’s inbounds and out of bounds. Well people need to know that at work as well.

Once we define the parameters, they also need to know “when is it okay sometimes to go out of bounds?” If something doesn’t make sense, a policy, a practice, use your head. Hopefully that’s why we hired you. So if something doesn’t make sense, bring that back to our attention, whether your manager within the organization. Question things. But also we teach leaders how can you empower people more and get the consistent behavior and performance that you’re expecting from folks so that you’re not frustrating your customers with that inconsistency.

That’s where some employees sometimes – I won’t even use the word empowered, they feel entitled. So they think they can make whatever decision they want, take whatever action. That’s not always the best thing either. You want to make sure that you’ve trained, you’ve educated your employees what they can and can’t do and then allow them to do it. And that’s where they’re going to feel valued by the organization. They’re going to be more engaged in what they do because they have ownership to what they’re doing. We’re known for leadership and all sorts of things at the Ken Blanchard Companies. We’ve worked for years with organizations knowing that as well that you’re going to get more of what we call that discretionary effort from employees when you let them own things, when they feel like they are in charge and have that responsibility. That’s where that comes with the empowerment.

Sounds a lot like standard work to me?

Holacracy, Zappos and Standard Work

Interaction Design with Dave Malouf 0

Dave Malouf, @daveixd, is currently the Manager of Product Design at Rackspace, the open hosting company (RAX). They are responsible for all the administrative control panels for our Infrastructure as a Service, Management as a Service, Platform as a Service, and Networks as a Service system. Dave has been working primarily in Internet front-end design for the past 20 years.

Related Podcast and Transcription: Malouf On Interaction Design

An Excerpt from the Podcast:

Joe:        How did storytelling relate to that, because that’s how I ran across you is in the storytelling book? How do you use user stories and maybe expand into how storytelling relates to the two?

Dave:      User stories are very functionally focused. They are very Hemingway-like in a way. They don’t add a lot to the perspective, to the emotion around the impact of the things that we do. And so when I think of narratives and storytelling, it’s really about communicating impact or expected impact. And that’s not just on the RLI level, it’s also on the level of the true emotional connections and emotional pieces that come together because of what we design.

Joe:        When you are looking at storytelling you’re looking to put, as you said, more of a narrative than just kind of this explanation of data?

Dave:      If we look at what we’re trying to achieve through building systems – I’m trying to use as generic terms as possible – we’re trying to create a story. We are assuming that people or types of people, personas if you will, are passing through a chapter by chapter story. As they go through that they’re experiencing something at a visceral, cognitive, perceptive level, but also at an emotional level, an aesthetic level of understanding and they have purpose and goals that are driving them through the system.

Sometimes those purpose and goals are in reaction or in dialogue with that system and thus they come through it and sometimes never leave it, because they’re embedded in it. Like do you ever really leave Facebook if you’re truly engaged in it? It’s something that as a touch point you go to and then leave. But it’s always kind of omnipresent for those people who are engaged in it. There are similar tools like that whether that’s social tools or email, but also the tools like my timesheet. It’s like I make decisions about what I do based on how I’m going to need to log it. It’s easier for me for example, to make sure that my activities are in longer chunks of time as opposed to shorter chunks of time which then impact how I decide “what am I going to do?” because of my timesheet software.

It’s like this system that’s created just by a single touch point that I don’t even use most of the time. But there’s a story around how that touch point impacts my total life around that system. And a user story won’t think about that. A user story will come in and say “User will add project. User will then declare time for project.” That’s not really what the user thinks about. That is how the system needs to be written from a functional perspective. But that’s not what the user is thinking. That’s not their context. That’s not their world. It’s very much from the developer or from the architect’s perspective.

 Lean Service Design Trilogy: Bring this Workshop on-site!

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