How might public services begin to digitally design their services? Jess Hoare and Amy Richards from Y Lab look at the key things to think about when you’re starting off on your Digital Service Design journey.
A few weeks ago the Wales Audit Office invited Y Lab to run a workshop at their Digital Seminars. These seminars were lively events with some really great questions coming up during the panel session. Here’s one of the meaty ones:
What are the key areas of focus for any organisation looking to redesign services?
We thought it might be useful to reflect on the discussion that followed this question and offer some practical advice. Through the work of the Digital Innovation Fund, we’ve concentrated on addressing three main areas: skills, culture, and tools.
Each of those categories relates to broader themes of skills, culture and tools. To keep this succinct, we’ve summarised some of the key points raised in our workshops:
- Get to grips with the basics of service design. Always, always start with user needs. A lot has been written on how to go about this. As a starting point, I would recommend taking a look at some of the brilliant resources shared by Government Digital Service.
- If you want to enable digital service design be brutally honest about who is best qualified within your organisation to lead that. Who’s good at UX? Who’s interested in doing more user research? Who has more recently mapped the services your organisation offers? Get them in a room together.
- You need to be able to build agile interdisciplinary teams that can work iteratively. That doesn’t happen overnight but it is important to start with a team that knows what they are working towards.
- Don’t just recruit talented people, develop those already with you;
- be clear about career advancement, company culture, and training/development opportunities;
- allow ideas to be challenged and championed;
- ensure your leadership is committed to cultural change and supports risk.
Y Lab’s Innovation Process has been created to help organisations solve challenges using design methods. The process has been split into three steps: Explore, Generate and Evaluate. The basis of our process is if you understand the problem better, you have a better understanding of the user needs, reduce the risk of failure and have a more efficient and effective solution.
Explore comprises of questions that help you fully understand the problem, get a clearer picture of what it is you need to solve and ask yourselves some crucial questions about the resources you need and how you might measure the project’s success.
It is at this point in the process where assumptions about the needs of the user are made and this is where user research steps in. It’s much better to admit not knowing everything than to start making assumptions about what the user needs, and getting it wrong. Our user research tools will enable you to add further detail before you begin to think about solutions. Journey mapping and user personas can add valuable insight.
You’ve got a better understanding of the problem and user needs, written a brief (without realising it) so now it’s on to the fun part. Our generate section is exactly how it sounds, we encourage you to sit down as a team and start coming up with ideas constantly reflecting on your findings from ‘Explore’ to ensure that your solutions are relevant and which ones you should take to the next stage and start prototyping.
Evaluate (through prototyping and testing)
Prototyping seems to be the part most people are scared of, it’s the part of our process where ideas are really put to the test and where flaws can be uncovered. Service blueprints, storyboarding and paper prototyping are invaluable and can be put in front of users, tested and refined to reduce the risk of failure in the long run. It’s much better to fail now, and not fail when you’ve made that big ‘investment’. Evaluate your ideas and solutions against your findings in the ‘Explore’ section, is this really the best possible solution? If not, throw it away and start again, you can’t make a bad idea good.
The business of innovation can be messy, is tricky and is often fraught with challenges to be overcome. The work put in by those we worked with through the Digital Innovation Fund was considerable. There was a great appetite and enthusiasm for responding to challenges practically through a structured innovation method and cross-sector collaboration. In the most successful cases, we can see how involvement with the Digital Innovation Fund has had a wider impact across the organisation, bringing in new ways of working and opening up conversations around the potential for digital forms of innovation.
The pertinence of working in this way has infused the ideas, workshops, and conversations that have taken place since we begun our work on the Digital Innovation Fund. This appetite and enthusiasm for new methods of approaching challenges was certainly echoed at the workshops we ran with Wales Audit Office and we’re looking forward to the next seminars in the series.