Day 1 – (Remote) Service Design: A Transformation Case Study
Uber, Uber Eats, ….. Uber Freight! — in between shippers and carriers (simplify the movement of goods to help communities to thrive)
Shippers — small business, mid-market, enterprise.
All facing the same headwinds: During Pandemic!
- Increasing demand
- Increasing prices
In early 2021, NPS Score of the most recent Shipper.
- What’s not right about shipper service?
- Any evidence of it?
- NPS, Sales / AM Emails, Surveys.
The evergiven caught in suez canal for six days; impact: in one day, affected $10 billion of global trade!
Hypotheses of root cause / challenges:
- Easy onboarding or start
- Dropped at critical points in journey
- Leaving some touchpoints wide open
- Not probably aligned towards the same goal
80% Teamwork challenge, 20% stuff needed to build the service.
Culture: Acting like an owner – ownership of a challenge — instills in every single person.
How to tackle this?
- Org psychology
- Service design
- Org clout.
First principles = solve the people problem, solve the service.
Enabling high performing team —
- Psychological safety
- Feel safe to raise a flag
- Push the truth into the room – hold themselves accountable too!
- Know where our job ends and theirs begins
- Structure and Clarity
- Know what their roles and responsibilities are
- Know what you are accountable for
- Work is doing something, it goes into a mission
- It is contributing
- It is actually bringing change
Service Design methodologies —
- Workshop best practises
- Be fully engaged, to be respectful – introverts & extroverts
- Get the most out of it
- Everyone’s commitment
- Not just the doers, but the management
- Service blueprinting
- Structure and clarity
- Both backstage and frontstage actors work together
- Voice of shipper (users)
- All this work was to improve work of shippers
- Especially in virtual world
To ensure success:
- Enlist helpers & empower them
- Everything is pencil and nothing is precious
- Doing design therapy, create (informal deep-breathe) spaces
- Day1: Align on problem definition with evidence
- Day 2: Gaps, connect backstage pain to frontstage misses
- Day 3: Collectively what to solve and brainstorm how
Outcomes (60 reps participating virtually over zoom): 2 service blueprints, 6 systemic big rocks, 150+ potential solutions, 9 initial concepts.
Leadership: Pick one use case, pilot an idea.
Success: NPS improvement, CSAT, OTP improvements, decreased Ops cost, Margin, 4 SLAs.
Org change is less about the what, and more about the how; Kotter’s org change model:
- Create urgency
- Form powerful coalition
- Create vision for change
- Communicate vision
- Empower action
- Create quick wins
- Build on change
- Make it stick