Learn to improve the quality and interaction between the service provider and its users. Employ service design best practices for designing services that satisfy user needs while also meeting service providers’ requirements and objectives. By acquiring ISDI service design practices, you will learn to use the models and tools that are intended for creating user-friendly and relevant user services Successful services using service design techniques are competitive and sustainable.
Online courses that progress with you, on your time and at your pace. The courses follow a progression of lessons, topics and quizzes, with exercises, scenarios and templates. Each course includes a textbook that learners can use to follow along, and to keep as a reference.
The first course, The Apprentice, covers systems operations and service systems—the essential components of designing successful services. This course includes an overview of service design models and tools. Also covered, are templates for developing personas, and how to use them to grow user loyalty.
The Journeyman, the second course, covers identifying user needs, and dives into creating and implementing service design models, such as journey maps, a service blueprint and touchpoints. Included are case studies and templates intended for group exercises. The third course, The Master, presents diagnostic tools, and performance measurements and quantitative metrics. This course is designed around helping service designers prototype, diagnosis service failures, and uncover looming risks.
Additionally, the Digital Bookshelf on our site carries template guides, workbooks and books.
The service design practice includes tools, many of them problem-solving borrowed from other disciplines. The ISDI courses include a number of these tools, including ones for evaluating risk, defining ideal target markets, building loyalty programs, determining program gaps, and improving stakeholder communications.
Tactically, service design helps devise user-friendly services that achieve desired outcomes for both a service provider and its users. Strategically, putting service design into practice breaks down internal silos, better aligns an organization’s activities to its mission, goals and objectives, helps to identify needed resources (including budgets, personnel and functional components), and provides focus for all stakeholders to embrace the common mission.
Additionally, service designers show results from the tools visually. Visualization is foundational to the service design practice. This form of communications allows for sharing findings with others, including group members and leaders, without a heavy reliance for background and context to reach an understanding.
ISDI began building a book of knowledge for the service design practice after a three-year discovery process, which found no consensus for how to practice, including which models to use for given problems.
Our findings also showed that among discoverable models, many were too complex to adapt for individual projects, and some others lacked the proper orientation, or relevance, that would make them useful. That led us to dive into an exercise to align service design models in a logical progression to designing a service.
Against that background, ISDI assembled a collection of models, some known for repeatable, successful outcomes, and others that we adapted based on experiences—and architected them to be accessible and adaptable to service designers, irrespective of their experience or project challenge.
Tackling the principles of service design enables individuals to assume leadership roles and responsibilities—ultimately acquiring leader experiences from efforts and activities that lead toward successful design outcomes.
A service designer leads teams for solving organizational challenges. They decide, or help to decide, the correct models and tools to use for given situations. And they are responsible for presentations that inform and seek answers from decision-makers.
By defining the skills of an experienced service designer to others, there are straight parallels to defining a leader. To a finer point, leaders are not managers. A leader inspires others to put forward their best work, to work collaboratively and openly volunteer their knowledge, skills and experience—all toward a single purpose.