Mapping product design as a transdisciplinary service

Abstract

Design is a highly complex process. It involves various stakeholders, processes and interactions that need to work coherently in order to result in a successful design or product. It needs to be acknowledged that offering design as a successful service is not simply an interaction between a customer and a single designer, but in reality is far more complex and detailed. In today’s society, it is no longer sufficient for design-businesses to only focus on providing a well designed end product. Instead, customers now seek value in superior experiences from the services they use. Design-businesses thus need to shift their current outward focus to also create and design superior service experiences. Owing to the intangible complexities and intricacies within design as a service it makes it incredibly challenging to improve or enhance. Skeg Product Development, a leader in the Product design industry in South Africa, was used as a single case study to offer a real-world working context of Product design as a service. This study used purposefully selected Service design tools and techniques, such as the customer journey and service blueprint, for co-design workshops. Three workshops were facilitated in order to co-design maps with employees from various functions within the case study. Workshop 1 required participants to map their ideal customer journey. This was used to identify an area of focus within the case study that would benefit the most from improved visualisation. Workshop 2 and 3 used a service blueprint to map the existing front of stage- and backstage interactions and processes respectively. The mapped findings were supplemented by informal interviews with employees as well as continuous observations within the case study. It was found that Product design as a service, although the experience is subjective to each customer and project, is filled with intangible challenges and intricacies. It had been identified that managing customer expectations is currently the biggest challenge in offering Product design as a service. Although this was found to be a crucial obstacle to the customer experience, with multiple discussions around the topic, very little is actively being done to address it. It was also identified that current internal processes are not completely understood in terms of what they entail or their purpose to the service. This was found to be especially true across the various functions. This holds significant consequences for employees, the service and ultimately the customers. During the course of the study a number of themes and topics emerged. These include the success criteria for Product design as a service, as well as the significance of understanding roles and processes. The challenge of managing customer expectations in an unpredictable context is also addressed. The study subsequently presents two means for design-businesses to shift their focus to backstage processes in order to mitigate this challenge. The emerged themes speak to the greater industry of Product design as well as the developing field of Service design. This research is aimed at any individual, business or employee involved in the design industry. This includes anyone who has a role in delivering design as service who could benefit from a clearer understanding of the challenging context in which they work. It would also be beneficial to an individual or business who may want to suggest adjustments or changes to improve design as a service in future.