(Remember the old lesson from field research: how things are supposed to be done is rarely how they’re done. Inputs should be pulled from real employee accounts, and validated through internal research. It is easiest to start with frontstage actions and move downward in columns, following them with backstage actions. This step is the core of a service-blueprint mapping. Map employees’ frontstage and backstage actions. Do note that a blueprint’s focus is the employee experience, not the customer’s experience, thus this portion does not need to be a fully baked customer-journey map - rather, you can include only the user touchpoints and parallel actions.Ĭ. A customer-journey map is an ideal starting point for this step. In a service blueprint, customer actions are depicted in sequence, from start to finish. If this is the case, be sure to share your blueprint with stakeholders and peers early and often. While any mapping method is collaborative at its core, blueprinting can still be done individually. If workshop participants are spread across a variety of locations, turn the workshop digital by using a white-boarding tool like. The result of the workshop will be a low-fidelity version of an initial blueprint. Each member should have a pad of post-its. If all workshop participants are in the same physical location, set up by hanging three oversized sticky notes on the wall side by side. This helps create a shared understanding amongst your team of allies and ensures that the blueprint remains collaborative and unbiased. It’s useful to organize a short workshop session (2–4 hours) to do steps 4 and 5. Use a multipronged approach - select and combine multiple methods in order to reveal insights from different angles and job roles: Customer actions can be derived from an existing customer-journey map.Ĭhoose a minimum of two research methods that put you in direct line of observation with employees. Unlike customer-journey mapping where a lot of external research is required, service blueprinting is comprised of primarily internal research.īegin by gathering research that informs a baseline of customer actions (or, in other words, the steps and interactions that customers perform while interacting with a service to reach a particular goal). While an as-is blueprint gives insight into an existing service, a to-be blueprint gives you the opportunity to explore future services that do not currently exist. Decide how granular the blueprint will be, as well as which direct business goal it will address. Identify one scenario (your scope) and its corresponding customer.
Support can come from a manager, executives, or clients. First, pull together a crossdisciplinary team that has responsibility for a portion of the service and establish stakeholder support for the blueprinting initiative.
Level-set and educate on service blueprinting. Refine and distribute: Add additional content and refine towards a high-fidelity blueprint that can be distributed amongst clients and stakeholders.ĥ-Step Framework for Service Blueprinting 1.
They are the primary tool used in service design. Service blueprints are diagrams that visualize organizational processes in order to optimize how a business delivers a user experience.
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