Author Archives: Joe Heapy

Great services need great organisations

Our work at Engine over ten years has taught us that great services need great organisations. So it often results that by designing a service, we address an organisational challenge. Continue reading

Posted in Design-led change, Service design practice, Transformation | 1 Comment

From industrial product to service design – the product to service shift

Although manufacturing still contributes significantly to GDP (gross domestic product) in all developed economies; service and services play an increasing role in economic development. Even in companies that remain strong in manufacturing, service and services are used to support business … Continue reading

Posted in Service design practice, Services, Transformation | 1 Comment

I’m a Servorg

We are almost totally reliant on services of all types to live our lives. In the same way that spectacles, hearing aids, trainers and a huge range of other products allow us to operate beyond the limitations of our physical … Continue reading

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The case for toolkits

Engine has developed a number of Service Design toolkits for a range of organisations. Continue reading

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A routemap in uncharted territory

The activity of designing services, especially those that address difficult challenges in new ways, requires creative leaps – not incremental tweaks to existing products or systems. These leaps are often imagined to be the preserve of ‘creatives’: eureka moments that … Continue reading

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The glamorous side to service metrics

Although metrics, measurement and target-setting may seem linked more to service management than to design; metrics have an important role to play in achieving the vision of a service. Service metrics define how a service will be built and how … Continue reading

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Four systematic approaches to business improvement

I was thinking about user-centred design as an idea at the hear of service design practice and the extent to which ‘starting with the user’ actually makes sense to businesses looking to improve their performance. We work with organisations that use one or more of four systematic approaches to improving business performance. Many organisations identify one of these in particular, experience-led approaches, as a gap in their capabilities. However design thinking and methods has something to offer to all four approaches. Continue reading

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Brand, organisation and service

In its totality, a consumer service is the entwining of its brand image – its creative marketing and communications and its behaviour – and its functionality and performance. Continue reading

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Time to dust-off that ‘Public Sector Innovation’ training handbook

Of course, while many have been thinking about innovation, innovation has been happening around them. Continue reading

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After the settlement

This week many UK local councils have been approving their budgets for the next three years. The complexity and the politics of budget cutting in the months leading up to the current round of budget settlements put huge pressure on council officers whose job it is to manage budgets and make decisions about service commissioning. Outside of the delicate discussions about who must be served or employed and who can manage without, those working inside councils have been trying to find the time to look beyond this year’s cuts and to redesign the model of a council and public services for the next three, ten and even thirty years. Effort can be focused beyond the next year or three towards the next ten and beyond. Continue reading

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