Panel Discussion

Key Insights

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  Service design is evolving from delivering user-focused experiences to becoming embedded within organizations to influence systemic change.

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  Trust underpins successful collaboration in service design but is rarely explicitly acknowledged.

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  Facilitation skills are essential life skills for service designers to navigate complex group dynamics and build influence.

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  Complex problems in service design require embracing emergence and constant adaptation, unlike simpler complicated problems which have fixed causal paths.

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  Connecting dots in organizations includes not only user journeys but also relationships and value flows across diverse actors and disciplines.

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  Leadership in service design is less about formal titles and more about unlocking potential and creating conditions for collaboration.

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  Service designers benefit from adopting multiple perspectives, including customers, managers, and change agents, to overcome organizational silos.

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  Using rough, provisional artifacts invites co-creation and encourages stakeholders to contribute to shaping solutions.

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  Language and jargon can be both barriers and enablers; designers should explicitly negotiate and adapt vocabulary to build shared understanding.

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  Long-term engagement with a context builds deeper trust and cultural blending, increasing the potential for meaningful impact.

Notable Quotes