An introduction to service
design and a selection ofservice design tools
business challenge

Design methods
for developing
servicesKeeping Connected Business Challenge

Design methods for developing services
About this document

The double diamond design process

Tools and methods

About thisdocument
This is a brief introduction to why
design methods can be usefulwhen developing services.
If you’re new to service design:
You can use it to familiarise
yourself with a typical processthat designers use whendeveloping products and services.
It will give you an idea of what toexpect from working with a designer.
If you’re a designer:
You may be familiar with all of
this already, but you may find thisdocument useful when explaining
common service design methods
to others that are new to them.

Contents
About this document
3 About design and why
work with a designer
4 Using design to develop
great services
The double diamond
design process
6 The double
diamond overview
8 What to do at each phase
Tools and methods
11 Discover phase
16 Define phase
19 Develop phase
22 Deliver phase

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Keeping Connected Business Challenge

Design methods for developing services
About this document

The double diamond design process

About design"Design is what links creativity and innovation.
It shapes ideas to become practical and attractive
propositions for users or customers. Design may bedescribed as creativity deployed to a specific end."— The Cox Review

Tools and methods

Design has many different definitions, but at its heart
it is about the process of translating ideas into reality,
making abstract thoughts tangible and concrete.
Whether it’s for a new service, a piece of graphics
or an innovative product, a number of key attributes
underpin every design-led project. Thesefundamentals should inform the responses to the
Keeping Connected Business Challenge, ensuring
design-led solutions that enhance independent
living and quality of life for older adults.

Why work with a designer?
User understanding
Designers look to understand the needs and desiresof the people who will use a product or service byspending time with them. This approach ensuressolutions are both fit for purpose and desirable tothe people who will use them. By focusing on humanstories and insights designers build empathy for users,and ensure ideas being developed are relevant.

Prototyping
Designers work iteratively to test their ideas
and improve them throughout the entire
development process. Making an idea tangible
from an early stage through cheap mock-ups
helps save resources and can minimise risk.
Prototyping can be applied to both products andservices, and allows real world feedback fromusers that ensure better, more relevant outcomes.
It can be quick and cheap and allows a solution to
be iterated and improved before it is rolled out.

A tool for collaboration
The Keeping Connected Business Challenge
involves collaboration between multidisciplinary
teams. Designers make things visual and tangible– they draw pictures, they make models; this allows
the complex or ambiguous to be made simple andstraightforward. Doing this allows ideas to be rapidly
communicated and understood, which in turn fosters
collaboration between designer, partners and users.

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Keeping Connected Business Challenge

Design methods for developing services
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The double diamond design process

Using design to develop
great services
Service design is all about making the services
we use usable, easy and desirable.
Services are all around us - buses, shops, libraries,
dentists, restaurants and the post office help us get towork, get our food, or keep in contact with each other.
A service happens over time and is madeup of touchpoints – the people, information,
products and spaces that we encounter.
For instance a menu, a chair or a waitress are all
touchpoints that make up a restaurant service.

Tools and methods

Service design is the process of creating thesetouchpoints and defining how they interact with eachother and with the user. To design a great service it
is important to have service users in mind: are theystaff, suppliers or customers? Using design tools
and methods can deliver an in-depth understandingof user behaviours, their likes and their needs,
which can enable new solutions to be developed.
Service design can be used to re-design an existing
service to make it work better for users, or it canbe used to create an entirely new service.

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Design methods for developing services
About this document

The double diamond design process

Tools and methods

The double
diamond design
process

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Keeping Connected Business Challenge

Design methods for developing services
About this document

The double diamond design process

Tools and methods

The design process

Tools and methods

Every designer has a slightly different approach anddifferent design specialisms also have their own ways
of working, but there are some general activities common
to all designers. The Design Council has developed the‘Double Diamond’ model to illustrate this.

Outlined in this section are design tools andmethods you might find helpful to use as part of the
Keeping Connected Business Challenge. It is nota definitive list, but is included to help familiarise
collaborators with design ways of working.

Divided into four distinct phases: Discover, Define,Develop and Deliver, it maps how the design process
passes from points where thinking and possibilities
are as broad as possible to situations where
they are deliberately narrowed down and focusedon distinct objectives.

These methods are not rigid protocols to be followed
unthinkingly, but frameworks that can and should
be adapted to the task at hand. Some of the tools
work best at ‘big picture’ thinking while other focus
on specific project details. Balancing and linking thetwo is important to develop the best outcome.
Most tools and methods can be adapted byaltering the level of detail, sketching quickly ordeveloping in-depth, depending on the outcomes
needed or time and resources available.

Overview of the double diamond phases

1. Discover

2. Define

3. Develop

4. Deliver

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Design methods for developing services
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The double diamond design process

Tools and methods

The double diamond in more detail
1. Discover

2. Define

3. Develop

4. Deliver

The start of a project isa period of discovery,
gathering inspiration andinsights, identifying userneeds and developing
initial ideas.

The second quarter
represents the definition
phase, in which designers
try to make sense of all thepossibilities identified in the
Discover phase.

The first quarter of the
double diamond model
covers the start of the
project. Designers try tolook at the world in a freshway, noticing new thingsand seeking inspiration.
They gather insights,
developing an opinion
about what they see,deciding what is new andinteresting, and what will
inspire new ideas.
Specific methods include:
market research, user
research, managing andplanning and design
research groups.

Which matters most?
Which should we act
on first? The goal here is todevelop a clear creative briefthat frames the fundamental
design challenge to theorganisation. Key methods
during the Define phase
are: project development,
project management
and project sign-off.

The third quarter marksa period of development
where solutions are created,
prototyped, tested anditerated. This process oftrial and error helps
designers to improve andrefine their ideas.

The final quarter of the
double diamond model isthe Deliver phase, where
the resulting productor service is finalised
and launched. The key
activities and objectives
during this stage are: final
testing, approval andlaunch, targets, evaluationand feedback loops.

Key activities andobjectives during theDevelop phase are:brainstorming, prototyping,
multi-disciplinary working,visual management,
development methods
and testing.

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Design methods for developing services
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The double diamond design process

Tools and methods

1. The Discover phase

2. The Define phase

Objectives

Objectives• Identify the problem, opportunity or needs
to be addressed through design• Analyse the outputs of the Discover phase• Define the solution space• Synthesise the findings into a reduced
number of opportunities• Build a rich knowledge resourcewith inspiration and insights.

• Define a clear brief for sign off
by all stakeholders.

The beginning of every design project is marked by an
exploratory phase where insights and inspiration aregathered. This Discover phase can be triggered in manydifferent ways such as social trends, novel technology,
the launch of a competitor service, or in the case of the
Keeping Connected Business Challenge, a funding call.

The initial Discover phase is about openingout and exploring the challenge to identify
problems and opportunities. The Define stage
channels these towards actionable tasks.

In the Discover phase we begin to identify the problem,
opportunity or need to be addressed as well as definesome of the boundaries of the solution space.
This exploration uses both qualitative andquantitative research methods and can involve
both directly engaging with end users andanalysis of wider social and economic trends.
This research builds a rich bank of knowledge thatwill inform the rest of the design process and act
as a guide and inspiration to the design team.

Tools & Methods

The mass of ideas and findings are analysed andstructured into a reduced set of problem statements.
These are aligned with the organisational needs andbusiness objectives to identify which to take forward.
The Define phase results in a clear definition of thefundamental challenge or problem to be addressed
through a design-led product or service.

Tools & Methods

User Journey Mapping

User Personas

User Diaries

Brainstorming

Service Safari

Design Brief

User Shadowing

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Design methods for developing services
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The double diamond design process

Tools and methods

3. The Develop phase

4. The Deliver phase

Objectives

Objectives• Develop the initial brief into a productor service for implementation• Taking product or service to launch• Design service components in detailand as part of a holistic experience• Iteratively test concepts with end users.
The Develop phase takes the initial design brief
and through an iterative process of developing andtesting, refines the product or service concepts
until they are ready for implementation.
Using design and creative techniques, thedesign team and partners develop the individual
service components in detail and ensure theselink together to form a holistic experience.
In the Develop phase working iteratively and testingwith users throughout the process helps ensure amore robust service and focuses the teams’ efforts.
The final product or service will incorporate thisfeedback and be ready for implementation.

Tools & Methods

Service Blueprinting• Ensure customer feedback mechanisms are in place• Share lessons from development
process back into the organisation.
In the Deliver phase, the product or serviceis launched and begins to address theneeds identified in the Discover phase.
The final concept is taken through final testing, finalised
and signed off. It is important to ensure systems are inplace to capture user feedback, especially for services.
The Deliver phase is also the point to feed back lessons
from the process to colleagues and partners, sharing
new knowledge, insight tools, or ways of working.

Tools & Methods

Scenarios

Experience Prototyping
Business Model Canvas

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The double diamond design process

Tools and methods

Tools andmethods
3. Develop

1. Discover

2. DefineThe start of a project is aperiod of discovery, gathering
inspiration and insights,
identifying user needs anddeveloping initial ideas.

In the Define phassynthesised an e ideas are
d aligned withbusiness obje
ctives, creatinga clear brief that frames thedesign challenge.

User
Journey
Mapping
User
Diaries
Service
SafariUser
Shadowingd,Design-led solutions are develope
prototyped, tested and iterated.
sThis process of trial and error help
designers to improve and refine
their ideas.

Service
Blueprinting

User
Personas

Experience
Prototyping

BrainstormingBusiness Model
CanvasDesignBrief
4. Deliver

In the Deliver phase, the pro
duct or service istaken through final testing,finalised and launched.

Scenarios

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The double diamond design process

Tools and methods

Tools and methods

User Journey
Mapping
What is it?

How can I do this myself?

A User Journey Map is a visual representationof a user’s journey through a service, showing
all the different interactions they have. This
allows us to see what parts of the service
work for the user (magic moments) and whatparts might need improving (pain points).
A User Journey Map takes the user’s point of viewand explains their actual experience of the service.

User Journey Mapping draws on the outputs ofdesign research methods such as observationor service safaris. These ground the journey
map in real user experiences rather than an
abstract notion of how the service works.
Map a user’s progress through the service,
beginning with when they first become aware of
the service through to when they leave. In doing
this the different activities of the user journey aredefined, with related tasks grouped together in
key stages, such as ‘sign-up’ or ‘payment’.

Aims• Identify the key elements of a service• Understand the links between all the different
elements over time
• Identify problem areas in a service or areas
where new things can be added• Create empathy with different types of users.

Identify the individual touchpoints with each stage  – thepeople, information, products and spaces encountered– are identified. Links or gaps between touchpoints
will reveal themselves as the map is developed.
To get a holistic view of a user’s experience it canbe useful to work in cross-functional teams. Some
services might have different types of users, withdifferent experiences, and require multiple journeys.

What are the outputs?
A User Journey Map is a visual map or diagram,
identifying the key stages, touchpoints and othercomponents that make up a user’s service experience.
The journey map might contain photographs,
illustrations and quotes to bring it to life. It may
also have an additional layer of explanation that
identifies problem areas or opportunities.
See page 12 for an example of a User Journey Map.

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Tools and methods

Tools and methods

User Journey
Mapping
Journey chart example for a mobile phone service

Touchpoints

Aware

Television

Bob
Sees advert for newphone on TV – isinterested by the highquality camera.

Join

Bob
Having seen thephone he wanted instore, he goes online
to get a better deal.
Finds the website
hard to navigate.

Online

Shop
SHOP

Phone

Post

Use

Leave

Helen
Cancels her
contract online
after two years.
Finds it surpisingly
easy to do.

Helen
Bob
Sees an advert
On his lunch breakwhilst passing a shop walks into Walk&Talk
window and likes
mobile phone store.
the sound of the pay Is greeted by a shop
as you go deal.
assistant who answers
all his questions.
Helen
Phones the mobile
phone company
and orders thephone she saw.
Spends an hour
waiting in a queue.
Helen
Receives her newphone in the post
2 days later. Has totake a half day off
work to make sure
she doesn’t missthe delivery.

Bob
After a year hereceives a newphone in the post
as part of his
contract. Finds itvery easy to switch
his contacts overto new phone.

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Tools and methods

Tools and methods

User Diary
What is it?

How can I do this myself?

User Diaries are a method for gathering in-depth
qualitative information from users by giving them away of recording away from researchers. It allows
people to tell about their own lives in their own time, andexplain what they do over a number of days or weeks.
User Diaries can be realised in many different
formats but usually consist of some personal
background information and a ‘diary’ styleformat for capturing information over time.

The key to good User Diaries, as with all qualitative
research, is identifying the correct people to take part.
In general, a relatively small group is sufficient; theaim is to get rich information and insights to drive thedesign process, rather than quantitative answers.
User Diaries are created based on the context of the
project and needs of the design team. The diary period
can vary from a few hours to a number of months
and again is dependent on the individual project.

This basic information can be supplemented withadditional questions or tasks. Sometimes cameras
or other documentation equipment is provided
to gather visual feedback for researchers.

In general User Diaries consist of three main sections.

Aims• Gather information about real user needs• Get understanding and empathy about otherpeople’s experiences• Get a sense of a user’s life over a longer
period of time.

• Background information that covers name,age, occupation, location, family, hobbies& interests, likes & dislikes. This helps togive some understanding of the person• A Diary section for users to complete over a
period of time – just like a diary. This shouldhave a number of prompts or questions
to provide some structure. It might use
photography or video to document• Additional questions and tasks thatprovide stimulus to users to gain moreinsight from them on particular topics.

What are the outputs?
Completed User Diaries supply rich qualitative
information on a set of users over time.
They might include video and photographs
as well as written descriptions.
User Diaries help identify important user needs andinsights and provide inspiration to design teams.

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Tools and methods

Tools and methods

Service Safari
What is it?

How can I do this myself?

A Service Safari is a research method forunderstanding services. Researchers go ‘onlocation’ and experience a service first hand tofind out what service experiences are like.

Service Safaris are a useful exercise at the beginningof a design process. They help everyone gain arich understanding of services and are relatively
easy to structure. The key to a good service safari
is to identify relevant, engaging services that reveal
insights and provide inspiration to the design team.
Each participant should record their experiencein writing, or by using video and photography.
Engaging with a service, observing staff, looking
at users and documenting the environment
and materials, helps participants identify how
services deliver value to customers.

A Service Safari might be focused on a particularservice (like going to Tesco), or type of services(like going to a supermarket). Alternatively it
might look at a wider range of services to get
an idea about what makes a positive service
experience (like services where I can buy food).

Aims• Gather information about a service in thereal world• Identify what makes for a good service
experience across many different
service types.

A Service Safari can be somewhat haphazard
so in a large group assigning roles is an option.
Through sharing their experiences the team canbuild a collective understanding and begin to
define what makes a great service experience.

What are the outputs?
The output of a Service Safari is some written
or visual record of the event and might
include photographs, drawings or video.
More important is the experience itself, Service Safaris
help team members tune into service touchpoints andexperiences, and interrogate these in new ways.

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Tools and methods

Tools and methods

User
Shadowing
What is it?

How can I do this myself?

Shadowing is a research method for understanding
how people interact with the world around them(including services). It involves observing a user
directly to identify and understand their needs.

Time should be spent identifying the correct people
to shadow. In general, a relatively small groupis sufficient as the aim is to get rich informationand insights to drive the design process.
Shadowing involves spending time with the person
over a number of hours or days and observing what
they are doing and why. This might take place inone session or over a number of different sessions,and is done as unobtrusively as possible.

Researchers follow a particular person as they go
about their lives or use a service and document
what happens in an unobtrusive way.

Aims
• Gather information about real user needs• Get understanding and empathy aboutother people’s experiences

Getting immersed in a person’s life helps identify
the barriers and opportunities they encounter, eventhose the user is not explicitly aware of. It allows
the researcher to develop real understandingof service interactions, and see the differences
between what people say and what they do.

• Understand the different parts of a service
such as staging, interactions and touchpoints

What are the outputs?

• Identifying barriers and opportunities forservice innovation.

The output is in general written documentation
with supporting visual materials such as
photographs, drawings or video captured
during the shadowing session.
These materials, observations and insights provide
input into the Define phase of the design process.

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Tools and methods

User Personas
What is it?

How can I do this myself?

A User Persona is a character that embodies
user research in an easily identifiable andunderstandable form. It brings together lots of
information about similar people to create a single
character that represents the group. Personas arenormally created as a set, showing different types
of users with different needs. User personas canbe communicated in a wide variety of formats but
are normally a combination of images and text.
A Persona can cover information such as name,age, occupation, where they live, family, hobbies &interests, likes & dislikes, and most importantly needs.

User personas can be created with varying levelsof detail. Quickly sketched in a workshop they
provide useful input into brainstorming and ideation
tasks. More detailed Personas are valuable insynthesising and sharing large bodies of user
research, as well as testing early stage concepts.
While Personas can be created without drawing
on user research, their value and usefulness
greatly increases if built on qualitative information.
Segmentation of user data helps structure
research and indentify key Personas.

Aims• Package user research into an easy tounderstand format• Maintain focus on the needs of users during
the Develop stage• Test and evaluate ideas and service
concepts against these needs.

Personas should be made as rounded as
possible; they are archetypes, not stereotypes.
They can be further enhanced through visualmaterials or supported with quotes, that reflect
the qualitative research and feel authentic.

What are the outputs?
User personas can vary in terms of output andfinish. At their most basic they might consist of asketch with key user information, supplemented
with photographs or illustrations. Detailed personas
might be communicated through in-depth reports,
visual materials, diaries or through video.
Personas are a useful guide in the Develop
phase of the design process and help
maintain focus and deliver value to users.

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Tools and methods

Brainstorming
What is it?

How can I do this myself?

Brainstorming and other ideation techniques are used
to generate alternative solutions and opportunities
quickly. They identify the most interesting or important
ideas to take forward as part of the design process.

There are a large number of brainstorming andideation techniques available. In general, a facilitator
structures the group session and ensures a richdiscussion. In successful brainstorms it is important
not to have too many people or carry on too long(no more than 12 people for longer than an hour).

Brainstorming is particularly useful to break out ofestablished patterns of thinking, and develop new
ways of looking at things. It also helps overcome
many of the issues that can make group problem
solving a difficult or unsatisfactory process.

Aims• Generate a large number of potential ideas• Identify key ideas to develop further• Create a shared understanding of potential
opportunities around a topic or theme.

Involving a range of different people withdiverse skills and perspectives is important.
This increases the richness of ideas exploredand builds buy-in from team members.
It can be useful to have several sessions, looking
at different sub-themes or topics, or have multiple
groups work on the same topic. Capturing ideas
in a visible way allows everyone to see progressand ensure the conversation stays focused.
While brainstorming and ideation techniques are alldifferent, these are some good rules to remember.
• Defer judgement• Build on the ideas of others• Focus on the topic• One conversation at a time
• Encourage wild ideas.

What are the outputs?
Brainstorming and other ideation techniques
will result in a large volume of ideas around aparticular topic. These are then reduced down toa number of key ideas to be developed further.

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Tools and methods

Design Brief
What is it?

How can I do this myself?

A Design Brief is a clear definition of the fundamental
challenge or problem to be addressed through adesign-led product or service.

A design brief is usually developed by the project
manager or a design management professional.
It synthesises current project knowledge from the
Discover and Define phases and outlines next steps.

It is a structured statement that outlines goals,
constraints, budgets and timelines. It communicatesproject outcomes, identifies potential risks andhighlights how these will be mitigated.

Aims• Define the problem or challenge tobe addressed• Provide a reference point for designingin the Develop phase• Provide a plan for the Develop phase.

A good Design Brief should be written in easily
understood language, provide clear direction, but avoid
being overly rigid in specifying detailed design work.
A Design Brief allows for formal sign off by projectsponsors and sets the boundaries of the rest of theservice development process.

What are the outputs?
A Design Brief is usually a formal written document,
which may be supplemented by user researchdata and other background materials.
The Design Brief forms a core reference
point for all stakeholders in the Develop and
Deliver phases of the design process.

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Tools and methods

Tools and methods

Service
Blueprint
What is it?

How can I do this myself?

A Service Blueprint is a detailed visual representation of
the total service over time - showing the user’s journey,
all the different touchpoints and channels, as well as thebehind the scenes parts of a service that make it work.

A Service Blueprint pulls concepts and touchpoints
in development together into a unified structure andprovides a holistic view of the all service elements.
A Service Blueprint often looks similar to a User
Journey Map (see page 12). The difference is thatit maps the future service, not the existing.

A Service Blueprint helps everyone involved indelivering the service understand their role and ensure
the user has a coherent experience.

Aims• Design and problem solve the complete
service experience• Provide guidance when identifying areas
to prototype• Communicate the service to the people
delivering it, as well as to users
during testing.

Initially map a user’s progress through different service
stages, ranging from awareness, to use, through toleaving the service. In doing this identify touchpointencountered. These touchpoints each can be segmented
into different channels such as face-to-face or web.
The customer oriented elements of a service are known
as the ‘front stage’. Identify and map touchpoints andprocesses that need to happen behind the scenes forthe ‘front stage’ part to work. These might include backoffice staff, logistics systems, or IT infrastructure. This is
known as the ‘back stage’ part of the service. A Service
Blueprint allows you to see the interaction between thefront and back stages, ensuring links and dependencies
between different service elements are coherent.
Some services might have a range of different offerings
and require multiple blueprints. In developing a Service
Blueprint it can be useful to work in teams, and carry out
an initial pass before developing in detail.

What are the outputs?
A Service Blueprint is a visual map or diagram
identifying the key stages, touchpoints and othercomponents that make up a service.
This combination of text and graphics may besupported with photos or illustrations, showing
particular touchpoints in more detail or offering
additional explanation. Depending on complexity,
a service blueprint may contain a key to makeit understandable.

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Tools and methods

Experience
Prototyping
What is it?

How can I do this myself?

Experience Prototyping is a way of testing newservice ideas or designs for specific touchpoints.

Experience Prototyping is used to test ideas andgather feedback on potential design solutions.

Experience Prototypes are about communicating
what the experience will be like and allow thedesign team to test and refine their solutions
with potential users. They also help build buyin from partners and other stakeholders.

There are lots of different methods for Experience
Prototyping – some such as bodystorming and roleplay emphasise acting out a service experience.
Others focus on creating mock-ups of products orenvironments. Generally, most Experience Prototypes
combine physical mock-ups and some elements ofrole-play to recreate the service experience.

Making prototypes ‘early, ugly & often’ is important in
the design process. Experience Prototypes don’t need
to be refined or take a long time to make, it is more
important to create something quickly, test it, and theniterate the design. They can vary from paper sketches,to a physical model, to a fully acted out service.

Aims• Design and test specific touchpoints
or interactions• Find out whether parts of the service meetusers’ needs and how they can be improved• Communicate the benefits and experiences
the service will deliver to stakeholders,
including decision-makers, frontline staff,
partners and users• Gather feedback from potential users.

This recreation might be acted out, or documented
through photography or video. The style and level ofdetail can vary from very rough to realistic ‘archeologyof the future’.
An important part of Experience Prototyping isgathering feedback. Testing should ideally happen withpotential users of the service and may take place over anumber of hours, days or weeks. Unlike a pilot the goal
is to learn quickly and iterate a revised solution.

What are the outputs?
Experience Prototypes should result in a numberof physical mock-ups of touchpoints, a number ofinteractions recreated in some way or a combinationof both.
Documentation of Experience Prototyping throughvideo or photography is useful in communicating
the insights learned. This allows the user testing andfeedback to be shared within the design team and withother stakeholders.

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Tools and methods

Business
Model Canvas
What is it?

How can I do this myself?

The Business Model Canvas is a visual tool for
describing and developing business models.
Created by Alex Osterwalder and popularised in
his book Business Model Generation, it can beapplied to both new and existing services.

In the Deliver phase the Business Model Canvas provides
an important reference for implementation – helping
translate service concepts into business processes.
It can also be used at different points in the design
process; in the Discover phase to explore current
offerings, or in the Develop phase to test viabilityof new business models in development.
The canvas is usually filled in as a collaborative
exercise during a workshop, documenting the various
aspects of a business through nine ‘building blocks’.
Some of these components may have already been
identified throughout the service design process,such as customer segments, channels and the value
proposition. Others will need further development.
The canvas can be used in different ways,
depending on the level of depth required. It can bea quick sketch to develop initial understanding ofa business model or used in an in-depth exercise
to fine tune particular aspects of a service.

Aims• Design and test specific touchpoints
or interactions• Find out whether parts of the service meetusers’ needs and how they can be improved• Communicate the benefits andexperiences the service will deliver tostakeholders, including decision-makers,
frontline staff, partners and users• Gather feedback from potential users.

What are the outputs?
The output is a visual representation of the entire
business model with all of the key building blocks
represented. The completed canvas provides a highlevel blueprint for a business, including its customer
focused, internal operational and financial elements.

Key
Partners

Key
Activities

Value
Proposition

Flour supplier

Banking

Deliverycompany

Developing
new recipes

Inexpensive fishcakes every day

Local training
college

Key
Resources

ChannelsFlour and sugar

Cake shop

Recipes

Delivery van

Customer
Relationships
Personalised

Customer
Segments

Mass market
Local cafes
within 20km

BakersCost Structure

Revenue Streams

People, Ingredients, Marketing

Customer purchases, retainer with cafes

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Keeping Connected Business Challenge

Design methods for developing services
About this document

The double diamond design process

Tools and methods

Tools and methods

DesignScenarios
What is it?

How can I do this myself?

Design scenarios are stories of a future situationor service.

Design Scenarios can be used in a numberof different ways and at different timesof the service design process.

By creating a concrete story about a potential future,or set of futures, Design Scenarios help create sharedunderstanding and enable meaningful discussion.
While Scenarios are used as a tool across strategy
and management disciplines, within service
design they are mostly used as communications
tools and emphasise storytelling and narrative.

Aims• Create shared understanding of apotential future service or situation• Describing a use case of a particularservice in development• Creating a future vision based on importantdrivers to support decision-making.

Scenarios can be used in the Deliver phase tocommunicate preferred outcomes to stakeholders,
helping them understand and buy into the service
vision. They can also be used as inspiration in the
Discover phase of projects – creating imagined
futures to inspire and inform decision-making.
In the Develop phase they are used to communicate
to partners and test ‘use cases’ in a wider context.
Design Scenarios are best developed by small teams,
drawing on a range of inputs and expertise to makethem as robust as possible. Creating a story throughthe scenario (perhaps using a previously developed
persona) helps to make it accessible and engaging.

What are the outputs?
Scenarios may text outputs or image outputs,
or a combination of both. They might be realised
as a comic strip or a film, depending on the levelof resources available. Design Scenarios should
create a compelling story that communicatespotential futures in an engaging way.

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Keeping Connected Business Challenge

Design methods for developing services

Find out more about the challenge

Find out more about the Technology
Strategy Board and Design Council

The following documents provide
information about the challenge:  

The Keeping Connected Business Challenge
is part of the Independence Matters
programme, a joint initiative run by
the Technology Strategy Board and the Design Council.

• Call for entries – the key document, information
about everything you need to know about entering
the Keeping Connected Business Challenge• Food for thought – Some material to provoke, inspireand stimulate thinking about ‘keeping connected’• How we got here – find out about how we got
here and our Keeping Connected schools project• Design methods for developing services– an introduction to service design anda selection of service design tools

The Technology Strategy Board is the UK’s
national innovation agency.  Its goal is toaccelerate economic growth by stimulating
and supporting business-led innovation.
www.innovateuk.org
The Design Council is a registered charity whoserole is to place good design at the heart of socialand economic renewal. We provide evidence anddemonstrate how design can help build a stronger
economy and improve everyday life through practicalprojects with industry, public services and education.
www.designcouncil.org.uk

Ursula Davies, Programme Manager,
Design Council
ursula.davies@designcouncil.org.uk
0207 420 5222
Kelly Wilson, Assistant Programme Manager,
Design Council
kelly.wilson@designcouncil.org.uk
0207 420 5248

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