Service Experience Innovation: Claiming Property Insurance

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This past winter in New England was the coldest and snowiest I had ever experienced. My poor old house felt the same and when the pipes burst and flooded the kitchen and family room I had to take measures to repair the damage and get her ready for the summer. What I faced in order to claim my insurance coverage and receive payment was a much bleaker experience than the winter that preceded it. As a designer of product and service experiences I am keenly aware of the products and services I interact with on a daily basis. I celebrate the great experiences and am dismayed and disappointed with the ones that fail. The process of claiming property insurance to cover the repairs of a mortgaged house must be the single worst service experience of my life. There is an opportunity to make what is already a difficult time less painful by acting in a way that displays empathy for the customer and all that they are going through to renovate their home.

Without going into the details of my experience with my insurance company and mortgage provider let me instead highlight some of the potential attributes of great service experiences that were terribly missing from mine.

Transparency: Don’t make a process a mystery. Be clear about the steps required and help your customer understand those steps.

Consistency: Don’t change the process along the way. Don’t introduce new rules that suggest you don’t want to complete the originally understood process.

Communication: Keep your customer in the loop. Linked to transparency, don’t be afraid to explain what is happening and providing regular updates that can help keep your customer confident that he is doing all he needs to do and you are doing all you can to keep the process going.

Speed: Communicate progress and demonstrate that you are making all efforts to complete the service cycle in a speedy fashion. If there are factors that are delaying you let the customer know that you are doing your best to accelerate the service delivery.

Information: Make sure that all documents required to complete the process are clear and unequivocal and easy to understand. Make it easy to complete and supply documentation and once received be quick to reassure your customer that the documentation is correct and received.

Trust: Don’t treat every customer as if they are a felon trying to work an insurance scam. If your customer is credit-worthy, hasn’t made 20 insurance claims in the previous 5 years, has never been convicted of a crime, has paid every bill you ever sent them… begin by giving them the benefit of the doubt. As intermediaries check the insured’s claim and verify the truth of it increase your display of trust and accelerate the process.

Ease: It is obvious but in this case it is not redundant to shout it out loud… make it easier than it is.

The process through the property insurance claim service experience is a nightmare of hurdles and pitfalls all working to make it hard to receive what is rightfully yours. You’ve paid for insurance throughout your life and now you deserve to receive the benefit of your responsible behavior!

I am sure that there is an opportunity to innovate this service experience to remove all of the issues that currently make it so painful. However, my cynical side says that the insurance and lending industry does not believe that there is profit to be had in improving the process. On optimistic days I believe that someone is going to come along and bring the customer experience revolution to the industry, rocking the boats and ships of old-school companies, and bring a fresh, communicative, transparent, easy and painless quality to the experience. If you are an insurance or mortgage company executive reading this (yeah, right!) then get in touch… I think I can help you with this!

Designerly Ways of Knowing and Thinking

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If you have ever struggled to explain why design thinking is important, why it is different than other forms of thinking, I can recommend you read “Designerly Ways of Thinking” by Nigel Cross. Since the 1970’s Professor Cross has investigated the evidence for design cognition as an essential aspect of human intelligence and whether design can stand as a third “coherent discipline of study” alongside the sciences and humanities. To avoid being subsumed by these, he suggests that Design needs to establish clear insights into the nature of design activity, behavior and cognition.

Service Design Thinking and the Innovation of Financial Services, Part 2

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In a recent blog in response to the excellent 2010 book entitled “Service Design Thinking” (Stickdorn/Schneider 2010) I noted that this was the first qualifier of design thinking, as least as I had witnessed at the time, that spoke to how design thinking might be applied to a specific design practice. I also noted that the sky was the limit as to how design practitioners could take design thinking tools and methods and apply them to their own area of practice. “Service Design Thinking” does an excellent job of just this mash-up. The key elements of an integrated service design and design thinking approach to the creation of new business service/product interactions can be outlined as follows:

  • Empathy with customers
  • Ideation / Co-creation
  • Service Journey over time and space/place
  • Service/Experience mapping
  • Prototyping
  • Concept validation / Co-creation
  • Objective requirements
  • Prioritization and road-mapping

There is a growing recognition amongst financial institutions around the world that differentiating the banking experience is a way to attract new and retain current customers. Many of these initiatives are the product of partnerships with leading design innovation agencies such as Ideo, Continuum, and others. Because of this, the new initiatives are benefitting from design thinking approaches that practice the best practices outlined above.

The following are a small collection of examples of various financial institutions across the globe engaging with design firms to help them take fresh looks at old habits. I do not have proof that all of these endeavors followed the best practices described above, but warrant that many if not all did do so!

Service Design Thinking and the Innovation of Financial Services, Part 1

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Recent turmoil in the financial services industry has lead many consumers to question how they manage their financial lives, both now and for the long-term.  The global recession has compounded the sense of unease consumers feel about entrusting financial services providers with managing and safeguarding the financial fruit of their labors. Trust is at an all-time low.

Trends emerging show consumers are looking for alternative ways to manage their finances, whether through new tools or completely new institutions. In addition, consumers are practicing a frugality that is inspired by a fear of loss of long-term hard-earned assets, leading to a more risk-averse society than has existed for the last decade or so. A recent article in the Boston Globe (10/16/2011 “Gen Y asks: ‘Why should I have faith in the stock market’”) reveals that Generation Y, those born between 1981 and 1995, are displaying a conservative investment profile more akin to someone in their late 50’s considering retirement than someone in their youth with more than 30 years of investing to level out their buy and hold approach.

Are designers losing design strategy to business strategists learning design thinking?

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One of the early and simplest aspirations of those in the design community who feel that design can and should play a role in the formation and realization of business strategy is that design not simply be used in a tactical, ad hoc fashion…later in the process of bringing a product to market…just to add aesthetics and make something look good. Over the years there have been enough market success stories to allow for this expanded role. Many companies would even describe themselves as design-driven. This has expanded the role of the designer and design strategist.

However, when design has succeeded in making its way up the strategy ladder to have a more front-end role, communication between business strategists and design strategists has not always been the smoothest. Separate left and right brains have not always easily been able to produce a shared creativity. The language is not the same. The thinking is not the same.

I have always advocated that the best-case scenario driving innovation by design is the designer as design thinker who can move up the process to become a business thinker and naturally integrate the two. Why? Because the designer cannot just designthink but can also designdo and is in a great position to translate the strategy into action by producing a design. I like the designer as strategic designer!

Strategic design and the dynamic duo of Qualitative and Quantitative research!

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Research is often a fundamental activity in tackling design challenges. Research is often a fundamental activity in tackling business challenges. Two statements that sound like you might be talking about the same thing, but depending on whom you are talking to, you are likely to find yourself on the frontlines not of a battle, but rather two separate battles! The combatants are what these days are being called the “design thinkers” and the “business thinkers”. However they are not battling each other. They are instead battling the traditional demons that keep them isolated from each other’s approaches to solving the challenges of designing innovative business today. To demonstrate the reality of this difference I present you this dazzling panoply of opposites in the visual above! 

But the story doesn’t end there!

This is (enter design specialism) design thinking!

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At a recent  Amsterdam Service Design Talk hosted by Geke and the STBY folks we had a very interesting conversation about the recently released book “This is Service Design Thinking”. The book was crowdsourced and co-authored by 23 design professionals from around the globe. Authors Mark Stickdorn and Jakob Schneider were the orchestrators of this admirable effort from their base in Austria. The book’s web site (http://thisisservicedesignthinking.com/) does a nice job describing the purpose of the book:

“ ‘This is Service Design Thinking.’ illustrates the young multi-disciplinary approach of designing services. Both layout and content are far beyond a mere textbook on a viral buzzword. The book itself is based on a Design Thinking process, including the knowledge and passion of the Service Design community and related fields.

User-centricity and co-creation are not only content, but the initial position for the conception of this book. It is designed for beginners to get an outline of Service Design Thinking, for advanced readers to discover a variety of methods & tools and case studies as examples for its applications, and for professionals to use this book during lectures and workshops.”

Speaking of viral buzzwords one of the topics discussed was the title of the book. I confess that when I first saw it I thought, “Wait! It doesn’t just hop on one current bandwagon in the marketing of design but two; service design and design thinking!” My impression was that it was adding confusion to two issues that were already seeking a firm identity in the current design services discourse. “What’s next?” I cried,  “Graphic design thinking?” “Interior design thinking?” “Textile design thinking” And then I thought… “Well, why not?!”