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Mixing & mapping the 7 roles
The critical roles service designers play on innovation projects
Based on my consulting and teaching experience, service designers perform seven critical roles on complex, multi-faceted innovation projects: The Empathizer, The Sensemaker, The Creator, The Maker, The Navigator, The Storyteller, and The Servant Leader (Bau, 2013, 2020). A specific mix of roles is required for each phase of (or mode of activity in) the innovation process.
The core roles for explorative, generative, and evaluative research are The Empathizer, The Sensemaker, The Maker, and The Storyteller. In addition, The Navigator can help unpack complex ecosystems, organizational needs, and competitive landscapes. The Servant Leader might be needed for participatory design and co-creation/co-design in research endeavors (see, e.g., Sanders & Stappers, 2013).
The core roles for ideation, concepting, prototyping, and piloting are The Creator, The Maker, and The Storyteller. The Sensemaker updates and reframes insights, hypotheses, outcomes, futures, etc., based on feedback and learnings throughout the process. The Servant Leader is needed for participatory design and co-creation/co-design.
The core roles for strategy development, value case development, and implementation planning are The Navigator, The Servant Leader, and The Storyteller. The Servant Leader might also be needed for participatory design and co-creation/co-design.
Finally, The Servant Leader is ultimately responsible for project initiations, recruitment, onboarding, process coaching, project tracking, post-mortems, and the like.
We can easily map the seven roles to Kumar’s model of the design innovation process (2012), IDEO’s Hear-Create-Deliver process (2009), and Design Council UK’s framework for innovation (2019). These models and frameworks show that innovation projects jump back and forth between modes of activity in a non-linear and iterative fashion, and that the innovation team should constantly switch between thinking in abstract ways and making something concrete and tangible. See table 1 below.
Table 1. Mapping the 7 roles of service designers to three common models/frameworks of the innovation process.
References
Bau, R. (2013, October). What it takes to become a superb service designer. SX 2013 [Adaptive Path’s Service Experience conference], San Francisco, CA.
Bau, R. (2020). Service design to the rescue. The critical roles service designers play in organizational change. Touchpoint, 11(3), 74–79.
Design Council UK. (2019). What is the framework for innovation? Design Council’s evolved Double Diamond.
IDEO. (2009). Human Centered Design Toolkit.
Kumar, V. (2012). 101 design methods: A structured approach for driving innovation in your organization. Wiley.
Sanders, L. & Stappers, P.J. (2013). Convivial Toolbox: Generative research for the front-end of design. Laurence King Publishing.
9/10
Role 7: The Storyteller
The critical roles service designers play on innovation projects
Based on my consulting and teaching experience, service designers perform seven critical roles on complex, multi-faceted innovation projects: The Empathizer, The Sensemaker, The Creator, The Maker, The Navigator, The Storyteller, and The Servant Leader (Bau, 2013, 2020). For the sake of brevity, each role is explained using three capabilities. For each capability, the service designer carries out specific activities, applies specific methods and tools, and makes specific deliverables/assets.
Let’s take a deep dive into the role of The Storyteller
Three core capabilities to build and master:
Crafting, dramatizing, and telling the right stories (to create shared meaning and drive action)
Collecting, curating, and sharing the right stories
Defining and developing the right ways to engage and interact with audiences
Four valuable toolkits to dip into:
Format: Author(s) > Project phase(s)
Lupton (2017) > Action + Emotion + Sensation
IDEO (2020) > Implementation
LUMA Workplace (2010) > Making
Hines & Bishop (2015) > Acting
Eight useful methods and tools to apply (not exhaustive by any means):
Narrative Arc
Hero’s Journey
Rule of Threes
Emotional Journey
Concept Poster
Video Scenario
Elevator Pitch
Design Fiction
References
Bau, R. (2013, October). What it takes to become a superb service designer. SX 2013 [Adaptive Path’s Service Experience conference], San Francisco, CA.
Bau, R. (2020). Service design to the rescue. The critical roles service designers play in organizational change. Touchpoint, 11(3), 74–79.
Hines, A. & Bishop, P. (2015). Thinking about the future. Guidelines for strategic foresight (2nd ed.). Hinesight.
IDEO. (2020). Design Kit.
LUMA Workplace. (2020). Methods.
Lupton, E. (2017). Design is storytelling. Cooper Hewitt, Smithsonian Design Museum.
8/10
Role 6: The Servant Leader
The critical roles service designers play on innovation projects
Based on my consulting and teaching experience, service designers perform seven critical roles on complex, multi-faceted innovation projects: The Empathizer, The Sensemaker, The Creator, The Maker, The Navigator, The Storyteller, and The Servant Leader (Bau, 2013, 2020). For the sake of brevity, each role is explained using three capabilities. For each capability, the service designer carries out specific activities, applies specific methods and tools, and makes specific deliverables/assets.
Let’s take a deep dive into the role of The Servant Leader
Three core capabilities to build and master:
Planning, facilitating, and leading innovation and collaborative practices
Directing, leading, and empowering innovation and design teams
Defining and building organizational, team and individual capabilities
Four valuable toolkits to dip into:
Format: Author(s) > Project phase(s)
Stickdorn et al. (2018) > Service Design Process and Management + Facilitating Workshops + Making Space
IDEO (2020) > Implementation
Gray et al. (2010) > Games for Opening/Exploring/Closing
Kaner et al. (2014) > Facilitator Fundamentals + Sustainable Agreements + Reaching Closure
Eight useful methods and tools to apply (not exhaustive by any means):
Planning for a Service Design Process
Managing the Service Design Process
Staff Your Project
Start, Stop, Continue
Styles and Roles of Facilitation
Facilitation Techniques
Facilitating in the Groan Zone
Principles for Building Sustainable Agreements
References
Bau, R. (2013, October). What it takes to become a superb service designer. SX 2013 [Adaptive Path’s Service Experience conference], San Francisco, CA.
Bau, R. (2020). Service design to the rescue. The critical roles service designers play in organizational change. Touchpoint, 11(3), 74–79.
Gray et al. (2010). Gamestorming. A playbook for innovators, rulebreakers, and changemakers. O’Reilly Media.
IDEO. (2020). Design Kit.
Kaner et al. (2014). Facilitator’s Guide to Participatory Decision-Making (3rd ed.). Jossey-Bass.
Stickdorn et al. (2018). This is service design doing: Applying service design thinking in the real world. O’Reilly Media.
7/10
Role 5: The Navigator
The critical roles service designers play on innovation projects
Based on my consulting and teaching experience, service designers perform seven critical roles on complex, multi-faceted innovation projects: The Empathizer, The Sensemaker, The Creator, The Maker, The Navigator, The Storyteller, and The Servant Leader (Bau, 2013, 2020). For the sake of brevity, each role is explained using three capabilities. For each capability, the service designer carries out specific activities, applies specific methods and tools, and makes specific deliverables/assets.
Let’s take a deep dive into the role of The Navigator
Three core capabilities to build and master:
Setting strategic directions and creating strategic platforms
Defining, tracking, and evaluating business and stakeholder impact
Identifying roadblocks, defining requirements, and mobilizing resources for implementation and sustained success
Five valuable toolkits to dip into:
Format: Author(s) > Project phase(s)
Kumar (2013) > Sense Intent + Know Context + Realize Offerings
Gray et al. (2010) > Games for Exploring/Closing
IDEO (2020) > Implementation
Stickdorn et al. (2018) > Implementation
Hines & Bishop (2015) > Visioning + Planning
Eight useful methods and tools to apply (not exhaustive by any means):
Planning for Human-Centered Implementation
Implementation Roadmap
Vision Statement
Service Blueprint
Explore Scalability
Measure and Evaluate
Capabilities Quicksheet
Funding Strategy
References
Bau, R. (2013, October). What it takes to become a superb service designer. SX 2013 [Adaptive Path’s Service Experience conference], San Francisco, CA.
Bau, R. (2020). Service design to the rescue. The critical roles service designers play in organizational change. Touchpoint, 11(3), 74–79.
Gray et al. (2010). Gamestorming. A playbook for innovators, rulebreakers, and changemakers. O’Reilly Media.
Hines, A. & Bishop, P. (2015). Thinking about the future. Guidelines for strategic foresight (2nd ed.). Hinesight.
IDEO. (2020). Design Kit.
Kumar, V. (2012). 101 design methods: A structured approach for driving innovation in your organization. Wiley.
Stickdorn et al. (2018). This is service design doing: Applying service design thinking in the real world. O’Reilly Media.
6/10
Role 4: The Maker
The critical roles service designers play on innovation projects
Based on my consulting and teaching experience, service designers perform seven critical roles on complex, multi-faceted innovation projects: The Empathizer, The Sensemaker, The Creator, The Maker, The Navigator, The Storyteller, and The Servant Leader (Bau, 2013, 2020). For the sake of brevity, each role is explained using three capabilities. For each capability, the service designer carries out specific activities, applies specific methods and tools, and makes specific deliverables/assets.
Let’s take a deep dive into the role of The Maker
Three core capabilities to build and master:
Designing, executing, and interpreting experiments
Prototyping, validating, and refining concepts
Building, launching, and refining pilots
Five valuable toolkits to dip into:
Format: Author(s) > Project phase(s)
LUMA Workplace (2020) > Making
IDEO (2020) > Ideation + Implementation
Kumar (2013) > Realize Offerings
Stickdorn et al. (2018) > Prototyping
Hines & Bishop (2015) > Forecasting
Eight useful methods and tools to apply (not exhaustive by any means):
Paper Prototyping
Desktop Walkthrough
Behavioral Prototyping (Roleplay)
Cardboard Prototyping
Schematic Diagramming
Wizard of Oz
Interactive Click Modelling
Pilot Development and Testing
References
Bau, R. (2013, October). What it takes to become a superb service designer. SX 2013 [Adaptive Path’s Service Experience conference], San Francisco, CA.
Bau, R. (2020). Service design to the rescue. The critical roles service designers play in organizational change. Touchpoint, 11(3), 74–79.
Hines, A. & Bishop, P. (2015). Thinking about the future. Guidelines for strategic foresight (2nd ed.). Hinesight.
IDEO. (2020). Design Kit.
Kumar, V. (2012). 101 design methods: A structured approach for driving innovation in your organization. Wiley.
LUMA Workplace. (2020). Methods.
Stickdorn et al. (2018). This is service design doing: Applying service design thinking in the real world. O’Reilly Media.
5/10
Role 3: The Creator
The critical roles service designers play on innovation projects
Based on my consulting and teaching experience, service designers perform seven critical roles on complex, multi-faceted innovation projects: The Empathizer, The Sensemaker, The Creator, The Maker, The Navigator, The Storyteller, and The Servant Leader (Bau, 2013, 2020). For the sake of brevity, each role is explained using three capabilities. For each capability, the service designer carries out specific activities, applies specific methods and tools, and makes specific deliverables/assets.
Let’s take a deep dive into the role of The Creator
Three core capabilities to build and master:
Generating ideas and designing concepts for behavior change
Generating ideas and designing concepts for tools, products, and services (to get the job done)
Screening and assessing ideas and concepts for desirability, feasibility, viability, sustainability, differentiation, etc.
Six valuable toolkits to dip into:
Format: Author(s) > Project phase(s)
LUMA Workplace (2020) > Making + Understanding
IDEO (2020) > Ideation
Gray et al. (2010) > Games for Opening/Exploring/Closing
Kumar (2013) > Explore Concepts + Frame Solutions
Stickdorn et al. (2018) > Ideation
Hines & Bishop (2015) > Forecasting
Eight useful methods and tools to apply (not exhaustive by any means):
How Might We
Creative Matrix
Alterative Worlds
Round Robin
Octopus Clustering
Concept-Linking Map
Storyboarding
Impact & Effort Matrix
References
Bau, R. (2013, October). What it takes to become a superb service designer. SX 2013 [Adaptive Path’s Service Experience conference], San Francisco, CA.
Bau, R. (2020). Service design to the rescue. The critical roles service designers play in organizational change. Touchpoint, 11(3), 74–79.
Gray et al. (2010). Gamestorming. A playbook for innovators, rulebreakers, and changemakers. O’Reilly Media.
Hines, A. & Bishop, P. (2015). Thinking about the future. Guidelines for strategic foresight (2nd ed.). Hinesight.
IDEO. (2020). Design Kit.
Kumar, V. (2012). 101 design methods: A structured approach for driving innovation in your organization. Wiley.
LUMA Workplace. (2020). Methods.
Stickdorn et al. (2018). This is service design doing: Applying service design thinking in the real world. O’Reilly Media.
4/10
Role 2: The Sensemaker
The critical roles service designers play on innovation projects
Based on my consulting and teaching experience, service designers perform seven critical roles on complex, multi-faceted innovation projects: The Empathizer, The Sensemaker, The Creator, The Maker, The Navigator, The Storyteller, and The Servant Leader (Bau, 2013, 2020). For the sake of brevity, each role is explained using three capabilities. For each capability, the service designer carries out specific activities, applies specific methods and tools, and makes specific deliverables/assets.
Let’s take a deep dive into the role of The Sensemaker
Three core capabilities to build and master:
Uncovering and contextualizing insights across all research methods and sources
Framing/reframing assumptions, hypotheses, problems, and opportunities
Defining possible service outcomes/futures
Five valuable toolkits to dip into:
Format: Author(s) > Project phase(s)
LUMA Workplace (2020) > Understanding
IDEO (2020) > Inspiration
Kumar (2013) > Frame Insights + Frame Solutions
Stickdorn et al. (2018) > Research
Hines & Bishop (2015) > Forecasting + Visioning
Eight useful methods and tools to apply (not exhaustive by any means):
Observations to Insights
User Journey Map
Generating Jobs-to-be-Done Insights
Semantic Profiles
Frame Your Design Challenges
Design Principles Generation
Align on Your Impact Goals
Foresight Scenario
References
Bau, R. (2013, October). What it takes to become a superb service designer. SX 2013 [Adaptive Path’s Service Experience conference], San Francisco, CA.
Bau, R. (2020). Service design to the rescue. The critical roles service designers play in organizational change. Touchpoint, 11(3), 74–79.
Hines, A. & Bishop, P. (2015). Thinking about the future. Guidelines for strategic foresight (2nd ed.). Hinesight.
IDEO. (2020). Design Kit.
Kumar, V. (2012). 101 design methods: A structured approach for driving innovation in your organization. Wiley.
LUMA Workplace. (2020). Methods.
Stickdorn et al. (2018). This is service design doing: Applying service design thinking in the real world. O’Reilly Media.
3/10
Role 1: The Empathizer
The critical roles service designers play on innovation projects
Based on my consulting and teaching experience, service designers perform seven critical roles on complex, multi-faceted innovation projects: The Empathizer, The Sensemaker, The Creator, The Maker, The Navigator, The Storyteller, and The Servant Leader (Bau, 2013, 2020). For the sake of brevity, each role is explained using three capabilities. For each capability, the service designer carries out specific activities, applies specific methods and tools, and makes specific deliverables/assets.
Let’s take a deep dive into the role of The Empathizer
Three core capabilities to build and master:
Understanding complex (eco)systems and problems
Understanding organizations and competitive landscapes
Understanding actors and activities in context
Five valuable toolkits to dip into:
Format: Author(s) > Project phase(s)
LUMA Workplace (2020) > Looking + Understanding
IDEO (2020) > Inspiration
Kumar (2013) > Know Context + Know People
Stickdorn et al. (2018) > Research
Hines & Bishop (2015) > Framing + Scanning
Eight useful methods and tools to apply (not exhaustive by any means):
ERAF Systems Diagram
Ten Types of Innovation Diagnostics
Cultural Web
Business Model Canvas
Walk-a-Mile Immersion
POEMS
Abstraction Laddering
Problem-Sizing Canvas
References
Bau, R. (2013, October). What it takes to become a superb service designer. SX 2013 [Adaptive Path’s Service Experience conference], San Francisco, CA.
Bau, R. (2020). Service design to the rescue. The critical roles service designers play in organizational change. Touchpoint, 11(3), 74–79.
Hines, A. & Bishop, P. (2015). Thinking about the future. Guidelines for strategic foresight (2nd ed.). Hinesight.
IDEO. (2020). Design Kit.
Kumar, V. (2012). 101 design methods: A structured approach for driving innovation in your organization. Wiley.
LUMA Workplace. (2020). Methods.
Stickdorn et al. (2018). This is service design doing: Applying service design thinking in the real world. O’Reilly Media.
2/10
The 7 roles
The critical roles service designers play on innovation projects
Based on my consulting and teaching experience, service designers perform seven critical roles on complex, multi-faceted innovation projects: The Empathizer, The Sensemaker, The Creator, The Maker, The Navigator, The Storyteller, and The Servant Leader (Bau, 2013, 2020).
Generally speaking, service design teams will need to perform all seven roles throughout the innovation and design process in order to achieve desired outcomes. On an individual level, some service designers will want to ‘jump back and forth’ between multiple roles, and some may prefer to specialize in two or three. Few designers, if any, can arguably perform all seven roles to a high professional standard.
For the sake of brevity, each role will be explained with the help of three capabilities. For each capability, the service designer carries out specific activities, applies specific methods and tools, and produces specific deliverables/assets. For example, The Empathizer will use specific research tools, techniques and prompts to uncover the hidden motivations behind consumer behavior in a certain context.
We can easily map these seven roles to Kumar’s model of the design innovation process (2012), IDEO’s Hear-Create-Deliver process (2009), and Design Council UK’s framework for innovation (2019). These models and frameworks show that innovation projects jump back and forth between modes of activity in a non-linear and iterative fashion, and that the innovation team should constantly switch between thinking in abstract ways and making something concrete and tangible.
The seven roles will be described in more detail in subsequent blog posts. In addition, I will compare and contrast my roles with similar descriptions in the innovation and design space.
References
Bau, R. (2013, October). What it takes to become a superb service designer. SX 2013 [Adaptive Path’s Service Experience conference], San Francisco, CA.
Bau, R. (2020). Service design to the rescue. The critical roles service designers play in organizational change. Touchpoint, 11(3), 74–79.
Design Council UK. (2019). What is the framework for innovation? Design Council’s evolved Double Diamond.
Kumar, V. (2012). 101 design methods: A structured approach for driving innovation in your organization. Wiley.
IDEO. (2009). Human-centered design toolkit. IDEO.
1/10
More about acceleration
Where to learn more about innovation acceleration
Mastering the art of acceleration means knowing how (and when) to change the speed and direction of the innovation process.
Borrowing from the world of physics, acceleration is the name we give to any process where the velocity changes. Since velocity means speed with a direction, leaders can accelerate innovation in one of three ways: by speeding up, by slowing down, or by changing direction. (Inspired by Khan Academy, n.d.)
Five good sources about innovation acceleration to learn more:
Bolton, R. (2020, July 29). Slow down to avoid these three innovation speed traps [blog]. Forbes.
Ford, S. & Rodriguez Tarditi, F. (2017, June 26). Benefits of taking a slower approach to innovation [article]. Harvard Business Review.
Lifshitz-Assaf, H. & Lebovitz, S. (2020, September 15). Embrace a little chaos when innovating under pressure [article]. Harvard Business Review.
re:Work. (n.d.). Guide: Understand team effectiveness. Google.
Rigby, D. (2020, July 20). The agile organization: Balancing efficiency and innovation (even in tough times) [webinar]. Harvard Business Review.
Too fuzzy. Too myopic.
How to tighten up or loosen the innovation process
Mastering the art of acceleration means knowing how (and when) to change the speed and direction of the innovation process.
Borrowing from the world of physics, acceleration is the name we give to any process where the velocity changes. Since velocity means speed with a direction, leaders can accelerate innovation in one of three ways: by speeding up, by slowing down, or by changing direction. (Inspired by Khan Academy, n.d.)
Here are eight strategies to purposefully change the direction of the innovation process to align with organizational needs and purpose:
To ‘tighten up’ the innovation process (if deemed too fuzzy, diffused, or diversified):
Craft overarching, human-centered innovation quest, purpose, or North Star for leaders and teams to rally around
Create innovation principles, guidelines, toolkits, performance indicators, and other guardrails
Refocus innovation portfolios, reprioritize innovation projects, and reallocate resources in a purpose-led way
Kill ideas and terminate projects that no longer fit or align with new learnings, new opportunities, new goals, new needs, etc.
To ‘loosen’ the innovation process (if deemed too myopic, rigid, or one-sided):
Identify portfolio gaps based on long-term consumer trends, emerging technology, and industry disruptions
Challenge assumptions, reframe problems, and revise hypotheses through research, experimentation, and prototyping
Promote crowdsourcing, collaborative play, co-creation, continuous feedback, etc.
Encourage self-organization, self-direction, intrapreneurship, and internal coopetition
Too fast.
How to slow down the innovation process
Mastering the art of acceleration means knowing how (and when) to change the speed and direction of the innovation process.
Borrowing from the world of physics, acceleration is the name we give to any process where the velocity changes. Since velocity means speed with a direction, leaders can accelerate innovation in one of three ways: by speeding up, by slowing down, or by changing direction. (Inspired by Khan Academy, n.d.)
Here are eight strategies to purposefully slow down the process to make sure innovation efforts and projects are on (the right) track:
Uncover long-term opportunities for industry and market disruption (rather than ‘just’ chasing short-term value creation)
Incorporate more inputs, perspectives, and voices to the process (rather than jumping to conclusions and making rash decisions)
Re-analyze and re-synthesize the research data multiple times to uncover insights that are truly actionable (rather than settling for ‘good enough’)
Use lateral thinking to systematically explore the problem and solution spaces (rather than settling for the ‘first best’ problem statement or idea)
Insert ample opportunities for experimentation, prototyping, and stakeholder feedback into the process
Invest more time in building relationships and commitment with project stakeholders throughout the process
Actively promote, assess, and improve the emotional, mental, and physical health of leaders and teams
Identify strategic opportunities to stop, reflect, learn, and adapt throughout the process
Too slow.
How to speed up the innovation process
Mastering the art of acceleration means knowing how (and when) to change the speed and direction of the innovation process.
Borrowing from the world of physics, acceleration is the name we give to any process where the velocity changes. Since velocity means speed with a direction, leaders can accelerate innovation in one of three ways: by speeding up, by slowing down, or by changing direction. (Inspired by Khan Academy, n.d.)
Here are eight strategies to purposefully speed up the innovation process to achieve desired outcomes faster than planned or envisioned:
Create a compelling case for change, instill a sense of urgency, and incentivize speed
Gain leadership support for speed to bypass internal roadblocks and overcome initial resistance
Reset goals for speed, reprioritize projects, and reallocate resources across the portfolio
Introduce leaner and more agile ways of working to reduce waste and minimize friction
Encourage co-creation across organizational silos and use specific thinking tools to generate more and stronger ideas at speed
Use experimentation and specific innovation formats to form and test hypotheses faster (without sacrificing quality)
Make it easier for users to understand, embrace, and adopt new solutions through familiarity, compatibility, onboarding, training, etc.
Encourage continuous learning and iteration by building a system for ‘instantaneous’ feedback