Interview with Jeff Melton, Partner at Bain & Company Melbourne
By Thomas Brandenburg
“The organizations we see progressing fastest have created episode-oriented operating models, adopted an agile methodology like scrum, and have deployed a repeatable design approach becoming akin to a customer experience factory.” —Jeff Melton
What are the key ingredients necessary in delivering an exceptional end-to-end service experience at scale? How do service designers help?
This is the topic of my talk in Madrid. One critical ingredient to scaling is thoughtfully clarifying constraints and objectives of the design challenge and then injecting those constraints and objectives in the appropriate layers of the episode design. Of course, that implies that all of the layers of the episode will be designed in an integrated fashion so that data and process and experience, etc., work together.
How should an organizational structure be adaptive or change to successfully deliver new services with speed and scale?
Enabling delivery at speed and scale requires more than structure, although structure helps. The organizations we see progressing fastest have created episode-oriented operating models, adopted an agile methodology like scrum, and have deployed a repeatable design approach becoming akin to a customer experience factory.
What is a key lesson(s) you learned over the years in scaling service design?
I learned long ago that service design is what effective designs look “one pass further”. In other words, it isn’t enough to design a better service, a beautiful service. You want to design a service that can be easily improved so that its leaders, and the machine learning gurus who work on it, can reliably make tomorrow better than today, day after day, year after year.
Are there any organizations that come to mind that are successful at incorporating service design into their process and executing it at scale?
It’s hard to look past Disney’s Magic Band for an example of successful service design at scale. If memory serves, they spent more than a billion dollars in redesigning the Orlando park experience around the Magic Band. From hotel check-in to park entry and ride queues. The scope and scale, and success, of that project are remarkable.
What are the most useful framework(s) for measuring impact of the design of services?
A good driver-based model of episode economics and of episode experience enables simulating the effect of design choices and then tracking the impact of those choices when implemented.