Building a Service Design Practice
Allied Solutions LLC
Allied Service Design Summary
TL;DR — Building a Service Design Practice
- Role: Service Design Lead / Practice Builder
- Org: Allied Solutions
- Mandate: Evolve a nascent capability into an organization-wide Service Design practice
- Scope: Executive buy-in, cross-functional workshops, research synthesis, journey maps, service blueprints, implementation roadmaps, enablement & mentorship
Outcomes
- Established Service Design as a strategic, organization-wide capability with executive sponsorship
- Standardized artifacts (journey maps, service blueprints, roadmaps) to prioritize and sequence initiatives
- Scaled collaboration via facilitated, cross-functional workshops and rituals
- Embedded design thinking into culture through coaching and mentorship
- Improved operational efficiency and customer experience through streamlined processes
How we measured
- Operational efficiency: Time-to-complete and rework rate on targeted service steps; defect/handoff reduction in prioritized journeys.
- Experience impact: NPS/CSAT movement for impacted touchpoints; qualitative verbatims from research and post-launch intercepts.
- Adoption & scale: Number of workshops, blueprints/journeys produced, teams trained, and ongoing usage of standardized templates.
- Change management: Executive sponsor engagement; cadence of practice rituals; cross-functional participation rates.
Reconstructed summary for portfolio; no client data or internal screenshots shown.
When I joined Allied Solutions, the concept of Service Design was mostly new to the organization, though some groundwork had been laid by the internal UX design team. The company faced challenges in aligning internal processes with customer needs and inefficiencies in service delivery. I was hired to transform the company’s initial foothold in Service Design into a fully developed, organization-wide practice and to enable robust Service Design capabilities across the business. I began by building a compelling case for its value, demonstrating how user-centered methodologies could drive measurable business outcomes. Gaining executive buy-in, I partnered with leadership to define a vision for the practice that aligned with strategic objectives, establishing it as a tool for innovation and competitive advantage.
Starting with foundational work, I engaged in multiple projects, conducting in-depth research to uncover pain points and opportunities within both customer and internal experiences. Using this data, I facilitated cross-functional workshops, bringing together stakeholders from disparate teams to collaborate on actionable solutions. By developing journey maps, service blueprints, and implementation roadmaps, I provided leaders with a clear, visual representation of the challenges and opportunities across the service ecosystem. These tools empowered decision-makers to prioritize initiatives that not only improved operational efficiency but also enhanced customer satisfaction and loyalty.
Over time, the impact of the Service Design practice became undeniable. By leading initiatives that streamlined processes, reduced inefficiencies, and elevated customer experiences, I established Service Design as a cornerstone of the organization’s approach to growth and innovation. I mentored team members, built a culture of collaboration, and embedded design thinking into the company’s DNA. This transformative journey not only reshaped how Allied Solutions operated but also positioned the company to better adapt to the evolving needs of its customers and the market. Leading this effort was one of the most rewarding experiences of my career, proving the power of design to create meaningful and lasting change.
