Service Design


Service Design is a component of strategic design concerned solely with the design of services. Through a clear definition of the problems, challenges and opportunities associated with a service, solutions are designed that define a desirable, feasible and viable future state. Service design is about creating exceptional customer service experiences.

Improved customer experiences are an integral part of service design. Understanding the customer emotions associated with service interaction across several touchpoints allows the designer to construct an improved situation.

Service design results in clear, actionable outcomes that deliver meaningful change. The process is based on Design Thinking, leveraging a designer’s insight to apply creativity in a business context. BAC Partners have created a proprietary Design4Digital methodology which we use to guide customers through the design process – read more here.

The key characteristics of service design that distinguish its unique nature are shown here.

Human Centered

Human-centred design focuses on human beings as the subject of design. Designers empathise with people to better understand needs and wants.


Service design uses activity-based processes with an emphasis on team work and co-creation. This includes co-design and co-delivery.


The service design process is nonlinear. It moves back and forth through the process and also iterates to change, restructure, intervene and propose alternative scenarios.


Multi-disciplinary teams are groups of people with their distinct disciplines working on project. This results in better services and a deeper understanding of the people affected by its design.

Complex Problem

Often acknowledged as wicked problems, complex problems are incomplete, contradictory, interconnected and have requirements that are unstable.

Solution Focused

Once a problem or challenge is clearly understood, the focus is on the design of the appropriate solution.
latest from blog


Blog post title
21 Mar

In Search Of Operational Excellence

Learning institutions rely on many complex processes working together to meet the needs of stakeholders. And it’s these processes that come under scrutiny when institutions are asked to achieve more with less, be more accountable or flexible, or improve service to those stakeholders.

The recent Ernst & Young Universities of the Future report highlighted the need to streamline large back office operations. How a learning institution manages its many academic processes like course development, curriculum revision and advising, and administrative processes such as enrolling students can make all the difference when facing rising costs, reduced funding, falling enrolments of foreign students, increasing demands for flexible learning, and other pressures.

We’re all in search of that Holy Grail; operational excellence, and yet, the closer a trained eye looks at current processes, the more gaps appear, and the further off appears the goal.

This shouldn’t surprise us. We rarely encounter anyone who really understands how things are supposed to work from start to finish, and even fewer who can tell us what the organisational policy is for the existence and guidance of the process. Such a poor starting point inevitably leads to poorly conceived or implemented ‘enhancements’, often based on information systems that deliver expensive yet disappointing results. The outcome can often be poor service delivery, high cost and low flexibility, exactly the opposite of the ‘excellence’ being sought.

It needn’t be this way; our overwhelming message is one of hope and encouragement. From process-improvement experience across a dozen Australian universities and TAFEs, we’ve seen how common processes can be quickly, significantly and sustainably improved. It just takes the right approach.

Creon Cambitzi read more

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