Shaping Tomorrow: Episode 2

The Service Designer Spotlight Series: Taro Akanabe

September 2023

Few disciplines rival the transformative influence of Service Design, a proven catalyst for change that is increasingly growing its influence in shaping the trajectory of our future.

In our Service Designer Spotlight feature, we highlight the exceptional talents who are driving the Service Design field forward.

Join us as we delve into the creative journey, insights, and inspirations of this remarkable Service Designer, providing a glimpse into the artistry and meticulous thought that go into crafting seamless and transformative experiences.

Taro Akanabe

Sr. Service Designer, Tokyo, Japan
Experience: Concent, Senshu University, Service Design Network Japan
Education: International Christian University (ICU), Mitaka Tokyo

Greg Lakloufi: Taro, can you describe a recent project where you successfully implemented your Service Design skills? What were the key challenges you faced, and how did you overcome them?

Taro Akanabe: I will showcase recent projects I have worked on.

• In a project for a chemical manufacturer, we utilized our skills in visualization, co-creation, and research to participate in designing the innovation process and digital systems required for the company. The outcome was a reassessment of the innovation stage gates, leading to a substantial cost reduction. It became evident that the planned database system for technology seeds, with an estimated cost of 300 million yen, did not align with the organization’s current needs.
• In a project for an automotive company, we applied our expertise in service design education to deliver 50 days of intensive, all-day training to 20 individuals who were entirely new to service design. The outcome was a growth rate of 4.38/5.00 on our proprietary index and a high learner satisfaction rate of 4.73/5.00. Looking ahead, we intend to collaborate with educational technology experts to validate and enhance both the qualitative and quantitative training results, aiming to implement more effective training methodologies.
• A public project was initiated to enhance forestry operations using a design approach. The ultimate outcome is a digital application designed to ensure timber integrity and improve traceability. However, this endeavor necessitated communication with a diverse set of stakeholders, each facing distinct challenges and needs based on their position in the supply chain. Moreover, dealing with various challenges such as budget constraints within public ministries, the influence of the political landscape, and regulations governing government employee work presented the most formidable hurdles. Nevertheless, the project scope does not encompass overcoming these challenges. Conversely, achieving effective service delivery is challenging without accounting for these factors, and they must be seamlessly integrated into the project content, akin to a Trojan horse.

GL: Service Design very often involves collaboration across disciplines. Can you share an example of a project where you had to work closely with other teams or professionals? How did you ensure effective communication and alignment of goals?

TA: In all of the aforementioned projects, as well as in many others, cross-disciplinary collaboration proves essential in service design projects. Workshops are conducted throughout the project, and for these workshops to be effective, graphics that visualize the problem situation are employed to serve as boundary objects. However, to facilitate collaboration within the process, it is paramount to generate awareness among stakeholders regarding the necessity for co-creation, establish consensus, and set up an appropriate team and environment during the project’s initiation stage. Regrettably, we have not consistently achieved success in implementing these measures across all projects.

GL: In the realm of Service Design, user experience is crucial. How do you go about understanding the needs and preferences of users to create a seamless and user-centric service?

TA: I believe it’s a standard service design approach. Depending on what we need to comprehend about the user’s experience and context, along with the target segment, we employ various methods such as depth interviews, participant observation, non-participant observation, and cultural probes. Recognizing the challenges of cognitive bias, we aim to determine the most effective combination of researchers and methods, taking into account budget and schedule constraints.

GL: Designing services involves considering the entire customer journey. How do you approach mapping out this journey, and how do you identify points of friction or areas for improvement?

TA: First and foremost, it is crucial to define the purpose: for what reason, whose journey you aim to enhance, and how you intend to improve it. If the business issues driving the improvement of the journey are clear, prioritizing points of friction and areas for improvement becomes less challenging. In Japan, the emphasis still lies on qualitative research and understanding the customer journey, but there is a need to shift towards quantitative verification and improvement of the customer experience. This transition is essential for business professionals to comprehend the necessity for future enhancements in the customer journey. To achieve this, we heavily rely on SDN’s “Touchpoint” feature articles and other resources.

GL: Service Design is inherently future-oriented. Could you discuss your approach to anticipating and integrating future trends and technologies into your service design projects?

TA: In the current climate of uncertainty, there is a growing need for service design support to co-create visions of the future in the Japanese industry. I have experience in conducting future-oriented workshops in hospital services, IT networks, and the financial industry. As an unconventional example, I recently conducted a future forecasting workshop with individuals on the factory floor. The emphasis is not only on considering diverse future scenarios but also on integrating them as graphical prototypes to reflect them in current and future decision-making. To achieve this, we involve visual and video creators from the early stages of the project. Essentially, while we can predict the future, these predictions may not materialize entirely. Therefore, I believe the most important purpose of forecasting is to broaden our perspective. By doing so, the value that service design can provide is to prepare us to respond and act flexibly, regardless of how the future unfolds.

GL: Measurement and evaluation are essential to gauge the success of Service Design initiatives. How do you define key performance indicators (KPIs) for your projects, and how do you ensure that your designs are delivering value?

TA: The method of designing KPIs varies from project to project, but when it comes to launching a new business or service, challenging KPIs are often crafted based on OKRs (Objectives and Key Results). The same holds true for improvements to existing services, although occasionally (albeit rarely), existing and effective KPIs used to measure and evaluate customer experience and business outcomes may already be in place.

GL: Adaptability is vital in a rapidly changing environment. Can you provide an example of how you’ve iterated on a Service Design project after receiving feedback or encountering new information?

TA: We are not comfortable with iterating and revising under budget and time constraints. Therefore, if necessary, we will consider swapping the order of projects and prioritize prototypes first or splitting the research, as long as it is not essential to alter the contract. If negotiation is possible from the contract stage, we may propose allocating a portion of the budget to be split and reserved specifically for iterations.

GL: Effective storytelling can enhance the impact of a Service Design. How do you craft narratives around your designs to communicate their value to stakeholders and end-users?

TA: I believe storytelling is highly important. However, personally, I feel that designers and service designers are not necessarily experts in it, at least not in my case. Therefore, I collaborate with content directors, editors, and others as needed to compensate for any lacking skills and expertise. Of course, it would be ideal if a service designer could assume this role independently. Nevertheless, I am eager to learn through collaboration with experts.

GL: The collaboration between design and business goals can sometimes be challenging. How do you balance creative innovation with the practical constraints and objectives of a business or organization?

TA: Ideally, I believe that an element of creative innovation should blend in seamlessly while respecting business and organizational constraints and goals. However, I am not always adept at striking this balance. In one project, I was dissatisfied with the assumptions and constraints predetermined by top management, so I made a re-proposal. Unfortunately, it was not accepted, and I had to withdraw from the project because I couldn’t bring myself to relinquish my perspective.

GL: Looking ahead, how do you envision the evolution of Service Design as a field, and how do you plan to continue growing and pushing the boundaries of your own practice?

TA: In Japan, the Ministry of Economy, Trade, and Industry (METI), along with many other public sectors, is currently advocating the need for service design. Moreover, companies are increasingly incorporating service design as a core capability within their organizations. Indeed, my project portfolio is progressively transitioning from business development and improvement to organizational development and service designer training. I find this to be a highly favorable situation for the advancement of a landscape conducive to the use of service design.

However, on a personal note, I am not inclined to be solely a training expert; rather, I aspire to be a service design practitioner. My goal is to explore more effective practices of service design and integrate them into training and organizational contexts. Considering the rapid changes in society and technology, we cannot rely on repeating the same processes and approaches. Therefore, I firmly believe that to be a proficient service design educator, it is essential to be an adept service design practitioner.

In wrapping up this enlightening Service Designer Spotlight interview, it’s abundantly clear that the art of crafting exceptional user experiences is a fusion of creativity, empathy, and strategic thinking. The insights shared by Taro underscore the pivotal role of understanding user needs, mapping intricate journeys, and innovative problem-solving. The journey of a Service Designer is one of continuous exploration and growth, an odyssey where curiosity and collaboration pave the way for a more user-centric and harmonious world.