WP_Query Object ( [query] => Array ( [s] => Delivery ) [query_vars] => Array ( [s] => Delivery [error] => [m] => [p] => 0 [post_parent] => [subpost] => [subpost_id] => [attachment] => [attachment_id] => 0 [name] => [pagename] => [page_id] => 0 [second] => [minute] => [hour] => [day] => 0 [monthnum] => 0 [year] => 0 [w] => 0 [category_name] => [tag] => [cat] => [tag_id] => [author] => [author_name] => [feed] => [tb] => [paged] => 0 [meta_key] => [meta_value] => [preview] => [sentence] => [title] => [fields] => [menu_order] => [embed] => [category__in] => Array ( ) [category__not_in] => Array ( ) [category__and] => Array ( ) [post__in] => Array ( ) [post__not_in] => Array ( ) [post_name__in] => Array ( ) [tag__in] => Array ( ) [tag__not_in] => Array ( ) [tag__and] => Array ( ) [tag_slug__in] => Array ( ) [tag_slug__and] => Array ( ) [post_parent__in] => Array ( ) [post_parent__not_in] => Array ( ) [author__in] => Array ( ) [author__not_in] => Array ( ) [ignore_sticky_posts] => [suppress_filters] => [cache_results] => 1 [update_post_term_cache] => 1 [lazy_load_term_meta] => 1 [update_post_meta_cache] => 1 [post_type] => any [posts_per_page] => 100 [nopaging] => [comments_per_page] => 50 [no_found_rows] => [search_terms_count] => 1 [search_terms] => Array ( [0] => Delivery ) [search_orderby_title] => Array ( [0] => wp_pbc_snook_posts.post_title LIKE '{b49c28eb480d230bb756198b3bba994d3f937164b97f7d0bd97015a992ca272a}Delivery{b49c28eb480d230bb756198b3bba994d3f937164b97f7d0bd97015a992ca272a}' ) [order] => DESC ) [tax_query] => WP_Tax_Query Object ( [queries] => Array ( ) [relation] => AND [table_aliases:protected] => Array ( ) [queried_terms] => Array ( ) [primary_table] => wp_pbc_snook_posts [primary_id_column] => ID ) [meta_query] => WP_Meta_Query Object ( [queries] => Array ( ) [relation] => [meta_table] => [meta_id_column] => [primary_table] => [primary_id_column] => [table_aliases:protected] => Array ( ) [clauses:protected] => Array ( ) [has_or_relation:protected] => ) [date_query] => [queried_object] => [queried_object_id] => [request] => SELECT SQL_CALC_FOUND_ROWS wp_pbc_snook_posts.ID FROM wp_pbc_snook_posts WHERE 1=1 AND (((wp_pbc_snook_posts.post_title LIKE '{b49c28eb480d230bb756198b3bba994d3f937164b97f7d0bd97015a992ca272a}Delivery{b49c28eb480d230bb756198b3bba994d3f937164b97f7d0bd97015a992ca272a}') OR (wp_pbc_snook_posts.post_excerpt LIKE '{b49c28eb480d230bb756198b3bba994d3f937164b97f7d0bd97015a992ca272a}Delivery{b49c28eb480d230bb756198b3bba994d3f937164b97f7d0bd97015a992ca272a}') OR (wp_pbc_snook_posts.post_content LIKE '{b49c28eb480d230bb756198b3bba994d3f937164b97f7d0bd97015a992ca272a}Delivery{b49c28eb480d230bb756198b3bba994d3f937164b97f7d0bd97015a992ca272a}'))) AND (wp_pbc_snook_posts.post_password = '') AND wp_pbc_snook_posts.post_type IN ('post', 'page', 'attachment', 'work', 'jobs', 'people') AND (wp_pbc_snook_posts.post_status = 'publish' OR wp_pbc_snook_posts.post_status = 'acf-disabled') ORDER BY wp_pbc_snook_posts.post_title LIKE '{b49c28eb480d230bb756198b3bba994d3f937164b97f7d0bd97015a992ca272a}Delivery{b49c28eb480d230bb756198b3bba994d3f937164b97f7d0bd97015a992ca272a}' DESC, wp_pbc_snook_posts.post_date DESC LIMIT 0, 100 [posts] => Array ( [0] => WP_Post Object ( [ID] => 19303 [post_author] => 92 [post_date] => 2020-03-18 14:43:53 [post_date_gmt] => 2020-03-18 14:43:53 [post_content] =>

About the company

Snook are on a mission to design a world that works better for people. We work with organisations to design more effective services which help people thrive. We do this by engaging with users, building digital products, training our clients, and much more. This year we’re ten years old. In the past five years, we’ve scaled to more than double our original size when we started up in Scotland. We've opened a London office and our team is approaching 40 people. And we've worked with brilliant clients — from Cancer Research UK and Tesco to Hackney City Council and the Scottish Government.

About the role

As a Delivery Manager at Snook you will be responsible for overseeing the delivery of client and internal projects. You’ll be responsible for helping run the rhythms and rituals of our projects, supporting project leads to deliver on time, on budget and to high standards. You’ll also support the Head of Development and wider Delivery Team with project resourcing and scoping. As a Delivery Manager, you'll be experienced in agile and sprint based delivery on a diverse range of projects. This will range from consultancy projects, designing public services to software development.  You'll have excellent project management skills, know when to challenge and when to listen. You'll be able to build relationships with clients at a senior level.

Requirements 

We’re keen to hear from a range of applicants, not just those who have worked in the design or creative industries.   You should be able to demonstrate that you are able to meet some, or all, of the following requirements:  

Your skills and experience

We’re keen to hear from a range of applicants who can demonstrate some, or all, of the following skills and experience:

What we offer 

Snook offer a competitive salary, 29.5 holidays per year (including public holidays), additional annual Christmas closure and a supportive maternity leave policy. We provide an annual training budget for external opportunities from talks and conferences to more bespoke hands-on training. We respect that people have commitments and provide flexible working hours through discussion. We have an annual team-away retreat for us to come together as a company, taking time out to learn, reflect, and eat snacks. We spend a Friday together every quarter as one studio to run show and tells. Every Monday morning, we have a team breakfast where we eat together and share our ambitions for the week ahead. We are an equal opportunity, Disability Confident and Living Wage Foundation employer. We have a bike to work scheme and free membership to HeadSpace the mental health app. We support you with a Snook buddy when you join to get you started. We strive for diversity in our team. If we’re going to design services for the public we need to ensure our team is inclusive. We welcome applications from people of all backgrounds and ages, however all applicants must have the right to work in the UK.

How to apply 

Please don't wait to submit your application. We are sifting and interviewing candidates on a weekly basis. Please submit a CV and one page cover letter. Send your CV and cover letter as pdfs to 'apply-fb928efdfc6b01@snook-ltd.breezy-mail.com' with the title “Hire me: Delivery Manager”. In your covering letter, please tell us a little bit about yourself, why you want to work at Snook and what sort of design problems you’d be interested in tackling with us. Please include your notice period. Due to the current Covid-19 epidemic, we anticipate that all interviews will be conducted remotely. We will offer interviews at times that suit you, so if you have children, caring duties, or other circumstances affecting your availability for an interview, we’re happy to offer convenient times outside of work hours.  Deadline: 30th June. Interviews starting 8th July. Please note: This role requires Security Clearance and applicants will need to have been resident in the UK for the past three years. Due to the current Covid-19 epidemic, we anticipate that all interviews will be conducted remotely. We will offer interviews at times that suit you, so if you have children, caring duties, or other circumstances affecting your availability for an interview, we’re happy to offer convenient times outside of work hours.  [post_title] => **CLOSED** Delivery Manager [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => delivery-manager-2 [to_ping] => [pinged] => [post_modified] => 2020-06-26 08:58:34 [post_modified_gmt] => 2020-06-26 08:58:34 [post_content_filtered] => [post_parent] => 0 [guid] => https://wearesnook.com/?post_type=jobs&p=19303 [menu_order] => 0 [post_type] => jobs [post_mime_type] => [comment_count] => 0 [filter] => raw ) [1] => WP_Post Object ( [ID] => 19487 [post_author] => 55 [post_date] => 2020-05-28 13:20:43 [post_date_gmt] => 2020-05-28 13:20:43 [post_content] =>

About the company

Snook are on a mission to design a world that works better for people. We work with organisations to design more effective services which help people thrive. We do this by engaging with users, building digital products, training our clients, and much more. This year we’re ten years old. In the past five years, we’ve scaled to more than double our original size when we started up in Scotland. We've opened a London office and our team is approaching 40 people. And we've worked with brilliant clients — from Cancer Research UK and Tesco to Hackney City Council and the Scottish Government.

About the role

As a Tech Lead at Snook, you will work alongside our other tech leads to assist in the day-to-day running of the development work within our digital design team, and provide oversight of their technical delivery.  You will work with the team to develop digital products and services, making the best use of budget to provide value for our clients and to our internal projects. You will help create a strong team ethic and foster a culture of partnership, consistent delivery, operational excellence and continuous improvement.  You will foster strong engineering practices, team dynamics and delivery. You will have experience of user centered design and delivery and foster a good working relationship between UI/UX staff and the rest of the build team.  Our Tech Leads will report to the Head of Digital and will collaborate across our user-centered disciplines, including service design, user research, operations and comms. 

Requirements 

You should be able to demonstrate that you are able to meet some, or all, of the following requirements:

Your skills and experience

We’re keen to hear from a range of applicants who can demonstrate some, or all, of the following skills and experience:

What we offer 

Snook offer a competitive salary, 29.5 holidays per year (including public holidays), additional annual Christmas closure and a supportive maternity leave policy. We provide an annual training budget for external opportunities from talks and conferences to more bespoke hands-on training. We respect that people have commitments and provide flexible working hours through discussion. We have an annual team-away retreat for us to come together as a company, taking time out to learn, reflect, and eat snacks. We spend a Friday together every quarter as one studio to run show and tells. Every Monday morning, we have a team breakfast where we eat together and share our ambitions for the week ahead. We are an equal opportunity, Disability Confident and Living Wage Foundation employer. We have a bike to work scheme and free membership to HeadSpace the mental health app. We support you with a Snook buddy when you join to get you started. We strive for diversity in our team. If we’re going to design services for the public we need to ensure our team is inclusive. We welcome applications from people of all backgrounds and ages, however all applicants must have the right to work in the UK.

How to apply 

This is a rolling recruitment campaign so please don't wait to submit your application. We are sifting and interviewing candidates on a weekly basis. Please submit a CV, cover letter and your notice period. Send your CV and cover letter pdfs to 'apply-f0fe13d0220301@snook-ltd.breezy-mail.com' with the title “Hire me: Tech Lead”. In your covering letter, please tell us a little bit about yourself, why you want to work at Snook and what sort of design problems you’d be interested in tackling with us. Due to the current Covid-19 epidemic, we anticipate that all interviews will be conducted remotely. We will offer interviews at times that suit you, so if you have children, caring duties, or other circumstances affecting your availability for an interview, we’re happy to offer convenient times outside of work hours.    [post_title] => Tech Lead/Lead Developer [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => tech-lead-2 [to_ping] => [pinged] => [post_modified] => 2020-06-23 10:52:25 [post_modified_gmt] => 2020-06-23 10:52:25 [post_content_filtered] => [post_parent] => 0 [guid] => https://wearesnook.com/?post_type=jobs&p=19487 [menu_order] => 0 [post_type] => jobs [post_mime_type] => [comment_count] => 0 [filter] => raw ) [2] => WP_Post Object ( [ID] => 19489 [post_author] => 55 [post_date] => 2020-05-27 11:58:54 [post_date_gmt] => 2020-05-27 11:58:54 [post_content] =>

About Snook

Snook is a design studio built to make the world more human. We work with organisations to design more effective services which help people thrive. We do this with our design team, engaging with users, building digital products, training our clients, and much more. In the past five years we’ve more than doubled in size to a team approaching 60 people, opened a new London studio, and worked with brilliant clients — from Cancer Research UK to Hackney City Council, Tesco to the Scottish Government. Learn more about Snook’s exciting journey here. We have big plans for the next three years and are seeking people who can join us, working with our partners and clients to design services that support people to thrive. Below, you’ll find information on our requirements, the job responsibilities, our values, what we’re looking for, what we offer, and how to apply.

About the role

Our lead design training role focuses on building literacy in user centred design with our clients at Snook and our partner company Northgate Public Services. We have been training our clients for over ten years in design from the basics in prototyping to how to monitor services when they are live. We want to grow this capability into something special and are on the hunt for someone who can take existing practice into a launchable enterprise. A major part of the role is delivering a programme of work across Northgate Public Services to deliver user-centred design training across the organisation and build capability. Additionally, building a community of user-centred design and practice across NPS. This is an ideal role for someone with experience in service design and delivery who wants to focus on training and build a new offer.

Responsibilities

You will be expected to have the following responsibilities:

Our Requirements

We’re keen to hear from a range of applicants who can demonstrate some, or all, of the following skills and experience: Desired skills: Most importantly, you’re looking to join a lovely team and support us in delivering great design work. Definite bonus points include an appreciation for gifs and bad puns.

What we offer

You will be on a Northgate Public Services contract, working in the Snook studio. Alongside a competitive salary, we can offer a contract with the following benefits:

How to apply

We strive for diversity in our team. If we’re going to design services for the public we need to ensure our team is inclusive. We welcome applications from people of all backgrounds and ages. Please submit PDFs of a CV, cover letter, your notice period and a short supporting example of your work in the format of an A4 document highlighting key projects. Send this to 'apply-3f1e865e445701@snook-ltd.breezy-mail.com' with the title 'Hire me: User-Centred Design Trainer' . If you do not have a portfolio, we have created a simple template that you can use. In the covering letter, please tell us a little bit about yourself, why you would be a good candidate for the position, and why you want to work at Snook. We will offer interviews at times that suit you, so if you have children, caring duties, or have to travel after work we’re happy to offer convenient times outside of work hours. Please note, candidates must be able to demonstrate a pre-existing right to work and travel within the EU. Documentary evidence will be required. All offers are subject to satisfactory vetting and reference checks. All roles as standard undertake a Disclosure Barring Service (DBS) check, some roles may require additional vetting such as NPPV/MOD. Northgate Public Services is an equal opportunities employer, welcoming applications from all communities.   [post_title] => User-Centred Design Trainer [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => user-centred-design-trainer [to_ping] => [pinged] => [post_modified] => 2020-07-01 11:36:55 [post_modified_gmt] => 2020-07-01 11:36:55 [post_content_filtered] => [post_parent] => 0 [guid] => https://wearesnook.com/?post_type=jobs&p=19489 [menu_order] => 0 [post_type] => jobs [post_mime_type] => [comment_count] => 0 [filter] => raw ) [3] => WP_Post Object ( [ID] => 19451 [post_author] => 29 [post_date] => 2020-05-18 14:36:57 [post_date_gmt] => 2020-05-18 14:36:57 [post_content] =>

This post is the first of a series in which we’ll look at how the UK social landscape has been shaped by COVID-19 and especially government, healthcare and communities. Our focus in these posts will be to share insights and tools that people can take away to help address their own challenges. 

  At Snook, one of our missions is to work toward a kinder and smarter next era of government, and so we have an immediate interest in current shifts in how public services work. Some of these services are new and very visible, like financial support mechanisms for people and organisations in crisis, or contact-tracing initiatives.  Others, however, might be less visible, but ultimately represent longer-term changes in the relationship between government and public.  In this post, we’ll share insights that we’ve gained from developing a tool that enables local councils to run official meetings online – an example of how everyday processes of democratic decision making are being forced to change by the crisis, and what long-term impacts might result

The democratic process, live from the kitchen table 

Before the pandemic only about 12% of the UK workforce regularly worked from home, with less than 30% having ever worked from home, so relatively few people or organisations had systems in place for staff to work from home. While it attracts little mainstream attention, how best to work from home takes on a different significance when it includes core parts of our democratic process.  In the UK, local government meetings are involved in granting permits, licenses, and planning permission, as well as allocating resources and budgets in their area; and a pandemic has meant local governments  needing to find ways to hold such meetings online Defining a service that would meet the legal requirements of a democratic process in a virtual space is more complex than it might first appear. From the second week of the lockdown, Liam Hinshelwood and Liv Comberti from the Snook team began to work with Neil Terry and Chris Cadman-Dando from Adur & Worthing Councils (A&W) to do so. We wanted to describe some of their insights from the development process, and launch a set of reflections for further conversations. 

How do meetings work in physical versus virtual space?

The meeting script. Council meetings run to a tight script. Adhering to an agreed structure is what makes these meetings legally binding. Although some functions of a meeting could be done in writing rather than in person, this would remove the opportunity for everyone to express their opinion as easily, make ‘responding’ in real time more difficult, and limit public participation. Finding ways to take the script online is preferable.  The physical space. Council meetings tend to occur in purpose-built chambers. These spaces are usually organised around a hierarchy, with the person chairing the meeting and their deputies in the centre, and the legal officer seated nearby to offer guidance where necessary. Those who will present, and those who are eligible to vote on arguments, are arranged around them. This makes it easy to see who is guiding the process. The virtual space. All this changes in a virtual context. Here, everyone is ‘on the same level’. The performative characteristics of space have changed, and adjustments to behaviour are necessary – people talk over each other, need to remember to mute microphones, and we also tend to see more casual dress and participants’ homes in the background. The whole atmosphere changes.    [caption id="attachment_19474" align="aligncenter" width="1549"]The need for rapid adaptation from a built for purpose physical space to working from home is not limited to the UK. Left: An image of the empty Hackney Town Hall, UK. Right: A recent council meeting in Clinton, USA The need for rapid adaptation from a built for purpose physical space to working from home is not limited to the UK. Left: An image of the empty Hackney Town Hall, UK. Right: A recent council meeting in Clinton, USA[/caption]

What are the practical problems and solutions of moving council meetings online?

Who is responsible for tech and training? Currently there is no dedicated software to conduct either council or any other democratic meetings. Software decisions usually fall to the IT department, however, because of the urgency of moving online, the responsibility for these decisions fell to the Democratic Services Support Team at A&W. They found a need to train councillors and members of the public who were due to participate in how to use the video conferencing software and digital devices to participate in virtual meetings. Chris says “In some cases, councillors have had comparatively low exposure to modern digital technology, and it is essential that we make sure the training they receive in the necessary applications allows their other, more traditional skills (debate, scrutiny and decision making), to shine through”. Training 70 councillors was, in itself, very resource intensive – imagine what it would be like to train hundreds at larger councils.   Scale and roles have an impact. Council meetings are of different sizes, depending on location and even the subject under discussion. For example, A&W meetings are often 30-60 people, which is relatively small and can work on a call. However, for some other councils these meetings can be much larger (e.g. Birmingham Council with around 300 councillors). As Neil from A&W observes: “In a remote context you can easily control a planning committee of 8 participants, but as the numbers increase, so do the challenges, exponentially.” The roles needed in a virtual context will be, to a degree, highly connected with their scale – facilitating a call with 20 people is not the same as facilitating one with 200+!  New roles. “There’s a need for new roles and new responsibilities in these virtual council meetings,” Liv from Snook says, “and we are only just beginning to understand what these are ”. As Chris describes: “We have identified new technical roles that we would not normally have to consider at traditional meetings. This has meant that we have had to identify additional resources outside of our small Democratic Services Support Team, and train and prepare those people we bring in. In addition to this, traditional roles such as that of the chairman now require different skills and knowledge which has been challenging.” Trade-offs between software and protocol. Most council constitutions require public visibility on how each councillor has voted. In A&W, this is done by councillors verbally confirming their vote. However, in larger councils, registering hundreds of verbal votes one at a time is impractical. The processes councils follow and the tasks required are tied in with the platforms they are using. Infrastructure limitations. Designing around participants’ internet connectivity is a huge challenge. At best it can mean councillors being forced to abstain from voting on issues where they haven’t heard the full debate. The risk increases when the chair or legal counsel’s connection drops. And that’s clearly not the worst that can happen

How can we enable the public to take part – and given that digital inclusiveness is always a problem, what new challenges might arise?

Technology shifts who is being included and excluded. Liv explains: “Physical meetings may exclude parents, disabled people, or simply those living busy lives. Virtual meetings are more likely to exclude older generations or those without access to the technology needed. But overall, virtual meetings may actually be more accessible.”  A less intimidating prospect. Members of the public can now see both the meeting and what participation involves much more easily than they could before. The formality and pomp of physical meetings disappears, making them more approachable and open to all.

How can issues like these be addressed?

The biggest challenge the Snook team found was not the ability of a council team to systematically come up with a solution to every issue outlined above – something they excelled at. It was the sheer amount to think about, and the risk of overlooking or not anticipating something that turned out to be critical. As Chris points out: “In some cases we have protocols for dealing with issues and we can adapt them to the online context. However, there are challenges that you would never ever think about.”  Some councils have been discovering these the hard way. This means greater demands on council resources in a time where they are already considerably overstretched. A new tool. With this in mind, we worked with the A&W team to create an extensive blueprint of every stage of the process – from meeting set-up through post-meeting admin – in granular detail. At every stage the team considered behaviours, hardware, software, governance, and legislative risks. “They shared that what they found incredibly helpful about that”, Liv says, “was that it ensured there was nothing they hadn’t thought about – it was a very comprehensive lens. It wasn’t about putting something in each cell – in a way the blueprint acted as a checklist for them to make sure they’d thought about everything and proposed solutions”.   [caption id="attachment_19472" align="aligncenter" width="1999"]A&W Remote Council Meetings Blueprint A&W Remote Council Meetings Blueprint[/caption] A user manual for governance. Ultimately, a blueprint is a difficult thing to follow, and not every participant needs to know the whole process. Liv told us, “We need a big picture of the whole process, broken down into the different roles required, so that people can see where their role fits in, including members of the public. What we really need to exist is a user manual for each member of a council meeting”.  [caption id="attachment_19473" align="aligncenter" width="1999"]Sketch of A&W remote council meeting process by roles Sketch of A&W remote council meeting process by roles[/caption] Local variation. Such a blueprint would be different for individual councils. “ While there is a centralised Local Government Act 2000 that outlines a strong common framework for what should and shouldn’t be done, implementation is different at a local level. They are currently changing the governance to reflect the current situation”, Liam says.  At Snook, we are deeply interested in understanding what kind of long-term impact will result from these changes and interventions. While it’s likely that many councils will move back towards physical meetings, there are aspects of online provision that we would like to see pursued, especially its ability to make meetings more approachable and accessible. We see digital not just as a lever to transform delivery channels, but as a creator of new activities and roles which will shape what governance will look like around the world.  As Neil puts it: “Whilst the current legislation allowing remote meetings is only in place until next year, we’re planning on some form of remote participation being here to stay. Before the lockdown, we had pressures from those who welcomed remote participation and those who opposed it. In demonstrating what is possible, the opposition has dropped and we’re in the process of shaping the new normal”.  We’d like to thank Adur and Worthing Council for involving us in this interesting piece of work, and Benedict and Marta from Rival for partnering with us on the research for this post. If you’d like to get involved in discussing redesign of democratic processes for inclusion and accessibility in the digital age, please get in touch. [post_title] => Reflections on Covid-19: Exploring remote democratic decision making [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => exploring-remote-democratic-decision-making [to_ping] => [pinged] => https://wearesnook.com/our-principles-for-digital-inclusivity/ [post_modified] => 2020-05-18 15:36:45 [post_modified_gmt] => 2020-05-18 15:36:45 [post_content_filtered] => [post_parent] => 0 [guid] => https://wearesnook.com/?p=19451 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [4] => WP_Post Object ( [ID] => 19441 [post_author] => 2 [post_date] => 2020-04-30 16:17:46 [post_date_gmt] => 2020-04-30 16:17:46 [post_content] => We are excited to share with you that an early version of the service recipes for charities platform is now live and is the result of the collaboration of Catalyst with FutureGov, Snook and CAST It collects practical examples to help charities reuse and learn from one another’s digital services. We have been referring to those as recipes: they show the ingredients and steps needed to deliver a service. By charities, for charities, for inspiration or straightforward implementation. These recipes can be reused as they are, or tweaked as necessary. We believe that re-using existing tools and code can help charities solve service design and delivery problems more quickly than building a tool from scratch. It can save time and money, and build a team’s confidence along the way. The platform is in Alpha stage: that means it’s a real thing, it is publicly available and can be used by people, but it is still likely to develop further in response to feedback. We have been sharing this concept with some charities over the last few months and decided to build it, as the feedback we received was overwhelmingly positive. We are aware though, that the devil is in the detail. That’s why we are sharing it openly. By getting it live, we are hoping to boost our learning process for what works and what doesn’t so that we can iterate more quickly based on the findings. We are launching it today with a small but exciting collection of service recipes, with more to follow in the next few weeks. The recipes were contributed by a range of charities, some who have had a strong digital focus for years and others who are just starting out. We Are With You are offering webchat services in order to support people dealing with addiction and mental health issues. It took one week to get the web chat services up and running and demand for the service has remained steady at 50-70 sessions a day. With You's recipe includes how they selected their tools, set up and are staffing the service as well as guidance around how to implement web chat successfully. Young Somerset support young adults with 1-to-1 therapy. In response to COVID-19, they quickly shifted their service online and were able to find a solution that met NHS governance and security requirements. In Young Somerset's recipe, you’ll find how they made the decision to move online, what tools and software they used and risks they considered due to the now remote delivery of the service.  Being Woman offer women digital skills training  to increase inclusion and equality. To help people stay connected during lock down they distributed tablets and laptops and helped them gain skills and confidence to get online. Being Woman’s recipe covers the learning resources and digital inclusion schemes they partnered with, such as  Learn My Way, Make It Click and  Devicesdotnow. We want to thank all the charities who have already provided us with service recipes about the challenges that they’re currently facing and services they are providing.  We will add more recipes every week and we need organisations like yours to share the digital solutions you have had success with or that you are trialling at the moment. With each recipe shared, the library will grow and it’s our hope that you’ll also benefit from it too in the near future.  To share your recipes, you can fill in this form in or send us an email at recipes@thecatalyst.org.uk For platforms and initiatives such as this around reuse, to succeed we need to know if the recipes have helped you and your organisation build a new service, or improve an existing one. We would like to hear from you, whether for general feedback or to share how you used an existing recipe.  Finally, if  you want to learn more about service recipes and our thinking behind it, we talked about service patterns and life events here. This was originally posted by the wonderful team working across the catalyst. [post_title] => Service recipes: our new tool to help you get inspired by how other charities deliver services [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => service-recipes-our-new-tool-to-help-you-get-inspired-by-how-other-charities-deliver-services [to_ping] => [pinged] => [post_modified] => 2020-04-30 16:17:46 [post_modified_gmt] => 2020-04-30 16:17:46 [post_content_filtered] => [post_parent] => 0 [guid] => https://wearesnook.com/?p=19441 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [5] => WP_Post Object ( [ID] => 19410 [post_author] => 92 [post_date] => 2020-04-17 13:46:32 [post_date_gmt] => 2020-04-17 13:46:32 [post_content] =>

About the company

Snook are on a mission to design a world that works better for people. We work with organisations to design more effective services which help people thrive. We do this by engaging with users, building digital products, training our clients, and much more. This year we’re ten years old. In the past five years, we’ve scaled to more than double our original size when we started up in Scotland. We've opened a London office and our team is approaching 40 people. And we've worked with brilliant clients — from Cancer Research UK and Tesco to Hackney City Council and the Scottish Government.

About the role

We are looking to recruit a Head of Digital to provide strong leadership, direction and coaching within our digital design department.  Our digital design team is composed of interaction designers, full-stack developers, technical leads, content designers and data experts.  We’re looking for someone to take a lead in growing our capacity, developing the service offer, supporting the tech leads, and ensuring we’ve got the right skills and tools to do the job.  We are looking for someone with previous senior developer experience, who is keen to move to a more strategic management position.  You should have proven experience of growing, nurturing and running a digital product design and delivery team. You will have the authority and experience to make key decisions on technical matters such as code base, architecture and hosting.  The role will ensure the team does their best work, maintaining consistency of high quality delivery across our projects. You will help push us to meet our mission by designing services that have real impact on people’s lives. You will work with our Head of Design to grow and develop our product development and design practice across Snook’s studios and our partners. You will help set a digital product approach for Snook that ties in with our aims and principles, and sets direction for the way that we design digital services and products across the wider team.

Requirements 

You should be able to demonstrate that you are able to meet some, or all, of the following requirements:

Your skills and experience

We’re keen to hear from a range of applicants who can demonstrate some, or all, of the following skills and experience:

What we offer 

Snook offer a competitive salary, 29.5 holidays per year (including public holidays), additional annual Christmas closure and a supportive maternity leave policy We provide an annual training budget for external opportunities from talks and conferences to more bespoke hands-on training We respect that people have commitments and provide flexible working hours through discussion We have an annual team-away retreat for us to come together as a company, taking time out to learn, reflect, and eat snacks. We spend a Friday together every quarter as one studio to run show and tells Every Monday morning, we have a team breakfast where we eat together and share our ambitions for the week ahead We are an equal opportunity, Disability Confident and Living Wage Foundation employer We have a bike to work scheme and free membership to HeadSpace the mental health app We support you with a Snook buddy when you join to get you started We strive for diversity in our team. If we’re going to design services for the public we need to ensure our team is inclusive. We welcome applications from people of all backgrounds and ages, but all applicants must have the right to work in the UK.

How to apply 

This is a rolling recruitment campaign so please don't wait to submit your application. We are sifting and interviewing candidates on a weekly basis. Please submit a CV, cover letter and your notice period. Send your CV and cover letter as pdfs to 'apply-92573e2358ac01@snook-ltd.breezy-mail.com' with the title “Hire me: Head of Digital”. In your covering letter, please tell us a little bit about yourself, why you want to work at Snook and what sort of design problems you’d be interested in tackling with us. Due to the current Covid-19 epidemic, we anticipate that all interviews will be conducted remotely. We will offer interviews at times that suit you, so if you have children, caring duties, or other circumstances affecting your availability for an interview, we’re happy to offer convenient times outside of work hours.    [post_title] => **CLOSED** Head of Digital [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => head-of-digital [to_ping] => [pinged] => [post_modified] => 2020-06-16 11:01:37 [post_modified_gmt] => 2020-06-16 11:01:37 [post_content_filtered] => [post_parent] => 0 [guid] => https://wearesnook.com/?post_type=jobs&p=19410 [menu_order] => 0 [post_type] => jobs [post_mime_type] => [comment_count] => 0 [filter] => raw ) [6] => WP_Post Object ( [ID] => 19371 [post_author] => 92 [post_date] => 2020-04-07 10:21:25 [post_date_gmt] => 2020-04-07 10:21:25 [post_content] =>

About the company

Snook are on a mission to design a world that works better for people. We work with organisations to design more effective services which help people thrive. We do this by engaging with users, building digital products, training our clients, and much more. This year we’re ten years old. In the past five years, we’ve scaled to more than double our original size when we started up in Scotland. We've opened a London office and our team is approaching 40 people. And we've worked with brilliant clients — from Cancer Research UK and Tesco to Hackney City Council and the Scottish Government.

About the role

We are looking to recruit a Head of Service Design to provide strong leadership and coaching to our growing design and delivery teams. The role will be key to ensuring the team do their best work, maintaining consistency of high quality delivery across our projects and pushing us to meet our mission by designing services that have real impact on people’s lives. You will champion user-centred design and research within Snook, with our clients and partners, and across the wider design industry.  You will work closely with our Head of Design to grow and develop our service design practice across Snook’s studios and our partners.

Requirements 

We’re keen to hear from a range of applicants, not just those who have worked in the design or creative industries. You should be able to demonstrate that you are able to meet some, or all, of the following requirements:

Your skills and experience

What we offer 

Snook offer a competitive salary, 29.5 holidays per year (including public holidays), additional annual Christmas closure and a supportive maternity leave policy. We provide an annual training budget for external opportunities from talks and conferences to more bespoke hands-on training. We respect that people have commitments and provide flexible working hours through discussion. We have an annual team-away retreat for us to come together as a company, taking time out to learn, reflect, and eat snacks. We spend a Friday together every quarter as one studio to run show and tells. Every Monday morning, we have a team breakfast where we eat together and share our ambitions for the week ahead. We are an equal opportunity, Disability Confident and Living Wage Foundation employer. We have a bike to work scheme and free membership to HeadSpace the mental health app. We support you with a Snook buddy when you join to get you started. We strive for diversity in our team. If we’re going to design services for the public we need to ensure our team is inclusive. We welcome applications from people of all backgrounds and ages, however all applicants must have the right to work in the UK.

How to apply 

This is a rolling recruitment campaign so please don't wait to submit your application. We are sifting and interviewing candidates on a weekly basis. Please submit PDFs of a CV, cover letter, your notice period and a portfolio of your work highlighting key projects. If you do not have a portfolio, we have created a simple template that you can use. Send your CV, cover letter and portfolio as pdfs to 'apply-b6c875b4e11701@snook-ltd.breezy-mail.com' with the title “Hire me: Head of Service Design”. In your covering letter, please tell us a little bit about yourself, why you want to work at Snook and what sort of design problems you’d be interested in tackling with us. Due to the current Covid-19 epidemic, we anticipate that all interviews will be conducted remotely. We will offer interviews at times that suit you, so if you have children, caring duties, or other circumstances affecting your availability for an interview, we’re happy to offer convenient times outside of work hours.  [post_title] => **CLOSED** Head of Service Design [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => head-of-service-design [to_ping] => [pinged] => [post_modified] => 2020-06-26 08:57:55 [post_modified_gmt] => 2020-06-26 08:57:55 [post_content_filtered] => [post_parent] => 0 [guid] => https://wearesnook.com/?post_type=jobs&p=19371 [menu_order] => 0 [post_type] => jobs [post_mime_type] => [comment_count] => 0 [filter] => raw ) [7] => WP_Post Object ( [ID] => 19326 [post_author] => 92 [post_date] => 2020-04-03 14:29:26 [post_date_gmt] => 2020-04-03 14:29:26 [post_content] =>

A crisis like Covid-19 requires urgent emergency responses. With crises come feelings of panic and we see lots of people running quickly towards the problem to help. But we know those feelings of panic tend to inhibit us to short-term thinking only.

There are various practical ways we’ve been addressing just getting on with the work we’re already doing at Snook. We’re conducting remote user research with control room operators — designing a rapid response to emergency calls seems more pressing than ever when the volume of calls they’re handling is unprecedented. We’re also continuing our work with British Sign Language communities and the National Citizen Service to improve their services. We’re running workshops using video conferencing-delivering a training session in service design for NHS National Services Scotland and convening with 100 designers and charities to look at ways to combine forces in their response to Covid-19. But it’s not just approaches to working remotely. There’s a bigger picture emerging of a world that may have to be restructured radically and will require a considered, long-term strategy to solving all the challenges which we will face globally in the wake of this.

Setting our response principles

We’ve been holding working sessions to discuss our response as a team to Covid-19. At first, we all felt a sense of panic — what can we do to help now? Apart from staying indoors and joining our local volunteer networks, where can we help? The usual questions came up, like asking if civic society needs an app to better organise themselves or building smart emergency response services? The answer was, and is, no. In the second week, we started to understand the scale of the challenge hanging over us and help clients organise and think through their emergency response. As we hit our third week of working in this ‘new normal’, we recognised we needed to set some principles about how we can support our clients past and present. We need to move from a crisis response state to being a calm supportive partner who’s looking ahead.

Our principles and approach to designing in times of crisis:

1. Show what’s possible

  Person shouting through a megaphone There are a huge number of things that need to be completely rethought right now, but bringing about these types of changes can seem overwhelming. For example, making internet access universally free to all those who are currently classified as vulnerable seemed like a pipedream. But we’re taking an approach to change a small thing and seed the bigger idea. We worked quickly with Nominet to get mobile phone operators to zero rate access to nhs.uk, so everyone can access accurate, up-to-date health information during the pandemic. A small win — and now they’re stepping up to provide access to a whole host of sites with new data packages. But this is just the start of a wider job of ensuring everyone is included in a world where there’s a growing assumption that just putting everything online is the answer. It’s not that simple. An estimated 1 in 10 households in the UK have no access to the internet. There are school pupils and students who are currently being told to do their lessons online and are simply unable to. Many elderly people feel they lack the skills to use computers, and the number of homeless is steadily rising, and while some may have phones, they frequently run out of data. These people are being allowed to fall through the cracks right now. But, with this challenge, many small prototypes working in the open can seed the change, and we’ll continue to press for these, linking them to wider positive agendas.

2. Balance immediate needs with the long-term view

Covid-19 will have a dramatic impact beyond the next week, and the month after. Not only specifically in the new normal of physically distancing that has been forced upon us but also in our ability to think, connect and live differently in the future. Who would have thought that in a matter of weeks, we could house everyone who is homeless? Or reduce our C02 emissions so quickly? In the short term, we’re supporting organisations to rethink service delivery with new Government regulations in the now — to support the people at highest risk (the elderly, the immunocompromised). But with this, we must ensure we also take a longer-term view and consider what might come next. There’s then the medium term. What’s coming in the next 4–6 weeks. Data from some of the most highly affected areas in the world such as Italy, shows us that the coming month is about to get much worse and we’ve heard from clients that workforces are depleting by up to a third in vital services like children’s social care. How we staff and continue to deliver vital services needs to be considered now and over the next few months as staff self-isolate or go off sick due to the virus. In the longer term, we’ll see much bigger impacts. How will people who’ve been in self-isolation for months feel? What are the long-term mental health impacts? How will a frontline workforce working in emergency mode feel in six months time after experiencing death, sickness and fear every day? What will happen to our food chains when we rely on much of our produce being imported and transport has been halted? What happens to homeless people we’ve housed in this period when the curve flattens? There are so many questions that need a longer-term view but need to be considered now, so we can start designing for these new needs and scenarios before they arrive on our doorstep.

3. Listen first, look second, build last

Our perspective is to listen first, understand needs, look at what exists then build if needed. We don’t know best. There are vast networks of grassroots efforts, civic sector organisations and charities that know their people and areas well. There are service providers who are experts in what they deliver and the people they support. We’ve seen a host of new services spring up, sometimes outside the organisation’s core expertise, because they saw a need and tried to fill it. We’re keen to help organisations understand their specific skill sets and how they can be put to use alongside others, stopping them from pivoting everything to solve the immediate crisis. If there’s a clear need for something new which no one else can meet, then build it. But listen first, and find out whether someone already does what’s needed and connect them up. Developing a new product or service at this time isn’t needed unless it helps with convening safely or delivering an existing service online. It will just add to the noise.

4. Meet immediate needs safely

Where there is a need, and something does need to be built, it must still meet regulations and good design principles. Yas, research and design will need to move at pace to meet new daily Government announcements or emergent societal needs. But a crisis doesn’t mean throwing out all data, ethical, privacy and accessibility principles. We have basic accessibility guidelines and tools to build quick services that work for people. We have data ethics workbooks to help us ask the questions we should ask to ensure that what we’re doing safeguards users. Organisations like the Information Commissioner’s office have provided supportive statements to help organisations get online at speed — assuring them that they won’t be penalised, but careful to ensure privacy and data standards are not dropped entirely. Even in a crisis, we should not ignore safeguarding and ethical data practice. We must think through our service designs to ensure we put no one in harm’s way.

5. Shape challenges, convene responses

Through our listening, we’re hearing common challenges from all types of organisations. Some of the simpler questions are how to deliver a support programme online. Or get digital access for the people they support. Or figure out how to support people paying for goods delivered to them who aren’t online.We can help by finding common problems and shaping these, convening the right people to solve them and publishing this knowledge. We’re about to bring this principle to life in our work across the Catalyst. This is an alliance of civil society organisations, funders, and digital agencies, incubated on behalf of the Centre for Acceleration of Social Technology. We’ve been working with them and Futuregov to build a list of common transactions that charities and civil society organisations might deliver and how these might be delivered online. We’re going to convene groups of service providers to discuss, share and publish how they’ve taken their services online so others can learn from this, in a series of patterns.

6. Stimulate learning loops

In a crisis, we have a tendency to deliver at speed then rush off to put the next fire out. But many of us are delivering services in ways we have never delivered before. We are learning what works, what doesn’t and what to do differently. We have a role to play in stimulating learning cycles and sharing them with others. Only together, can we learn how to meet the present and near-future needs well. We’re encouraging our clients to keep a short learning log during this time so they can look back and share what’s working and what needs to change. Last week, we held an online conversation involving charities, digital experts, designers, change-makers and commissioners. Someone said after the call that they’d been inspired to make sure they document their learnings, as they’re trying out lots of new ways of delivering their service remotely. Let’s keep inspiring those learnings.

Looking further into the future

We’re mindful of how often great shifts in society can happen after upheavals like this. The NHS was founded in the wake of the second world war. It cost an enormous amount of money — but aren’t we grateful for it now? It also took a great long-term vision and a commitment to the common good. The belief that things can be different and that we can design them to be better for everyone and everything on the planet seemed like a fantasy only a few weeks ago. But in the past two weeks, people are having to face a new reality that’s being foisted upon them. There’s a future to plan for beyond the pandemic. We need to reflect on what we want to keep from how we used to live and what must change to make a fairer, more sustainable future for all. We’ll be considering this in a series of posts soon. In the meantime, do get in touch if you’d like to get involved in designing the best response to the present — and the future — together. [post_title] => We need long-term thinking now more than ever [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => we-need-long-term-thinking-now-more-than-ever [to_ping] => [pinged] => [post_modified] => 2020-04-06 16:43:05 [post_modified_gmt] => 2020-04-06 16:43:05 [post_content_filtered] => [post_parent] => 0 [guid] => https://wearesnook.com/?p=19326 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [8] => WP_Post Object ( [ID] => 19308 [post_author] => 92 [post_date] => 2020-03-18 14:45:09 [post_date_gmt] => 2020-03-18 14:45:09 [post_content] =>

About the company

Snook are on a mission to design a world that works better for people. We work with organisations to design more effective services which help people thrive. We do this by engaging with users, building digital products, training our clients, and much more. This year we’re ten years old. In the past five years, we’ve scaled to more than double our original size when we started up in Scotland. We've opened a London office and our team is approaching 40 people. And we've worked with brilliant clients — from Cancer Research UK and Tesco to Hackney City Council and the Scottish Government.

About the role

As a Senior Interaction Designer at Snook, you will be responsible for taking a lead role in projects with a focus on creating intuitive, inclusive and accessible design solutions.  Your work will include designing holistic services that work for a wide range of people, and the design of digital products and supporting the digital design team and wider disciplines to embrace the importance of accessible interaction design.  Your work will require collaboration across our user centered disciplines and go beyond the screen.  You will design in the open, leading the communication of design decisions within the project team and clients, championing the importance of design and user needs.  You’ll relish working closely with our clients and partners, supporting our approach to new business opportunities, and in co-designing services and products with users.

Requirements 

We’re keen to hear from a range of applicants, not just those who have worked in the design or creative industries. You should be able to demonstrate that you are able to meet some, or all, of the following requirements:

Your skills and experience

We’re keen to hear from a range of applicants who can demonstrate some, or all, of the following skills and experience:

What we offer 

Snook offer a competitive salary, 29.5 holidays per year (including public holidays), additional annual Christmas closure and a supportive maternity leave policy. We provide an annual training budget for external opportunities from talks and conferences to more bespoke hands-on training. We respect that people have commitments and provide flexible working hours through discussion. We have an annual team-away retreat for us to come together as a company, taking time out to learn, reflect, and eat snacks. We spend a Friday together every quarter as one studio to run show and tells. Every Monday morning, we have a team breakfast where we eat together and share our ambitions for the week ahead. We are an equal opportunity, Disability Confident and Living Wage Foundation employer. We have a bike to work scheme and free membership to HeadSpace the mental health app. We support you with a Snook buddy when you join to get you started. We strive for diversity in our team. If we’re going to design services for the public we need to ensure our team is inclusive. We welcome applications from people of all backgrounds and ages, however all applicants must have the right to work in the UK.

How to apply 

This is a rolling recruitment campaign so please don't wait to submit your application. We are sifting and interviewing candidates on a weekly basis. Please submit a CV, cover letter, your notice period and a portfolio of your work highlighting key projects. If you do not have a portfolio, we have created a simple template that you can use. Send your CV, cover letter and portfolio as pdfs to 'apply-d589d8545fed01@snook-ltd.breezy-mail.com' with the title “Hire me: Senior Interaction Designer”. In your covering letter, please tell us a little bit about yourself, why you want to work at Snook and what sort of design problems you’d be interested in tackling with us. Due to the current Covid-19 epidemic, we anticipate that all interviews will be conducted remotely. We will offer interviews at times that suit you, so if you have children, caring duties, or other circumstances affecting your availability for an interview, we’re happy to offer convenient times outside of work hours. [post_title] => Senior Interaction Designer/UX [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => senior-interaction-designer [to_ping] => [pinged] => [post_modified] => 2020-07-02 14:52:22 [post_modified_gmt] => 2020-07-02 14:52:22 [post_content_filtered] => [post_parent] => 0 [guid] => https://wearesnook.com/?post_type=jobs&p=19308 [menu_order] => 0 [post_type] => jobs [post_mime_type] => [comment_count] => 0 [filter] => raw ) [9] => WP_Post Object ( [ID] => 19307 [post_author] => 92 [post_date] => 2020-03-18 14:44:55 [post_date_gmt] => 2020-03-18 14:44:55 [post_content] =>

About the company

Snook are on a mission to design a world that works better for people. We work with organisations to design more effective services which help people thrive. We do this by engaging with users, building digital products, training our clients, and much more. This year we’re ten years old. In the past five years, we’ve scaled to more than double our original size when we started up in Scotland. We've opened a London office and our team is approaching 40 people. And we've worked with brilliant clients — from Cancer Research UK and Tesco to Hackney City Council and the Scottish Government.

About the role

As a Senior User Researcher at Snook, you will lead and participate in multidisciplinary project teams and will be responsible for ensuring our design projects are rooted in a deep understanding of users and their needs. Your work will include designing and delivering a range of research activities and methods, and communicating actionable insights to project teams and clients.  Your work will require collaboration across our user-centered disciplines and go beyond the screen.  You will work in the open, communicating the research findings within the project team and clients, championing the importance of user research and user needs.  You’ll relish working closely with our clients and partners in co-designing services and products with users. You will work with the Head of User Research and the Head of Design to grow and develop our user research practice across Snook’s studios and our partners.

Requirements 

We’re keen to hear from a range of applicants, not just those who have worked in the design or creative industries. You should be able to demonstrate that you are able to meet some, or all, of the following requirements:

Your skills and experience

What we offer 

Snook offer a competitive salary, 29.5 holidays per year (including public holidays), additional annual Christmas closure and a supportive maternity leave policy. We provide an annual training budget for external opportunities from talks and conferences to more bespoke hands-on training. We respect that people have commitments and provide flexible working hours through discussion. We have an annual team-away retreat for us to come together as a company, taking time out to learn, reflect, and eat snacks. We spend a Friday together every quarter as one studio to run show and tells. Every Monday morning, we have a team breakfast where we eat together and share our ambitions for the week ahead. We are an equal opportunity, Disability Confident and Living Wage Foundation employer. We have a bike to work scheme and free membership to HeadSpace the mental health app. We support you with a Snook buddy when you join to get you started. We strive for diversity in our team. If we’re going to design services for the public we need to ensure our team is inclusive. We welcome applications from people of all backgrounds and ages, however, all applicants must have the right to work in the UK.

How to apply 

This is a rolling recruitment campaign so please don't wait to submit your application. We are sifting and interviewing candidates on a weekly basis. Please submit a CV, cover letter, your notice period and a portfolio of your work highlighting key projects. If you do not have a portfolio, we have created a simple template that you can use. Send your CV, cover letter and portfolio as pdfs to 'apply-a94a83c4b55d01@snook-ltd.breezy-mail.com' with the title “Hire me: Senior User Researcher”. In your covering letter, please tell us a little bit about yourself, why you want to work at Snook and what sort of design problems you’d be interested in tackling with us. Due to the current Covid-19 epidemic, we anticipate that all interviews will be conducted remotely. We will offer interviews at times that suit you, so if you have children, caring duties, or other circumstances affecting your availability for an interview, we’re happy to offer convenient times outside of work hours.  [post_title] => **CLOSED** Senior User Researcher [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => senior-user-researcher [to_ping] => [pinged] => [post_modified] => 2020-06-15 16:11:38 [post_modified_gmt] => 2020-06-15 16:11:38 [post_content_filtered] => [post_parent] => 0 [guid] => https://wearesnook.com/?post_type=jobs&p=19307 [menu_order] => 0 [post_type] => jobs [post_mime_type] => [comment_count] => 0 [filter] => raw ) [10] => WP_Post Object ( [ID] => 19304 [post_author] => 92 [post_date] => 2020-03-18 14:44:28 [post_date_gmt] => 2020-03-18 14:44:28 [post_content] =>

About the company

Snook are on a mission to design a world that works better for people. We work with organisations to design more effective services which help people thrive. We do this by engaging with users, building digital products, training our clients, and much more. This year we’re ten years old. In the past five years, we’ve scaled to more than double our original size when we started up in Scotland. We've opened a London office and our team is approaching 40 people. And we've worked with brilliant clients — from Cancer Research UK and Tesco to Hackney City Council and the Scottish Government.

About the role

We are looking to recruit a Head of User Research who can expand our research capability, develop our research and research ops practice, train the existing team, and deliver high quality research outputs for our external and internal projects, ensuring that we take an evidence-based approach to design. You will work closely with our Head of Design to grow and develop our user research practice across Snook’s studios and our partners.

Requirements 

We’re keen to hear from a range of applicants, not just those who have worked in the design or creative industries. You should be able to demonstrate that you are able to meet some, or all, of the following requirements:

Your skills and experience

What we offer 

Snook offer a competitive salary, 29.5 holidays per year (including public holidays), additional annual Christmas closure and a supportive maternity leave policy. We provide an annual training budget for external opportunities from talks and conferences to more bespoke hands-on training. We respect that people have commitments and provide flexible working hours through discussion. We have an annual team-away retreat for us to come together as a company, taking time out to learn, reflect, and eat snacks. We spend a Friday together every quarter as one studio to run show and tells. Every Monday morning, we have a team breakfast where we eat together and share our ambitions for the week ahead. We are an equal opportunity, Disability Confident and Living Wage Foundation employer. We have a bike to work scheme and free membership to HeadSpace the mental health app. We support you with a Snook buddy when you join to get you started. We strive for diversity in our team. If we’re going to design services for the public we need to ensure our team is inclusive. We welcome applications from people of all backgrounds and ages, however all applicants must have the right to work in the UK.

How to apply 

This is a rolling recruitment campaign so please don't wait to submit your application. We are sifting and interviewing candidates on a weekly basis. Please submit a CV, cover letter, your notice period and a portfolio of your work highlighting key projects. If you do not have a portfolio, we have created a simple template that you can use. Send your CV, cover letter and portfolio as pdfs to 'apply-0aee38cc5f8e01@snook-ltd.breezy-mail.com' with the title “Hire me: Head of User Research”. In your covering letter, please tell us a little bit about yourself, why you want to work at Snook and what sort of design problems you’d be interested in tackling with us. Due to the current Covid-19 epidemic, we anticipate that all interviews will be conducted remotely. We will offer interviews at times that suit you, so if you have children, caring duties, or other circumstances affecting your availability for an interview, we’re happy to offer convenient times outside of work hours.  [post_title] => **CLOSED** Head of User Research [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => head-of-user-research [to_ping] => [pinged] => [post_modified] => 2020-06-26 08:58:20 [post_modified_gmt] => 2020-06-26 08:58:20 [post_content_filtered] => [post_parent] => 0 [guid] => https://wearesnook.com/?post_type=jobs&p=19304 [menu_order] => 0 [post_type] => jobs [post_mime_type] => [comment_count] => 0 [filter] => raw ) [11] => WP_Post Object ( [ID] => 19293 [post_author] => 92 [post_date] => 2020-03-18 14:42:52 [post_date_gmt] => 2020-03-18 14:42:52 [post_content] =>

About the company

Snook are on a mission to design a world that works better for people. We work with organisations to design more effective services which help people thrive. We do this by engaging with users, building digital products, training our clients, and much more. This year we’re ten years old. In the past five years, we’ve scaled to more than double our original size when we started up in Scotland. We've opened a London office and our team is approaching 40 people. And we've worked with brilliant clients — from Cancer Research UK and Tesco to Hackney City Council and the Scottish Government.

About the role

As a User Researcher at Snook, you will work in multidisciplinary project teams and will be responsible for ensuring our design projects are rooted in a deep understanding of users and their needs. Your work will include participating in a range of research activities and methods, and communicating actionable insights to project teams.  Your work will require collaboration across our user-centered disciplines and go beyond the screen.  You will work in the open, communicating the user research findings within the project team and with clients. You’ll relish working closely with our clients and partners in co-designing services and products with users.

Requirements 

We’re keen to hear from a range of applicants, not just those who have worked in the design or creative industries. You should be able to demonstrate that you are able to meet some, or all, of the following requirements:

Your skills and experience

What we offer 

Snook offer a competitive salary, 29.5 holidays per year (including public holidays), additional annual Christmas closure and a supportive maternity leave policy. We provide an annual training budget for external opportunities from talks and conferences to more bespoke hands-on training. We respect that people have commitments and provide flexible working hours through discussion. We have an annual team-away retreat for us to come together as a company, taking time out to learn, reflect, and eat snacks. We spend a Friday together every quarter as one studio to run show and tells. Every Monday morning, we have a team breakfast where we eat together and share our ambitions for the week ahead. We are an equal opportunity, Disability Confident and Living Wage Foundation employer. We have a bike to work scheme and free membership to HeadSpace the mental health app. We support you with a Snook buddy when you join to get you started. We strive for diversity in our team. If we’re going to design services for the public we need to ensure our team is inclusive. We welcome applications from people of all backgrounds and ages, however all applicants must have the right to work in the UK.

How to apply 

This is a rolling recruitment campaign so please don't wait to submit your application. We are sifting and interviewing candidates on a weekly basis. Please submit a CV, cover letter, your notice period and a portfolio of your work highlighting key projects. If you do not have a portfolio, we have created a simple template that you can use. Send your CV, cover letter and portfolio as pdfs to 'apply-7e5fcff77f7b01@snook-ltd.breezy-mail.com' with the title “Hire me: User Researcher”. In your covering letter, please tell us a little bit about yourself, why you want to work at Snook and what sort of design problems you’d be interested in tackling with us. Due to the current Covid-19 epidemic, we anticipate that all interviews will be conducted remotely. We will offer interviews at times that suit you, so if you have children, caring duties, or other circumstances affecting your availability for an interview, we’re happy to offer convenient times outside of work hours.  [post_title] => **CLOSED** User Researcher [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => user-researcher [to_ping] => [pinged] => [post_modified] => 2020-06-15 16:12:09 [post_modified_gmt] => 2020-06-15 16:12:09 [post_content_filtered] => [post_parent] => 0 [guid] => https://wearesnook.com/?post_type=jobs&p=19293 [menu_order] => 0 [post_type] => jobs [post_mime_type] => [comment_count] => 0 [filter] => raw ) [12] => WP_Post Object ( [ID] => 19265 [post_author] => 92 [post_date] => 2020-03-18 14:42:10 [post_date_gmt] => 2020-03-18 14:42:10 [post_content] =>

About the company

Snook are on a mission to design a world that works better for people. We work with organisations to design more effective services which help people thrive. We do this by engaging with users, building digital products, training our clients, and much more. This year we’re ten years old. In the past five years, we’ve scaled to more than double our original size when we started up in Scotland. We've opened a London office and our team is approaching 40 people. And we've worked with brilliant clients — from Cancer Research UK and Tesco to Hackney City Council and the Scottish Government.

About the role

As an Interaction Designer at Snook, you will be responsible for participating in projects with a focus on creating intuitive, inclusive and accessible design solutions.  Your work will include designing holistic services that work for a wide range of people, and the design of digital products and supporting the digital design team and wider disciplines to embrace the importance of accessible interaction design.  Your work will require collaboration across our user centered disciplines and go beyond the screen.  You will design in the open, communicating the design decisions within the project team and clients, championing the importance of design and user needs.  You’ll relish working closely with our clients and partners in co-designing services and products with users.

Requirements 

We’re keen to hear from a range of applicants, not just those who have worked in the design or creative industries. You should be able to demonstrate that you are able to meet some, or all, of the following requirements:

Your skills and experience

We’re keen to hear from a range of applicants who can demonstrate some, or all, of the following skills and experience:

What we offer 

Snook offer a competitive salary, 29.5 holidays per year (including public holidays), additional annual Christmas closure and a supportive maternity leave policy. We provide an annual training budget for external opportunities from talks and conferences to more bespoke hands-on training. We respect that people have commitments and provide flexible working hours through discussion. We have an annual team-away retreat for us to come together as a company, taking time out to learn, reflect, and eat snacks. We spend a Friday together every quarter as one studio to run show and tells. Every Monday morning, we have a team breakfast where we eat together and share our ambitions for the week ahead. We are an equal opportunity, Disability Confident and Living Wage Foundation employer. We have a bike to work scheme and free membership to HeadSpace the mental health app. We support you with a Snook buddy when you join to get you started. We strive for diversity in our team. If we’re going to design services for the public we need to ensure our team is inclusive. We welcome applications from people of all backgrounds and ages, however all applicants must have the right to work in the UK.

How to apply 

This is a rolling recruitment campaign so please don't wait to submit your application. We are sifting and interviewing candidates on a weekly basis. Please submit a CV, cover letter, your notice period and a portfolio of your work highlighting key projects. If you do not have a portfolio, we have created a simple template that you can use. Send your CV, cover letter and portfolio as pdfs to 'apply-4456795eac5e01@snook-ltd.breezy-mail.com' with the title “Hire me: Interaction Designer”. In your covering letter, please tell us a little bit about yourself, why you want to work at Snook and what sort of design problems you’d be interested in tackling with us. Due to the current Covid-19 epidemic, we anticipate that all interviews will be conducted remotely. We will offer interviews at times that suit you, so if you have children, caring duties, or other circumstances affecting your availability for an interview, we’re happy to offer convenient times outside of work hours. [post_title] => Interaction Designer/UX [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => interaction-designer-2 [to_ping] => [pinged] => [post_modified] => 2020-07-02 14:52:43 [post_modified_gmt] => 2020-07-02 14:52:43 [post_content_filtered] => [post_parent] => 0 [guid] => https://wearesnook.com/?post_type=jobs&p=19265 [menu_order] => 0 [post_type] => jobs [post_mime_type] => [comment_count] => 0 [filter] => raw ) [13] => WP_Post Object ( [ID] => 19238 [post_author] => 93 [post_date] => 2020-03-12 17:48:25 [post_date_gmt] => 2020-03-12 17:48:25 [post_content] => We're hiring at Snook - not just a few roles - lots of them. We’re looking to grow our team in a number of areas because we’ve got a big challenge on our hands.

Why is Snook here?

We’re on a mission to design a world where people and planet thrive. We think deep and look wide to transform the systems that shape our world. That means everything, everywhere – from exploring healthcare’s digital future to tearing down barriers to accessible transport. Bit by bit, we’re making our world more human – so everyone can thrive. We believe that when our world is built around people, it makes everyone happier, healthier, and more productive. Right now, parts of our world aren’t like that. They’re not designed for or with the people who live in them. This creates barriers that make life harder – from small, everyday experiences, to the bigger systems that shape our lives. We’re looking for people to help us make the world more accessible, more sustainable, more effective: more human.

What are we shooting for? Our 5 mission areas

Our missions are like shared dreams we are chasing. They are still in development but we’re crafting key questions that help us aim towards realising them. They are;

1. Thriving planet

2. Next-era government

3. Good business

4. Healthy lives

5. Communities for all

If all this sounds good to you, then come and join our team. We work both in the practical stabilising space (doing the hard work that needs to be done now to make things accessible in the current system) and the emergent space (thinking and articulating what a different system might look like in the future). Thanks to Cassie Robinson for her articulation of emergent models and roles.

What are we working on right now?

Who are we looking for?

We have lots of roles going as our team grows. We break down our roles into: Heads of - support the studio discipline and offer to grow  Principals - leading experts in their field with significant experience  Senior/Leads - experienced practitioners who can take a lead on projects Mid-weight - experienced practitioners Associate - entry level roles  We’re on the lookout for;

Delivery Managers

To support our design teams in delivering project outcomes and work with our amazing clients.  View our Delivery Manager job role.

Head of User Research

To grow and manage our user research team, building and developing our user research practice. View our Head of User Research job role.

User Researchers (entry level to senior) 

Looking for great researchers of all kinds with knowledge in the user research discipline and backgrounds in social sciences or experience in the field. View our User Researcher and Senior User Researcher job roles.

Head of Service Design

To grow and manage our team of service designers, building our practice in Service Design. View our Head of Service Design job role. 

Service Designer

We’re looking for people who are great at designing holistic services that work for a wide range of people. View our Service Designer job role.

Head of Digital 

To grow and manage our digital design team which consists of interaction, developers, technical leads, developers, building our practice in digital design. View our Head of Digital job role.

Content Designer

We need people who have experience of designing and testing language in the context of product and service design.  View our Content Designer job role.

Interaction Designer (entry level to senior) 

People who are great at designing accessible products and services, with a flair for great online experiences and a consideration for the user experience around them. View our Interaction Designer and Senior Interaction Designer job roles.

Digital Product Designer

Experienced designers who are great at shaping product and service direction to join our digital design team.  Job role details coming soon!

Technical Lead (senior/principal) 

A great all rounder who understands and has experience in technical development, data and enjoys unpicking complex challenges and can make simplifying complexity. Job role details coming soon!

Accessibility and Inclusion Design Lead and entry level/specialist 

People with a passion for products and services that are inclusive and accessible to all. We’re looking for people with specific experience in helping design and audit digital services that are WCAG 2.1 proficient but also go beyond this into considering inclusive design practices in all of our work View our Accessibility Specialist and Accessibility & Inclusive Design Lead job roles.

How does this all fit together?

We’re happy to share our organisation chart above. We’ve recognised a need for a new phase of growth which ensures we have a wider range of skills to meet the emergent needs of our clients and ensure we have the right support in place for our team by hiring heads of our disciplines to grow, nurture and train our teams.

How can I apply?

When our adverts go out they will specify requirements and skills for each role. But, we’re looking for a range of people and are open to all kinds of experience so please do apply.  If you’ve applied before, please do so again.  They will all be appearing on our jobs page and linked to this post as they go live. We recently overhauled our recruitment process to help ensure we’re building a diverse and inclusive team. Throughout the recruitment process, we’ll be providing applicants with any support they need. We actively encourage applications from a diverse range of backgrounds.  Please send your application to jobs@wearesnook.com with the title Hire me: Role Title (and your role you’re shooting for). All our jobs are advertised for at least 6 weeks but we are undertaking rolling recruitment so please do send in your applications. We will keep the posts open for as long as we need, to find the right people. [post_title] => We're hiring! [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => were-hiring [to_ping] => [pinged] => https://wearesnook.com/inclusive-recruitment/ [post_modified] => 2020-04-17 14:02:36 [post_modified_gmt] => 2020-04-17 14:02:36 [post_content_filtered] => [post_parent] => 0 [guid] => https://wearesnook.com/?p=19238 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [14] => WP_Post Object ( [ID] => 19016 [post_author] => 91 [post_date] => 2019-12-19 12:54:39 [post_date_gmt] => 2019-12-19 12:54:39 [post_content] => We turned 10, so we’ve been celebrating and reflecting on everything we’ve learnt along the way. And of course, we’re always looking forward - thinking about how we’ll build for the next 10 years.  Firstly, we became part of the Northgate Public Services family. This move gives Snook the opportunity not only to scale as a company but to scale our impact. From discovery to build, Snook is now positioned to go deeper into projects and work on large scale services from national policing and control rooms to the benefits system.  We also went through a strategic re-brand. This wasn’t about just designing a new logo. We wanted to find new ways to talk about and re-define our purpose. It's allowed us to better articulate why we’re here and act as the starting point for defining our missions and culture.  We’ve worked on too many projects to write something about all of them. So we’ve cherry-picked some highlights here, aligned with our mission areas. We hope they convey something of the breadth and depth of our work and our commitment to making the world more human.

Thriving Planet

In April, after an inspiring Design on the Inside (DOTI) event, about sustainable environmental action, we set up the Design+Climate Community.  The aim is to work collaboratively with the wider community of designers and related disciplines to develop ways of considering the environment at every stage of the design process. We've started in Glasgow and London and are looking for people to host in cities and towns across the world next year. If you’re interested in joining us and seeing what we can do together, click here. We’re currently working with Climate-KIC, supporting them to develop and test their ideas for organisation design as they reorganise around their new mission. Design-led approaches have played an important role in making sure they have the internal functions and structure that will enable them to continue delivering important climate innovation work. DOTI Fest 2019 was a platform for honest, system-wide conversation and collaboration which was designed to embody our commitment to environmental awareness. We wanted to walk the walk, not just talk the talk, so as well as lining up a whole day of amazing speakers, workshops, forums and fun we made sure that everything from the breakfast pastries to the name tags and decorations was sourced zero-waste, recycled and reusable. [caption id="attachment_18885" align="aligncenter" width="578"]People discussing something at DOTI Fest 2019 DOTI Fest 2019[/caption]

Next-era Government

In April we led a discovery with OpenCommunity, a group of local authorities pioneering data standards for community services. Off the back of our research, there are now 10 councils actively piloting implementing the standards to help people find services that help them live a fair, healthy and equal life.  A great example of the Local Digital Declaration to #fixtheplumbing in action. The real benefits and savings of standards adoption will come from improved availability and quality of data about community services. Better access could play an important role in preventative health and social care. People have joked that digital should be the basis of Maslow’s hierarchy of needs – over food, water, shelter, and warmth – but in fact, there is evidence that people do prioritise connectivity over essentials and comfort. The importance that refugees attach to owning a mobile phone is a reminder of that. As more public services go online, digital exclusion is expected to drive inequality gaps. We worked with the Scottish government on a report which concludes that the seamless integration of digital and human engagement is essential as Scottish public services expand.

Good Business

We’ve been working with a global company that delivers around 100 services in areas ranging from defence contracts to leisure facilities. They wanted to improve the catering service they provide to large institutions like schools, hospitals and universities. We focused on a higher education college in the UK, conducting research and co-design with students and the client. We’ve come up with prioritised recommendations based on feasibility and the areas that align with their business plan. Like the work we're doing with Climate-KIC, the focus on enabling them to adopt user-centred design as the way they do business as usual is key. We help organisations to develop these capabilities in-house.

Healthy Lives

We’ve worked on several projects that address the impact on young people’s health of poverty and the increased demand for mental health support.  Not all of those eligible to receive free school meals actually get them. We worked with pupils in Scotland to understand their experiences of school lunches whilst also seeing how the Child Poverty (Scotland) 2017 Act gets implemented on the ground. Ultimately we wanted to see how we could make a difference - effectively working to flip the benefits model on its head by bringing services to people instead of waiting for people to come to services.  Meanwhile, in London, we worked with Hammersmith and Fulham to address the impact of food poverty on children and young people. We went out to communities and engaged with local volunteers, residents and children to research, co-design solutions and start building an alliance. We’re now working to explore how these ideas can be delivered in practice and to ensure the alliance continues to flourish after the project. In order to tackle the root causes, we’re supporting staff in children’s services to connect with other parts of the council to harness existing resources and explore how to improve the whole system response. We’re working in partnership with Barnado’s and Public Policy Lab to develop a library of best-practice guidance for developing digital mental health products for young people. This is part of the recently launched #RESET online Mental Health funding Programme. We’re thrilled to have partners to go on an open and exploratory journey, to build something new that we hope will ensure that young people can access effective support when they have difficulties with mental health.  We’ve done a lot of work around mental health over the years, so in the spirit of putting our own oxygen masks on first, we also trained the whole Snook team in both studios to become Mental Health First Aiders.

Communities for All 

One of the ways in which communities thrive is in the work of many volunteer organisations run by and for members of the public in their spare time. This year we achieved a long-held ambition to work with the Scouts! They asked us to look at improving the adult volunteering experience and we sent members of our team out to meet with people all over the UK, often at weekends (because that’s when volunteers are doing their thing). We learnt that Scouts the energy and enthusiasm that drives people to volunteer can lead to burnout or feeling under-appreciated in the end.  We’re currently prototyping solutions to explain the realities of volunteering, open the communication within the Scouts community and help Scouts feel recognised. We’ve been working with Renfrewshire Council, in partnership with Dartington Service Design Lab and funded by the Life Changes Trust, to ensure all young people in care have their voices heard. We've worked with them all the way from user research and co-design through to testing and implementation. Research with young people revealed that good conversations are key enablers for many important decisions in a young person’s care experience. We’re now building a framework to improve the quality of conversations and will be testing a shared resource, co-designed with young people and practitioners to improve care experiences from early 2020. Another great experience of being involved in creating a fully built service from research to delivery was with Hackney Council. After finding out that over 50% of applications fail, we worked with them to design and launch a new digital service for household planning applications. We met with planners, citizens and housing experts to understand their needs. In alpha, we developed a series of recommendations and prototypes, designing an end-to-end service using the GDS Design System. In beta, we’ve designed a new data-led service and re-worked the user experience to include dynamic forms to make the submission process easier and effective. 

The next decade is about systems 

As you can see from above, no one project we run is simply a ‘health’ or an ‘environmental’ challenge. As Dahlgren and Whitehead pointed out, your health is connected to your socioeconomic level. Many issues are determined by economic factors or the environment. When we talk about designing a world where people and planet thrive, we recognise this isn’t the challenge of one organisation alone, but a systems challenge. Our new missions are purposefully wide and we’re proud of that. We want to work across systems in the next decade, working with multiple partners who connect together to build alliances that will tackle the tough inequalities and human and planetary health problems that exist today.  We’re here for that. If that sounds like something you want to do - get in touch, we’re planning out 2020 and beyond as we type.  But for now, 2019 has been an epic adventure. We’ve grown in size and impact and are so excited about what we can achieve. 2020 will see both the London and Glasgow offices moving to new premises. We’ve got big plans to do even more with DOTI (watch this space) and tons of exciting project work coming in.  But now it’s time to turn off the laptop and have a well-earned break. We hope you’ll be enjoying a relaxing, joyful, harmonious holiday and look forward to seeing you in the New Year. See you in January 2020!   [post_title] => Snook 2019: A year in review [post_excerpt] => From co-designing services and training charities to sustainability and our 10th year as Snook - these are our highlights of 2018. [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => snook-2019-year-review [to_ping] => [pinged] => https://wearesnook.com/design-like-theres-a-climate-crisis/ https://wearesnook.com/free-school-meals/ https://wearesnook.com/sharing-knowledge-to-build-better-mental-health-services/ https://wearesnook.com/put-oxygen-mask-helping-others/ [post_modified] => 2020-01-17 13:00:49 [post_modified_gmt] => 2020-01-17 13:00:49 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=19016 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [15] => WP_Post Object ( [ID] => 18558 [post_author] => 90 [post_date] => 2019-12-03 21:24:37 [post_date_gmt] => 2019-12-03 21:24:37 [post_content] =>
Sarah Drummond talks about learnings and best practice in procuring service design.

I’ve been responding to requests for bids from clients in the form of ITTs, RFQs, Briefs, Proposal requests — for over 10 years, across the public, private and third sector for my company Snook. Even after all this time, I’m still surprised at how some of the small things that our clients do at this stage often make it very hard for them to get good results from the work they commission later on.

Procuring design can be a tricky business if you’ve never done it before, or you’re having to explain what it is and what you need via a procurement department.

It’s even more difficult when you are protected by rules that ensure you don’t discuss the job in hand with potential suppliers .

The market is increasing in size with more people eager to commission Service Design, and even more people trying to sell it.

With an increase in the popularity of Service Design (and ‘design thinking’), I’ve seen a growing trend towards clients asking for service design without necessary knowing what it is or how to integrate it with the other outcomes they want to achieve from a given scope of work. ‘Service Design’ has become a catch all for any kind of change, making it increasingly hard to buy as a service from an agency or supplier.

I want the people I work with to get the best possible results — so I’ve written a 16 (awkward) part guide on how to buy service design.

It’s not exhaustive, but rather a list of some helpful tips that might help you if you’re involved in commissioning or selling service design.

I find that these elements help both sides reach a quicker understanding of what’s needed.

 

1. Be clear about what problem you’re trying to solve

Start with a clear intent, and don’t use ‘Service Design’ as a catch all for all ‘creative’ or ‘innovation’ projects.

Normally it’s good to start with a problem to solve that you have either evidence for but if you don’t know what the problem is, describe the issue you need to explore.

Here are a list of potential starting sentences and project types that I use to describe the different asks that come to us. They help us to define what kind of team we might put on our projects and how we might help answer the ask.

Problem defining and service design: We’re looking to understand why a service we run doesn’t work and how we can improve it

Digital channel shift: We’re looking to exploit digital as a way to scale our service offer

Proposition development: We’re looking to develop a clear product proposition and service to deliver it

Service Design: We need to design a service for the future

Product innovation: We need to think about the wider user experience of a product we deliver

Detail design: We’re looking to design the end-to-end service in detail at a delivery level

Technology driven innovation: We’re looking to understand an opportunity with a new technology we’ve discovered

Capability building: We’re looking to build our capacity to design services and re-align our internal structure to facilitate this

System and problem shaping: We’ve got a big challenge around X and we need to find a way forward to tackle it

User research: We need to better understand if we need to build a service or how we can better meet the needs of a user group.

We need to transform our organisation to centre around our customer needs and set a vision for where we are going.

This isn’t exhaustive but it might help you think about the intent of your project over the process of Service Design.

 

2. Set a budget or investment bracket

People often ask me ‘how much does service design cost’ and the honest answer is — it depends entirely on what you want to achieve.

Not setting a budget leaves an agency in a difficult position to consider how deep you want to go, for what length of time, if you can add on other deliverables that will enhance the final design. It’s like shooting in the dark.

Without a budget we can’t understand your level of investment and are left without understanding if you have the funds for a Ferrari or Fiat Panda. This isn’t about selling you dead time — we make our client’s budgets work to maximise the value they get for the time they can afford.

Budget can mean the difference in numbers of research participants to how long we spend on shipping the design. A budget range from x to x is fine but at least give the responders somewhere to aim for.

Without this, you end up with either unrealistic budgets where agencies try to over promise or proposals that shoot way beyond what you were looking for or able to invest in.

 

3. Focus on outcomes not outputs

Ensure your brief or tender focuses on outcomes not outputs. When you ask for a report at the end, you’re laying the focus on the delivery of the thing, not on the knowledge you need to make the right decision to deliver or design a service.

Try dropping reports out from your deliverables and instead focus on a KPI or outcome along the lines of ‘We need to have a concrete understanding of the existing user experience so we can take the right decisions on what we need to change’

Be flexible for that output to change, just ensure you map what you need to know at each stage of the project and work collaboratively with your partner to identify the right format as the project begins to close.

Treat the project as a learning experience and consider how your organisation can join the journey of knowledge development. I’m not adverse to writing reports, but if the focus is on an agency to write a report to meet your stakeholder needs, the richness and value of the original research and insight can get lost in producing something that is watered down to the ‘right wording’. If this is really needed, create a separate budget line to support you to write the stakeholder report.

You should place the value and emphasis on learning, rather than on the delivery of outputs. Raw deliverables are much better and ultimately more useful than over produced tools or reports.

When the output is the goal, we lose all value and meaning in what the intention of the project was at the end.

[caption id="" align="aligncenter" width="1920"] The team from Letchworth Garden City working with Snook on a design project, learning was baked in from the outset of the council’s team[/caption]

4. Make the space for your team to learn

Service Design is a knowledge and insight game. If you’re bringing someone in-house recognise that you will gain the most value from them by working with them.

Ensure there is time made available for your team, in particular a product lead, delivery manager or individual closely related to delivering the thing you’re working on to join that team’s journey.

Look wider too, who would benefit from what this team are doing? Any good agency will support you to think about that at the outset, a RACI framework can help with that but it is good to look ahead and make the resource available on your side.

This doesn’t mean looking over their shoulder, but join in their research, attend their stand ups and make sure there are regular show and tells for you to hear about the work first hand.

5. Give us time, commission early

It’s down to an agency to only pitch for a job if they know that they can deliver it. However, I’d be worried if anyone can say confidently they can start within two weeks. Does this business have no other work on? I’m regularly being asked to tender within a two week window and ‘start’ the week after.

We say we can start because ultimately, there are always delays. Contracts, recruitment, finding first dates for meetings, the list goes on, and usually by the time it is all worked out everyone is ready to go, so it usually works out. But it isn’t the best start, it’s good to get that all out the way so our prime focus is the job in hand and our team have had time out from the project that just finished to decompress and ready themselves for the next job.

This could all be smoother.

Try to look ahead in your commissioning cycle by thinking two to three months before you want to start. This means you’ll get a fresh team ready to work on your project without trying to finish off other projects.

Ultimately, this is an agency’s responsibility to be ready to deliver, but just look ahead and commission early, it could make work better for everyone.

[caption id="" align="alignnone" width="566"] At Snook we often map hypothesis across the project at kick off, building ideas and testing prototypes but they can be really helpful at the outset of a tender process from clients[/caption]

6. Tell us your hypothesis upfront

At the start of any project I map the hypothesis of the project team to gain an understanding of what they think we might find out through the research or what the outcomes of the project might be. It helps us to understand any bias, pre-conceived ideas and recognise any agendas at the table.

It would be really helpful if we knew this when writing a proposal upfront. It helps us to understand what we might want to validate or question from the get go and write a proposal around. Again, any good agency should go through this with you at the outset, however, it is helpful to give the agency more understanding of where your head is at and what they will need to do to validate or break your hypothesis.

 

7. If you’re trying to win a battle make it clear

Often once we’re commissioned, we find out that our work is more of a political piece than a straight up service design project. This is ok, I understand that part of design can be a democratic tool to validate a user need or perspective with evidence, but it’s good to know upfront. When our work needs to be more persuasive then it’s good for us to think about who is good at that kind of work.

If you aren’t going to be open with a brief, find a way to help an agency understand the wider context of what’s going on. There needs to be budget for some of that understanding and context setting so we can do our work well by understanding the politics of the situation early on.

Design skills can be different from consultancy skills and if you’re going to need a persuasive critical friend, we need to look at our team carefully and think about who right people are to help both surface that insight but then communicate it. That is often not the same person.

 

8. Beware over delivery promises

We all lose proposals, but nothing stings more than being told someone else promised double what we did for the same budget.

For me, if someone promises you the world for far less than the majority of other bids, this is a red alert.

I’ve been on the commissioning side and been burned early on in my career when someone promised everything.

Ultimately, they couldn’t deliver, and I found they were working all hours to deliver, which meant in turn, the work was sloppy, they were late for meetings and generally didn’t do a great job on any of the project because they had other projects on to bolster their income.

I’d listen to people who push back on the budget, they probably have enough experience to tell you it’s tight. It’s then yours (and theirs) discretion to go forward with the work on the identified budget or bolster it.

 

9. Remember you’re hiring talent not a process or methods

I’ve lost pitches because ‘our methods’ weren’t clear enough and the competitor had ‘more innovative methods’. Now, I’m not crying over spilled milk here — but it’s really important to remember if you’re hiring designers, you’re hiring good people with experience who can navigate complexity and turn it into direction.

In the modern market of Service Design, it’s pretty easy to pick up a book, learn some methods and dazzle you with the latest buzzwords and methods.

In reality, design means sitting together in a room and working out a route forward by asking the right questions. Those questions come with experience and skills from a design team, not a book.

In commissioning, focus on what they’ve done before, where they’ve done it, what their clients thought, what it helped them to achieve and how they did it. Find out about their process, but don’t weigh this too heavily.

No project is the same with repeatable ‘methods’. Remember it is the quality and experience of the people you are buying, not a process.

 

10. Don’t expect the answer upfront

We’re exploring together so don’t feel nervous when a design team doesn’t know the answer. The best answer is we’ll find out together but we’re here to guide you.

I’ve been asked a lot for ‘the answer’ or ‘the concept’ in tender documents and the reality is there is no possible way I can tell you. What I can do, is show you where we’re tackled a similar problem but until we get stuck into your organisation and users, I can’t tell you the right route forward.

That is what service design is about, we’re here to take you on a journey to find the right insight and help make a design decision.

This doesn’t mean a design team shouldn’t have ideas. Ask them what questions they would have for you. You want them to be curious and to be ‘thinkers’ who will help uncover the right route forward.

 

11. Respect the time to think and design

Often tender documents focus on exact days we will ‘deliver’ and what the output is at each stage. For example, for a day of ‘Sensemaking’ what is the output?

The output is a team with the knowledge to design the right thing. But we’re pushed to create outputs that symbolise we’ve ‘done’ this.

I’ve been genuinely queried on ‘time’ that we’ve baked into a proposal for the team to actually design. What they’re doing here is sketching, discussing, researching, prototyping and it doesn’t always need an output.

It seems we’ve forgotten in the world of Service Design that people who are experts still need the space to think.

I 100% stand behind joined sense making workshops and co-design but we need to strike a balance. When we’re not with you, we’re still delivering and sometimes the researchers or designers just need time to think.

I know this point may sound ludicrous, but it happens fairly frequently in commissioning design, to not actually consider the budget to create freedom to just, well, design.

[caption id="" align="alignnone" width="758"] In roughly 50% of proposals, we’re asked to break down projects by exact days[/caption]

12. Buy time not days

I can’t tell you how many times I’ve spent breaking down a day by day delivery to make a budget work. It’s painstaking, and I’d say 95% of the time changes as soon as we meet the client.

It looks a bit like this;

Phase One Prepare research framework — 0.5 days Recruitment framework — 0.25 days Recruiting — 2 days Data and platform preparation — 0.5 days User research x 12 interviews — 4 days User research interview write up — 1 days

You get the picture. Now do this across a project that requires multiple skillsets, lasts over 12 months and you’re breaking down every day down to 0.25 of days to make a budget work and satisfy the commissioner.

Buy time, weekly blocks of time where people work with you on a problem to solve. It’s better for both organisation procuring and agency.

For example:

Phase One Sprint week one: User researcher ( 5 days) Service Designer (5 days) Project Manager (2 days)

Ask what each block will focus on and what the outcomes and outputs are for overall phases. Use this flexibly as a sprint based model and pause (through negotiation and trusting contracts) with your supplier, there’s nothing worse than buying dead time. Getting down to the above level of minutia is really a painstaking approach to negotiate how someone will work for you. Re-frame that to how someone can work with you.

 

13. Clarify what you mean by ‘on-site’

There’s an increase in asking agencies to work ‘on-site’. I totally get this, and we do it fairly frequently but clarify what you mean by this.

When we see on-site requirements we either a) don’t bid as we don’t think the team can travel daily to the site or b) tip the budget on the travel time and expenses to get there.

What I’ve found, is the reality of ‘working on-site’ daily isn’t actually expected as we’re out researching anyway, and our client likes to come to our studio anyway.

During the tendering process, just be explicit on what this means.

[caption id="" align="alignnone" width="1964"] After 3 days of writing an application for funding, we’re denied because we named one file wrong[/caption]

14. Usability test your procurement process

If I had a pound for every hour I’ve spent trying to understand how to respond, reading multiple documents and piecing together the ask, then responding into formatted templates that don’t work, I’d be rich.

It’s painstakingly hard sometimes when PDFs have input boxes that don’t work, codes for projects must be followed to the letter to save a file and there are complex questions without direct asks. It’s like a test in itself and that isn’t even about our response and proposal as experts.

Make it simple. Have a clear ask and make it easy to reply. Try giving your proposal to someone, even a few agencies to have a quick read and get feedback before formally putting it out.

Keep the questions and page expectations relevant to the contract cost.

Above all, make sure your submission forms work.

I have been close to tears at stages trying to fill in badly designed tender forms and that is not an exaggeration. Often it’s another 3 to 4 hours work.

I understand that this is often largely based on using outdated legacy technology to pass over briefs but there’s some simple techniques above in the documentation you provide to the questions you ask that could simplify the process greatly.

 

15. Tell us if you’ve done this before, and if it failed last time — why did it fail?

It is rare to find a client who hasn’t tried to do a major piece of strategic change before. It’s even rarer still to find one where that was a roaring success. Knowing what came before — what worked and what didn’t — is a great way to help an agency know what ideas or ways of working need to be avoided when delivering a piece of work.

Do people feel burned by a previous agency? Why was this and what should we do to ensure that doesn’t happen?

This is another helpful political question for an agency to gain an insight into who needs to be won over and how.

 

16. Meet the supplier

Above all, meet the supplier.

An initial phone call with potential suppliers either collaboratively or 1 to 1 is helpful for everyone involved. It may seem time intensive but in the long run will save resource by reducing any confusion of intent from the outset. Additionally, it allows organisations to decide not to respond.

Nothing works better than a follow up meeting to ask the questions you want answers to, and it helps the agency understand the full brief and what you’re looking for.

This can also be done, law permitting, by doing things like holding a supplier engagement call or recording a video of you and your team explaining the work. Overall it can help agencies to propose better teams and approaches.

I’ve written far too many proposals where we’ve been told that we haven’t been successful in the feedback call because what we wrote initially and what the client wanted were completely different.

Words can be a very ambiguous when it comes to mutually understanding a problem space.


I hope some of these are helpful. I don’t want this to sound like I’m crying over spilt milk — losing a tender is a natural part of any business and expected — but we could make it a lot smoother for everyone involved!

If you’d like to add any please tweet me @rufflemuffin and I’ll build them in with a repost.

I’d really like to thank Zoe Stanton at Us Creates for providing some good additions and eyes on this.

[post_title] => How to procure service design [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => how-to-procure-service-design [to_ping] => [pinged] => https://www.sinnaps.com/en/project-management-blog/agile-project-management-sprint-methodology [post_modified] => 2020-02-18 15:54:19 [post_modified_gmt] => 2020-02-18 15:54:19 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=18558 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [16] => WP_Post Object ( [ID] => 18504 [post_author] => 91 [post_date] => 2019-12-03 17:23:31 [post_date_gmt] => 2019-12-03 17:23:31 [post_content] => We’ll be working in partnership with Barnado’s to develop a library of best-practice guidance for developing digital mental health products for young people. We’re able to do this because we’ve been allocated some of the funding from the Nominet #RESET online Mental Health funding Programme. This was set up with the aim of helping national charities increase the reach and impact of their mental health services.  At least 1 in 8 young people report struggling with mental health issues, with 99% of them spending at least an hour a day online. NHS services have been struggling to meet the demand, and over half of young people state there is no ‘adequate’ mental health support for them. It’s no surprise then, that there’s a growing interest in how digital can meet the increased demand across the public, private and third sector.

Experimenting and exploring

There’s been an explosion of new apps, digital channels and experimental technologies being used to connect with users on mental health and other challenging topics. At Snook, we’ve been experimenting - exploring what digital can do in this area throughout several project collaborations. In 2015 we worked with the Department for Education, Kent and Portsmouth University to explore new ways in which virtual reality could be used to create safe rooms for young people. It would allow them to work remotely with social workers to discuss traumatic experiences and prepare for leaving care. Across 2013 to date, we’ve worked with Young Scot, Mental Health Foundation and NHS Greater Glasgow and Clyde. explored how technology and social media has affected young people’s mental health and built a range of prototypes to address this, including our launched information and guidance service, Aye Mind. More recently, we’ve been working with Samaritans and clinical experts in the development of a self-help tool, which will give people resources to cope with suicidal thoughts and make an ongoing support plan so they can stay safe in a crisis.

Sharing learnings

From working with charities like Addaction and Samaritans we know there is a huge amount of knowledge about what works in practice. When it comes to the delivery of digital and holistic multi-channel services,  we’ve learned by doing. We know what works (and what doesn’t!) The question is, how can we share this knowledge to design and deliver better services at scale? We’re seeing some poor products enter the market. They’re making which could be avoided by building on the rich knowledge that the charity or public sector often holds.  To address this, we started working with Public Policy Lab and an open community to develop a prototype of a free, public domain set of patterns for the design and delivery of digital services that address mental health needs. We launched a prototype in 2018. This was very much a first iteration to explore how a best practice library could work.  We needed more funding and, crucially, the support and expertise of a charity with experience of providing services to young people to work with. Partnering with Barnado’s and the #RESET funding is enabling us to develop the library’s full potential. We’ll expand it, creating a dedicated section for young people and of course testing to ensure it really works. The aim is is to make sure young people who need support can access it wherever they are and organisations that deliver it can tell that it’s working.  As well as Barnado’s, the other organisations receiving funding include The Mix, Chasing the Stigma, YoungMinds, stem4, Nightline Association and The Anna Freud National Centre for Children and Families. They will deliver a range of activities, including improving signposting online, developing new digital products and digitally transforming their organisation to meet demand.   [post_title] => Sharing knowledge for better mental health services [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => sharing-knowledge-to-build-better-mental-health-services [to_ping] => [pinged] => [post_modified] => 2019-12-05 01:48:23 [post_modified_gmt] => 2019-12-05 01:48:23 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=18504 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [17] => WP_Post Object ( [ID] => 18485 [post_author] => 91 [post_date] => 2019-12-03 12:53:05 [post_date_gmt] => 2019-12-03 12:53:05 [post_content] => With a PhD in Healthcare Service Design, Val is motivated to improve health and social care services through co-design, improving both the experience of the citizen and the efficiency and effectiveness of service delivery. Previous clients include the Scottish Government, NHS24 and the Department for Education. Being Mum to four boys has prepared Val for anything life throws at her! Val previously lived in Burundi working as Project Manager on the construction of houses for orphaned children. This has led to a love of wearing bright, colourful African textiles, which is without a doubt the best way to feel happy on a Monday morning! [post_title] => Valerie Carr [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => valerie-carr [to_ping] => [pinged] => [post_modified] => 2020-07-01 13:58:21 [post_modified_gmt] => 2020-07-01 13:58:21 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?post_type=people&p=18485 [menu_order] => 0 [post_type] => people [post_mime_type] => [comment_count] => 0 [filter] => raw ) [18] => WP_Post Object ( [ID] => 18402 [post_author] => 90 [post_date] => 2019-12-03 00:33:00 [post_date_gmt] => 2019-12-03 00:33:00 [post_content] =>

Snook was founded 10 years ago this December. Sarah Drummond reflects over nearly a decade of great work, and where we want to be in the future.

We’re stronger now than ever before. We have a full portfolio of work for the year, doing the things we love best — working on some of the most significant Scottish and UK Government programmes around.

Over the years we’ve grown a team of over thirty in Scotland and London and recently, we have brought in more support roles to make it easier for great work to happen.

This year more than any other, Snook has hit its stride, and we’ve finally been able to take a step back and ask ourselves — how can we make an even bigger impact in the world?

Snook was founded on a mission to scale the design capability of the public sector and to make it more user-centered.

So many things have happened since the early incarnation of those principles, embodied in the slightly questionable poster above.

We have trained thousands of people and delivered hundreds of live products and services that have touched the lives of people across the world.

There are too many to list, but over the years we’ve helped Samaritans design ways for people to improve their mental health, supported Neighbourhood Watch to help older people facing fraud, worked with the NHS to redesign A+E, created new national care services with the Scottish Government, worked with housing providers to support vulnerable tenants, helped local authorities commission new homeless systems and launched award-winning platforms supporting young people to prepare for the world of work — to name just a few.

Alongside this, we’ve released our own products that improve the world in areas we’re passionate about. From CycleHack, an award-winning initiative to overcome the barriers to cycling in 50 global cities, to Dearest Scotland, a snapshot of the referendum which culminated in a book of letters written by citizens to the future of the country.

In recent years, we’ve pushed the design industry to be more accessible by running initiatives and events on inclusive recruitment and inclusive design. We also started ‘Design On The Inside’ a set of events, conferences and (soon to be) podcasts. It shares the knowledge of designers who work inside large organisations and furthers our mission of increasing in-house design capability.

We are beyond proud of the work we’ve done. I’m eternally grateful for the people who’ve employed us, and even more for those we’ve worked with. We are now hooked on the same mission — we want to design a world that’s more human.

 

So where now?

All of this is a huge achievement, especially for a studio that’s only been around for 10 years — but the world is changing.

Our mission is still the same as it was, but how we deliver it today needs to be different. The market and its needs are changing. I’ve been open and honest about my scepticism of the traditional design studio model in meeting the new demands and needs of the Government, our NHS and the wider public sector.

In the past five years, we’ve seen countless service design projects (both our own and those of other agencies) struggle to get delivered through consultancy, and it can be unsatisfying for both the team and the organisation investing in them.

We’ve also noticed an increase in the number of technology companies with product oriented models being awarded work by designing multi-channel services. This is generally being done without having the in-house skills to undertake the work, or expertise to build capabilities of organisations, leading to badly designed services and unsustainable delivery models.

“We need the NHS’s staff and patients to benefit from this talent [in the marketplace] and we need this talent to see the NHS as a brilliant market for their innovation.

The new NHSX CEO, Mathew Gould summarised what the market needs far more succinctly than I could. For organisations supporting the NHS to deliver world class health services to work differently, he said; “We need the NHS’s staff and patients to benefit from this talent [in the marketplace] and we need this talent to see the NHS as a brilliant market for their innovation. All this means a clear approach — creating the platform for digital innovation and creating the standards that will allow that innovation to plug in safely. It means not competing against the market and resisting the urge to build or commission everything ourselves”

We are facing a reality where government, the public sector and many other large organisations have and will become platforms on which products and services are built. To do this we need open, ethical organisations who can take on this challenge, build real partnerships with these organisations and build their capability so that they are able to deliver these services sustainably.

More importantly, these organisations need to be able to make these partnerships well in the first place, and that means rapidly increasing their capability in design, from policy downwards.

The route of delivery

Right now, Snook simply doesn’t have the scale to be able to do this on our own. This is why we’ve chosen to take Snook to the next level by integrating with a partner that can help us achieve this mission.

There are two main options open to agencies looking to do this — work with a large consultancy firm, as so many other agencies have done, or work with a delivery one.

We chose delivery for all of the reasons I talked about above. The strategy, after all, is delivery — not more strategy.

Our exciting news

I’m excited to announce today that the partner we’ve chosen to join with is Northgate Public Services (NPS).

What we needed to find was an organisation who had a deep expertise, knowledge and platform for scaled delivery. That’s what NPS has.

If you don’t know NPS, they have helped to screen more than 10 million babies for hearing loss, maintained over 21 million people on the NHS Organ Donor Register, provided 50% of police forces in the UK with vital frontline information and supported 150 social housing providers to deliver efficient services to tenants across the globe.

They have the scale and technology, we have expertise in user centred-design that they want to bring deeply into their products.

This move marks a change in both the pathways of Snook and NPS. For Snook, this means scaling the level of delivery we’re able to offer, and for NPS, this means becoming a design-centred, user-led organisation.

The design studio model of yesterday is in danger of becoming obsolete for the type of capabilities the sector is calling for, and we want to ensure we’re listening to the patterns we’ve witnessed.

For me, this integration is about both Snook and NPS creating the type of organisation a 21st-century public sector needs in order to deliver great services.

Part of this means accelerating the independent initiatives we’ve started, like our work on inclusive recruitment, our Design Patterns for Mental Healththe User Research Library and Design on the Inside.

Working with NPS will provide us with the ability to invest in building these platforms in the open, with an aim to support wider sectors for good beyond our own work.

We don’t see this as ‘tacking’ design on, this is about fully integrating user-centered design into the heart of a delivery organisation that can not only innovate but sustain and maintain delivery.

What’s next?

Firstly, it’s important to say, Snook isn’t changing.

Our mission, name and services won’t change. We’re committed to continue the work we’ve been doing and will work with NPS to build a shared capability in Service Design, transformation and delivery.

We will still have our studios in Glasgow and London, and continue to invest in the skill development and pathways of our team to grow and hone their talent.

We are however growing, and we will be hiring.

We will be developing our skills and offer in digital product design and transformation more deeply by integrating our teams together.

We want to go beyond our client expectations and set the vision of what great looks like, and we can now do this at scale. There are a number of critical things we want to ensure happens in our work together with NPS;

  • All the services we design, past and present, consider user needs first, building services that work first time for those who need them
  • We live in a world where services work inter operably, exploring how our platforms can be open to enable this
  • Ensuring all of our products and services are accessible
  • Developing critical thought on user data

Further to this, we have always advocated for preventative models of care and service. With scale and data, we can begin to explore and test preventative health and care models and explore how to ethically bring these to life in the sector.

To make sure that all of these things get delivered, I’m going to support Snook in a new role as Chief Digital Officer for NPS, and join the executive team at Northgate. I’m excited to be operating at this scale and set the pace for a company to develop deep capabilities in Service Design and human-centered design.

Opportunities like this don’t come along often, and when they do, you know it’s right. I’m proud of Snook past and present who have taken us to this stage, and even more excited about what the future holds.

You can read the NPS press release here.

You can read my personal blog on the last ten years of Snook here.

It goes without saying, there are some people who I owe dear thank-yous to for being part of the Snook journey to date:

Lauren Currie — Co-founder with me at Snook who I shared many laughs and cries with for the first half of the Snook journey.

Cassie Robinson — A dear friend, confident and board member who helped Lauren and I start up Snook in the first place.

The early crew — Andy Young and Kirsty Joan Sinclair who really solidified the early portfolio of Snook.

Our first project ALISS — Peter Ashe, Christine Hoy, Andy Hyde who we shared our first project with and invested a whole lot of love into bringing people together to design a system to support people with Long Term Conditions.

Glasgow School of Art — In particular Gordon Hush who’s been a long time support and let us set up an office in the art school for our first six months and Irene Macara McWilliams who made me think hard during my masters year.

Open Change — Known as Mike Press and Hazel White who supported us during the early days and continue to be great friends in the world to build more design in Scotland.

Our board — Stuart McDonald and Scott Cain who have provided fantastic support and asked the hard questions of me.

My partner Lou — Who has shared the joys and the pain of this bumpy ride for the past four years and helped keep me sane, without Lou, I’d have given up.

Friends and family — There are FAR too many of you to mention, but you know who you are. Thanks for supporting this first part of the ride.

All of the Snook team and extended family — Snook is nothing without team and I’m eternally grateful you’ve joined the journey for however long or short in our mission. You know who you are and there are too many to name individually that would favour anyone, so a deepest thank you.

Valerie Carr — My longest standing Snook, super mum and all round fantastic role model. Thank you for standing by me and continuing to invest so much of yourself into what we do at Snook.

Simon Smith — Our strategy director who’s really supported me in turning the company around in the last year by investing so much time internally to get our wheels turning smoothly and helping to make this move happen.

NPS, and Steve — for making this an easily smooth ride. It’s been a pleasure this far and we’re looking forward to working with you.

[post_title] => Snook at 10 and beyond [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => 10-years-of-snook [to_ping] => [pinged] => [post_modified] => 2019-12-03 22:40:54 [post_modified_gmt] => 2019-12-03 22:40:54 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=18402 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [19] => WP_Post Object ( [ID] => 13597 [post_author] => 2 [post_date] => 2016-10-17 10:38:08 [post_date_gmt] => 2016-10-17 10:38:08 [post_content] =>
Over the next two days, we are going to be in Brussels with the European Commission bringing together policy labs under the header of ‘Lab Connection. We’re excited to have been invited by the UK’s Policy Lab from the Cabinet Office.
Lab Connection is a first in its kind when it comes to gathering policy labs, EU policymakers and public authorities from across Europe.

It’s not just talks

The labs from across the EU are working together to look at and consider where labs best add value on societal challenges, and how.
I’m going to be supporting to facilitate some of the sessions over the day, focussing on young people and also digital rights/development in EU countries.
I’m interested to find out more about how policy and delivery can better work together to ensure a flow of insight from the frontline workers - including true autonomy with the frontline of our services and systems to re-design as we deliver. How can policy best serve this future idea?
We’re also going to be showcasing our collaborative lab, Systems Changers that we have been running with The Point People, commissioned by Lankelly Chase Foundation.

Systems Changers

Systems Changers is a Networked Lab that connects the insights of frontline workers across the public and voluntary sector into policy-making. The Labs include frontline workers, their organisations (whether that be the NHS, Local Government or a local charity) and the people that access their services. Started in 2014 as a partnership between the Point People, Snook and Lankelly Chase, the programme was initially designed to ask:
Can, and how can, the insights of frontline workers influence systems change?
Now in its second year, the programme is focussed solely on the ‘how’. The network of frontline workers participating in Systems Changers is increasing with each new programme and a platform is being designed so insights from the frontline can continually feed into how services and systems are shaped.
You can follow my two days via #Policylab4EU
[post_title] => Snook at the EU Policy Lab Gathering [post_excerpt] => We are going to be in Brussels with the European Commission bringing together policy labs under the header of ‘Lab Connection. [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => snook-eu-policy-lab-gathering [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:09:37 [post_modified_gmt] => 2019-12-04 00:09:37 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=13597 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [20] => WP_Post Object ( [ID] => 12849 [post_author] => 14 [post_date] => 2016-07-21 10:51:17 [post_date_gmt] => 2016-07-21 10:51:17 [post_content] => The first design-led adventure in London and Scotland is here - a joint venture between us and On-Off Group. Design Safari discovers Service Design and UX from companies who live by it and focuses on how to create a modern design-led organisation.  This is your chance to get on the inside of companies who are putting design at the heart of their delivery in the UK. Design Safari takes place this September with the first instalment of a series of events focusing on service design and user experience (UX) taking place across the globe in 2016 and 2017.
The inaugural “design-led adventure will be hosted in London and Scotland by organisations including technology giant IBM, media powerhouse Pearson PLC, the largest tech incubator in the UK, CodeBase, and the world’s number two travel search site, Skyscanner. In the face of widespread industry research showing that every company needs to harness design to succeed in the 21st century, there has been a high demand for the limited places available on Design Safari and we encourage applications to be made by early August.
"We know that for every £1 spent on design there is a £4 gain in net operating profit, over £20 net turnover and over £5 net exports. Design and a focus on user experience is now viewed as a critical competitive strength across companies of all sizes, helping organisations design and develop services that work and deliver value to people. We have put together an adventure that takes people into the heart of businesses who have adopted and are embedding this approach to see how some of the UK's best-of-class manage the process within their own organisations.”

- Sarah Drummond, Co-founder and Managing Director, Snook

The 5-day safari takes in London, Edinburgh, Glasgow and Loch Lomond and includes all visits, masterclasses, domestic UK travel, hotels and meals and will also be hosted by STV, the Scottish Government, Design Informatics, Loch Lomond National Park. [caption id="attachment_11997" align="aligncenter" width="1024"]Design Safari Design Safari: click on the image to find out more and register to participate[/caption]  

UX

As one of the fastest growing segments of the modern economy, UX is integral to global innovation, product success and business transformation. The corporate world is investing more in UX than ever before in 2016 but many are failing to fully leverage it. Since 2010, 27 companies founded by designers were acquired by larger companies like Google, Facebook, Yahoo!, Adobe, Dropbox, and LinkedIn. Russell Morgan CEO of On-Off Group UK said:
“The numbers don’t lie and whether you’re talking about a mobile app or a website, if you want customers to engage with the company and its products user experience is paramount. The companies who succeed over the next few years will be the ones who make design front and centre of everything they do. The whole concept of service design and UX scares a lot of people but it’s not as complicated to put in place than many people think.”
Steve Pearce, Global Design Director at Skyscanner, said:
“Design is everywhere. Design leader-ship stops it from being “all over the place”. Skyscanner has embraced design thinking and we ensure everything we now make has the braintrust of Engineering, Product and Design guiding it’s creation. We know we’re not perfect, but you’ll see how we’re now ensuring the design team is aligned as a team and with the organisation and can deliver real value to our customers and partners. Design is one of the few disciplines that is both art and science. When opertationlised well, it has a wonderful capacity to tangibly envision the future, and to glue desperate concepts together into coherent and meaningful experiences. We are at an inflection point on our journey to becoming the worlds most trusted and used travel brand. You’ll see first hand how 2 of our 11 offices feel at different stages: our London office just starting out, and our Edinburgh office in full capacity. You’ll also see what we’re doing globally, bringing coherency, consistency and continuity to our design system.”
 

Contacts

Russell Morgan +44(0)7555-902-382 russ@onoffgroup.com http://www.designsafari.co
[post_title] => Pioneering Service Design & UX programme Design Safari showcases design journey of IBM, Pearson PLC and Skyscanner [post_excerpt] => The first design-led adventure in London and Scotland is here - a joint venture between us and On-Off Group. Design Safari discovers Service Design and UX from companies who live by it and focuses on how to create a modern design-led organisation. [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => design-safari-launch [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:09:38 [post_modified_gmt] => 2019-12-04 00:09:38 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=11996 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [21] => WP_Post Object ( [ID] => 11424 [post_author] => 14 [post_date] => 2016-05-04 16:30:59 [post_date_gmt] => 2016-05-04 16:30:59 [post_content] => Very rarely do we give enough or any attention to the knowledge and insights of the frontline worker. Systems changers is a programme that aims to change that.   We know how important it is to hear the voice of users.  Alongside that policy makers are starting to improve services by using with people-centred design and experimenting with citizen involvement. Yet, the day-to-day insight of how services work and are experienced, and the opportunities for change, are most likely to be spotted by those delivering them. We need to make sure that frontline perspectives are part of the puzzle, that they are fed into the system and acted upon. After our first programme last year in the NE and NW of England last year, we are looking for 10 people across the South East of England who work on the frontline of services for people facing severe and multiple disadvantage. We want to find people who won’t be afraid to ask difficult questions, who are passionate and who want to see and understand the bigger picture. They might be working in the NHS, local government, housing association, library or local community group in an organisation will also be committed to improving services. Over the course of six months, the group will work together to gain a much broader and deeper understanding of the systems in which they work. They’ll learn how to articulate what they uncover and use it to influence change. There will be sessions on:   But most important of all: it is about harnessing the full power of their own insights. Participants might use the programme to develop their agency as a change maker or to develop ways for what they are already doing or seeing to have influence on those who are involved in making change at scale. Does this sound like you or do you know an organisation or individual working with those affected by multiple disadvantage who might be interested? You can find more details about the programme and the short application form by following the links below. The deadline for applications is the 31st May. For participants, click here. For organisations, click here. [post_title] => Systems Changers | Harnessing the power of insights from the frontline [post_excerpt] => Very rarely do we give enough or any attention to the knowledge and insights of the frontline worker. Systems changers is a programme that aims to change that. Apply before the 31st May [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => systems-changers-16 [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:09:39 [post_modified_gmt] => 2019-12-04 00:09:39 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=11424 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [22] => WP_Post Object ( [ID] => 11292 [post_author] => 14 [post_date] => 2016-04-19 10:14:30 [post_date_gmt] => 2016-04-19 10:14:30 [post_content] => We’re excited to announce the launch of Snook Training – a series of Service Design training workshops focused on specific sectors. We’ve developed these sessions from years of experience to support organisations in developing the in-house capacity to become customer-centred, design great services and deliver value to end users. With Snook training, we’re focusing on turning our experience and methods into sessions that train staff and showcase pathways to embed design and agile approaches inside organisations over time.

How it all started

At Snook, we’ve always considered the importance of design-led organisations and the people within. These are fundamental to design and delivering great services that focus on user needs. This approach ultimately leads to increased revenue and/or improved efficiency. We know in our hearts it is right to focus on developing organisational capacity. As experts, we continue to lead in designing services, but we also want to ensure our emphasis remains on growing the organisations and the people we work with. For that reason, we have developed a series of training workshops focused on specific sectors where we teach design methods and the real how of developing a service and business that supports it. We have started with the Education sector, and we are iteratively developing these to work with our existing clients and sectors we have experience in. Over 2016/17, we’ll be launching an open Service Design Essentials for Businesses training and anyone working in the service sector. This includes developing specialist courses in service design for sectors including health, the cultural sector, local government and the cross-over within ‘digital transformation’ projects. building capacity

What’s on offer now?

Service Design for Education training This training focuses on the education sector and higher education specifically. Why? Because in the world of increasing competition and external metrics, higher education institutions (HEIs) are facing pressure to perform. Increasingly, students are judging institutions by their overall experience and that picture is informing the choices they make. In addition, institutions are coping with legacy systems and the old way of doing things, and we all know there must be a better way to deliver a great student experience. Our training process of service design allows us to break down the student journey, the components of how the experience is put together and how it is delivered at the same time. We believe in future-­proofing institutions by showing them how to be able to confidently design experiences for students and staff that work and are sustainable. As well as identifying new ways to solve problems that impact your institution, the one-day and two-day Service Design camps will teach you how to put your students, staff and key stakeholders at the heart of the design process.

Why should you come along?

A key approach which is rapidly gaining ground in the Higher Education sector is to use human-centred design to make services more useful, usable and efficient. There is already plenty of evidence of how this approach has impacted on public service delivery – for one example, the SPIDER project. During out training, you'll learn more about ways of fostering continuous improvement and how to deliver consistent service standards whilst understanding client needs. This includes:  

building capacity2

We’ll be joined by

We’ve teamed up with Jean Mutton to deliver the Service Design for Education training. Since 2007, Jean has pioneered the application of service design principles to improve the student experience working with a range of HEIs across the country. Jean has vast experience of working within the education sector having worked in management within the Higher Education sector for over 30 years. Jean is a consultant in service design and co-authored a Guide for Service Design for FE and HE published by JICS.

Come along

Our next training session is a one-day workshop on Thursday, 5th May in Lancaster. Grab your tickets today or find out more by clicking on the image below. Snook training_Lancaster

Let’s chat more

Got you interested and you’d like to find out more? Check out our website and get in touch with our training team. Email: training@wearesnook.com Receive news and updates on upcoming events on specific sectors: subscribe to our newsletter   [post_title] => Introducing: Snook Training [post_excerpt] => We’re excited to announce the launch of Snook Training – a series of Service Design training workshops focused on specific sectors. We’ve developed these sessions from years of experience to support organisations in developing the in-house capacity to become customer-centred, design great services and deliver value to end users. [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => introducing-snook-training [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:09:39 [post_modified_gmt] => 2019-12-04 00:09:39 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=11292 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [23] => WP_Post Object ( [ID] => 11271 [post_author] => 14 [post_date] => 2016-04-18 13:03:47 [post_date_gmt] => 2016-04-18 13:03:47 [post_content] => Jean Mutton is a pioneer when it comes to the application of service design principles in improving the student experience. Before setting up her consultancy company ‘Go Process Design Ltd’, Jean spent over 30 years working in management in the Higher Education sector. Jean is working with us to bring service design training and consultancy services to colleges and universities.  Here's a reblog from the Efficiency Exchange where Jean explains how service design can help organisations and staff better understand the student journey. 

Human-centred design and the HE sector

In recent times, we have heard a lot of universities say that they are putting the ‘student at the heart of what we do’ and the ‘student experience’ has become a Key Performance Indicator for some. At the same time, many organisations are looking to be more effective whilst reducing costs. Too much to ask? No, not really, but it depends on how you go about it. A key approach which is rapidly gaining ground in the HE sector is to use human-centred design to make services more useful, usable and efficient. There is already plenty of evidence of how this approach has impacted on public service delivery – for one example see the SPIDER project.

The student journey

A good place to start is to map out the student journey to better understand what the ‘student experience’ looks like from the student point of view. Using the tools and techniques of service design such as storyboarding and service blueprinting can help you capture the holistic service experience – both top level personal interactions and also the back office processes which support them. persona In order to put together a student journey map it is helpful to build up a set of a dozen or so personas, which should reflect the constituent characteristics of your student body – ethnicity, modes of study, gender, undergraduate and postgraduate etc. Personas also give everyone involved a deeper understanding of what is driving students and also what de-motivates them, providing the often missing emotional connection. A set of personas can be drawn up quite easily, starting out with just some blank paper and pens, ideally in a workshop setting, by key staff who work closely with students and by the students themselves. For the next step, it should be decided what aspect of the student journey is being mapped – is it at a service interaction at a micro level, or is it the macro ‘end-to-end’ student journey? If the former, there will need to be a lot of detail captured about the ‘felt experience’ and who is providing both the front office and back office support should be clarified. One benefit is that in drawing up the map, staff working in various departments will gain a better understanding of how ‘their bit’ fits into the grand scheme of things, by making them step outside of their silo and see the service journey through the eyes of the student, the end-user of the service. CJM and persona CJM3 For example, a key aspect of the student journey is communications – by mapping comms across the institution you will get an insight into just how confusing uni life can be.  A personal anecdote here demonstrates this – when my son was accepted at one of the large Yorkshire unis he received a letter on a Wednesday from his department, wanting to be the first to welcome him.  Great you may think – so did he.  The next day, he got a letter from the Students’ Union, also welcoming him, and wanting to be the first to do so.  Okay….., he thought.  By the time he got the letter on the Friday from the Accommodation Department, also wanting to be the first to welcome him, he was getting just a little sceptical.  And that was before he had even started! In my 30 years working in the HE sector, I have used lots of different approaches to improve systems and procedures and I am a fan of Lean, Systems Thinking and Design Thinking, but for me, the best one that can really evidence impact and get to the heart of making sustainable change is Service Design. This is why I have teamed up with the award-winning service design company Snook to deliver a series of training workshops specifically for the sector.

Got you interested? 

The next event is in Lancaster on Thursday, 5th May. For more details and to book your tickets, click on the image below. Snook training_Lancaster [post_title] => Using service design techniques to map the student journey [post_excerpt] => Jean Mutton is a pioneer when it comes to the application of service design principles in improving the student experience. Here she explains how service design can help organisations and staff better understand the student journey. [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => mapping-student-journey [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:09:40 [post_modified_gmt] => 2019-12-04 00:09:40 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=11271 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [24] => WP_Post Object ( [ID] => 11050 [post_author] => 2 [post_date] => 2016-03-14 13:34:34 [post_date_gmt] => 2016-03-14 13:34:34 [post_content] => When I was 20 years old, I was given the opportunity as a designer to enter the public sector. I went inside the machine and was confused about why we weren't designing services the same way we made chairs: people first, understanding our materials, testing iteratively before the final production. Quite the opposite in fact, we were doing to people not for. Top down, prescriptive policy and delivering services as process charts; expecting people to use what we'd created. During this period, I became fascinated by how Government and public services work (and don't work) and where design principles (and designers) could add value. Working as a public servant, developing digital public services back from 2007-10, I undertook a Masters focusing on mapping design across the public sector and how policy moves from the strategy unit to the services we see. This period pre-dated initiatives such as Government Digital Service and many of the innovation labs that were being set up by public sector/government. It was an exciting time and a very new concept that had been brewing for many years before I came to it. I was lucky to become one of a new cohort of designers entering the public sector to redesign services. I built on practice like Sophia Parker’s innovation labs in Kent County Council, leaders in the field like Futuregov and Engine who were launching 'The journey to the interface' and the innovation bodies like Nesta who were discussing Co-production, user led innovation and innovation for public services.

Service Design in Government

In 2014, I gave the Keynote at Service Design in Government. My brief from the organisers was to talk simply through the tools of Service Design, methods and some practical case studies. Having been in the field for a fair bit of time already, we wanted to see service design progressing to hit the mainstream, but we weren't quite there yet. I knew this was a ‘basics’ presentation, getting people behind the mindset of creating people-centred services that work end-to-end across public and government services. Fast forward 3 years and I’m standing alongside our client Camilla Buchanan from the Cabinet Office with Cassie Robinson of The Point People who were our collaborators on the Designing Social Investment project and report.
Designing Social Investment - Cabinet Office UK, Snook & The Point People We're talking openly about researching the needs of users in the social investment field, what we're discovering, how we're creating guiding principles for the sector to be led by the Cabinet Office and how we're prototyping new products and services for the social investment marketplace. We're talking side by side, honestly and openly exploring the challenges of where design is supporting development of better informed policy. In fact, other agencies like Live|Work are talking alongside Department for Health and Us Creates with NHS England. This is an exciting time. A really really exciting time with huge potential to get this right. But we need to keep pushing! I can feel it again. It has been a really hard slog talking the same process and ideas for years but you know what? We are getting somewhere. SDinGov 2016 was a great testament to this. It's conferences like this that are like a mirror, they play back to you the progress that's been made. It's easy to get beaten down, or feel like the same message has been playing for years. Believe me it has, and long before I was in the industry or even studying; but it's exciting to see it being put into action. I think there were more people from across government and public sector bodies presenting than practice-based designers.

Here are my key takeaways

There are exceptional standards of practice and structures being developed at the highest level Government Digital Service is gaining huge traction and their approach is spreading to other bodies. Their exceptional service manual outlines savings produced, an approach to user needs first, end-to-end service design, service standards, service pattern talk and fantastic work from Alistair Duggin on accessibility. Whilst it’s got a digital focus, they're now embedding the foundations and platforms to scale this across all of Government. And other bodies are embedding design too (UKTI, Ministry of Justice, Home Office). It is fantastic to finally see such a united approach to getting service basics right. Service redesign and meeting needs is about designing the organisation I've shared widely Ben Holliday's post on fixing broken windows. Ben is right – successful companies put design at the centre of everything they do. Everything in your organisation should be designed to work for people: on the inside and outside from onboarding process to communication systems and data sets making the service work. Service is everyone's and everything's business What was great to hear Louise Downe, Head of Design at GDS, pointing out is that we're approaching all of this through a service design lenses. She explained that they're not just redesigning forms, or a digital interface, they're looking at everything that makes for a better service: from CSS codes and making sure text is readable by assistive technology, to the loading time on screen, the way we name services and the data sets they're cleaning up.
There is an emergent common language There was a common language being used. This is great. If we have the foundations in place about putting people first and end-to-end journeys, we can begin to build the platforms and structures we need in place to make this a reality. We are all figuring this out - and in the open It felt like everyone was honest, and sharing both their successes and failures, live on stage. This is a principle of a design-led approach, critical debate on the right thing to do and why certain decisions are made. Governments were using hackpads, open Google Docs and Wikis to document learnings and ideas. Agencies and clients were listing how they could better work together now they'd partnered. This might seem simple, but having gone to quite a few industry events where there's often a focus on show pieces, this is really refreshing. We need traction across local government, third sector and commissioning scenarios The above points aren't always true across all of the named fields. There are some fantastic examples out there and guys like Bexley Council are doing some good work but it would be good to hear more from other Local Authorities about what they're doing and see them take part. I know from our work, that sometimes it is a struggle to communicate the value of service design to Local Authorities, particularly when there seems to be a disconnect in terms of a common language or mindset. The barriers to making this happen are often political and complex. Conflicting drivers impact on commissioners, such as moves towards provider market places and citizens being considered as more demanding consumers of services (i.e to get your passport, you can apply to one place and one place only). There is a huge job to do here and a large systems piece... The larger systems piece to consider around design  The public office, and others, picked up on Systems thinking which is taking a role in this, particularly around the local authority service design discussion. In the complex environment of multi-stakeholder delivery, we really need to take a systems approach to consider how we commission services in this arena. This will involve up-skilling Councils to think differently about service delivery and information provision, and move away from the big 'I.T transformation programmes'. We need more of a conversation around the ethics and practice of codesign and research  I can't enthuse enough about the brilliant work of Katherine Garzonis on desinging with mental health service users and Liana Dragoman / Yasmin Fodal on the complexities of designing with and for vulnerable populations. Both brought nuances in how we should approach research, retelling the journeys of people and how we characterise their stories. We've got much work to do here in creating some accessible ethics and training across education on this. We are at another exciting period of development but the job is bigger than we expected There's lot to do, and I think we've got a serious skills gap. It seems nearly every public body and government department is advertising for people to come and work on this. We really need to scale up our training and experience in doing this kind of work. For me – I'm committed to an 'outsider' role after being on the inside of public services. I believe I have more impact from this position, supporting organisations to think differently about what they're doing and building their capacity to do it themselves. And this is something we have done and continue to do. We're talking more and more about supporting organisations to build design capacity rather than doing the design work ourselves; and this has always been the ethos of our agency. However, there's a role for everyone here: from outsiders to insiders in government and public services. We need to keep working together and sharing our insights and stories. Thanks Service Design in Government! I genuinely left this year feeling powered up and positive. We've got a long way to go but we're certainly heading in the right direction.
[post_title] => Service Design in Government | Designing Social Investment [post_excerpt] => Thanks Service Design in Government! I genuinely left this year feeling powered up and positive. We've got a long way to go but we're certainly heading in the right direction. [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => sdingov-2016 [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:09:40 [post_modified_gmt] => 2019-12-04 00:09:40 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=11050 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [25] => WP_Post Object ( [ID] => 9181 [post_author] => 2 [post_date] => 2016-01-11 15:07:24 [post_date_gmt] => 2016-01-11 15:07:24 [post_content] => We've just got over the indulgence of our festive cheer to take a look back at the year of 2015. This was a particular year of growth for us, with our team spreading out across the country: working up north in Aberdeen, across the East Midlands and in Central London. We opened a new office in London, grew its central HQ in Glasgow to a beautiful new space and notched up some fantastic new collaborations with local authorities, Government Departments and some great private sector service companies. Let's take a run down of our year: quarter by quarter. January – March April – June July – September October – December

January – March

AyeMind

Our project in collaboration with NHS Greater Glasgow and Clyde, funded by the EU Chest gets started. Throughout 2015, we co-delivered our AyeMind service (previously Project99) with 23 partners across Greater Glasgow, Young Scot and the Mental Health Foundation, continuing on into 2016. Our particular favourite moments are the workshops with young people building animated gifs to create content for the service and hearing about our service being used by professionals in the field to find digital tools to use in the mental health field. Dearest Scotland dearest scotland Dearest Scotland, our self-initiated project crowdsourcing letters to the future of Scotland hits the target of £10,000 on Kickstarter with the support of you. We get our first book design underway and partnership with publishers RingWood Publishing. You can purchase the final book here. Creating digital tools for mental health and employment support We continue our research with the Department of Health and Department for Work and Pensions on how digital can support the journey in, out and during employment in relation to positive mental health and wellbeing. In partnership with The Point People, we are re-commissioned to produce follow-up solutions on how the research could be taken forward into products and services by the system. You can read the report below: Culture Shift Athens In partnership with the British Council, we run our 4th Culture Shift, this time in Athens. Alex and Sarah spend three days in the Greek capital running a hack focused on surfacing more grassroots cultural activity in the city. The event is supported by Google and the winners take a trip to Youtube in London. Carr Gomm We complete our 9 month relationship with the fantastic Carr Gomm. We worked inside the agency to actively embed design thinking to improve their innovation capacity and service design. The results created Carr Gomm futures, an in-house research and development unit, which is now actively staffed, and a series of projects where cross sections of the staff came together to research and design new interventions to improve their care delivery. Department for Education In March, we kicked off our 12 month project with the Department for Education, Codesigning Care. Based out of London, we have been working with Affective State, Kent University and the University of Portsmouth. The project explores how technology can support young people in care to stay safe; recognise and manage their emotions and behaviour; and communicate more effectively with practitioners. Glasgow Service Jam Our long time friends, The Global Service Jam, come around again and we run the annual Glasgow leg of the Service Jam. We love running this event where anyone with or without 'design experience' can come together and learn a bit about prototyping, design and have some fun on the side too. Glasgow service jam Innovation Labs Led by Valerie Carr, in partnership with SeeMe, we brought together a great group of people from all over Scotland to work on ideas and projects that help tackle mental health stigma and discrimination. Culture Shift Dubai We run our second Culture Shift of 2015, this time in Dubai at the JamJar. Our wonderful friends at Flux Video produce an amazing video of the weekend.

April – June

Cabinet Office | Designing Social Investment Commissioned by the Cabinet Office and in collaboration with The Point People, we continue our research into the Social Investment sector. Our report captured findings from our design-led research and prototyping project that aimed to find ways to improve the process of seeking and applying for social investment for social ventures. The final report can be found here. Open London office We confirm our London office and get to work on taking over a space in collaboration with Origin Housing Association. In collaboration with The Point People, we open The Interchange: London. Hello London! Snook visits Austria We are kindly invited by the Travel and Tourism Research Association (TTRA) to keynote on Social Innovation and how design is considering the total experience of tourism. We talk about the Glasgow Smiles better campaign, and how involving the local community in service delivery can drive results and volunteering in cities. Apps for Good We continue to work with Apps for Good to research their fellows programme. We spend time with young people who have been on their programme, reviewing their experience and looking at the process of the competition. We spend a fantastic evening in Reuters, London, witnessing 11-16 year olds pitch and present their apps for social good. Systems Changers Systems Changers has been a particularly special programme for us in 2015. Working with The Point People and Lankelly Chase, we support the branding and running of this initiative. systems changers Systems Changers is an investment in frontline workers who support people facing severe and multiple disadvantage. The projects enables them to develop their voice, their collective knowledge and their influence on a wider system. We worked with 10 frontline workers up to December this year embedding skills from systems thinking to service design to surface insights on how the system needs to, and can be changed from the perspective of frontline workers. Includem: Now Including Design Keira finishes her 12 month programme with Includem whose one-to-one support model helps young people in creating and sustaining positive changes so that they lead happy and healthy lives. The Transitional Support Service takes young people through the transition from Child Services to adult life and the charity asked Snook to help develop the future of this service. Read more about Keira's experience here. Know How What a year we spent with Broadway Cinema! In collaboration, we ran a £1 million 12 month programme Know How that supported arts, cultural and heritage organisations across the East Midlands to develop design and digital thinking capabilities inside their organisation. We had a brilliant time working with Broadway and the story doesn't end here. know how BFI Cinema Know How kicks off Continuing our work with Broadway, we create Cinema Know How. It aims to deliver a bespoke, forward thinking and open source programme designed around the cinema experience with impact for venues, their audience and culture change. From June onwards, we worked with Broadway to test the programme and then open up the programme to six new cinemas. CycleHack 25 cities We support the running of the second Global Annual CycleHack. CycleHack is a global hack focused on reducing barriers to cycling. This year, it takes place in 25 cities and our friends Maklab and Trakke dive in to support the initiative from our home town in Glasgow. SmartSTEMs Our friends at Seric launch SmartSTEMs: encouraging, involving and inspiring more young people into science, technology, engineering and mathematics. Their first mission in 2015 is to inspire young girls, aged 11-18, to become the great thinkers and creators of tomorrow. Snook's Sarah gave a talk on co-designing a better world in a room full of inspiring young girls in June and even managed to fit in a brilliant Mexican wave! Core 77 Award So, we only go and bag the top award from Core 77 in the Social Impact category for CycleHack. We're honoured, given the other awards went to some of the biggest design agencies, including IDEO.

July – September

Glasgow City Council Website We continue our work with Glasgow City Council to engage citizens in the re-design of their new website. A first for the Council, we directly bring the public into the process, researching their needs from services and relaying this back iteratively week on week to the Council to modify both their user experience and content for their forthcoming new site. Make Things Last (Zero Waste Scotland) We support Zero Waste Scotland and their Make Things Last campaign to run a quick fire hack in our studio to develop new service models for the shared economy. Ideas span from recycling and reusing birthday cards to rent a suitcase models for travelling. TedxPortobello We take part in Tribe Porty's first TedxPortobello: an amazing event we feel lucky to be part of. Our Sarah manages to squeeze her design journey into less than 15 minutes. Sexual Health and Wellbeing report Working with Young Scot and LGBT Youth Scotland last year, we explored young people’s views on sexual health and relationships in the Greater Glasgow and Clyde area for the NHS GGC. Young Scot hosted an online survey and all partners were involved in a series of workshops with young people. We worked closely with a core group of young people who acted as peer researchers through The Matter process, producing a newspaper outlining their findings. The results were published and our original report here. Design for health | Sheffield Valerie is invited by Sheffield Hallam University to take the lead of a team at their 24 hour Design Challenge at the 2015 Design4Health conference, organised by Matt Dexter and led by Julia Cassim of Kyoto Design Lab. Revolution Talk at Creative Edinburgh Mornings Sarah gives a new talk entitled 'Revolution' and building movements for our friend Alex Humphrey Baker at Edinburgh's Creative Mornings. Vista Over a four-month period, our Andy and Alex facilitated 5 workshops with Vista: a leading provider of services for blind and partially sighted people in Leicester, Leicestershire and Rutland. The initial brief aimed to deliver and support the upskilling and capacity building of staff at Vista by introducing members of the team to design thinking and service design processes. vista New Office and Interchange opens We move! Our team rolls their sleeves up to move us from our humble beginnings on Bath Street to our mammoth new space on Miller Street. We open our co-working and events space which still has space and is open for events at half day and full day rental. the interchange: glasgow Stirling Futures Lab We run a hack focused on Stirling City Centre and the forth coming Culture Plan. On behalf of Forth Valley College, we invite students to build prototypes of what they'd like to see the city centre used for. Society by Design Pecha Kucha In collaboration with Taktal, we run a Pecha Kucha at the Whisky Bond entitled Society by Design. We ask what design means to different sectors of society and how we apply the process to engage citizens in the design of the future. Our very own Valerie and Keira take to the stage.  Better World by Design Sarah is flown out to Providence in the States to join a panel with the Director of Frog and curator at the Moma in NYC under the fine roof of Brown University. We have an amazing time and kudos to the brilliant organising panel who like to dabble in Karaoke too. Dearest Scotland Book Launch at Scotgov What a year for Dearest Scotland. We close the core of the project with an invited exhibition inside Scottish Parliament and book launch in Edinburgh. We're particularly happy when Nicola Sturgeon shows up to grab her copy of the book dressed in the brand colours. And that's it –  Snook's first published book. dearest scotland in parliament Culture Aberdeen We begin an exicitng new project with Aberdeen City Council to support them in engaging citizens and the cultural sector to co-produce a Culture Plan for the city. We launch a Citizens Circle and Culture Circle to support the development of wider public events. We're continuing to run and update Culture Aberdeen here into 2016. Walk Hack walk hack Building on our CycleHack work, we support Sustrans to develop a model to bring interested citizens together to encourage walking in the city. Run by Keira and Sam, they bring together a variety of groups to undertake fast paced research and create design interventions and prototypes for the city. Inspiring City Awards We don't win but at least we're shortlisted for a finalist in the Inspiring City Awards for young business person of the year. The whole team join the evening and our Eve wins selfie of the evening (she does do communications after all!) Whose Round Freshers Weeks Our work from 2014 continues on in 2015 as we deliver our Alcohol Awareness work for NHS Greater Glasgow and Clyde. During September, our busiest period kicks off, spending time at Fresher Festivals collecting Dear Alcohol stories from new students. We will be publishing these in 2016. dear alcohol Innovative Learning Week | Edinburgh University We work with our friends at Edinburgh University to co-design a hack pack and model for rethinking events at the annual Innovative Learning Week. Aye Mind Gif Workshops Lets chat about mental health AyeMind continues to grow over 2015 and we run a host of workshops with young people to create animated GIFs for the Aye Mind site. London Design Festival Launch We take part in London Design Festival and Emma opens up our London base to talk about Snook and Service Design. We co-host with Jon Foster of Origin Housing Association, Settle and The Point People.

October – December

Unusual Suspect festival Social Innovation Exchange (SIX) from the Young Foundation bring their conference up North and Snook support in designing the host tools, opening up our new studio as Café during the festival. Over 600 people engaged with the Festival across the city. #UnusualGlasgow was supported by the Big Lottery Fund Scotland, Nesta, and the Joseph Rowntree Foundation. Rebase Dublin Our friends at Rebase, Dublin kindly invite Sarah over for a flying visit to talk about social innovation and design. BadgeMaker We're awarded a Vocational Learning and Technology fund by the UFI charitable trust to continue the work on BadgeMaker we began in 2013. BadgeMaker will allow young people to display a range of skills that build upon traditional qualifications. As educators and businesses devise their own badges, we're expanding the ways in which young people can personalise their learning. Badges act as a digital form of validation that can be shared with educators and future employers. We're excited to be working in partnership with Borders College and Dynamically Loaded to bring this to life in 2016.  Promoting Change Network We work with Lankelly Chase again to run a two-day Promoting Change Network event in Birmingham with 150 people. We come together to discuss actions we can take to create a supportive, trusting and relationship-based approach to end severe and multiple disadvantage. The groups create 14 projects for taking forward in the New Year to drive a movement around equality and people facing severe and multiple disadvantage. promoting change network National Galleries of Scotland We run a project with National Galleries of Scotland and pupils from James Gillespie High School in Edinburgh to design interactive media concepts to promote the gallery to their peers. Students took part in workshops, designed in collaboration with us, thinking about what they might want to gain from looking at modern art in a gallery setting. The aim of the project was for the students to come up with ideas for a digital resource, using the exhibition as inspiration, and to learn about digital career possibilities within the creative industries. Read more about the project here and the outputs here. Fife Council We run a hack focusing on the future of the digital work force with Fife Council. This is a first step into this practice for the Council. Hosted in collaboration with Microsoft, we work for a day with staff from different departments to design new initiatives around what the future workforce needs to meet the needs of service users in the future. Domino Letting We work with our friends at Domino Letting to document their end to end processes. We love working with local business and supporting them to become more efficient and customer-centric in what they do. We create a new service manual for the letting agency and a digital Wiki to continuously update and find work processes for all new and existing staff. Home Care We continue to work on a new online Home Care service. We undertake research with UK citizens and their families to research the feasibility of buying home care online and design a service model for integrating care providers, council direct payments and service users all into one journey. The final alpha product is being built now for testing in 2016 which we'll be supporting. Service Design for Uni Training Working with our long time collaborator, Jean Mutton of Go Process Design, we deliver our final training sessions in Service Design for Universities. This year, we've worked with SROC and self-hosted the training in our own Interchange. Expect more of this in 2016. Loch Lomond and Trossachs National Park win award Our friends over at Loch Lomond only go and bag themselves an award from Scottish Government for Our Live Park, an initiative that Snook supported back in 2014 to improve the engagement with the local community in the Main Issues Report. Congratulations team! Andy in Poland Our Andy heads over to Krakow to present at #WDKRK on design innovation. He gets over 150 people playing with play-doh and delivers a stellar talk. New Brand Over 2015, with a growing a team and getting our studio move underway, we slowly developed a new brand. You'll see from some of our open blog postings, it's really tough to make the time to service design yourself. We're going for the soft launch approach, you may have seen elements of it appearing across our platforms but we're awfully proud of our new logo and brand. snook logo Keep your eyes peeled for our new website in 2016.

What can you expect in 2016?

There are some big new projects in the pipeline that we can't quite announce yet but will be coming to your inbox shortly in 2016. We're continuing to support CycleHack in 2016 and will be helping them get over the line of 70 cities this year. We're going to be running our own training on service design and sector specific training: from health to cultural sector. With over 7 years experience designing services and 150 projects under our belt, we don't just bring the textbooks and methods but case studies and stories of how it works in the real world. So, cheers and here's to a brilliant 2016! [post_title] => 2015 | A year in review [post_excerpt] => We opened a new office in London, grew its central HQ in Glasgow to a beautiful new space and notched up some fantastic new collaborations. [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => snook-2015 [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:09:41 [post_modified_gmt] => 2019-12-04 00:09:41 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=9181 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [26] => WP_Post Object ( [ID] => 8280 [post_author] => 14 [post_date] => 2015-07-30 10:16:15 [post_date_gmt] => 2015-07-30 10:16:15 [post_content] => Snook rebranding. It’s happening. It’s a big endeavour but it’s exciting!

Where do you start with rebranding Snook?

A company rebrand is always exciting. And daunting. Snook was born 6 years ago and since then, we have grown and changed considerably. This year in particular, we opened a new office in London and continued to build on our work across England. We are also moving our Glasgow headquarters to a larger new office and opening an events space. With business expanding, we are refining our strategic direction and working on our website to ensure it reflects what Snook has become and our full potential. At this stage, we felt the need for a company rebrand. The design and development of Snook’s new brand identity is a joint team effort and spreads across the whole offer of Snook, both externally and internally. A re-brand for us is not top down. As always, it is bottom up and includes our customers and audiences giving their input and feedback into the process. This journey means we not only cover graphic and digital design but at the same time look at our strategy, service offer and ensure this works alongside our business plan and future aspirations. It involves strategic sessions with Sarah and our team. We’re using their knowledge to reflect on our tools and services, our previous and future work and their input into what will help us move further towards our ideal state as a company.

#OPENSNOOK

Snook’s rebranding started with an #opensnook session in March 2015. We worked on our company as we would with any of our clients. The team focused on identifying our key stakeholders, mapping everyone that interacts with Snook – from clients to workshop participants. We worked through a branding circle discussing and defining our mission and core values. This exercise helped us clarify our direction as a company. Approaching our identity rebrand as a team highlighted some of Snook’s core strengths, a sense of shared responsibility, ownership for what we stand for and deliver, personal initiative and positive company culture.

Snook expertise

We also clarified our expertise by dividing our offering into 6 key services: - Research - Design - Strategy - Delivery - Build Capacity - Events Having all these elements in place helped us structure our thinking to tackle the visual part of our branding and ensure that our direction reflects the complexity and breadth of Snook’s expertise as well as its values and mission. This influenced the choice of our logo, typefaces, colour palette, patterns and will guide the development of endless Snook’s assets (which we are still in the process of mapping through brainstorming sessions and shared documents). While working on the new brand, Snook’s designers had to keep some distance. Balance their inside knowledge of the company with views and feedback of the team while mitigating their attachment to Snook and its old/new brand identities.

Time management

Unsurprisingly, one of the main difficulties of an in house rebrand that emerged during this project is time management. Juggling external projects and Snook’s branding, resulted in prioritizing the former and postponing the latter. To overcome this issue, we defined a stricter development strategy and timeline, using Basecamp and Evernote to track to do’s and milestones and Slack for internal communication and brand updates for the wider team. Once our basic brand is defined, our plan is to use the expertise of the team, having specific team members leading the development of various components of our identity. For example, a grid/layout system for all our documents, and a range of templates suitable for the development of proposals, reports, toolkits, presentations, prototyping, mockups and wireframes.

The new brand

The brand is still a work in progress but we are set on keeping Snook name with its cheeky nature, and keep the red colour which we have used throughout the 6 years we have been in business. We wanted to go for a more modern, slick feel than the original logo; keep our Scottish component which has always been at the heart of the company, but translate it in a more geometric pattern and new colour palette that builds a DNA for all our documents based on the content. We are very excited to start sharing snippets of our new identity so keep an eye on our Twitter, Facebook and Instagram!

A question for you

Meanwhile, we leave you with a question: what new tagline would you give Snook?‪ We welcome your feedback and views so share your thoughts using #opensnook and follow our progress. [post_title] => Snook Rebrand [post_excerpt] => Snook rebranding. It’s happening. It’s a big endeavour but it’s exciting! The brand is still a work in progress but we are set on keeping Snook name with its cheeky nature, and keep the red colour which we have used throughout the 6 years we have been in business. [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => snook-rebrand [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:09:45 [post_modified_gmt] => 2019-12-04 00:09:45 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=8280 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [27] => WP_Post Object ( [ID] => 8284 [post_author] => 14 [post_date] => 2015-07-24 10:51:25 [post_date_gmt] => 2015-07-24 10:51:25 [post_content] => Last week, we hosted a workshop on the topic of the circular economy and making things last.

Preparation for workshop

After receiving a brief from Zero Waste Scotland, we had only two weeks to pull together recruitment, brand, agenda, event activities and workshop facilitation. Snook was excited to work with Zero Waste Scotland despite the short timescale and pressing deadline for delivery of outputs. With a sold out workshop, we held a four hour idea generation session at our studio attended by 13 enthused participants. Splitting the session in two parts (4-6pm and 6-8pm) allowed more individuals to attend as we were aware it might clash with their work and other commitments.

The workshop

The first part of the workshop focused on creating personas, exploring participant’s daily lives and the scope of introducing a new circular economy model to their day. We did this activity to encourage participants to move on from the traditional and well used models of the circular economy into looking at where in their daily lives the concept could be brought to life. From this, we moved onto generating ideas within different circular economy models: recycling, re-using, campaigning, sharing, giving, renting, education, policy and others. After a vast colourful amount of post-it notes were stuck on our studio wall, it was time for a quick energiser in the form of pizza (we never underestimate the importance of nibbles and food during events we organise). Zero Waste Scotland idea generation The second session was in the form of high speed prototyping and making ideas come to life. Participants came into groups of two and three to work on developing ideas they feel passionate about. Ideas developed included reusable greeting cards aiming to tackle card wastage, renting suitcases when travelling (you don’t own a plane, so why own a suitcase?), and an app to share your lunch (you’ve cooked a bit more? Well, sharing is caring).

Why our approach is different

What makes our process to ideation work is that we encourage prototyping throughout the process. By bringing ideas to life, we start to ask more questions and delve deeper on how products and services could work. Make Things Last prototyping 2      Make Things Last workshop prototyping

What's next?

We’re in the process of finalising a report based on all ideas generated throughout the session which will shape discussion topics at an expert panel and inform the Circular Economy Roadmap policy document. View our gallery of images from the event here and keep an eye on our blog for the report. [post_title] => Making Things Last [post_excerpt] => What makes our approach to ideation work is that we encourage prototyping throughout the process. By bringing ideas to life, we start to ask more questions and delve deeper on how products and services could work. [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => making-things-last [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:09:45 [post_modified_gmt] => 2019-12-04 00:09:45 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=8284 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [28] => WP_Post Object ( [ID] => 7979 [post_author] => 18 [post_date] => 2015-06-26 09:05:13 [post_date_gmt] => 2015-06-26 09:05:13 [post_content] => From CycleHack now reaching over 40 cities across 4 continents, to KnowHow, the Glasgow Service Jam and Culture Shift Athens and Dubai; it has been a busy year for the Snook hack team and we’re only half way through! We are now getting ready for Stirling Futures in August. Perhaps it is a good time to reflect on the value of hack events/hackathons for organisations. What benefits do organisations – private and public – find in this novel approach?

Experience workplaces that foster innovation

Nesta’s presentation at the Innovation and Prosperity in Scotland Conference explored some of the characteristics of innovative workplaces. These traits are, of course, at the core of successful hacks: interdisciplinary collaboration (Lakhani), low power distance  (Lundwall, 2010) and collaboration between tech and creative practitioners (Nesta, 2011). Hackers are encouraged to develop an innovation mindset: optimistic, (Sharot, 2015) openness to the experience (2004) and 'paranoia' (Nesta, 2014) – in this case, the ticking clock that marks the time for the presentations. Creating such workplaces is a tall order but hacks allow organisations to experience this environment and take some learning back to base.

Turbo boost development

In today’s fast-paced environment, organisations must innovate to survive. This isn’t just true for the private sector, dealing with competitors and customers’ ever-changing needs, but for the public sector who are faced with providing more services on shrinking budgets. A hack acts as a time-bound ‘innovation team’. The interdisciplinary teams are challenged by the short timeframe of the event. Mentors are there to help them embed user-centered and design-thinking approaches and come up with ideas and solutions with real potential. Hacks stimulate creativity and regularly generate more ideas in a weekend than would normally emerge in a whole year. Not only do new ideas come up but they can also be rapidly prototyped and tested. Do they meet users’ need? What do the users think? Can the prototype be refined?

Step out of the office

Hacks are a constructive way for organisations to build or renew relationships with businesses and local communities. Creating something together is a powerful and lasting bond. It can an eye-opening opportunity to gather insights into customers and citizens’ lives and the challenges they face. It is also a chance to engage and involve them in articulating these issues and co-creating solutions that meet both the needs of the users and the requirements of the organisations. By engaging with a broad range of participants, organisations are given an opportunity to widen their reach, recruit new talent and form new partnerships.

Develop skills

Where organisations invite their staff, partners and (potential) clients to take part as participants or mentors, it is a unique professional development opportunity to learn-by-doing and acquire experience in design thinking as well as person-centered and co-production approaches. They will rapidly prototype and test ideas and solutions while ‘taking risk’ in a safe environment. This newly acquired experience may have a ripple effect across their organisation, incrementally spreading change, new ways of doing things and bringing value to the whole eco-system.

The key to success

For a hack to be successful, it should be carefully designed – taking into consideration the needs of participants, organisers and sponsors as well as the expected outcomes. The Snook hack team can help you create an innovative, exciting and ultimately successful hack from developing your hack-idea to the smooth facilitation of the event. Providing a space, a theme and lots of pizza might lead to some innovation, but in our experience, the successful delivery of a hack requires a little more:   At Snook, we sit down with our clients and discuss the challenges they’re facing in order to outline and adapt a hack/hackathon to their needs. Any questions? Just get in touch, we’ll be happy to share our experience. [post_title] => Hacks – what's the value for organisations? [post_excerpt] => What benefits do organisations – private and public – find in this novel approach? [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => hacks-value-for-organisations [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:09:46 [post_modified_gmt] => 2019-12-04 00:09:46 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=7979 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [29] => WP_Post Object ( [ID] => 7996 [post_author] => 13 [post_date] => 2015-06-25 16:39:45 [post_date_gmt] => 2015-06-25 16:39:45 [post_content] => Between May 2014 and May 2015, I was fortunate to be Snook’s embedded designer within young people’s charity Includem. Their one-to-one support model helps young people in creating and sustaining positive changes so that they lead happy and healthy lives. The Transitional Support Service takes young people through the transition from Child Services to adult life. Includem asked Snook to help them develop the future of this service. The first half of the project put forward recommendations; some of which were developed in this subsequent phase. Since January, I have worked closely with 3 Transitional Support Service young people from both Glasgow and Fife, and their workers. Two of them chose to look at the wider recognition and understanding of Transitional Support, whilst the third focused on ways in which Includem could and should support young people to participate more widely and more often in Includem’s service development and delivery. Together, we have developed a series of tools and publications which workers can use with young people and other professionals in communicating Includem’s work. We also developed a framework which Includem will consider whenever an opportunity arises for young people to become involved in projects. I was inspired by the way young people engaged with the work. I will be taking many of the “Principles for Participation” which we developed with me in further work with Snook. Process10 Of particular importance amongst these principles was this question; how does participation benefit the participant? I sometimes feel user participation projects sometimes forget this question. Repeated exposure to projects with no visible or tangible benefit to the individuals asked to take part can lead to participant-fatigue or over-consultation. With no real sense of ownership in a piece of work, individuals involved can find themselves giving “expected answers” or agreeing with and approving ideas and solutions already proposed by the organisation. Participation To address this within our own project (for Snook and Includem were, of course, asking three young people to donate their time, experiences and expertise as participants) we undertook a number of measures. As well as prototyping how young people might be involved specifically in Includem recruitment going forward, I made it a priority to continually consider what direct benefit the young people I worked with might experience at each stage of our own project. At the end of the project - after co-presenting the work to Includem’s staff - I sat down with young people and we talked about the work they had taken part in. I asked for honest feedback on the process, so that both Snook and Includem might learn from this in future work, and to give me feedback on what skills over the course of the project. I prepared a book for each participant which reviewed our process, tools and methods as well as the skills they had used along the way. Included in this I gave some examples of how these skills and processes might be used again in the future. We spent some time reviewing all we had achieved and how we had come so far. One young person requested that I prepare “challenge postcards” for all staff, to be distributed at our final presentations. Staff were asked to make a promise or commitment to carry on the work in some way or adopt elements of it into their own practise. These signed postcards are now displayed publicly in Includem’s offices. Includem have committed not only to take forward and develop our recommendations and prototypes, but to keep the young people who worked on them involved and abreast of any developments. If projects are unable to move forward, or halted, they will be informed of the reasons for this. Only with this accountability can we say that participation has been meaningful. Finally, I was delighted to write references for those involved throughout and I wish them the best of luck in all future endeavours. Recognition A special mention must go to the workers who not only supported these three young people throughout the project, but also made the most incredible contributions of their own. And I must thank all those workers and staff throughout Includem who made me feel a part of their organisation and all the friends I made amongst them. A single blog post isn’t really enough to do justice to the hard work and commitment demonstrated by the young people and staff engaged at Includem over the past year. I am truly in admiration of this organisation and the young people they support; not only do they do incredible, often difficult, impactful and important work - they also demonstrated that they are not afraid to shake up their practice and adopt new, innovative, initially scary methods and projects. A truly progressive, brave and impactful organisation of staff and young people alike - many others could learn a thing or two from them - I certainly did. [post_title] => Charity, Now Including Design [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => charity-now-including-design [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:09:46 [post_modified_gmt] => 2019-12-04 00:09:46 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=7996 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [30] => WP_Post Object ( [ID] => 7862 [post_author] => 14 [post_date] => 2015-06-22 15:55:26 [post_date_gmt] => 2015-06-22 15:55:26 [post_content] => You’ll see that the website is evolving slowly. It’s technically our 10th week of redevelopment and rebrand. In reality, the team has been launching, managing and finishing some big projects for our clients. So the new website gets pushed back to the bottom of the list but little by little, we’re getting there.
Here’s an overview of what we’ve been up to:
Defining our offerings
We categorised our competences into six groups: research, design, strategy, delivery, build capacity and events. We're working on defining them further so that they fully demonstrate all our strengths and expertise. Putting together client testimonials Client quotes is another new feature on our website and it aims to showcase not only the variety of work we do but also validate it. Forming a framework for case studies In accordance with our offerings, we outlined a framework for case studies. We highlighted this as an important area in moving forward with presenting the projects we've worked on. The framework will enable us to create a consistent display of information across all of our work. Gathering Content This part can be tricky, especially when you have a constantly travelling team. We have been using gathercontent platform to manage content, allow team members to work collaboratively on a case study, monitor progress and capture all relevant information in one place including multimedia and tags. The platform is extremely useful in other aspects of collecting information: we use it both internally when managing communications and externally with clients. Brand Strategist We welcome back Robin who recently returned from South America. She's currently working on our rebrand. Version 1.4 is on its way. We're glad to have you on this journey with us. [post_title] => Open Snook V 1.3 [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => open-snook-v-1-3 [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:10:06 [post_modified_gmt] => 2019-12-04 00:10:06 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=7862 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [31] => WP_Post Object ( [ID] => 7599 [post_author] => 2 [post_date] => 2015-04-28 22:24:34 [post_date_gmt] => 2015-04-28 22:24:34 [post_content] => opensnook_mvp1.1 It’s week two of Open Snook and internally our team capacity is full on with the development of a new project (Glasgow City Council Website re-design), our continuing work on Social Finance with the Cabinet Office, preparations for the Global CycleHack (which now has 55 cities signed up) and our development of Community Alcohol Campaigns for Glasgow with NHS GGC. Not to mention, I’ve been in Austria this week at a conference on Tourism. You may have seen the launch of Open Snook last week, with version 1.0.  I made reference to the difficulty of re-branding a company whilst in delivery mode.  Those of you who run companies at the helm or operationally will know exactly what I mean.  I’ve heard this from so many directors that they find it hard, just like us, to carve out the time to re-brand themselves. Developing a new website often aligns with a re-brand and at Snook, when we talk about brand, we don’t just mean logo and colour palette, we’re looking at the very core of what it is we do and where we want to go. We’re asking who we are? What is it that we do? How do we talk about our work? How do we create a sustainable model? What are our principles? What have we learned? How do we share this? Are we having impact? We’re looking at the very core of who we are and how we present this back out to the world. But if we did this all at once, we’d never manage to produce anything. So with Open Snook, we made a commitment to put our thinking out there, deliver as lean as possible and see the reaction. So far so good. But there’s not much on here - yet. That’s why weekly we’re shipping the updated version.  We’ve been using the MoSCoW framework to develop our functions and content for the site and ensure to deliver lightly.  If we didn’t do this, I know we would have put off producing any new content until at least June of this year. Our version 1.1 framework is here, and you can follow all the function votes. M - Newsletter Sign Up S - List of Basic Services C- What we do, Client Logos, Case Studies W - Blog layout So up next, it’s our Newsletter function.  This year we developed an internal role for communications and documenting our work via a newsletter, Eve's been at the helm of this.  I asked her to give an overview of why we're learning newsletters matter when going out to your audience:
"A Newsletter plays an important role when communicating with your clients/customers/users. It gives us the power to effectively communicate our achievements, updates and intentions through an up-to-date informative content delivered to our audience on monthly basis. The importance of sending a bite-sized newsletter out to our audience with relevant and interesting content gives our subscribers the unique experience of getting to know us. Along our journey, the first thing we learnt is that having a tidy, up-to-date database systems (CRM) is the first step we need to take in order to build a relationship with our audiences. So far, we've sent out three newsletters and we keep learning and improving with each one. We take the time to closely look at data and what our readers find most interesting: from clicking links of interest and user journeys through our content, to your unsubscribe reasons."
I had aways been sceptical of a newsletter, I’m personally pretty bad at opening them, particularly since Google has now separated my inbox.  However, our newsletter that went out on Friday, within a few hours ago had been opened over 300 times within the first hour with 283 clicks to additional content.  We’ve been using Mail Chimp which is a great online service to manage your contacts and send out content to groups.  What Eve's shown here is that as much as there is a front facing element which you see in the form of our newsletter, it's taken us a while to integrate and develop the internal function to deliver this from honing our CRM to creating the space for staff to provide content and links.  We're now finally getting into the swing of it. So, with Eve, our data and comms whizz in the studio, we’re watching the data patterns and learning what works, what doesn’t and what people are interested in.  The data we’re getting is incredibly valuable in designing what kind of content goes out and how we frame it. So version 1.1, not a huge update functionally but we’re integrating a Mail Chimp sign up function for our newsletter so we can go to where our audiences are, their inbox. Up next we’re planning an overview of the core pillars of what Snook does which we’ve discussed at length on how to breakdown but that’s a whole blog post in itself. I hope you’ll sign up to our Newsletter, I’m very proud personally of the company and my team who work hard across a diverse breadth of projects on a daily basis to share it with the world. I give you version 1.1 of Open Snook. [post_title] => Open Snook v. 1.1 [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => open-snook-v-1-1 [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:10:08 [post_modified_gmt] => 2019-12-04 00:10:08 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=7599 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [32] => WP_Post Object ( [ID] => 7333 [post_author] => 13 [post_date] => 2015-01-20 14:41:08 [post_date_gmt] => 2015-01-20 14:41:08 [post_content] => Recently, alongside a team from across Includem, I attended a one day hack event, hosted by IRISS (The Institute for Research and Innovation in Social Services). The Relationships Matter Jam brought together 5 organisations from across Scotland to explore ways in which young people can continue to be supported as they move away from child, support and care services. In attendance were representatives from Care Visions, Falkirk Council, Hot Chocolate Trust, Includem and Kibble. Includem focused on a barrier that had been identified during the initial phase of our project. When young people exit Includem’s service, they are always reassured that they can still use the Helpline – a service which is available to provide support to young people 24/7. However, experience shows that in practise, young people are reluctant to do this. Even those who have made good use of the Helpline whilst working with Includem fail to use this service after exit. We wanted to understand why this might be, and how Includem can best support young people beyond their initial service delivery, whilst not imposing on the independence (or interdependence) of the young people in question. RMJam1   We were able to bring together a great pool of Includem brain power on this issue: two young people who have been working with Includem in Fife; sister/brother team Alana and Gavin, their Transitional Support worker Kathleen, frontline Core worker in Glasgow Kim, Briege who has been undertaking PhD research with Transitional Support and myself, Keira, Includem’s embedded service designer from Snook. Alana and Gavin had helped me look at this issue during the first phase of our project, and took this opportunity to share and discuss their experience of the issue with the wider group. Fuelled by pastries, tea, coffee and Parma Violets, we delved deeper into what some of the underlying reasons might be that young people are reluctant to pick up the phone at the very moment they need help most. RMJam2 The Jam gave us the opportunity to reach a little deeper into the issue – we began investigating all of the hurdles or aspects of the current system which might be discouraging young people from calling the Helpline. We even spent some time analysing the word “Exit”, which is currently used to describe the disengagement process from Includem. Young people and workers indicated that this word seems very final; “You don’t go back in a door marked ‘Exit’” as one frontline worker put it. RMJam7 In the end, the solution we developed was the same one that had been identified during the first phase of the project; but now we were confident that it really was the most supportive and progressive way of preventing young people from slipping after regular support has stopped. There is a commitment now to offer some young people “Helpline only support” as they exit Includem, on a prototyping basis. As always, they will be able to call the Helpline if they need a little more support, or aren’t sure where else they might find support for a particular issue. Additionally, Includem will commit to a series of call-backs, as necessary to each young person - to check that they are still doing as well as when they exited Includem and to give them reassurance that they can always access the service again if they find that they are slipping back. With one of our team members, Gavin, currently studying acting at college, it was only right that we put our ideas across to the rest of the Jam with a short play, which will be available soon (check back here!) RMJam8 At the end of the day, IRISS also made a commitment to keeping the conversation going between all of the organisations in attendance. Most were concerned with supporting young people after they exit from care or other support services, and recognising the very real relationships young people build with the workers who care for them. A variety of ideas were generated, which lay within a wide range of feasibility and completion. We look forward to learning how these ideas have grown within each organisation over the coming months. RMJam5RMJam4RMJam3 Thanks again to all who attended the event, and to the organisers who kept us filled up with sweets and soup and made it such a success. RMJam9RMJam6 [post_title] => Relationships Matter [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => relationships-matter [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:10:09 [post_modified_gmt] => 2019-12-04 00:10:09 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=7333 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [33] => WP_Post Object ( [ID] => 7028 [post_author] => 29 [post_date] => 2014-10-21 21:20:39 [post_date_gmt] => 2014-10-21 21:20:39 [post_content] => I'm just back from Sweden after attending the annual Service Design network Conference, which was bigger than ever with over 600 participants in attendance. I've had a two year hiatus from the conference due to various projects so I was looking forward to finding out how the landscape for the discipline had changed.  In those two years ago since, there have been initial discussions moving from the rudiments of the practice and toolkits into designers entering the hearts of businesses and making change from within. There are a whole host of internalised learnings I've taken from the various presentations and conversations; too many to articulate without it turning into a lengthy thesis on the Service Design landscape. So below I've picked my memorable moments, favourite tweets and overall insights which deserve a good sharing. Experio Labs  
Loading

Experiencing having a tremor and filling in forms #sdgc14

View on Instagram

  Experio Labs are a national center for patient-centered service innovation. They focus on involving staff, patients and families to work together on health care services that create value in peoples' everyday lives. Their innovations come top of my list as they created an experience for conference attendees to try out various health conditions from tinitus to visual impairments in a hands-on workshop. This was then brought together particularly well by a Swedish nurse they had worked with who admitted to changing her practice after being treated as a patient for a day.  Her shock at the impact of using empathy tools to see the patient experience from their perspective was heart warming and fantastic, particularly since she hadn't been keen to take part in the first instance.  What I took from this was that by understanding other peoples' experiences, quite literally, even small changes can make a large impact.  The same nurse started spending a few more minutes with people when they arrived on her ward, touching people on the arm, creating a connection. Small changes to her service delivery made a longer term impact on a patient's stay. Oliver King | Analysing Organisation capacity for change Oliver King of Engine ran a talk which I would have liked to have seen more detail on, unfortunately his presentation was shorter than it deserved.  He presented frameworks that Engine use to analyse how ready organisations are for various Service Design interventions at a series of levels, from understanding the customer journey to scaled up business change processes. By taking a sample of staff perception on the service they offer to customer insight and posting this to their matrix, they can understand how well the organisation understands their customers - if they know what they need to change.  This helps the consultancy to work to support self assessment of the organisation and create well formed statements for change.  This ultimately makes both their work, and the organisation's relationship with Service Design processes more fruitful from the offset. Macmillan Cancer Care Marianne and Christina from Macmillan Cancer care talked about embedding new processes based on Service Design and utilising the double diamond model inside Macmillan Cancer Care. It's great to see work like this taking shape and becoming far more common in the industry.  They've began to set up more visual tools and practice inside the offices, supporting teams in co-design practice and thinking more holistically while initiating new design led projects inside their agency.  I'm looking forward to seeing how their work develops, as I have a particular interest in embedded design teams which support the development of strategy and services in large organisations.   Screenshot 2014-10-16 23.53.50 Service Design Pioneers We were invited to take part in a special lunch inside Stockholm City Hall, hosting the pioneers who have been working in the industry for over 10 years, with many of our peers and close friends.  This was a real chance to say thank you to the network for inviting us. We've dedicated the last five years of Snook to doing the best work we can and sharing our learnings as much as possible along the journey.   Low Chaew Hwei, Philips
‘The burden on professionals is too large to look after individual health care.  We will rely on technology to support ourselves’  - Low Chaew Hwei
Low Chaew Hwei from Philips Healthcare shared many lessons from the company's work on integrated health and care services.  Low's focus laid on how healthcare is moving from professional care to a focus on consumer healthcare, which is where we should be designing products, services and systems to reduce the burden on professionals.
‘In order to do good healthcare (#servicedesign) we need to understand emotion versus motivation’
  Lavrans Lovlie, Live|Work
@lavranslovlie ‘Sometimes I can be sceptical about design principles but they can be great as we can manage by them’ #SDGC14#servicedesign

Lavrans Lovlie, Service Design pioneer and founder of Live|Work delivered a beautiful presentation on signs and services in Nordic countries.  What struck with me was his description of their use of Design principles over the delivery of Service Blueprints, articulating how a new service design operates.  I have also been an admirer of the power of design principles that can be delivered with an organisation to support the mindset and thinking behind the service delivery over a long period of time.  They act as guiding principles not only for delivery but future developments of an organisation's delivery.  I now think of them as sustainable deliverables built within an organisation and their customers.

Index Award

What we need is the design of large scale coherent systems says @indexaward#SDGC14

Index Award, Design to improve life delivered a presentation on some of their innovation work in product and service design within the social design landscape.  What hit me was their emphasis on designing systems of things, and a need to focus our energy on designing the integrated platforms that will scale our designs for better quality of life.  I believe this was a message to move beyond simple 'solutionism' which I recently wrote about for Project 99 and the Design Management Institute.

Air Bnb

I can't imagine what it's like to stand up in front of an audience and have about 30-40% of them raise their hand and say the are using your service.  Mark Levy, head of employee experience at Air BnB shared the history of the company and some fascinating insights into how they support their staff to feel like an integral part of the business.  My favourite insight was on hearing that the meals served up at the HQ are inspired around an Airbnb listing, which brings their service delivery into the hands of their employees.  A great company operating a service that, funnily enough,  I used when staying in Stockholm.

All in all - this was good conference experience and bigger than ever before.  I would have liked some more in-depth insights and practice reflections from the Service Design pioneers but you can't have everything so they say.

Much thanks and props to Very Day and Doberman for hosting and I have found my new favourite facilitator, Lisa Lindstrom who can make any large conference feel like an intimate living room conversation.

Here's to next year.

[post_title] => Service Design Network Conference | Stockholm [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => service-design-network-conference-stockholm [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:10:10 [post_modified_gmt] => 2019-12-04 00:10:10 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=7028 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [34] => WP_Post Object ( [ID] => 7037 [post_author] => 2 [post_date] => 2014-10-21 12:17:54 [post_date_gmt] => 2014-10-21 12:17:54 [post_content] => I'm excited to announce I'll be visting Oman next week for the Oman Competitiveness Forum. I've been invited to join a panel to discuss Trialing Public Policy’ as part of a larger discussion on public sector innovation, with the whole conference covering new skills needed for public and civil servants in 'the 21st civil servant', public service and citizen engagement and innovation as a whole in this sector.  You will be able to follow the event on #OCF14  via twitter. With alot of projects in this space, I'm hoping to bring a fresh perspective and learnings from our work. I'm delighted to join a fantastic panel, including our friends at Bethnal Green Ventures. o   Simon Ruda, The Behavioural Insights Team (London) o   Karsten Schmidt, iNudgeYou (Copenhagen) o   Sarah Drummond, Snook (Glasgow) o   Glen Mehn, Bethnal Green Ventures (London) I'll be focusing on: How to create Safe Spaces to test public policy - What it means to set up failure experiments How to use design thinking to open up public policy and create tangible outputs linked to policy How to humanise public policy and make it accessible How we can prototype public services and how design can support this Looking at mindset and the characteristics, multiple disciplines and skills needed to operate in a progressive, agile process for policy and service development
From my background I'll be pulling on the following experience:
Action research I undertook inside Skills Development Scotland to look at embedding design to deliver new public services in Scotland and digital channel shifts, and the link between policy and services on the ground
Prototyping the UK's first online police feedback platform, MyPolice
Creating R+D labs inside Charities in Scotland to prototype new care services which we are currently working on
Working with Scottish Government on re-designing the learner journey for young people
Prototyping young people's employability services with young people to create a youth led enterprise for publishing newspapers through The Matter
Developing eco-systems for how Open Glasgow and the City Council can enable citizens to co-produce services and be truely involved in delivery
CycleHack, a global movement I've set up with partners operating in 35 cities next year to reduce barriers to cycling through citizen engagement
Dearestscotland.com (recently featured in Scottish Parliament by opposing parties as a democratic method for developing crowdsourced policy)
And a reflection on the politics, actions and initiatives before, during and after the Scottish Referendum which will highlight some behavioural insights and use of social media to develop ideas and thinking and the consequential activism in commenting and participating in policy post indyref.
I'm looking forward to hearing the response of some of our thinking and work in Oman at the forum and seeing what we can learn to trial out in our backyard, Scotland.
[post_title] => Visiting Oman - Co-creating public policy [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => visiting-oman-co-creating-public-policy [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:10:10 [post_modified_gmt] => 2019-12-04 00:10:10 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=7037 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [35] => WP_Post Object ( [ID] => 7419 [post_author] => 29 [post_date] => 2014-07-03 15:59:18 [post_date_gmt] => 2014-07-03 15:59:18 [post_content] => We helped The University of Edinburgh transform how student information is delivered. CLIENT: University of Edinburgh PROJECT: Review the student information experience at the University DURATION: 1 Month

Areas of impact

Students 50% University Staff 30% University Management 20%

The Brief

The Student Experience Project is an initiative in the University of Edinburgh led by Mark Wilkinson. The project aims to continuously develop and enhance student information provision by working closely with students in designing new information services and products. The University of Edinburgh commissioned Snook to host a Design Camp specifically related to the work Mark is leading around the Student Experience Project. This type of event is a high energy, solution focused day and is all about turning ideas into concrete designs, prototypes and a final plan of action.

The Results

The Benefits

The output of this work is a report that outlines a series of design principles and recommendations to be carried into delivery or improvement of touch points at the University of Edinburgh. The benefits of this output are:

What They Said

mark_wilkinson1"Working with Snook has been a real pleasure – they bring enthusiasm, ideas and creativity. We are now exploring many of the ideas from the report and a number of teams, ranging from the University Web Project to Student Administration, Communication and Marketing and Student Services are considering how to take these ideas and embed them into their work." Mark Wilkinson, Student Experience Project Manager

Now What?

The ideas generated in the Design Camp will be used to adapt, create, and add value to those services within the University which are key to providing information to students across the student lifecycle – from recruitment to graduation, and across the many varied types of information provision which can impact on the quality of their experience. [post_title] => University of Edinburgh [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => university-of-edinburgh [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:10:11 [post_modified_gmt] => 2019-12-04 00:10:11 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=7419 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [36] => WP_Post Object ( [ID] => 12846 [post_author] => 20 [post_date] => 2012-12-16 17:02:53 [post_date_gmt] => 2012-12-16 17:02:53 [post_content] => Recent questions about the difference between Snook’s service design approach and the LEAN approach have inspired me to put my thoughts around this into writing. As advocates of the benefits of design thinking, methods and tools we believe that these bring an additional creative dimension to organisations seeking to innovate and co-design new services that are user-centred and user-friendly. I have put together a table outlining some of the differences I see in LEAN and Service Design Approaches below. Although the different aspects are presented in binary form, we recognise that each item is on a spectrum from the analytic and scientific to the intuitive and creative.  

To help frame the discussion of the differences between the two approaches I am going back to my roots in architecture and design. Vitruvius, an architect living in the 1st century BC , defined the necessary qualities of architecture as firmitas, utilitas and venustas. Firmitas and utilitas can be translated quite easily as firmness or sturdiness and utility or functionality. Venustas is, however more elusive. Originally translated as ‘delight’ it also has a sense of grace, charm and beauty. Vitruvius’s principles were used by architects throughout the centuries to create buildings which combined sound engineering and aesthetic qualities. The modern movement in architecture, which centred around the Bauhaus in Germany, had a machine aesthetic and technological focus on new materials such as glass and steel and, in seeking ‘truth to materials’, eliminated all ornamentation or decoration in buildings, following the mantra that ‘form follows function’. Whatever your views on architecture, it is recognised that the modern movement, or international style resulted in some very soulless buildings. The stripping away of the principle of venustas (delight, beauty, charm), meant the removal of all extraneous ornamentation which, while ideologically sound, alienated those who were the inhabitants of these buildings. Another interesting point relating to the reductionism inherent in LEAN is that many of the individual components of these buildings were remarkably elegant in themselves. Somehow stripping individual elements back to their most basic form, highlighting the structural properties of the materials used, often (not always) resulted in something of beauty. However some elusive quality was lost when this approach was applied to a whole building. Often these buildings have little sense of the people who inhabit them, no personal touches indicating their character or personality. Using the same formula as the modern movement, LEAN focuses on evidence-based, mechanistic approaches to refining processes and reducing variation, eliminating waste and emphasising efficiency. LEAN and Six Sigma divide processes into discrete parts to be analysed and made subject to Total Quality Management formulae. These can certainly ensure the firmitas and utilitas of the various processes making up a service. But what of venustas? The aspects of delight which give one company, product or service that market differentiation which is such a key component in attracting and retaining customers? What of the personality, the distinctive character of the company? Service Design focuses on designing for experience, emphasising the involvement of the service user in co-designing the service. A service design approach is built on the generation of a deep and holistic understanding of the service user experience, uncovering the ‘touchpoints’ or points of emotional connection (both delight and despair) with a service. Considering the need for innovation and new models of user-centred services, we recognise that many large organisations function with fragmented structures and processes, departmental boundaries and hierarchies, making efforts at integrated organisational change challenging. Organisational Development (OD) experts make a distinction between first-order change, representing incremental changes within an organisation, and second-order or fundamental system change, where the core values and modes of operation are challenged and redeveloped (Bartunek and Moch 1987). It is recognised that protocol and process driven (first order) approaches can lock an organisation into fixed methods of thinking, perceiving and responding to situations. These lead to smoother functioning on a daily basis, and short term organisational and efficiency gains, but may act as barriers to transformation and innovation in the long run  (DiMaggio and Powell, 1983; Carley and Harrald 1997) I would suggest that LEAN, in its original form, functions as a means of achieving first order change – incremental, process focused improvements. Roger Martin in his book, The Design of Business: Why Design Thinking is the Next Competitive Advantage (highly recommended) talks about the ‘wicked problems’ facing business and society today, which can’t be solved using yesterday’s evidence base. The global recession and collapsing economies, an ageing population and unsustainable public services all qualify as ‘wicked problems’ in their multiple levels of complexity and impact. Martin suggests that design thinking offers the possibility of a context and creative environment for framing these problems in new ways. As we say at Snook, seeing differently, before doing differently. One of the other specific benefits of Service Design is in its participatory approach to the development of new services. Levasseur (2001) has suggested, ‘a fundamental principle of effective change management is that people support what they help to create’.  Public sector cuts, particularly, have prompted the need for new models of public service delivery, focused on co-design and coproduction (Cottam and Leadbeater 2004). The major challenges in healthcare, and increase in health inequalities in UK has prompted Marmot (2010) to suggest that a stronger emphasis must be given to individual and community empowerment, creating the conditions and increasing the opportunities for people to work with public service providers to participate in the definition of community solutions, enabling a real shift of power:
Without citizen participation and community engagement fostered by public service organisations, it will be difficult to improve penetration of interventions and to impact on health inequalities (Marmot 2010 p151).
An increase in participation can also lead to more appropriate and accessible services, while increasing social capital and people’s self confidence and health-enhancing attitudes (Popay, 2006).  Wanless (2004 and 2007) in attempting to assess the sustainability of the NHS, produced three scenarios of ‘fully engaged’, ‘solid progress’ and ‘slow uptake’, each related to how individuals might take responsibility for maintaining their own health. Fully engaged was the only viable route to a sustainable welfare system. The NHS Institute for Innovation and Improvement has advocated a ‘design’ approach as offering the potential to produce transformational change in the NHS (Bevan and Robert, 2007). It is obvious from these references to the need for engagement in public services, that the challenge is to win the hearts and minds of communities and individuals to encourage them to take responsibility for their own wellbeing and develop supportive communities with less reliance on public sector provision of services. At Snook we believe we can help public sector organisations approach this new model of partnership working through using design tools and methods first of all to gain the deep understanding of where people are in their attitudes and motivations, secondly to create a democratic and creative environment where service users and public sector organisations can work together to turn recognised barriers and obstacles into opportunities for service improvement. Finally we prototype ideas, working iteratively, testing and refining services in practice, involving service users in co-designing and coproducing their new service models. Service Design methods and tools don’t apply only to public sector organisations however – they bring added value to any business seeking to engage in new ways with their clients or service users. Open innovation models have seen more companies partnering with clients to improve and customise products and services. Service Designers are moving from focusing on solutions to specific problems, to providing organisations with the tools and capacities for human-centred service innovation and transformation. So, back to our architectural principles of firmitas, utilitas and venustas. Services with a strong focus on a ‘delightful’ user experience, which adopt innovative models of service user engagement will, ultimately, be the services which stand out in the marketplace and offer the quality and functionality that people desire and need. For a deeper exploration of evidence and experienced based approaches see this academic paper I co-authored with some colleagues at ImaginationLancaster: http://www.ncbi.nlm.nih.gov/pubmed/21960190 Also further discussion of design and organisational change can be found in this paper: http://www.haciric.org/static/doc/events/HaCIRIC10_Conference_Proceedings1.pdf  

References

Bartunek, J. M. and M. K. Moch (1987). "First-Order, Second-Order, and Third-Order Change and Organization Development Interventions: A Cognitive Approach." The Journal of Applied Behavioural Science 23(4): 483-500 Bevan, H., G. Robert, et al. (2007). "Using a Design Approach to Assist Large-Scale Organizational Change: "10 High Impact Changes" to Improve the National Health Service in England." The Journal of Applied Behavioral Science 43(1): 135-152. Carley, K. M. and J. R. Harrald (1997). "Organizational Learning Under Fire: Theory and Practice." American Behavioral Scientist 40(3): 310-332. Cottam, H. and C. Leadbeater (2004). Open Welfare: Designs on the public good. London, The Design Council. DiMaggio, P. J. and W. W. Powell (1983). "The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields." American Sociological Review 48: 147-160. Levasseur, R. E. (2001). "People Skills: Change Management Tools - Lewin's Change Model." Interfaces 31: 71-73. Marmot, M. (2010). The Marmot Review: Fair Society, Health Lives. Strategic Review of Health Inequalities in England post-2010. London, The Marmot Review. Popay J (2006) Community engagement and community development and health improvement: a background paper for NICE (available on request by emailing antony.morgan@nice.org.uk or lorraine.taylor@nice.org.uk). Wanless, D. (2004). Securing Good Health for the Whole Population. HMSO. London. Wanless, D., J. Appleby, et al. (2007). Our Future Health Secured? A review of NHS funding and performance. The King's Fund. London. [post_title] => LEAN and Service Design | Understanding the differences. [post_excerpt] => Recent questions about the difference between Snook’s service design approach and the LEAN approach have inspired me to put my thoughts around this into writing. [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => lean-service-design-differences [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:10:12 [post_modified_gmt] => 2019-12-04 00:10:12 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=5295 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [37] => WP_Post Object ( [ID] => 1503 [post_author] => 2 [post_date] => 2011-07-19 17:34:36 [post_date_gmt] => 2011-07-19 17:34:36 [post_content] => It was one of those emails that I'll always remember - Stuart MacDonald, former creative vision and leader of The Lighthouse and Grays Art College in Aberdeen popped an email into the Snook inbox inviting me to teach in Taiwan. There wasn't really much to consider, other than yes! I've never been this far across the world, the farthest "east' I ever got was Tanzania back in 2004. So as I sit and write this at 39,000 ft as we skirt past Malaysia into Singapore I'm feeling slightly apprehensive, nervous but excited. I'm off to teach service design to a group of commercial design students at the National Tawain University of Science and Technology. I've got six days with them to introduce the concepts behind the discipline of service design and take their ideas from scratch to full service concepts for new tourist services in Taipei. Tough? Yes. As I've mulled over my day to day lesson plans on the plane through sunrise, sunset, sunrise, night…actually I have no clue what time it is any more…I've begun to question what l'll actually be teaching - I've been asked to teach service design. More often than not, when faced with this challenge I end up concentrating mostly on the idea of prototyping and bringing ideas to life with an underlying focus of user centric thinking. I don't care if the students design a product, a platform, a service or an application. What I do care about is how they consider the user experience and bring their thinking to life. What I've found fascinating is language, and even more so culture. I'd love to continue teaching around the world and importantly learning from students and professionals in different countries. When Snook taught in Finland at the start of the year it was fascinating to talk to some of the innovation leaders from the northern part of the country. They spoke about the lack of empathy in the services they deliver. Finland offer very efficient services but are missing the 'human' element. I remember asking why and the answer I got was the reality that the Fins are shy. It's part of their culture. My service experiences in Taiwan have already been entirely different to anything I've ever experienced before. As I entered the Singapore aircraft I couldn't believe there were framed pictures on the wall! It's the small touches - staff dressed in traditional Singapore costume , their politeness, the attentiveness to your needs  - that make a difference. But you know the thing that really got me ? The cutlery was metal and not plastic. It gave me that extra touch of luxury even though I was on an economy flight. I'm intrigued to experience what Taiwanese services will be like and how the students will perceive our style of thinking. How does a countries culture impact on the way services are delivered? What does this mean when we come to design services? Could I really design a service for Tawiain without embedding myself here for a sustained period of time? How do we consider the rich tapestry of different cultures when we are designing new experience for countries so different from our homes? It would be interesting to hear from those of you who have had experience in this.. As ever, I've got a plan but I'm willing to rip it up two hours into the week. That's the art of iterative delivery right? Wish me luck.   [post_title] => A message from Taiwan. Designing services away from home. [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => a-message-from-taiwan-designing-services-away-from-home [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:10:13 [post_modified_gmt] => 2019-12-04 00:10:13 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=1503 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [38] => WP_Post Object ( [ID] => 1437 [post_author] => 4 [post_date] => 2011-06-22 10:58:37 [post_date_gmt] => 2011-06-22 10:58:37 [post_content] => Snook were very pleased to be invited into Glasgow City Council’s Development & Regeneration Services Department. We have been working closely with the team on the Maryhill Movement project; gathering qualitative data to sit alongside the quantitative information collected by the Council around the lives of its residents. snook_smarter_cities As part of this relationship, we were invited along to the Sustainable Glasgow Smarter Cities Challenge event at the City Chambers. This was a presentation of the Councils involvement in an exciting venture with IBM (who were celebrating their 100th birthday that day).
"Glasgow has become the first UK city to win a grant from the IBM (NYSE: IBM) Smarter Cities Challenge initiative. The grant provides Glasgow with access to IBM's top experts to analyse and recommend ways the city can become an even better place in which to live, work and play. The IBM Smarter Cities Challenge is a competitive grant program in which IBM is awarding a total of $50 million worth of technology and services to 100 municipalities worldwide over the next three years. Teams of specially selected IBM experts will provide city leaders with analysis and recommendations to support successful growth, better delivery of city services, more citizen engagement, and improved efficiency.”
Glasgow is one of only 4 cities in Europe that have been selected for this partnership. I got the impression that the team who have been working on exploring the landscape, barriers and opportunities for more effective ‘Affordable Warmth’ in Glasgow really got to grips with the key voices that need to be listened to. In a city that prides itself as being the cultural hub of this country, 95,000 householders fall into the bracket of ‘Fuel Poverty’. We heard accounts and watched a short video with Paige, a 10 year old girl from the Gorbals who has, for years, lived in a flat so full of damp that it has literally and figuratively begun to seep into her life outside of her home. Not only can she and her family not have any of their furniture against the walls, they cannot decorate or take pride in their own home. Paige cuts the mould spores out of her blinds when they get too dark and noticeable, she can’t sleep on her top bunk as the damp air creeps along through the night and makes it hard for her to breath. She gets teased as school because her clothes smell, and she can’t bring friends home to play. Fuel Poverty is not just an issue for our aging population – it’s something that is affecting more people than we know. As a cultural capital, a European leader and a future Commonwealth Host this is simply not acceptable. IBM have recently moved from their traditional Hardware background, to thinking about and creating software and applications that are angled towards social issues. Their work with the Council saw them harnessing the data that is being collected in relation to Fuel Poverty (or Affordable Warmth) and creating new ways of visualising, accessing and representing this data. This data has, so far, been plugged into a new app. Created to share the information collected, I would like to see ways to break down the information included, making it more local and representative to a smaller area. The event got me thinking; how can this information feed back into the lives of the individuals who are, in a way populating it? How can it help to inform, and begin to shift their behaviours, perceptions and habits. The team from IBM were stressing the importance of being Energy Literate – I think this is something that refers not to Glasgow, not to your neighbourhood, but to your own 4 walls. If we can find a way for people to reflect on that, as an informed practice – then I think we might be on to something. Talking about these ideas afterward with a few of the team, I wanted to show them some visual examples of this type of feedback taking place. One such example is the Brighton-based ‘Tidy Street’ which uses stencils to quickly feed back to local residents on their energy consumption, in as real time as possible. Moblie apps are great, there is no doubt that they are brilliant engagement tools, but they don’t work in areas where people typically don’t own smart phones, don’t seek out information online because they don’t know it is there to find, don’t know the difference between a search engine and browser. This is the audience we are working with, and ‘working with’ is critical in this venture being a success. I would love to see ways in which this data can be useful for people. Making it easy for them to come across, engage with and relate to it is one route in. Paint it on the streets, paper the bus stops, post it back through their doors - put this intangible information back into the physical environments that it came from. This is something that I would love to see happen next. Thank you very much to Glasgow City Council and to IBM for inviting us in and sharing the work that has been done. [post_title] => Sustainable Glasgow: The Smarter Cities Challenge [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => sustainable-glasgow-the-smarter-cities-challenge [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:10:13 [post_modified_gmt] => 2019-12-04 00:10:13 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=1437 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [39] => WP_Post Object ( [ID] => 1378 [post_author] => 3 [post_date] => 2011-05-17 10:55:49 [post_date_gmt] => 2011-05-17 10:55:49 [post_content] => Contributing Editor of Fumsi, Joanna Ptolomey, asked me to explain more about service design and how it can make a huge difference to delivering and developing services, especially in information and libraries. Based on Joanna's questions I sent her four visual representations. To be honest, initially Joanna was not sure what to do with them, yet they perfectly explain the design ethos and process. We decided that Joanna should interpret them and provide some commentary. The rest is up to you – the readers! What do you think they say to you, what does it mean in your context and situation, and can you use these visuals to start thinking differently about your own service design and delivery? Click here to read the full article. If you would like to talk about the work we do within libraries get in touch! [post_title] => Using co-design to innovate in libraries [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => using-co-design-to-innovate-in-libraries [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:10:14 [post_modified_gmt] => 2019-12-04 00:10:14 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=1378 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [40] => WP_Post Object ( [ID] => 1228 [post_author] => 3 [post_date] => 2011-04-10 15:17:25 [post_date_gmt] => 2011-04-10 15:17:25 [post_content] => Last week we met up with Sir Peter Housden to share the work we have been doing at Snook and our ambitions for public service delivery in Scotland. We had interesting conversations around the main changes happening in the public sector - in particular the idea of Scotland sporting one single police force. Sir Peter has invited us to present to twenty five of his colleagues - sharing what we have learned through the work we have been doing. We are on the threshold of the biggest change in public service delivery Scotland has ever been through! We are very excited about this opportunity to show Sir Peter and his colleagues how our thinking and approach may contribute to their thinking. [post_title] => Snook meet the Permanent Secretary to the Scottish Government [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => snook-meet-the-permanent-secretary-to-the-scottish-government [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:10:14 [post_modified_gmt] => 2019-12-04 00:10:14 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=1228 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [41] => WP_Post Object ( [ID] => 937 [post_author] => 3 [post_date] => 2011-04-04 14:40:15 [post_date_gmt] => 2011-04-04 14:40:15 [post_content] =>

matchable is a new service that connects design students with the health and well-being sector.

There is an exciting opportunity for Scotland’s world class health service to be designed in collaboration with our world class art schools. The four major art schools in Scotland offer product design courses which include elements of service design. Heads of Design have expressed great interest in contributing to redesign of health services and students will have a valuable opportunity to apply and develop their talent and knowledge in the ‘real’ world. The Quality Strategy describes an aim to develop a world class health service: “We will have to involve the people of Scotland to a greater extent in the co-production of health and health care…recognising and valuing diversity, promoting a person-centred approach and involving people in the design and delivery of healthcare.” Snook believe innovation will be a vital factor in developing public services in a climate of financial restraint and generation of ideas will be key. Involving people co-designing healthcare systems requires approaches developed in asset, improvement and social innovation models. The idea of tapping into the creativity of art schools has been rehearsed in the ALISS project (Access to Local Information to Support Self Management). The ALISS Project worked with Snook and FutureGov to use innovative approaches to generate ideas about self-management of long-term conditions. The project’s principle aim is to improve “findability” of local resources which will support self management which will be achieved through the technology part of the ALISS project. In March 2010 ALISS ran an Open Innovation Process which concluded in a 2 day Innovation Workshop. Bright enthusiastic final-year design students and people living with long term conditions, and staff from NHS Scotland, Scottish Government and voluntary sector came together to produce 6 first class ideas for improvement. The students appreciated an opportunity to practice techniques and people with long term conditions enjoyed developing ideas for improvement. This collaborative effort can be replicated nationwide under the aegis of the Quality Strategy and has great potential to improve the way health services in Scotland are designed and developed. The key task is to connect two communities – this will be organised through establishing a brokerage service, where interested parties can connect to use simple service design techniques. To learn more visit http://matchablehealth.wordpress.com/ [post_title] => matchable: students and service design for health and well being [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => matchable-students-and-service-design-for-health-and-well-being [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:10:43 [post_modified_gmt] => 2019-12-04 00:10:43 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=937 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [42] => WP_Post Object ( [ID] => 4090 [post_author] => 3 [post_date] => 2011-02-11 15:29:32 [post_date_gmt] => 2011-02-11 15:29:32 [post_content] => I was delighted to be invited to present at Service Design Thinks in Leeds. The focus of the evening was "Service Design: How we do it…techniques in the context of live projects" In the first Service Design Thinks Leeds, they asked about the starting points for service design - the voices and insights that help us create new services and improve ones already in delivery.

This time they moved onto the next stage, to delve more deeply into how services are designed
* How do designers turn insight into action? * How are users involved in the creation of a service? * How do you translate concepts into reality? * Can service design change people’s behaviour or simply adapt to it? * What’s the difference between design and service design techniques? * Who designs services in different contexts?
I was speaking alongside Simon East from Drivegain: Designing a new eco-driving service ( @DriveGain @SimonatHome ) Simon has worked with mobile devices and applications for over 20 years. He started his career at British PDA pioneer Psion and was part of the executive team that transformed Psion’s software group into Symbian. In 2001 he founded the mobile photo uploading company Cognima (later to become ShoZu). In December 2008 he co-founded DriveGain, who produce an iPhone app that helps people save fuel as they drive. Jean Mutton from the University of Derby was also talking about designing the enrollment experience at the University of Derby @myderbi The application of service design techniques is relatively new in the higher education sector, but in the light of the Browne Review and the uncertain future of HE funding, the need to place the student at the heart of the service process is gaining increased recognition. In this session, Jean will talk about the impact which a service design approach has made on the student experience of enrollment at Derby. My talk was entitled "How Snook do Service Design in Scotland" @redjotter The event was open to everyone working in the design of services whether it be corporate/public/education/health/social sectors. I really wish I had been there in person and unfortunately we lost Skype connection. I received lots of kind hellos and feedback and made some new twitter friends. Thank you Service Design Leeds! [post_title] => Service Design Leeds [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => service-design-leeds [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:10:43 [post_modified_gmt] => 2019-12-04 00:10:43 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=385 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [43] => WP_Post Object ( [ID] => 4089 [post_author] => 2 [post_date] => 2011-01-11 14:58:43 [post_date_gmt] => 2011-01-11 14:58:43 [post_content] => Here are some thoughts I had on the journey of creating the online feedback tool for the public and police, MyPolice. I want MyPolice to be known for giving a voice to people who may have not had one before and creating new dialogues with the police. I want MyPolice to be known as a great platform. I hope, in some way, what we have done and will continue to do will pave the way for the production and delivery of new ideas for our society, across all sectors. I want everyone to believe they can do something that can make a difference. I care about fairness and equality and believe no one should be treated unfairly or unjustly. I care about people in their communities coming together to work with the police, rather than against them. It has taken eighteen months and twenty five days to get MyPolice all the way from an award winning idea to reality. Eighteen months and twenty seven days ago I graduated, two days later I won Social Innovation Camp. The winning MyPolice team was me, Kate Ho, Jen Davies, James Brown, Carrie Bishop, Olivier Raynault, Tony Bowden, Charlotte Mc Donald and Gayle Rice.
The winning team
2010 has been a pivotal year for MyPolice in many ways. Most importantly it was the year I joined forces with my now business partner and dedicated partner in crime, Lauren Currie.

Lauren and Sarah presenting at Policing 2.0

We learned really tough lessons in how the police work, the mindset, the culture and how we could make this work. We met Johnathan Briggs, our business advisor who gave us the reality check we needed to take our student hats off and become business women. Johnathan really helped us develop our thinking around taking the good idea that won SICamp to a sound business proposal.  We worked non stop in developing our brand and applying for funding.We then received confirmation of funding from 4ip and Firstport which allowed us to bring on board Danyi Feng;  a brilliant and talented developer.

Public feedback

The future of MyPolice is an exciting one. We have endless ideas, new functions and steps we can take to use MyPolice to illustrate, document and become a catalyst for change in the police service and communities.  I think the future is going to be full of tough decisions, and challenges but I’m confident our team will take on these challenges with gusto and commitment to make MyPolice the best service it can be. There have been times when it felt like giving up was an option – it has been mentally and physically tough to keep going. Lauren and I lived on fresh air for over six months, Lauren spent the past year endlessly travelling up and down the country meeting Chiefs and understanding what keeps them awake at night ( while I was in undertaking my Masters degree – embedding design in an organisation )
Travelling to London most weeks
There have been so many barriers, out of our control, that we have met along the way. Stations being struck by lightening and a government body stealing our identity to name a few! On a personal level, to get this out there and for MyPolice to become a success would be like completing a marathon and having worn shoes on the wrong feet. I feel a bit bashed around, and a bit thicker skinned, but this will be a real personal triumph to deliver MyPolice, knowing that if you have a big idea, it is possible to deliver it.
HMIC debacle
I didn’t do this on my own. There are far too many people to name and I feel I would forget people if I tried to do so, but you know who you are. I can’t thank you enough. The original team at SIcamp who helped, continued to help and some who have become great friends of mine. Also, 4ip and Firstport who believed in the our goal and enthusiasm.
I have big dreams for MyPolice. I want MyPolice to be used by every force around the UK. Once we have built the site we want to, when mypolice.org is a central hub and geographically savvy to work with complex policing boundaries, produce interesting and service changing data, we want it to be THE platform for police engagement and provide functions around the big society, volunteering, anti-social behaviour, gauge how communities are feeling about their ward, sub division, area and force.  We have lots of ideas but importantly we need to focus on right now, keep it simple, do what it says on the tin, and deliver a service.

Understanding the pilot area

The pilot is all about testing the product and getting stories. We are piloting in one area, so taking one small step at a time. We want to see responses from the local community officers we have signed up to MyPolice and a dialogue forming between the Police and the public. I don’t want more, or less than this. We just want enough information to begin building a bigger and better site that will work in a way the public and police need. Oh and one last thing. Thanks to all of you. MyPolice would not be here without your support, advice and encouragement. The unsung hero in all of this is our lead developer Danyi Feng. Here’s to transforming the way the police and the public communicate [post_title] => MyPolice launches [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => mypolice-launches [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:10:43 [post_modified_gmt] => 2019-12-04 00:10:43 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=383 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [44] => WP_Post Object ( [ID] => 4088 [post_author] => 4 [post_date] => 2011-01-11 14:57:39 [post_date_gmt] => 2011-01-11 14:57:39 [post_content] => For the past three months we have been teaching Product Branding and Promotion module at Strathclyde University. The module we designed is called "Designing your Future. What can I do with my degree?" and is focused on service design, social innovation, the role of CVs and portfolios in a young designers life and the value of being online. Here is a snapshot of the brief we delivered:
"A living brand is a pattern of behaviour. You are brand. You should be interested in this brand and the role it plays in your future. Afterall, you are going to spend the rest of you life there. This class aims to raise student awareness of the importance of designing their own future. We will visit disciplines such as Social Design and Service Design exploring empathy and the role it plays in the work you do. This module is about challenging the status quo by questioning and challenging the role of portfolios, CV's. “…almost one in eleven graduates are still unemployed six months after graduating. It's reported that this figure is the highest graduate unemployment rate recorded in seventeen years” We will discover the value of networks and explore your ambitions as a professional designer. "Traditionally what designers lack in knowledge, they make up for in craft skills. Whether it be sketching, modelling, detailing or rendering, designers take an inordinate amount of pride in honing key techniques over many years. Unfortunately many of these very skills have limited use in the new design domains." (Core 77 columnist Kevin McCullagh.) "[Design thinking] will help in the transformation of design from the world of form and style to that of function and structure. It will help spread the word that designers can add value to almost any problem, from healthcare to pollution, business strategy and company organization. " (Core 77 columnist Don Norman, Design Thinking, a useful Myth)"
Kirsty shared her thoughts with us after her very first teaching experience...
This week took me to Strathclyde University in Glasgow, to the lecture room and studio of the 3rd year Product and Branding class. This semester Snook are teaching the class about our approach to design, who we work with, what Service Design means and where it is going. As this is a branding class, we are focusing on the idea of individual brands; how the students are developing their own thinking, what they are interested in, how they are documenting this and how they are getting it online. All of my previous teaching experience has been involved in hands-on workshop scenarios; putting together materials, explaining and exploring these with the students and then helping out as they led their user-interviews. This role would involve more of a traditional approach, standing and presenting with slides; I was intrigued to see how I would work and feel in the different situation. This week, my role was to explore empathic thinking with the class – to show how a designer’s approach and fresh perspective can be applied to a variety of scenarios and sectors. With the students gathered around the front of the room, we talked through the work that designers are undertaking in places such as Hospitals, Post Offices, Prisons, Councils, Schools, Banks, The Music Industry, Sustainable Energy, Museums, Communications and Care Homes. We talked about the difference that designers can make not only in the front-end of service delivery, in the tangible touchpoints but also in the background organisational and structure-led work that everything else rests on. This point in particular seemed to strike a chord with some of the students who have quite an engineering and structurally-minded background. The class and I talked about the important skills and ways of working that a designer in these particular fields; the most important being looking and listening. Simple? Maybe. It’s all about knowing where to look, knowing how to listen. It takes a bit of practice, of looking first on one level and then another. So that’s what we did; I set the students 45 minutes to head out into Glasgow and to try and capture snippets of other people’s lives – to see what they could find out about these people by listening and looking. They explore shopping streets, cafes, bus stops, train stations and lifts and came back with stories, sketches, notes and recordings. The following discussion, once we were all back in the studio, flowed from the languages heard, and the differences in volume of phone conversations to the way in which clusters of seats in cafes are set out so that one group cannot easily overhear another. I’m looking forward to the rest of the semester with this class, it’s pretty exciting to share with them.
See what the students have to say for themselves.... http://vimeo.com/22024097 [post_title] => Teaching at Strathclyde University [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => teaching-at-strathclyde-university [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:10:43 [post_modified_gmt] => 2019-12-04 00:10:43 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=379 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [45] => WP_Post Object ( [ID] => 366 [post_author] => 2 [post_date] => 2010-11-11 14:42:26 [post_date_gmt] => 2010-11-11 14:42:26 [post_content] => Another Snook adventure under our belt ; this time in Linkoping, Sweden.  The occasion? Servdes.  Traveling through some thick snow I made it to the conference, this time under the theme of Exchanging Knowledge.
“The Nordic Conference on Service Design and Service Innovation, ServDes, is the premier research conference for exchanging knowledge within service design and service innovation…Service design as a field has established itself as a strong discipline, through efforts in practice and academia. However, publications have mainly focused on establishing service design. There is a growing need for original research on service design. The ServDes conference is an answer to this call…”
In short, it was in-depth and fun. Making it the best event I have taken part in this year.  However, I struggled with the delicate balance between practitioners and researchers.  This was a recurring theme in some of the discussions I had about academia and practice can can link up and communicate better.  As an active practitioner, I’ve just left academia ; finishing a Masters on Embedding design in the public sector which was more action research and reflection than it was academic.  For me, this works, because at the end of the day, I want to make change happen.  Personally, I’d rather work with academics to document and theorise the work I do on the ground.  I’m wondering if Servdes will become the catalyst for making this connection smoother?
Snook were invited to present the case Service Design: social innovation is our motivation’.  The presentation reflected on a project, Getgo Glasgow, undertaken last year at the Glasgow School of Art. It depicts some of the issues the design community is facing when undertaking social design/innovation projects within design education. My presentation considered some of the shortfalls in the project ; time frames, delivery and ethics. How do designers leave a project like this ethically? Have we considered the consequences of sending young designers out to engage with communities/users.  You can watch my talk below: http://vimeo.com/17593687
The presentation aligned with Don Norman’s views published on Core 77: ‘Why Design Education Must Change‘.
“Many problems involve complex social and political issues. As a result, designers have become applied behavioral scientists, but they are woefully undereducated for the task”
This brilliant yet critical article picks on design education for producing undereducated designers who are ‘woefully ignorant of the deep complexity of social and organizational problems.’ In the case of GetGo, the community now have money in the bank and the project is really happening. Wyndford, where the project took place, is small area that are now mobilised as a community. We designed a process not necessarily a designed solution. The result ; Green Gorillaz wasn’t really designed, it was a half baked idea which was the bi-product of design methods and skills being used to work co-creatively with a community.
My presentation actually sparked some interesting conversations about interdisciplinary work, collaboration and the reality that designers are not experts in everything. It pays to know when and how to ask for help. The question and answer session revealed that students struggle with some elements of this type of project. For example, being equipped with the skills and know how to create intangible outcomes that are implementable. This is something we are aiming to get to grips with through our venture: Making Service Sense.

Highlights for me included Daniela Sangiorgi’s talk(s) on Transformative Services and Transformation Designbuilding‘.  It looked at building capabilities inside organisations to use and understand design to produce better services.  This was an area I felt was overlooked in Berlin at the SDN10 conference and was only just touched upon by Philips.  It mimics efforts made by Engine in their Hoop model and echoes sentiments from Martin Neumier’s Designful company which I reflected on for the last 12 months with a public body in Scotland on how to really use design thinking to create better services for the people of Scotland and more informed, people centered policy.
What Daniela put forward echoed closely with some discussions from the workshop run by Anna Serevalli and Anders Emilson.  They held a workshop on Social Innovation which looked at the criticisms and plaudits by Geoff Mulgan of design in social innovation.  Some of the points our group discussed were;
  • Design(ers) should be a-political
  • We need to create designful organisations and transform thinking
  • We should look to open source community for inspiration
  • We should be pushing for delivery and implementation
  • Designers are facilitators not experts
Eva-Maria Hempe followed some of the capabilities discussion with, Health and social care services for people with complex needs: The role of contextual knowledge for the design process’ and showcased a really interesting project.  More interestingly for me, was the pyramid at the end of her slides on Design capacity versus Design obstacles which I’d like to look more into and see designers considering this.
There were other really good presentations, far too many to mention, in short, a couple more were Marc Stickdorn’s presentation on students and tourism, showcasing how quick and effective service design can be. Also, Simon Clatworthy’s talk on Touchpoint cards was to the point and got some cogs turning about how we could use the template as a basic model to create our own more personalised cards for say tourism, or methods in Service design.
Finally, to end the conference, Global Service Jam was launched by Markus Edgar and Adam St john.  It will bring together different countries from all over the world next year to develop new services in under 48 hours and then share them online.  They’ve had a fantastic response already and if you want your country to be part of it, then I suggest you get in touch with them.
And not forgetting the unconference day, organised by Design thinkers ; an impromptu, insightful and busy day of talking, doing, and drinking coffee.

I ran a workshop called #swesno, which looked at using design thinking and methods to tackle social issues caused by Snow in Sweden.  Wearing santa hats, to get us all in the mood, one group tackled loneliness and isolation with the opportuniy of untapped engergy of kids playing outside in the snow, whilst the other group looked at the issue of ambulances getting stuck in the snow.  There will be a another blog post to follow on the outcomes of the workshop. The storyboarding method and pushing people as a vehicle through a new service design worked incredibly well, and took a group of participants 3 hours. They started from scratch, developing and blueprinting new service concepts which the Swedish authorities could implement. The day capped off with the launch of This is Service Design Thinking.  If you haven’t purchased it, do it.  It is a very comprehensive textbook which has been co-created by the design community.  I am very happy for the authors and am sure both Jakob Schneider and Marc Stickdorn are relieved to see their hard work come to fruition.

To wrap up, these conferences aren’t always just about the learning but are also about the friends you make.  It was lovely to make some new European and continental friends and catch up with old ones. It never ceases to amaze me how friendly, open and collaborative the Service Design community can be. Snook are humbled to be part of it. Huge thanks to Fabian and the rest of the Serv Des team for making this event possible. Here’s to next year and bigger and better snowball fights...
[post_title] => ServDes, Snook and Snowballs [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => servdes-snook-and-snowballs [to_ping] => [pinged] => http://vimeo.com/17593687 [post_modified] => 2019-12-04 00:10:44 [post_modified_gmt] => 2019-12-04 00:10:44 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=366 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [46] => WP_Post Object ( [ID] => 12 [post_author] => 3 [post_date] => 2010-10-29 13:53:31 [post_date_gmt] => 2010-10-29 13:53:31 [post_content] => October 2010 - current A bespoke programme of innovation training for South Lanarkshire Council IRISS aims to help create a world-class social services sector to enable positive outcomes for people who access Scotland's social services. Snook are working with IRISS to design a program that aims to support and enable individuals to think creatively, insightfully and strategically to develop successful and innovative services that deliver tangible benefits for service users and helps build outcome focussed solutions. The project will provide practical tools and approaches for application during the whole innovation process, which include idea generation and project development up to delivery. We are introducing staff to new concepts of innovation and teaching them the skills they need to innovate. Alongside this, Snook will design a coaching component, which will help staff develop how they think and act. [post_title] => IRSS: Creating a Culture of Innovation [post_excerpt] => IRISS aims to help create a world-class social services sector to enable positive outcomes for people who access Scotland's social services. [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => irss [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:10:46 [post_modified_gmt] => 2019-12-04 00:10:46 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com//?p=12 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [47] => WP_Post Object ( [ID] => 4062 [post_author] => 2 [post_date] => 2010-09-09 22:33:30 [post_date_gmt] => 2010-09-09 22:33:30 [post_content] =>

 

Skills Development Scotland are a non-departmental public body of 1400 staff, that brings together the careers, skills, training and funding services of Careers Scotland, Scottish University for Industry (learndirect scotland) and the skills functions of Scottish Enterprise and Highlands & Islands Enterprise.  SDS play a central role in raising employment levels and productivity, they are fundamental to ensuring Scotland's businesses have the capability to compete successfully both now and in the future.

I spent 12 months working with the company to look at how design could be embedded inside their organisation to drive forward innovation, develop new service propositions and re-evaluate existing propositions.  This project was undertaken in collaboration with the Glasgow School of Art's new Masters in Design Innovation course, and the outcome of the project is a thesis entitled 'Embedding design in the public sector: Changing our thinking.' This publication is will be available later this year.

   

I worked closely with the Service Design and Innovation directorate and front line service providers. The aim was to understand the organisation and focus on where design could be applied. The new Service Design and Innovation team must prosper inside the organisation as an in house design capability and work against a mentality where work falls on the business mental model of task based activity, departments in silos, and ideas are often developed from quantitative reports.

Academically the work challenged the development of a 'service design toolkit' and looked at a larger, embedding and CPD programme that would build the understanding and capabilities of staff to use design thinking. I worked on the case of how design thinking and processes can be used to drive forward innovation in a safe and simple way, demystifying design and breaking it down into bite size chunks.

 

I looked at how design would become the DNA of the company and permeate every activity and department.  The project was less about design as an activity or process but more about creating a designful company; an organisation that was capable of developing great service experiences rather than just jumping straight into delivery mode.

The work pulled together 'design tools' and other methodologies from various disciplines to map these around a process so that people associated activities with different stages of service development.  The paper challenges organisations to work much more in diagonal slices rather than in silos, to create collaborative and knowledgeable action teams who work on projects together, rather than separately.

 

 

The main focus of this work was to create a development process for the staff and departments to use as their core process.  One of the major issues inside the company was that people couldn't see design or it's process.  Taking the existing development process for SDS, I created a development wheel that takes new policy/ideas/projects from discovery to delivery using design led activity and thinking.

The development wheel has been approved by Skills Development Scotland's board and is now being used by the company to document existing work and develop new service experiences.

 

 

Further to the development wheel, I initiated a pilot project to look at how the company operate and deliver services to their customers.  The pilot is still ongoing and is focused on unlocking the expert knowledge of careers advisors and enabling them to use discovery and ethnographic techniques to understand the needs of their users from a service perspective, considering the entire experience, not just the moment of transaction.  The pilot will culminate in the staff running their own co-design workshop to build ideas about how their space can be re-designed from a service thinking perspective.  We will then lead staff through a prototyping phase to test the ideas they generated during the workshop, and build a visual report that outlines bigger systemic issues that need to be tackled by the organisation.

[post_title] => Embedding design in Skills Development Scotland [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => embedding-design-in-skills-development-scotland [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:10:48 [post_modified_gmt] => 2019-12-04 00:10:48 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=165 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [48] => WP_Post Object ( [ID] => 12845 [post_author] => 29 [post_date] => 2010-05-11 12:42:36 [post_date_gmt] => 2010-05-11 12:42:36 [post_content] => Throughout last year, we've seen Sarah in various articles including the BBC, Herald and the Guardian. On Wednesday this week, we had a full page in the Guardian: [caption id="attachment_316" align="aligncenter" width="225"]Sarah in the Guardian Sarah in the Guardian[/caption] Thanks to Gordon Cairns who wrote the piece in which Sarah talks about the Mypolice project.
MyPolice is one part of an engagement toolkit with the public," she replies. "The point is to gain feedback. As it is online, it is only one part of this toolkit, but with 80% of the public using social media five to six hours a day, it is now a major part. I believe MyPolice is a democratic and non-agenda-setting way of engagement with the public, allowing them to voice their feelings and gain the service they want as a community. MyPolice allows the public to push for changes to service delivery where issues have been highlighted through empathetic stories the public have shared. MyPolice is putting people at the heart of public services and pushing for a more human way of doing things.

You can read the article online here.

  [post_title] => Sarah talks about MyPolice in the Guardian [post_excerpt] => Throughout last year, we've seen Sarah in various articles including the BBC, Herald and the Guardian. On Wednesday this week, we had a full page in the Guardian. [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => the-guardian-feature [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:10:49 [post_modified_gmt] => 2019-12-04 00:10:49 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=315 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) ) [post_count] => 49 [current_post] => -1 [in_the_loop] => [post] => WP_Post Object ( [ID] => 19303 [post_author] => 92 [post_date] => 2020-03-18 14:43:53 [post_date_gmt] => 2020-03-18 14:43:53 [post_content] =>

About the company

Snook are on a mission to design a world that works better for people. We work with organisations to design more effective services which help people thrive. We do this by engaging with users, building digital products, training our clients, and much more. This year we’re ten years old. In the past five years, we’ve scaled to more than double our original size when we started up in Scotland. We've opened a London office and our team is approaching 40 people. And we've worked with brilliant clients — from Cancer Research UK and Tesco to Hackney City Council and the Scottish Government.

About the role

As a Delivery Manager at Snook you will be responsible for overseeing the delivery of client and internal projects. You’ll be responsible for helping run the rhythms and rituals of our projects, supporting project leads to deliver on time, on budget and to high standards. You’ll also support the Head of Development and wider Delivery Team with project resourcing and scoping. As a Delivery Manager, you'll be experienced in agile and sprint based delivery on a diverse range of projects. This will range from consultancy projects, designing public services to software development.  You'll have excellent project management skills, know when to challenge and when to listen. You'll be able to build relationships with clients at a senior level.

Requirements 

We’re keen to hear from a range of applicants, not just those who have worked in the design or creative industries.   You should be able to demonstrate that you are able to meet some, or all, of the following requirements:  

Your skills and experience

We’re keen to hear from a range of applicants who can demonstrate some, or all, of the following skills and experience:

What we offer 

Snook offer a competitive salary, 29.5 holidays per year (including public holidays), additional annual Christmas closure and a supportive maternity leave policy. We provide an annual training budget for external opportunities from talks and conferences to more bespoke hands-on training. We respect that people have commitments and provide flexible working hours through discussion. We have an annual team-away retreat for us to come together as a company, taking time out to learn, reflect, and eat snacks. We spend a Friday together every quarter as one studio to run show and tells. Every Monday morning, we have a team breakfast where we eat together and share our ambitions for the week ahead. We are an equal opportunity, Disability Confident and Living Wage Foundation employer. We have a bike to work scheme and free membership to HeadSpace the mental health app. We support you with a Snook buddy when you join to get you started. We strive for diversity in our team. If we’re going to design services for the public we need to ensure our team is inclusive. We welcome applications from people of all backgrounds and ages, however all applicants must have the right to work in the UK.

How to apply 

Please don't wait to submit your application. We are sifting and interviewing candidates on a weekly basis. Please submit a CV and one page cover letter. Send your CV and cover letter as pdfs to 'apply-fb928efdfc6b01@snook-ltd.breezy-mail.com' with the title “Hire me: Delivery Manager”. In your covering letter, please tell us a little bit about yourself, why you want to work at Snook and what sort of design problems you’d be interested in tackling with us. Please include your notice period. Due to the current Covid-19 epidemic, we anticipate that all interviews will be conducted remotely. We will offer interviews at times that suit you, so if you have children, caring duties, or other circumstances affecting your availability for an interview, we’re happy to offer convenient times outside of work hours.  Deadline: 30th June. Interviews starting 8th July. Please note: This role requires Security Clearance and applicants will need to have been resident in the UK for the past three years. Due to the current Covid-19 epidemic, we anticipate that all interviews will be conducted remotely. We will offer interviews at times that suit you, so if you have children, caring duties, or other circumstances affecting your availability for an interview, we’re happy to offer convenient times outside of work hours.  [post_title] => **CLOSED** Delivery Manager [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => delivery-manager-2 [to_ping] => [pinged] => [post_modified] => 2020-06-26 08:58:34 [post_modified_gmt] => 2020-06-26 08:58:34 [post_content_filtered] => [post_parent] => 0 [guid] => https://wearesnook.com/?post_type=jobs&p=19303 [menu_order] => 0 [post_type] => jobs [post_mime_type] => [comment_count] => 0 [filter] => raw ) [comment_count] => 0 [current_comment] => -1 [found_posts] => 49 [max_num_pages] => 1 [max_num_comment_pages] => 0 [is_single] => [is_preview] => [is_page] => [is_archive] => [is_date] => [is_year] => [is_month] => [is_day] => [is_time] => [is_author] => [is_category] => [is_tag] => [is_tax] => [is_search] => 1 [is_feed] => [is_comment_feed] => [is_trackback] => [is_home] => [is_privacy_policy] => [is_404] => [is_embed] => [is_paged] => [is_admin] => [is_attachment] => [is_singular] => [is_robots] => [is_posts_page] => [is_post_type_archive] => [query_vars_hash:WP_Query:private] => 2acdc593a6aea1751fd9b53660a714b9 [query_vars_changed:WP_Query:private] => [thumbnails_cached] => [stopwords:WP_Query:private] => Array ( [0] => about [1] => an [2] => are [3] => as [4] => at [5] => be [6] => by [7] => com [8] => for [9] => from [10] => how [11] => in [12] => is [13] => it [14] => of [15] => on [16] => or [17] => that [18] => the [19] => this [20] => to [21] => was [22] => what [23] => when [24] => where [25] => who [26] => will [27] => with [28] => www ) [compat_fields:WP_Query:private] => Array ( [0] => query_vars_hash [1] => query_vars_changed ) [compat_methods:WP_Query:private] => Array ( [0] => init_query_flags [1] => parse_tax_query ) )

49 results for Delivery