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More recently, Tom has been designing services which incentivise the adoption of sustainably oriented services in parts of Milan, Lisbon and London. Tom has a particular passion for design practices that support environmental and social regeneration and is a huge believer in the importance of design in creating compelling and desirable futures. Away from Snook, Tom loves being on his allotment or searching for secluded routes around the chiltern hills on his bike. Tom has two very energetic daughters who try their hardest to prevent him from doing any of the above. [post_title] => Tom White [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => tom-white [to_ping] => [pinged] => [post_modified] => 2020-07-01 16:34:31 [post_modified_gmt] => 2020-07-01 16:34:31 [post_content_filtered] => [post_parent] => 0 [guid] => https://wearesnook.com/?post_type=people&p=19567 [menu_order] => 0 [post_type] => people [post_mime_type] => [comment_count] => 0 [filter] => raw ) [1] => WP_Post Object ( [ID] => 19493 [post_author] => 20 [post_date] => 2020-06-01 12:41:25 [post_date_gmt] => 2020-06-01 12:41:25 [post_content] => On this Service Design Day 2020 we wanted to reflect on the many routes our team had taken into service design.  At Snook we currently have 32 service designers  and we asked them to tell us about their education and what led them to service design. Unsurprisingly 27 of our team had completed undergraduate degrees in design and you can see the different courses they took outlined below. Seventeen of our Service Design staff also have Masters degrees and 12 of these are specifically in design-related subjects. We have always been fortunate in our ability to recruit staff from across the world, giving us a strong international perspective, and we currently have staff from Australia and New Zealand, Taiwan, all across Europe (from Sweden to Portugal), and also Central America. Valerie Carr, our Director of Strategy shares her personal story of her introduction to service design by reflecting on who she learned from and what she learned. I’m the single Interior Design Graduate in the chart above and, after graduation, worked in Interior Design until I had my first son in 1989. I then completed a Masters in Computer Aided Design and worked for a while doing computer generated graphics for architects before moving into lecturing part-time.  I continued lecturing right through the birth of three more sons,  then decided to embark upon a PhD when the youngest was four.  We obtained funding from NHS Estates  to conduct a joint Project involving the School of Design and School of Nursing and Midwifery at the University of Dundee.  The project aimed to evaluate the impact of the built environment on birth mothers, their partners and staff in maternity units. I had the great privilege of being supervised by Tom Inns, a pioneer in Design for Innovation, and learning research methods from the team at the Social Dimensions of Health Institute.  I also learned a lot about evidence-based design and the importance of rigour in user research from the team at Center for Healthcare Design. Anyone interested in the outputs from the project can find my thesis here - but I warn you, it’s very long! It was while evaluating the impact of the built environment that I became interested in how we might design organisations and services to better meet the needs of those who access them. It  became clear that some elements of the interior environment which have been designed for specific  benefit did not achieve the desired impact because of organisational constraints related to how services were delivered.  After taking a midlife gap year in Burundi, Central East Africa, in 2009 we relocated to Lancaster where I worked as Research Associate on an 18 month research project “Design in Practice”.  This project built on the foundations of the Design Council Red Programme, the NHS Institute for Innovation and Improvement experience-based design approach, and the work of Ezio Manzini and team at Politecnico di Milano. It also gave me the opportunity to work with and learn from an amazing team at Imagination Lancaster.  Prof Rachel Cooper has been instrumental in defining the role of designers in the 20th/21st century (check the link to see another familiar name in Scottish Service Design circles). Daniela Sangiorgi was one of the first academics really exploring Service Design as a discipline in its own right, tracing the origins from other disciplines. The other members of our project team, Sabine Junginger and Monika Buscher brought valuable insights from Design Management and Sociology. Our reflections on the development of Service Design can be found in the papers we wrote.  In 2012, I joined Snook, who were the first (and only at that time) Service Design company in Scotland. Over the past 8 years I’ve had the privilege of working on a wide variety of projects across the UK and beyond. We've seen our team grow from 5 to over 50, and the breadth, depth and impact of our projects increase. We’ve seen User-Centred Design and Service Design become mainstream with the establishment of Government Digital Services and the Scottish approach to service design. Meeting user-centred design criteria has become mandatory for government services in both Scotland and the wider UK. I think back to the absolute bewilderment and frustration expressed by one of the GPs involved in our Design in Practice project in 2009, “I just don’t understand what design has to do with clinical practice!’ and hope more people across the public, third and private sector value the contribution design can bring to making services work better for everyone. 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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 ) [3] => 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 ) [4] => 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 ) [5] => 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 ) [6] => 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 ) [7] => 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 ) [8] => WP_Post Object ( [ID] => 18509 [post_author] => 53 [post_date] => 2019-12-03 17:16:53 [post_date_gmt] => 2019-12-03 17:16:53 [post_content] =>
Senior Service Designer Ness Wright talk about the challenge and opportunity of designing services and products that people want to use. I’m a proud Fairphone owner (of the 17,248th to be precise). I personally was excited to support a start-up making modular, repairable smartphones from conflict free-materials. Persuading others to jump ship isn’t easy, the camera can’t compete with the latest Apple device and Wired described it as ‘ethical but ugly’.
When I switched to a green energy provider, it felt great knowing our electricity was coming from renewable source, but we received wildly inaccurate bills for the first year and struggled to navigate our way around complex online payment systems.
Picture of Fairphone
Image of a customer bill
Encouraging people to make sustainable choices is hard, from the phones we buy to the energy suppliers we choose (and everything in between), cost, speed, convenience, ease, simplicity, look and feel often trump sustainability. The opportunity here is for sustainability not to have to compete at all – what if the sustainable thing was also the best thing. Service design and its user-centred approach are key to this. We conduct research to understand the needs of our users. We find out what challenges they face, how the service help them and find out what context are they are using it in? We find opportunities to make the service easier to use, more helpful and more attractive, for all sorts of different users. Services can be designed really badly or really well. A well designed service increases the likelihood of someone using because it is genuinely helpful and enjoyable to use. Good service experience is a compelling incentive and plays a key role in making the sustainable choice the best choice.

How have we done this before?

Fishermen contend with the challenges of selectivity every time they go out to fish. Policy places restrictive bans to prevent overfishing of particular species implementing large fines in efforts to curb the insurmountable waste attributed to the industry. In attempt to fish sustainability and to mitigate the negative financial impact of these restrictions, fishermen have been creating their own hacks to modify their nets to help them catch the right fish. SafetyNet Technologies, a London based SME has developed Pisces, a new technology that retrofits to fishing nets and emits different colours and frequencies of light. Fish respond to light in different ways and by capitalising on their physiology, fishermen can attract or deter certain species based on their needs. All impressively innovative, but how might we ensure this technology lands in the hands of fishermen in a way that we can ensure it’s used?
Image of Snook researcher speaking with a fisherman
Looking at where Pisces should attach to the net so we can offer guidance to future owners of the device
For three months we worked with SnTech to understand the needs and motivations of fishermen to adopt this new technology. We developed an ongoing strategy for development of the product based on the needs of fishermen and articulated an ongoing vision of product development of ‘Pisces, built by fishermen, for fishermen’. Our research helped SnTech to modify the development of Pisces and view the product as a service considering everything from guidance for use to a marketing plan. We helped build the sustainable thing as the best thing ensuring the adaptation to new technology was easy and guided by the needs of users.

What’s next?

Sustainability shouldn’t mean compromise on service. Service and user-centred design can help ensure the sustainable thing is enjoyable, helpful and easy to use. Are you developing a sustainable produce or service? We want to work with you to make sure your service offering is the best out there. Email curious@wearesnook.com with the subject line “Sustainability Snooks” to get the conversation started.
[post_title] => Make the sustainable thing the best thing [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => make-the-sustainable-thing-the-best-thing [to_ping] => [pinged] => [post_modified] => 2020-05-18 14:49:12 [post_modified_gmt] => 2020-05-18 14:49:12 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=18509 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [9] => WP_Post Object ( [ID] => 18474 [post_author] => 91 [post_date] => 2019-12-03 12:40:10 [post_date_gmt] => 2019-12-03 12:40:10 [post_content] => She has significant experience of working within the public sector with a particular specialism in health and social care. She has helped organisations respond to increasing customer demand, address inefficiencies and manage financial pressures. She is Prince2 qualified and has successfully planned and delivered numerous projects as well as coached organisations in strategy development and programme design. Outside of work Rebecca enjoys scampering about the countryside and in particular, running on the muddiest trails she can find. She loves exploring new places and has a soft spot for South-East Asia, mainly due to the amazing food. [post_title] => Rebecca Squirrell [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => rebecca-squirrell [to_ping] => [pinged] => [post_modified] => 2020-07-01 14:12:48 [post_modified_gmt] => 2020-07-01 14:12:48 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?post_type=people&p=18474 [menu_order] => 8 [post_type] => people [post_mime_type] => [comment_count] => 0 [filter] => raw ) [10] => 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 ) [11] => WP_Post Object ( [ID] => 17270 [post_author] => 10 [post_date] => 2019-05-22 13:16:18 [post_date_gmt] => 2019-05-22 13:16:18 [post_content] =>
Last month, we opened our doors to DOTI: From service design to sustainable environmental action. We left with a sense of urgency, to reflect on our practices as designers to try and ensure our solutions are as sustainable as possible. As a community, we rallied in the belief that our practices can contribute to building what’s desperately needed to confront climate catastrophe.
Our brilliant panel of service design expects and sustainability champions from STBY, the Design CouncilBulb and Incredible Edible led an open discussion with our audience. We touched on:
  • The politics of the invisible (pollution, CO2, biodiversity loss) and the power of those with influence. Trust and power play a massive role here and we need to understand these as ‘materials’ for better design.
  • Our capacity to prototype, to make – the craft of design – means we can show what’s possible, which inspires movement. We need this creativity because we need to move fast.
  • As designers, we cannot get debilitated by the scale of the problem and political inactivity. We respond to problems by ‘doing not talking’ and we need to bring that ethos to this monumental challenge, bridging the gap between academia and reality.

From human centred design to ‘living-things-centred-design’

We’ve heard your feedback and have outlined a number of ideas. We know there has been plenty of work already done here by Sophie ThomasJohn ThackaraJonathan ChapmanEcoLabs and countless others. We want to bring together people who have been working in the space already, with others who are keen to mobilise. Our ideas don’t chart a route forward, but aim to address our practice and build accountability within our industry. We also know that we’ll need the support of those that hold positions of power, leadership and finance, and we are actively working to connect those dots.

Our big questions:

Next steps

We’re hosting another event in London to address these questions, plan our next steps, and aim to widen participation across the UK. Register your interest in joining us here and we’ll send more information soon.
  • “Design is the first signal of human intention”
    Daniel Wahl - Designing Regenerative Cultures
[post_title] => DOTI South: reflections and next steps [post_excerpt] => “Design is the first signal of human intention” [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => doti-south-reflections-and-next-steps [to_ping] => [pinged] => https://wearesnook.com/our-world-is-getting-warmer/ [post_modified] => 2019-12-04 00:09:08 [post_modified_gmt] => 2019-12-04 00:09:08 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=17270 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [12] => WP_Post Object ( [ID] => 12149 [post_author] => 30 [post_date] => 2016-08-27 16:57:59 [post_date_gmt] => 2016-08-27 16:57:59 [post_content] => It was unusual. Energising. Thought-proving. And more than a little bit inspiring. A group of Fife Council and NHS employees – young and older, apprentices and chief officers – came together with Snook and Microsoft to run Fife’s DigiHack. We wanted to explore one question: ‘Can we create a more digital, social workplace across Fife’s public and voluntary services to help improve the experience for the 366,000 Fifers we all serve?’ Ambitious? Yes. Madly optimistic? Probably. But we all agreed there was something in the idea that just might help transform public services for the future. The concept of a ‘hack’ was new. If forced us into some strange and uncomfortable places filled with free-forming groups, persona building and prototyping. Not quite the usual ‘workshop’ we were used to. And the results weren’t as immediate. It turns out ‘hacking’ can be a bit of a slow burner… less about task and decision and more about experience and opportunity. Great stuff! So, a few months on here’s seven things we’ve learned so far, and some thoughts on how they’re starting to influence our strategy going forward.

#1  Change the angle

Digihack fife 1 Turning questions around can deliver a bigger, faster impact on attitude and behaviour. For example, we thought about how we were promoting mobile and flexible working. What if we encouraged people to ask themselves; ‘Do I need to go into the office today’ rather than telling them to seek approval for home working? It seems basic and obvious but it’s not the usual approach. That slight shift in language gives people power and autonomy. It tells them ‘you’re trusted’ and, so far in our experience, it lands big productivity gains. It’s a win-win.

#2  Bring your ‘digital-self’ into work

Every morning, many of us get out the car and leave our ‘digital lives’ behind us. We expect less ‘inside work’ and tend to accept the often antiquated ways of working as ‘just the way we do things around here’. Wrong. We need to challenge ourselves and others more. We need to bring our digital, social networking mind-set and skills into the office and use them creatively to help change the old ways of doing things – and make the most of what technology and opportunity we do have available to us. Public services will never have the funding to be ahead of the technology curve, but the people who work there could, and we need to encourage that. After all, it’s not the technology that delivers transformation – it’s the way we use is the culture we create around it.

#3 Become great storytellers

If the success of technology hinges on engaging people – then engagement hinges on storytelling. It’s what people and communities thrive on. A great story will inspire, inform and involve you to the point you’re sucked in and feel you’ve invested somehow in the ending.  What’s that got to do with the Hack, and a digitally social workplace? Everything. Through the hack we learned how to layer up a picture about people, identifying their preferences, likely needs and the potential stumbling blocks they might come up against using our processes.  When you add that together with better information on actual customer experience you have a powerful formula for service redesign - and the potential to help nudge people towards better outcomes too.

#4  Quash the myths

Long standing misunderstandings can be well hidden. Apparently we have no Wifi and no conferencing facilities, it’s impossible to get smart-kit and all apps are blocked – or so some of our colleagues thought when we met at the Hack. Not true. Some of these facilities have been in place for years but no matter how well we think we’ve communicated it’s easy to forget some people get missed, or simply forget. Everyone is bombarded with information and messages these days. Keeping things simple, social and visual is the only way through…emm, now we just have to work out how that fits-in with our ‘public sector’ culture!

#5 Put staff firmly in the driving seat

Extend self-management to get the most out of technology – routing, planning appointments and scheduling work needs to be as automated and accessible as possible. We’re rolling this out in Building Services and Home Care so tasks and case work can be carried wherever staff go. They don’t have to shuttle to and from depots and offices anymore. It’s not just making life easier – it’s driving up performance and delivering bankable savings. Digihack fife 2

#6 Respect the pace

Not everyone gets technology or even wants to live with it every moment of the day. But love it or hate it, it’s the new norm and we need to support each other to deal with the overwhelming pace of change. Peer support, digital gurus, training and informal coaching and support mechanisms is part of our new Competency Centre approach going forward. It’s changing the way IT services have been designed and managed – and in time we hope it will help transform the business.

#7 Measure success differently

Digihack fife 3 The DigiHack gave us the chance to step back and think, explore opportunities and identify common issues. Using small-scale examples, we were able to identify strategic issues without getting bogged down in theory. As ever, many of us went into the event thinking we’d get designed products agreed by 5pm.  Perhaps we could have - but the result would have been short-sighted. We’re used to measuring success often by the speed of our action and this just isn’t the place for that. Sustainable innovation take time, and the slow-burn value that has come from the Hack and the process behind it is just the kind of event we need more of to spark new thinking. That said, our experience through this work has already contributed indirectly and positively to some critical plans – the council’s refreshed vision for 2020, the organisational development programme to support that and the IT strategy for the next three years.  Perhaps not that bad for a days work after all.

Want to know more? 

Contact Val Millar, Communication and Customer Insight Manager, Fife Council @millar_val [post_title] => Hacking a digitally social workplace [post_excerpt] => Can we create a more digital, social workplace across Fife’s public and voluntary services to help improve the experience for the 366,000 Fifers we all serve? Digihack Fife was run by Snook with the support of Microsoft. [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => digihack-fife [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=12149 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [13] => WP_Post Object ( [ID] => 11739 [post_author] => 18 [post_date] => 2016-05-25 15:45:40 [post_date_gmt] => 2016-05-25 15:45:40 [post_content] => “Everyone talks about the smart city” but the reality still feels like a distant mirage. The size of the opportunities is only matched by the scale and complexity of the changes. What if you could prototype a smart city? Research, design and evaluate how to implement new services and technologies. What if you could use a University, the place of research by excellence, to test smart city approaches on itself? This is exactly what the University of Glasgow is setting out to do with its new Smart Campus, prompted by the return of the Western Infirmary site to the University. When Future Cities Catapult commissioned Snook to help the University organise a business event around the Smart Campus, we set out to design the event as a service to the University and to the participants. We engaged with over 30 people through a series of interviews; an online survey and a workshop; gathering insights and working together to shape the event and maximise the value it might bring. A Smart Campus, in a smart city and smarter world The idea that emerged from Snook’s engagement was to gather and connect people interested in the wider context of smart city to exchange ideas and projects, identifying new ways to collaborate and support each other. "Once nurtured over time, would these connections help make the smart city a reality?" This was the aim of the Smart Campus Awareness and Networking Event which took place on 19 May 2016 at Cottiers in Glasgow, created by Snook with the support of Future Cities Catapult. In the beautiful setting of Cottiers, a stone’s throw  away from the University, Snook gathered 80 participants from a wide range of backgrounds (University, supporting organisations, corporates and SMEs). Using the giant name badges and a sticker game, Snook challenged participants to make as many new and relevant connections as possible. [caption id="attachment_11762" align="aligncenter" width="600"]Image: Snook Image: Snook[/caption] Participants were asked to explore and map possible futures together, and contributing their insights into a giant future tech and behaviours timeline, designed especially for the event. This activity prompted them to consider what technological, social, economical and environmental changes might happen over the next 30 years, how these might affect our lives and the cities we live in. [caption id="attachment_11765" align="aligncenter" width="600"]Image: Snook Image: Snook[/caption] Nicola Cameron (Assistant Director of Estates Strategy) presented the vision and the plans for the Smart Campus. With over 30,000 staff and students on site every day, the University is the size of a small city, with the added benefit of controlling most of the supporting services - the very ones the smart city approach aims to transform. She explains the University’s focus on smart infrastructure, integrating new and historic estate, physical and digital infrastructure, improved energy optimisation and sensors. Paul Georgie (Project abstract) captivated the audience with the images taken by “Aimee”, a fixed-wing drone flying above the University to capture near-real-time geographic information with a resolution of just 3cm. The data it captures creates a new wave of datasets, from hyper-local flood modelling, potential solar PV system locations, or the state of the moss on the Kelvin Grove roof! [caption id="attachment_11758" align="aligncenter" width="600"]Image: Snook Image: Snook[/caption] Paul Younger (Rankine Chair of Engineering talked about District Heating)  (video) Paul introduced the recently completed £21m district heating system developed by the University of Glasgow. A unique opportunity to optimise energy consumption and reduce carbon footprint, pioneering new ways of storing heat generated by buildings (for example data centres) to achieve a smarter energy management system in the future Smart Campus and wider context of smart cities. William Nixon - Digital Library Development Manager (video) William presented the development of the new Learning and Teaching Hub and how data analytics, experimentation and ethnographic research play a key role in improving the students experience while fostering innovation within the Smart Campus context. Matthew Chalmers - Professor of Human-Computer Interaction (presentation) The focus should not just be on the place of the new campus but also about people and purpose. It is an opportunity to design new forms of education, work and community. However, we need evidence-based approaches to implement this strategy. This is the role of the new Quantified Campus, constantly generating the data to uncover new findings adapt the campus in an informed and iterative way. Matthew Higgs - Chief Data Officer at Dynamically Loaded (presentation) How can organisations and innovators work together to solve problems and retrofit innovation in existing buildings. How do you help students and visitors navigate around the campus, discover local opportunities, facilitate meetings, or geo-reference mobile sensor data? It all starts with a large-scale indoor-positioning system, as the University has just implemented. Keith Dingwall - Senior Business Manager at The Urban Big Data Centre (presentation) The UBDC helps build capacity inside organisations, promoting innovative ways in which data can be used to address current and future behavioural and environmental challenges faced by cities. Closing remarks: Simon Earp - Head of Knowledge Exchange at The University of Glasgow From visions to actions: Simon encouraged participants to take actions, build a knowledge network and work together to make the Smart Campus a reality. These talks triggered a busy session of discussions and networking. Participants quickly identified people they could talk to or facilitate connections with each other - supported by their action cards, designed to help turn intentions into actions.

“Come there’s somebody I need to introduce you to”

[caption id="attachment_11774" align="aligncenter" width="600"]Image: Snook Image: Snook[/caption]   We are in the process of analysing the material from what was a very busy event. Stay tuned and subscribe to the newsletter to hear all about it. 89% of attendees said they were very or extremely likely to attend similar events in the future, confirming the original research findings. So stay tuned, we’re working hard to make it happen in September 2016. [post_title] => Smart Campus: Glasgow University [post_excerpt] => Smart Campus Awareness and Networking Event, created by Snook with the support of Future Cities Catapult, gathered over 80 participants from a wide range of backgrounds (University, supporting organisations, corporates and SMEs). [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => smart-campus [to_ping] => [pinged] => https://vimeo.com/167001286 [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=11739 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [14] => 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 ) [15] => WP_Post Object ( [ID] => 9791 [post_author] => 13 [post_date] => 2016-01-26 09:29:04 [post_date_gmt] => 2016-01-26 09:29:04 [post_content] => EdinburghApps is a civic challenge programme developed and run by the City of Edinburgh Council. Its vision is to change the city through encouraging innovation with technology, design and user-centric development. The third EdinburghApps programme will kick off with a two-day hack-style event, 6th – 7th February. We'll be on hand to support participants from start to finish: exploring challenges, generating ingenious ideas and developing prototypes. The organisations who have set the challenges will also be available to offer insider advice and support in developing projects. Not sure if you should come along? EdinburghApps supports the City of Edinburgh Council’s open data programme, developed through its open data strategy, with a data portal that encourages re-use of portal data, sharing of data stories, data requests and the publishing of data challenges. Wherever possible, these resources held by City of Edinburgh Council will be made available to participants. Despite the name, EdinburghApps hopes to uncover a range of creative solutions to the challenges presented, not just apps! We’ll be looking for the best ways to solve these problems, whether that would be through apps, services, products or something entirely different! If fast-paced, practical problem solving for real world challenges in Edinburgh has you tantalised, click here to grab your ticket now! [post_title] => Help change the city: EdinburghApps hack on health and wellbeing [post_excerpt] => The third EdinburghApps programme will kick off with a two day hack-style event, 6th – 7th February. [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => edinburghapps-hack [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=9791 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [16] => WP_Post Object ( [ID] => 9314 [post_author] => 22 [post_date] => 2016-01-23 14:58:45 [post_date_gmt] => 2016-01-23 14:58:45 [post_content] => In 2013, Snook started a project for Open Glasgow and Future City Demonstrator programme. This week, we attended ‘People Make Glasgow Smart’: an event showcasing the progress of the demonstrator and future strategy for the city. Snook’s challenge was to engage citizens in designing a future city together; advocating a culture shift towards a people-centred approach to service redesign and innovation. Today, Open Glasgow is using data to connect the city and redesign services around its citizens: ensuring a better future and quality of life. Here is how:
  1. Think data by default
Public sector mentality needs to change and adapt to a new way of thinking. Glasgow City Council is embracing digital and technology as a natural way of working. Service providers are learning how to approach issues using available datasets, uncover pain points and find opportunities for innovation. “We are data rich and management poor.” Despite the endless availability of rich data sets, the challenge is to develop mindset, skills and technologies to make sense of it all.   
  1. Make data open and accessible
Information is open by default and Glasgow is at the forefront of Open Data movement in the UK. There is an army of people answering freedom of information requests. Glasgow is looking at ways to streamline the process. For example, using digital to automate it, increase efficiency, reduce costs and optimise resources. The challenge is finding the best way to engage with citizens and guide people towards the discovery of the power of data.
  1. Empower citizens with engaging data
“Data and knowledge can be the foundation of the future”. Here is how Open Glasgow is communicating data to citizens with different levels of digital literacy: Dashboard-iPad open glasgow_interactive map  
  1. Combine shared datasets to predict the behaviour of the city
How to enter the system and encourage organisations to share datasets for the greater good? Open Glasgow played the role of a 'Data Dealer': approaching private and public sector organisations to show them mutual benefits of combined datasets and encouraging exchange. Data can generate powerful market insights. Connect stakeholders so they can deliver targeted and proactive services for citizens. For example, combining real time footfall data, road traffic and high street shops traffic allows to predict the 'busyness of the city' and adapt services accordingly. Another example is tracking safe and dangerous parts of the city and analysing related datasets. This can help understand the conditions that lead to the rise of unsafe areas. By doing so, it’s possible to predict where the next dangerous hot-spot will be and act ahead of time to prevent its development. Cross-sector connections and real time analytics can help predict the behaviour of the city and its citizens. This will guide the design of people-focused, future services.
  1. Stimulate innovation with Data
Open Glasgow is on a mission to harness local talent. To think of alternative methods to engage with individuals and organisations. Make of Glasgow a leader in innovation on a global scale. Hackathons for example, have proven to be a great way to foster entrepreneurship. A successful method to push new business development and generate innovative ideas fast. Open Glasgow also focuses on green energy, education and technology. As well as services that can solve citizens issues (employment, housing, commuting etc.) before they arise. Today’s civic engagement strategy brings together public sector, data and academia. Expertise from each sector combined, are the key to research and innovate around cities. An example is Strathclyde University Technology & Innovation Centre: connecting academics and industry to solve challenges in energy, health, manufacturing and other areas. Glasgow will soon be home of a new business accelerator centre, inspired by Google. This will help young, high-growth startups and connect educational institutions across the city. Creating a powerful network of entrepreneurs, business advisors and top facilities. This network, data and citizens will drive innovation for the city. [post_title] => Open Glasgow | 5 ways data can ensure a brighter future for the city [post_excerpt] => In 2013, Snook started a project for Open Glasgow and Future City Demonstrator programme. This week, we attended ‘People Make Glasgow Smart’: an event showcasing the progress of the demonstrator and future strategy for the city. [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => data-and-brighter-future [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=9314 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [17] => WP_Post Object ( [ID] => 9154 [post_author] => 13 [post_date] => 2015-11-09 12:24:22 [post_date_gmt] => 2015-11-09 12:24:22 [post_content] => As part of Architecture & Design Scotland's DECADE – a series of talks on architecture and design celebrating their 10th year – Keira, alongside Dr James White, lecturer in Urban Design at Glasgow University and Cathy McCulloch of Children's Parliament, presented and delivered a workshop for their "Participate" event. The following copy appears in the publication which will serve as the final output of the DECADE series. “Participation” carried out with honest intentions and appropriate resource, can generate a far more impactful and long lasting legacy than mere consultation. Co-production, co-design, collaboration – or any other “co” term you might wish to mention – used effectively and transparently, allows the end user to play a significant role in the design of their environment. Thus, solutions answer the needs of their intended audience. Additionally, the process builds trust and understanding between decision makers and the public. Ultimately this will ensure the long term success and viability of any project. Great in principle – but there are some pitfalls to avoid and barriers to be overcome. Here are four points to consider: 1) Who? Consider the stakeholders – intended users, the wider community, professional staff,  decision makers etc. Engaging a broad range of individuals from these groups can prove tricky; frustrating even. Participation is a process which asks an investment of personal time and energy. We designers need to reduce barriers to a minimum. Take the work to potential participants. Offer the chance to engage at a variety of levels. Day long workshops, one off encounters, multiple times, digitally, face to face, by post, in public and private spaces, remotely etc. We must seek involvement from the unusual suspects – not just the loudest voices. We must be confident that the insights and opportunities we are identifying do more than scratch the surface. Go beyond listening to voices – support users and providers to show you how issues might be overcome. Use this opportunity to build a supportive community around your project for the long-term. 2) Why? Why are you engaging people? What is their role? How can this impact on outcomes? Give a clear purpose for involvement. Establish this in participants minds before engagement and reiterate throughout. We should aim to be transparent about goals and processes. Participants must see that they are a vital and active piece of the puzzle. In addition – are there skills they will develop through working with you? How can you highlight and support this? 3) How? Design is an evolutionary process. Co-production can not be achieved through a solitary workshop or event. Exercises which ask communities to approve decisions already taken are manipulative. It is not enough to engage communities only as research. Instead, lead participants through the full design process allowing them to contribute to it. We must do more than placate users and clients alike. Look beyond providing a platform for complaints. Create an atmosphere which draws on assets, allowing ideas to be born and flourish. 4) And then? You engaged a wide range of participants. They were respected as experts in their own right and actively led through a design process. But what will happen next? When? What barriers stand in the way of a particular idea? Set clear expectations for your participants. They must see the bigger picture, see why certain decisions are taken or why their ideas might not appear as part of the final outcome. Without this follow-up you will create a disengaged, disenfranchised audience who wont be so quick or willing to participate again. Participative processes are labour intensive, time consuming, resource heavy and expensive. Why subject yourself, your colleagues, your clients to this? Carried out with respect for participants, honestly, with a clear strategy for outcomes and further actions – co-production delivers more than just a comprehensive solution which meets the needs of your users. Users will understand, respect and be invested in the process you undertook to develop your outcome together. The community of participants built around your project and the extended community surrounding them will also take ownership of and embrace the final outcome far into the future. In the long-term, nothing can be more cost-effective than that. [post_title] => Participatory design: who, why, how? [post_excerpt] => “Participation” carried out with honest intentions and appropriate resource, can generate a far more impactful and long lasting legacy than [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => start-participatory-design [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:09:43 [post_modified_gmt] => 2019-12-04 00:09:43 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=9154 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [18] => WP_Post Object ( [ID] => 9105 [post_author] => 14 [post_date] => 2015-09-16 11:55:32 [post_date_gmt] => 2015-09-16 11:55:32 [post_content] => In the height of a warm Autumn’s afternoon the most recent meeting was to take place of the group which over these months past has come together with a collective interest in culture, artistic activities, the creative sectors and with a passion for seeing each of those pursuits further supported, further facilitated and rendered all the more accessible to the people of Aberdeen whether as practitioners, professionals, enthusiasts, audience members, attendants and citizens alike. It has been especially encouraging to see the breadth of sectors and backgrounds from which the members of the group have come together, from culture, commerce, academia, those active within the third sector, and representatives within the wider community; and with each providing not only their views on how we can together strengthen and support culture, creativity and the arts within Aberdeen, but also having come forward to lend their experience, expertise, knowledge and even resources in the ongoing design, development and distribution of the city's 'Cultural Strategy'. At the centre of His Majesty's Theatre's dance rehearsal studio with its smooth wooden floors, tall mirrors and windows to the world outwith; tables pulled together, papers placed, post-it notes in position and with markers, pens and pencils at the ready, the focus of the conversation was on how those could be reached who may never before have had the chance to take part - and perhaps even more importantly, how they could have the chance to access and to attend some of those activities which the group and which the strategy seeks to support. As a reflection almost of the meeting itself, the answer was readily discovered to be present not only in the policy, the strategy and sequence of events upon the paper, but also within the city’s and the region’s communities.  Places where there is  an abundance of tradition and custom and people who have a wealth of creativity, imagination and talent - and whose interest and information will be essential in ensuring that those steps which are taken are sustainable and achievable not only in the months, but also in the years to come. As an initial step in this process, and as a blend of both there was announced a series of workshops and events to take place over the coming while. Sessions not simply of formal consultation, but of an altogether more immersive experience of some of that same culture, creativity and artistic activity. From writing and reading, to poetry and singing – and all throughout, the opportunity for those in attendance to share their experiences, their views, recommendations, questions or even critiques of what has taken place so far, and how things can be improved – and for those responses to continue to shape the formation of the strategy, in making sense of what that information means, how it should best be implemented and providing guidance on what happens next, in the near as well as further future.  
  Jonathan Smith is a member of the Culture Network's 'Culture Circle' group and is an active representative within the community in Aberdeen, Scotland. At present, a Community Councillor for the area of Castlehill and Pittodrie, member of the Community Council Forum, and Vice – Chair of the Civic Forum as well as representing the community in a number of thematic and working groups as part of the Community Planning Partnership for Aberdeen. [post_title] => Culture Circle | First Meeting [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => culture-circle-first-meeting [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:09:44 [post_modified_gmt] => 2019-12-04 00:09:44 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=9105 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [19] => WP_Post Object ( [ID] => 8377 [post_author] => 14 [post_date] => 2015-08-10 14:44:31 [post_date_gmt] => 2015-08-10 14:44:31 [post_content] =>

Stirling Futures Lab is a two day event that will take place on Monday, 7 September – Tuesday, 8 September at the Tolbooth, Stirling.

But what do we mean by Lab?

A lab can have many names: hack, hackathon, jam and design camp. During the event, individuals with different backgrounds come together, form teams around a problem or idea and collaboratively work together in finding a unique solution from scratch. Teams will establish a problem, research and discover opportunities, define a solution and concepts, develop and test, and deliver a refined idea.

What’s the problem we’re trying to tackle?

We will explore ways in which a stronger link can be created between Stirling City Centre and the Top of the Town (from the shopping street to the Jail and Castle). You might make your way up that area to reach Dusk, maybe even on regular basis. We want to look at ways to create a vibrant environment within these linking streets – one which can inspire you during day time and feel special at night. Such creative environment could also encourage you to come back to Stirling after graduating.

You’re not a designer or with a creative background?

Not to worry! Everyone is welcome to attend. There will be a team of designers to support you, facilitate the Lab, and introduce you to a variety of Design tools/methods that could be very valuable for your future studies and work.

Why you should come along?

As a recent graduate from Stirling University myself, I can recommend that you participate, if not at this event, at other creative labs and hacks. This is a perfect opportunity to test your skills, develop new ones and discover a new passion, meet like-minded individuals or ones who challenge you to go outside your comfort zone, and maybe even develop a business from your idea with the team. The activities at the event will also support your studies. Here’s how:
Idea generation
Learn about new methods of generating a significant amount of ideas within a short timescale. This can particularly assist you when stuck for ideas during one of those all nighter essay writing sessions.
Research
Whether you’re a qualitative, quantitative or an adventurous mixed methods fan, you can test your research skills – from research planning and interviewing and recording, to synthesising and clustering themes and findings. Here, you will identify problems, opportunities, principles and insights which will be the base of your idea development. Enriching your research techniques, knowledge and skills would greatly benefit your essay and dissertation writing, believe me.
Prototyping and testing
Speedily prototyping and testing to adapt your concepts in accordance to feedback received. In doing this, you will develop an idea which works for the people who will use it. This iterative process of developing ideas will further prepare you for market research whilst showing empathy for the end user.
Presenting
Pitching a concept, talking to the public and presenting your developed ideas builds up confidence in your own abilities. Facing this fear of talking in front of an informal group will definitely help build skills and confidence for the future.

What’s the goal?

The aim is to develop ideas that might inform and be included in a Creative Strategy. Oh, and also, have fun whilst exploring new methods, techniques and tools. Got you inspired? Get your free tickets here. Stirling Future Lab [post_title] => A student in Stirling? Join us for Stirling Futures Lab [post_excerpt] => Join us on 7 September – Tuesday, 8 September at the Tolbooth, Stirling to explore and develop ideas on how to create a more vibrant Stirling. [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => join-stirling-futures-lab [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=8377 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [20] => WP_Post Object ( [ID] => 8352 [post_author] => 2 [post_date] => 2015-08-01 15:10:37 [post_date_gmt] => 2015-08-01 15:10:37 [post_content] => Last week, I spent the day at Hyper ‘prototyping’ a lesson plan – sharing both Service Design and research methods and how these can/are used within organisations and how to overcome barriers. When I say prototyping, getting the short straw coming nearly last after so many fantastic industry experts I asked the crew at Hyper what they wanted to learn. It’s easy to take design method toolkits, books, videos, tutorials etc but actioning these within large, and complex environments and organisations can be a struggle to say the least. So, I focused not only teaching how I/Snook practice ‘design’ but also how to think about creating environments within organisations to allow design the space to be used. It was refreshing to share this thinking, as we re-brand Snook, it's less out with the old in with the new, but more an exercise of finally communicating what we've always been doing - organisational design and interventions whilst we co-design new products and services. The crews' questions were challenging and spot on, a sign that you'll want to hire these guys.  They know their stuff, have a depth of experience from working directly in Healthcare in Boston to graphic design in the advertising industry so there is a confidence in industries of all kinds. Now, they are learning the magic of collaboration, dealing with conflict, design facilitation and the power of visual – all underpinned by experience design.  Seriously, ones to watch I reckon. This post is a quick synopsis of promises I made to share reports and slide decks I mentioned. My presentation: we didn't go through all of this but the focus is on how to present strategy and recommendations after a design research stage. It is a collection of our work with councils and Governments and my thinking on designers making platforms and space for knowledge exchange to happen.
Hyper Island from Snook
Dept. Health and Dept. Work and Pensions report with the Point People. Breaking down learnings/insights and then recommendations. Worth a look for the subject matter on mental health and employment. For the Hyper crew, an example of breaking down design research and seeing how reports can be split into sections via either user groups or topic matters. Critique of the emergent lab culture in governments and local authorities. We discussed the benefits of labs around creating space for innovation and also the down falls of lack of mission and focus on process rather than outcomes. This report comes at a time where ‘lab’ culture is growing.  This helpful report on growing social innovation by the Young Foundation supplies a short synopsis of other methodologies to driving social innovation in cities. More links to lab reports here. Snook's Learner Journey Report for Scottish Government on breaking down insights and research across the Learner Journey in Scotland. As an addition, it was great to catch up with Lauren, my co-founder of Snook, as we both drive forward in new directions and after ten months of our heads down on developing our pathways, it was great to share, challenge and compare our current work.  It is quite unbelievable to both sit down together and reflect on where we've been and come as two young woman starting out in Scotland. We recounted both the highs and challenges of running a business and shared our ideas for the future on where we both want to go. It was also nice to be positively heckled during a talk (by Lauren of course!).  Thanks Lauren for having me, I’m always excited for a Hyper visit. [post_title] => Snook goes to Hyper [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => snook-goes-to-hyper [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=8352 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [21] => 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 ) [22] => WP_Post Object ( [ID] => 8113 [post_author] => 14 [post_date] => 2015-07-02 12:43:25 [post_date_gmt] => 2015-07-02 12:43:25 [post_content] => Innovative Learning Week (ILW) is the University of Edinburgh’s festival of creative learning which takes place in mid-February each year. Currently in its fourth year, it is a week-long programme which gives staff and students an opportunity to learn in new ways. We're currently working with ILW in refreshing and rethinking their strategy and here's how our first meeting went in their own words.
I had a great first meeting with Snook to start rethinking ILW more as a programme of events throughout the year which support, inspire, and celebration innovation and learning. We began the day by doing a stakeholder analysis of the landscape around ILW. It’s an incredibly complex project with numerous different stakeholders and expectations. It was great to be able to discuss it with someone from outside of University community. From there we started a service blueprint which is ‘an operational tool that describes the nature and the characteristics of the service interaction in enough detail to verify, implement and maintain it.’ You can read more about it here.
ILW blueprint
It’s incredibly useful because it not only maps out the actions, touchpoints, resources, and opportunities (all different colour post-its, of course) – but it requires you to see each step from the ‘back end’ and the ‘front end’ and the relationship between the two. The service blueprint helped us understand how we could better communicate the process and support those different target audiences – including our very special event coordinators! Throughout the day we collected questions and opportunities around innovation and learning which I’m really looking forward to exploring further throughout July.
ILW blueprint
Snook’s process is underpinned by co-creating solutions and concepts with the people who will interact with or deliver the service. They lay a strong emphasis on ethnographic research to understand user behaviour and the context in which they are designing for. We want to be sure we are designing and delivering something that is relevant to our community and which works well for all involved, even those that aren’t directly involved in the events! Snook will be spending July interviewing stakeholders from the spectrum of involvement in ILW to date in addition to facilitating a design workshop at the end of the month. Snook’s Keira and Sam will be supporting ILW at this hands-on workshop in which we will explore the process surrounding ILW, any barriers to this and potential solutions to overcome these. We will also take a look at potential tools which might further support the design and execution of successful events across the programme. An innovative approach to the design of Innovative Learning Week.
Follow the process on their blog, Twitter and Facebook Post and imagery are courtesy of ILW.   [post_title] => Service Blueprint of Innovation Learning Week [post_excerpt] => We're currently working with ILW in refreshing and rethinking their strategy and here's how our first meeting went in their own words. Reblog from ILW. [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => service-blueprint-of-ilw [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=8113 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [23] => WP_Post Object ( [ID] => 7926 [post_author] => 14 [post_date] => 2015-06-24 16:37:24 [post_date_gmt] => 2015-06-24 16:37:24 [post_content] => During last weekend, Cyclehack brought individuals together in 25 cities across 4 continents to solve barriers to cycling. Cyclehack Only in its second year, Cyclehack has generated worldwide attention, won the Core77 Design Award for Social Impact. During the event, #cyclehack reached over 1 million people on social media. Our involvement in Cyclehack includes the creation and development of: We also support the team in the promotion and run up to the event, funding applications and videos, and contacts database. Cyclehack_   Cyclehack_   Cyclehack_    Cyclehack_    Cyclehackday219    Cyclehackday227 [post_title] => Cyclehack 2015 [post_excerpt] => During last weekend, Cyclehack brought individuals together in 25 cities across 4 continents to solve barriers to cycling. [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => cyclehack-2015 [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=7926 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [24] => 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 ) [25] => WP_Post Object ( [ID] => 7767 [post_author] => 14 [post_date] => 2015-06-06 13:48:12 [post_date_gmt] => 2015-06-06 13:48:12 [post_content] => Penny in Your Pants is a fashion product taking the bikeable world by storm that Snook's founder, Sarah Drummond, was involved in at the inaugural CycleHack. Since 2014, the story of a penny and a rubber band spread across the world and reached more than 3.3 million people! Yesterday, Penny in Yo' Pants launched a crowdfunding campaign to help manufacture the product. Snook partnered with the team from Trakke (Alec Farmer and Madeline Wilson) and Johanna Holtan (Bikeable Jo and Edinburgh University) to develop the brand, web and communications strategy. Penny in Yo' Pants on Vimeo.   Support the campaign:   For every sale of Penny in Yo' Pants, a portion will be send to support the women's cycling team in Afghanistan who are challenging gender barriers and putting their lives at risk for the love of cycling. Afghan Cycles Trailer from LET MEDIA.   penny in yo pants       Penny in Yo' Pants [post_title] => Put a Penny in Yo' Pants! [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => penny-in-yo-pants [to_ping] => [pinged] => https://vimeo.com/79696482 [post_modified] => 2019-12-04 00:10:07 [post_modified_gmt] => 2019-12-04 00:10:07 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=7767 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [26] => WP_Post Object ( [ID] => 7624 [post_author] => 16 [post_date] => 2015-04-29 18:40:30 [post_date_gmt] => 2015-04-29 18:40:30 [post_content] =>   We are working with NHS Greater Glasgow and Clyde on developing a new campaign and strategy around the alcohol consumption of young people in Glasgow. With Govan as our pilot area, we have been speaking to members within this community to gather insights around the behaviours of young people and alcohol as well as the motivations of agents who purchase alcohol for underage drinkers. It was vital that we speak to a variety of stakeholders from off licences to young people to families. Valerie Carr, Marie Cheung and I visited a youth group in Govan to better understand young people’s attitudes towards drinking, with the hope of creating a new campaign with co-design at the core. We used a number of different methods to encourage the youth we met to openly talk about drinking in Govan. We have seen an abundance of ‘design research’ methods being used, but often find them to be paper based which can be a hinderance if someone has literacy issues or a short attention span. Of late, we have been incorporating games as a way to draw insight but also make a fun experience for the people we are working with. CACBlogpost2 ‘Never Have I Ever’ is a common drinking game. We played a modified version of this with the people at the youth centre. We made it clear that we were gathering insights on their drinking habits and encouraged them to stand in a circle with us. For example, the person in the centre of the circle would say ‘Never Have I Ever… got someone to buy alcohol from the shop for me’ and then people, who had done it, would swap places with someone else in the circle. The person unable to find a new spot would contribute the next ‘Never Have I Ever’. This game worked well as an icebreaker and provided an interactive way of gaging answers. The young people were able to disclose as little or as much as they wanted, in their own comfort zone and they got to lead the questions, rather than having us interview them. Each person took turns standing in the middle of the circle and asked their peers about their experiences. It was also good for us to join in, which meant we had to do a little confessing ourselves while fostering this shared experience with the youth. When running this method, our recommendations include to: Prepare a research outline of what you’re seeking to uncover so you can steer the direction gently, but don’t over do it. 1. Ensure you’ve got a few early ‘Never Have I Evers’ stored up your sleeve to encourage the group if they are shy. 2. Get involved in the exercise to build their trust, but make sure someone’s there to take notes and observe too. 3. Watch out to make sure everyone feels included but don’t push anyone to take part if they don’t want to. 4. Consent forms - always. While traditional paper based tools are useful and necessary, sometimes hacking existing games and incorporating them into the research process can lead to interesting insights that you would not otherwise get. By getting the young people involved in asking questions from the get-go, we were able to uncover new lingo and learn about their individual perspectives in a casual and engaging way.   [post_title] => Snook Method: Never Have I Ever [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => snook-method-never-have-i-ever [to_ping] => [pinged] => [post_modified] => 2019-12-04 00:10:07 [post_modified_gmt] => 2019-12-04 00:10:07 [post_content_filtered] => [post_parent] => 0 [guid] => http://wearesnook.com/?p=7624 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [27] => WP_Post Object ( [ID] => 7589 [post_author] => 29 [post_date] => 2015-04-13 11:06:18 [post_date_gmt] => 2015-04-13 11:06:18 [post_content] => opensnook_mvp1.0 Welcome to #opensnook, an experiment in opening up our development as a company, stripped back and in the open. Back in January I unveiled our strategy and 12 month plan to the team.  It went something like this: "6 months of web development between projects, content development and strategy sessions.  A big reveal in June." After showcasing this to the team, I was pulled up for my own over-planning and reminded about our belief in agile, shipping quickly and regularly, building minimum viable products (MVPs) to get ideas out of the studio quickly. I began to wonder: "how could we be more agile about this process, and not over plan our new website and offer?" As project work grew, internal development time decreased. January slipped to February, and then early March was upon us. Then it came to us. Build a Snook MVP. So, we started Open Snook, a process to share how we develop ourself, using our design and digital tools.  You can follow all of it on #opensnook. I'm letting go of my own personal fears, much like our clients often have when we talk about prototyping and showcasing to the world what we're developing and how.  We're using and testing our own methods and tools to develop Snook's improved approach. Our approach is to make sure we practice what we preach. Build quick, ship quick, watch data and what people respond to, and build more of it.  Put design thinking at the heart of our development. We’ve got a huge amount of content to share and I’ve made sure that this is part of our regular team sessions. We’ve developed new communications roles, content curation platforms and some of you will have seen our newsletter bringing you a dose of Snook into your inbox every month.  We've had to work on as much of the internal roles and structure as we have on the outside.  This is our job as service designers, you have to link up the front stage (what customers see) and the backstage (how you deliver it).
In March we ran an internal Snook Team Hack on our approach, our strategy and our brand.  I’ll be touching more on this as we develop the site but we mapped our customers, touchpoints, brand promise and began to articulate by looking at our previous work what we’re good at and what we’re offering. For version 1.0 of our site we used Moscow, a great framework that prioritises the most important features you need to build first.  Moscow in my eyes stands for: M - Must have S - Should have C - Could have W - Would like to have (and should probably never happen). Normally this means won't have but we've adapted this to work with our idealistic and optimistic thinking. We had a huge list of functions and content mapped that the site ‘needs to have’ from project timelines to showing which projects are live and archived.  This can often paralyse companies who see these developments as huge undertakings.  Yes they are, but they can always be broken down in to chunks. We have an ongoing Moscow list after brainstorming everything we wanted our new website to have. But to simplify it and ship quickly, this is our Moscow for V 1.0 and 1.1. M - Title, Address, Phone Number, Contact Email, Standard web policy S - Newsletter Sign up, List of basic services, link to live content on social media platforms C - What we do, Client Logos, Case Studies For Version 1.0 we’re going with our absolute must haves. Enjoy our Snook MVP, there isn't much here but you will slowly see it develop over time and read about how we're developing our business. I’m looking forward to launching Version 1.1 next week and having you come along the journey with us. [post_title] => #OPENSNOOK [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => opensnook [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=7589 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [28] => WP_Post Object ( [ID] => 7293 [post_author] => 2 [post_date] => 2015-01-08 00:06:28 [post_date_gmt] => 2015-01-08 00:06:28 [post_content] => After getting through our inboxes as we started back on Monday and dusting off our post its and setting up our project sprints for a new year, we took a moment to look back on what was a pretty phenomenal 2014 for Snook. What a year we had.  There was some international travelling, a few awards and the launch of in-house ventures we've been sitting on for a few years as well as our continuing to design better services and experiences for people.  
  JANUARY persona_chinese_web Care Information Scotland Phase II We were again invited to work with NHS24 and Scottish Government to help implement the recommendations from our initial service redesign proposals, created in 2013 on Care Information Scotland. The first elements of the new service will go live at end of March 2015 as we've supported the phase by fleshing out a full service blueprint and developing further personas to develop digital use cases.  It's great to see our work being followed up and heading towards implementation on what will be a vital service as more of us take on a caring role both formally and informally in years to come.
  Team Training I lay a big emphasis on ensuring we train our staff well, and with many projects kicking off in 2014 centred on young people, around some particularly sensitive subjects we made sure to equip ourselves.  Thanks to our client Heather Sloan at NHS, as she managed to make us the first group involved in young people's mental health first aid training in Scotland.  
  Loch Lomond and Trossachs We presented our strategy work to Loch Lomond and Trossachs National Park which led to the development of the Live Park Campaign across Facebook, Twitter, Instagram and online.  What a fantastic, fun and 'roll the sleeves up' bunch the team were to work with, as were under pressure to release their Main Issue Report in the most dynamic and engaging way possible.  They even used lego to discuss planning, appeared on the TV, radio and did the best 'non-pro presenter' walk to camera we've ever seen. Thanks to Anna Maclean for being a star to work with and inviting us to work on the team's brand and strategy.  
  FEBRUARY  
  Macmillan Valerie continued our work with Social Value Lab evaluating the impact of the Macmillan Cancer for Glasgow Libraries services, engaging with service users throughout the city and producing feedback boxes for libraries, which Alex worked a fantastic job on.  
  Neilston Going Places 05aa6c8ea55711e389ad0edc7ffa5063_8 We began work with Tom Sneddon, Scottish Government and East Renfrewshire council on supporting ways to engage citizens in the consultation around local plans.  We set up an Open Design Studio in the Neilston Trust and ran a suite of events from lego workshops to community walks and interactive boards to gather opinion and humanise the planning process. We created a feedback platform for the Neilston community, to gather their opinion on the development of the town. One of our favourite moments was when one lady ended up becoming our biggest advocate, even baking us homemade macaroons and raspberry ruffles, delicious! You can find all our Instagram snaps here of our community engagement work.  
  Nigeria Hackathon  Our partnership with British Council continues abroad, this time programming and running our third Culture|Shift in Nigeria. After some dodgy Skypes, we had a plan and Andy travelled to Lagos to work with local innovators, designers and developers to create digital products to stimulate the local cultural economy.  
  MARCH  
  Whose Round research completed 
Our Whose Round work with NHS GGC on co-designing an alcohol awareness campaign for young people in Greater Glasgow and Clyde came to an end, bringing together the board, project partners and the young people involved in the research.  We produced a Newspaper in partnership with The Matter of the results highlighting insights across a 'night out,' and what campaigns young people did and didn't like. We presented behaviour research both of offline and online habits to the NHS to inform the development of our campaign for the rest of 2014.        
  Dearest Scotland Launch dearestscotland_letterspread We finally launch Dearest Scotland, a plan in the making since 2011.  We hosted an opening at the Glad Cafe and fantastic photographer Peter McNally came along to document the evening.  The project is our response to hearing people all over the country talk about future ambitions though never having the platform to share those visions, dream, hopes and fears. Dearest Scotland over the year grew into a popular space which encouraged open democracy and inclusive citizen participation. We start collecting letter written to the future of Scotland, both in hand written and digital submission format, the catalogue of which can be read here at dearestscotland.com    
  Nightriders launch We launched Nightriders, the finishing point of a support programme for eight people.  The programme was instigated by Unltd and Santander who reached out to Spark and Mettle, Good for Nothing and ourselves to brainstorm ways to develop a peer-to-peer network to inspire social entrepreneurship.  We brought a group of fantastic Nightriders together who wanted to 'start something' and every Monday night ran through a series of modules on business, design and network-based thinking.  Our friends at Flux Video made a fantastic video of the process which brought the energy from the programme to life.        
  RITA (Responsive Interactive Advocate) Funded by Innovate UK, as part of the Long Term Care Revolution, we worked with the University of Kent, Centre for Child Protection, Portsmouth University and Affective State, a Winchester based SME, to develop a personalised support system with an avatar based interface, RITA. Our role focused on developing the service and how RITA could be used as a product in supporting Long Term Care.  Friends at Igloo film produced videos that stimulated discussions on how technology can be used to support the growing need of those in care.      
  APRIL        
  Sexual Health and Well Being in Glasgow The Matter | Sexual Health Working with Young Scot and LGBT Youth Scotland, we explored young peoples views and experiences of relationships and sexual health in the Greater Glasgow & Clyde area for NHS GGC.  We produced this in partnership with The Matter and with a group of young people who ran their own consultation approach with their peers. The report is due to be released next year.        
  Future Cities Glasgow We came to the end of our work with Open Glasgow and Glasgow Future Cities.  We developed Service Blueprints of how My Glasgow would work for the city and how waste and road services could be improved to incorporate citizen action.  We worked with groups across Glasgow having interviewed citizens, produced future tech timelines and designed systems for how the council could both operate human-centered services whilst optimising their back end services with the goal to reduce spending in the provision of public services. Our work was produced into reports that brought the user need perspective to the development of new business processes inside Glasgow City Council and supported the building of narratives for how future cities might work in Glasgow focused on enabling people to live better lives.        
  Servdes We hung out at ServDes hosted by Lancaster University and Imagination presenting BadgeMaker tools for developing Open Badges, our project with Mozilla and TSB on open education accreditation.      
  Teach in Austria We taught in Austria at the Innsbruck Management School on behalf of our friend Marc Stickdorn, author of This is Service Design Thinking.        
  MAY        
  Broadway Kick Off Pic_3 We kick off our partnership with Broadway Cinema in Nottingham, running a large scale design and digital thinking training course, Know How, for arts organisations across the East Midlands area.  We hosted 16 organisations through the first part of the process, culminating in December 2014 and starting up again in early 2015.          
  D14 We presented at D14 on Innovation in Education thanks to Alistair Gunn.  We talk about open badges, user-centered thinking for education and the concept of digital and design fellowships in schools.        
  Service Design In Government
We keynoted at the first Service Design in Government Conference, talking about inside to outside innovation of public services and how design can make an impact on joined up services that consider empathy in how they are delivered.  At the conference we also launched our co-produced paper with Design Managers Australia on Design Principles for working in public services and government.  
  JUNE  
  Badgemaker goes to trial We run a small scale pilot testing of BadgeMaker in a high school in Edinburgh, releasing Open Badging to teachers to create additional activities for inside and outside the classroom which students can earn.
  CycleHack 2014 We ran CycleHack, a hack event aimed at reducing barriers to cycling, taking place concurrently over the same weekend in Beirut, Melbourne and Glasgow.  We attracted international attention and within a month we had 25 cities signed up for 2015.  Boom.  
  Berlin Keynote and Barcelona We keynoted at Berlin's webinale on all things digital and web.  Except we focused away from digital explicitly and talked to people about engagement. Apparently, it went down a storm and we recieved a lot of great feedback.  We then, after a segway trip to Brussels because missed our flight, talked at We Question Your Project event on Social Innovation and public services in Barcelona.  
  Glasgow School of art degree show We proudly sponsor the Glasgow School of Art Product Design show where there was an array of interesting products and services showcased, many exploring the use of data in the 21st century and complex human relationships.  
  JULY  
  Penny in your pants goes viral Penny in Your Pants was the simplest of ideas to help ladies who bike in skirts made at our 2014 CycleHack.  A 60 second film was produced showcasing this cyclehack and ended up reaching 3.2 million view and has now been featured in publications all over the world, including the Huffington Post, Cosmopolitan magazine and Slate.com.  Snook and CycleHack are supporting the team which is developing a slicker product to raise money for the Afghan’s Women’s Cycling Team in 2015. Watch this space for more more Cyclehack activity in 2015...  
  Carr Gomm report and launch of CG Futures Screenshot 2014-11-10 23.45.53 We worked with Carr Gomm, a care organisation who have scaled up across Scotland supporting a variety of different people.  We set up Carr Gomm Futures, an internal research and development capacity running design led projects inside the organisation with cross diagonal slices of teams from frontline to business development.  The process will be finished in February this  year with us stepping away after training staff in how to research needs of the people they support, co-design with them and prototype and test new ideas. We've been prototyping new marketing, one page profiles for their Merchiston home and new forms of engagement across the organisation.
  Includem We began work with Includem and part of our embedding programme by placing Keira on long term lease with the charity. Throughout July we met with young people across Glasgow and Fife, who work with Includem's Transitional Support Service. We encouraged them to tell us more about the experience of working with Includem, to highlight the best bits and to identify parts of the service which could be made even better.  We turned this into a short film and a began to piece together what the core components of the transitional service are.  
  AUGUST  
  Know Sugar In August, we ran a pop-up shop called Know Sugar in partnership with Design in Action.  Know Sugar was a campaign and public space where people could come and learn more about their sugar intake. Over the two days, we gathered research on the publics' attitude to sugar, and had more than 700 people pledging to take our Know Sugar Challenges. A highlight was the surprise people had on realising how much sugar was hidden inside fizzy drinks.  
  Dearest Scotland in parliament video platformvideo managementvideo solutionsvideo player Bill Kidd MSP championed Dearest Scotland and hosted a Members' Business Debate on our campaign in the chamber of Scottish parliament.  We got a bit teary eyed when politicians from every side of the fence got behind it, including Scotland's Culture Secretary, Fiona Hyslop;
"I also commend the project’s inclusive nature, welcoming letters from those of any opinion or indeed none on the constitutional question and accepting letters that are in prose or verse or which are fact or fiction. People do not need to be ministers, parliamentarians or any kind of politician to add their own vision and weave their own thread into the tartan. Although everyone in those categories is welcome to contribute, so is everyone else. The only requirement is that the letter start “Dearest Scotland”, and I am sure that we can all unite in holding Scotland very dear indeed."
 
  Includem Research Paper on Transitional Services
In August, both young people and Includem's frontline staff worked together to develop a set of proposals to improve upon the Transitional Support Service. These were brought together in a newspaper, launched at Includem's annual staff conference in October. Alongside this, young people took the opportunity to tell their stories in a film, which aimed to help define the remit which Transitional Support Service works within.  
 
SEPTEMBER

Whose Round hit freshers week
By September our Whose Round campaign was up and running at full steam.  In the same month, lots of students arrived in Glasgow for the new academic year. Whose Round team raised alcohol awareness at freshers fairs across the city's universities and colleges, using a Whose Round pub quiz packed with Glasgow facts, and hangover grab bags full of alcohol awareness delights.

Design Management Institute
Our paper on Project 99 from 2013 on Young people, Mental Health and Technology is presented by us at the DMI annual conference in London.  We focus on the need for change in procuring design-led research and the ethics on designing and building sustainable platforms for co-producing knowledge and information between public services, civil servants and citizens.  
  OCTOBER  
  SDN Conference Screenshot 2014-10-16 23.53.50 We hung out at the Service Design Network Annual Conference and got an invite to the pioneers' dinner, which we were very thankful for, not least to get in these kind of Service Design Gold Selfies.  
  Oman Public Sector Innovation Conference Screenshot 2014-12-01 13.18.07 We are invited to Oman for a conference on Public Sector Innovation and talk about citizen engagement and running pilots and prototypes of public services.
  NOVEMBER  
  Blueprinting SQA
Between November and December, we worked in conjunction with SQA to develop a blueprint of their Business Development Directorate processes. The most complex and intricate blueprint that Snook have produced to date, it was great to witness the interaction of SQA employees with the blueprint and to deliver a piece that can continue to be amended and developed by the client over time.

Developing Glasgow Council on Alcohol's brand and digital presence
At the end of November, we attended the best kick-off meeting we've ever had. The Glasgow Council on Alcohol team had filled an entire room with visual props and information from all of their engagements over the last four years, which they walked us through in depth. It proved a great way to gain insight into your client and project – potential clients, please take note.  We look forward to sharing our work in the New Year with the GCA team.
  Broadway Hackevent Know How from Broadway on Vimeo. Our Broadway Know How programme comes to an end in a hack event of six organisations developing their ideas into working prototypes.  We have services from supporting people with Parkinson's Disease to dance using online tutorials to reduce shakes to artist skill sharing platforms.  
  Social Justice Award We win a final place in Government Knowledge's Social Justice Award and receive a nice glass trophy.  Thanks to Jonathan Baldwin who we found out nominated us!  
  British Council blurring the lines exhibition   We are featured in the British Council and Watershed's Blurring the Lines Exhibition with a focus on Dearest Scotland. Thanks to Tas Kyprianou for the photographs.
  Dearest Scotland NCTJ Award cat_award Dearest Scotland picks up the 2014 National Council for the Training of Journalists (NCTJ) award for best multimedia campaign in the UK.  
  Raft Building 10802398_809507525782626_1395174229_n With a few new team members at Snook, we all got to know each other when we headed off to Loch Lomond, spending the morning talking through a brief history of Snook and then off to build raft in teams.  No one got wet, which we celebrated with a pint while basking in our abilities to build wooden and plastic boats on the coldest of November days.  
  European Institute for Brand Management
Snook - Open Design, a history of our projects from Snook
We are asked by EURIB and Mike Press to talk about designing co-creative platforms with people to allow them to design products of the future.  We must have impressed, they've invited us back next year to Amsterdam.

  DECEMBER  
 
Analogue Social
We sponsor and narrate Analogue Social's event, 11 Mitchell Lane, showcasing local products for the home from local designers and makers. We're proud to support local design networks and gave a leg up to the curation of future shows like this.  We also got to DJ at a pretend house party in the Lighthouse which is a special moment.

Project 99 to grow in 2015
We receive confirmation from Chest EU that Project 99 has been funded for 2015 and is the only UK winner of five successfully funded initiatives across Europe.  Dr Trevor Lakey talks to the Herald about our ambitions.  
   Whose Round and Best Bar None
DecemberCashforKids
In December, Whose Round alcohol awareness campaign teamed up with Best Bar None to raise money for Clyde Cash for Kids, a charity which supports children who are living in poverty in Glasgow. The festive campaign was featured here in the Daily Record.  We raise over £1000 for the charity with our #morethanaglass campaign.

On with 2015
We've probably missed heaps out, though the knowledge we take from a fantastic year is having grown as a team, a company and in our capability set. As we move into 2015, we'll be publishing updates of the work we've built in 2014 in further case studies. Here's to another great year of creative impact and a thanks from me to our team and all collaborators and supporters who have helped make it happen.
Happy New Year!
[post_title] => Hello 2015. A fond farewell to 2014. [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => hello-2015-a-fond-farewell-to-2014 [to_ping] => [pinged] => http://vimeo.com/113908610 [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=7293 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [29] => WP_Post Object ( [ID] => 7121 [post_author] => 13 [post_date] => 2014-10-28 12:11:28 [post_date_gmt] => 2014-10-28 12:11:28 [post_content] => Includem, a charity that support some of society’s most troubled and vulnerable young people, this month hosted their annual staff conference in Cumbernauld. Since May, I’ve been working as an embedded designer at Includem. Sarah and I headed along to the conference to share some of the things young people and workers have been helping me work on over the past few months. Around 90 members of staff were in attendance for a jam-packed day of talks, workshops and the highly anticipated buffet lunch (note to self: tacos do not assist engagement in sophisticated conversation). Guest speakers included Dr Carol Craig, CE of the Centre for Confidence and Byron Vincent, poet and comedian, who reflected on his own experiences as a young person in “various northern sink estates”. The conference saw the launch of our newspaper, which hopes to answer the question “What is Transitional Support?” and presents some of the ideas proposed and developed by young people and workers over the past few months. Staff received a copy of this in their delegate pack, and the young people involved will receive their own copies this week. The conference was also the platform for the premiere of our “Now Including” film, in which four young people and three Transitional Support workers share some thoughts on the Transitional Support Service. Conference_6029 We took this opportunity to facilitate a workshop with staff; “From Where to Here?” With some gentle guidance from Sarah and I, participants mapped a spectrum of “transitions” of young people they knew or had worked with. By exploring a wide variety of journeys, we hope they were able to learn from the real scenarios they investigated together and some of the ways in which challenges were overcome. Conference_6035 Participants were also able to appreciate the immediate benefits of creating simple visual stories as a way of quickly documenting thoughts, insights and ideas as well as the advantages of “doing, not talking.” Creating quick and simple visual versions of events leads to far more valuable discussion and the ability to move ideas forward. Conference_6002     Conference_6033 In a very short workshop, attendees had told the story of a young person’s transition, identified particular highs and lows, and thought about how some of these were tackled at the time, or could be supported in the future. We hope they feel confident in experimenting with these methods in the future and can use them with young people or within team development etc. So what next? On November 28th, Transitional Support and I will be presenting our film to the Scottish Transitions Forum – at an event exploring their seven principles of good transitions from the perspective of young people and parents. It is hoped that we can support a young person to attend this as well. I’m excited to begin developing and implementing prototypes from proposals put forward by young people and outlined in our newspaper. I’m looking forward to working on this in collaboration with young people and workers from Transitional Support again. This week I’ll be meeting with Includem’s Development Team to discuss some ideas regarding plans for team training, development, sharing and learning, with the aim of giving Includem the tools they need to practice this sort of thinking in the future. I'll also be taking a look at "Your Views" - Includem's current feedback platform, and helping to develop this into a tool which encourages greater participation. There are already some exciting proposals on the table for this, so hopefully we can develop these in a series of prototypes with young people and workers. Alongside this, by reflecting on some interesting insights from my time at Includem thus far, I'm hoping to help implement a strategy for engaging young people in a meaningful way in the future, which benefits individual young people and Includem as a whole. [post_title] => Snook at Includem's Staff Conference [post_excerpt] => Includem, a charity supporting troubled and vulnerable young people. The day-long conference was jam-packed with talks, workshops and more [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => snook-at-includems-staff-conference [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=7121 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [30] => 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  
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Experiencing having a tremor and filling in forms #sdgc14

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  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 ) [31] => WP_Post Object ( [ID] => 6988 [post_author] => 2 [post_date] => 2014-09-08 15:14:53 [post_date_gmt] => 2014-09-08 15:14:53 [post_content] => At Snook a core strand of our work for the past several years has been within the health and social care sector.  Valerie Carr, our senior designer is currently hard at work on a variety of healthcare projects ranging from technological innovations to service evaluation in cancer support services. RITA_Logo_Colour_web_transparent-02 RITA (Responsive Interactive Advocate) is a project funded by Innovate UK (formerly the Technology Strategy Board) where Snook are one of the partners in a consortium led by University of Kent. The other partners are University of Portsmouth, Faculty of Creative and Cultural Industries, and Affective State. Full details of the partners and the thinking behind the project can be found at www.rita.me.uk. Basically the project aim is to develop a comprehensive digital support system, complementing and supplementing other care systems, and fronted by an interactive avatar, making interactions much more intuitive and natural. This project was funded for nine months up to end September and we are currently looking to access further funding, from Innovate UK and other potential funders, to take it forward to the next stage. In nine months we have developed a proof of concept and a few scripted demos of what RITA might look and feel like in action.  Snook's work in this project has focused on the user engagement, the branding and website and the development of the scripts for the demos. Macmillan Service Evaluation. We have been working on an evaluation of the Macmillan at Glasgow Libraries Service for the past year and a half with Social Value Lab. Snook’s contribution has been mainly focused on understanding the service user experience, and we have had creative conversations with service users in many of the libraries across the city. Social Value Lab are currently preparing the final report for this evaluation to feed back to Macmillan. Coventry Early Action Neighbourhood Fund. We are currently working on a bid with Coventry Law Centre and Grapevine Coventry for the Early Action funders Alliance. Coventry are down to the last five in an open bidding process where three local authorities will be funded for five years (sums of up to £2 million) to redesign local services to provide early intervention and support to their communities. We are being funded to develop the proposal which is to be submitted early November, with decisions made by end November. Snook will be developing some branding for the proposal and will be working with CLC and Grapevine to develop a strong service redesign framework for the project proposal. If the proposal is successful we will be heavily involved in the user engagement and service design aspects of the project. To talk about how our design process can support innovation in health services and products contact valerie [at] wearesnook.com [post_title] => Design for health [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => design-for-health [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=6988 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [32] => WP_Post Object ( [ID] => 6973 [post_author] => 2 [post_date] => 2014-09-04 23:48:39 [post_date_gmt] => 2014-09-04 23:48:39 [post_content] => We're just back from the dmi: 19th Academic Design Management Conference where our paper on Project 99 was accepted, 'Moving Beyond the Consultancy Model'. It was a real honor to attend and present at DMI.  For Snook, as practioners, it was an interesting experience to be surrounded by so many academic theories and papers looking at the development of design and the advent of design thinking as a method organisations and individuals are adopting to cope with a world in constant flux. The conference gave us the opportunity to reflect on our wide practice in Scotland where we're developing outside ventures, consulting on the edge with organisations and embedding our team into charities and governments, we're taking a tiered approach to consider how design can fluctuate from straight up idea generation and development of concepts to quite complex entrepreneurial forms of design management and strategy.  For Snook, we are seeing our designers use their rounded skills of prototyping, visualisation, story telling to develop strategy and vision for organisations over and above the development of products and services. Some of the presenters at DMI provided us with evidenced conceptual models to look at how our work can be categorised and communicated succinctly even though some of it can be messy and disruptive, never really following a linear business process. We've always been a fan of writing up our work, the thing is, when you run a business and are out delivering work, the time to write, particularly in a critical or academic fashion does not come along often. Our paper revolved around our experience of being the design partner on Project 99, and reflected on a new form of consultancy where as a design agency we're getting further involved in the early stage framing of issues and exploration of user needs to inform new work streams or project initiation documents.  For my presentation, we focused more on telling the story of how we explored internet based approaches to support youth mental health in Glasgow with Young Scot and Mental Health Foundation  for NHS Greater Glasgow and Clyde, showcasing our approach to co-design and supporting young people to become designers themselves. We reflected on the new forms of tender coming out, in the case of Project 99, we were delighted to see an exploratory approach looking for co-production methods and collaborative work as opposed to the usual tender that already articulates the final solution. You can find our paper here on page 1629 (the paper only here) and our presentation of the paper above. A massive thank you to Valerie Carr and Dr Trevor Lakey who co-authored the paper with me and I'm looking forward to spending some time consolidating my thoughts from the variety of papers I saw presented from the conference. Thanks for having us DMI! [post_title] => Academic Design Management Conference [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => academic-design-management-conference [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=6973 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [33] => WP_Post Object ( [ID] => 6816 [post_author] => 3 [post_date] => 2014-06-09 11:28:00 [post_date_gmt] => 2014-06-09 11:28:00 [post_content] => Every now and again you meet somebody who is really special. Roxana is one of those people. She came along to the Snook Ensemble in 2012 and within a few weeks she was a Snookster. We were lucky to work with her for two years and now we're celebrating her time  at Snook - she brought optimism and smiles in magical doses, as well as sheer hard work and determination. Roxana has worked on a wide range of projects for our clients such as Stirling Council, NHS 24, Scottish Government and Hyper Island. She's written clever stuff about what she learned and we are delighted to share it with you.
"Service design? Say what? In this blog post I will tell you about how I went from Occupying to working with the government. In September, 2011, I was a visual perfectionist with a fresh Communication Design MA degree and a strong determination to change the world, a desire that sprang out of personal experiences of a world that wasn't rising to my expectations. First, I Occupied, but at the end of the day, occupying felt too passive for me. So, I became a Service Designer at Snook working in the public sector in Scotland. After 2 years in the field, I feel I have something useful to share. I want to tell you about what being a Service Designer entails, what it takes to apply it in the public sector and a few tips for those who are thinking to work in this sector. Service Designers? Service Designers are applied scientists. They research the world as it is and use that information to hypothesise possible scenarios of how a specific service could be different, design a strategy for it and then test it with the end users. If the odds are on their side, they also get to implement that strategy. Implementation is usually a complex process and is dependent on many external factors such as budgets and organisational aims. Community engagement Service Design starts with people and studying their behaviours and values. You need to continuously find new ways of using existing or inventing new research and engagement methods that help you relate to the people you meet in order to gain insight into their lives, needs and desires. The art of designing engagement tools can sometimes turn into a hexagon-shaped hell when you do it for the first time (as it did for me), but most often, keeping things simple is best. As much as it is about finding patterns, researching for design involves looking deep into the detail and identifying the oddest insights - they can sometimes be your best friends. Knowledge carriers However, giving people a voice is only the start. One of the key roles of a Service Designer is facilitating interactions and building relationships between service providers and users. At Snook, Service Designers are called translators. What this means is that, as a facilitator of conversations between the user and the provider, you need to carry knowledge from one to the other. In order to do so, you need to  know how to generate insights from research and work with different levels of meaning. There are so called 'lower level insights' and 'higher level insights' and you need to ensure that your final insights belong to the same level of meaning. Co-design To make your idea a reality, you will need to learn to be a maverick and a deep end diver. That means using your skills and ingenuity to test your ideas. Putting your rough prototype out into the real world is scary, but vulnerability breeds power. This stage in the design process reveals important aspects about your design that you might need to reconsider. It is an iterative and emergent process that can be very efficient and insightful when users are invited to use and give feedback on your prototypes. Organisational change Service Designers work together with organisations to apply and implement the services co-designed with users. Working inside the public sector can be challenging if you are someone who has had little contact with this sector. Supporting organisations to put people first, implement changes and sustain them takes determination, guts and patience. You will need to go out of your way to understand dynamics of politics and organisational culture. You will also need to be fluent in 'Ultimate Babel' in order to relay information targeted at many different audiences and choosing your language accordingly depending on whether you are addressing the NHS, local government or academia. Future Service Designers Here are five lessons I learnt from my experience as a Service Designer at Snook: 1. Immersion in a new sector or field is a long process and requires interest, sharp focus and an enterprising spirit. Service Designers need to place great emphasis on immersive research that allows for deep insight and knowledge creation. 2. Service Designers need to work closer than ever with clients and involve them at every stage of the design process. Similar to how the public sector needs to work together with their users in order to deliver user-centred services, so designers need to create an accessible narrative for design to increase buy-in and demand of designed services. They need to educate clients and the public about the value in design and what it can do in order to usher supporters who can advocate for procurement processes, funding streams and systems that facilitate a thriving environment for small design organisations and independent designers starting out. 3. Graphic Designers, working in a Service Design studio will be the ultimate challenge to test your abilities of communicating clearly, concisely and effectively. However, you will need to give up your visual perfectionism for adaptive empathy. Typography is beautiful but most often, in Service Design, legibility will do. 4. Working in the public sector can sometimes mean you have to consider politics, agendas and organisational dynamics. You will need to learn where your responsibility as a designer ends and where the clients' start. Without management skills, you will not achieve the impact you are aiming for. Stand your ground, delegate work efficiently and master filtering feedback and responding to it. 5. 'Design is not always sexy'. (Sarah Drummond, Co-founder at Snook) It is not about Post Its. It is, though, about people skills, management skills and intentional mindsets that are able to construct a vision, build efficient partnerships and use design to turn insights and creative concepts into realistic and sustainable innovation. What is design? Practising in a field that is constantly evolving and where new disciplines are rapidly emerging, it is imperative that we constantly probe ourselves and seek to build a coherent discourse for our discipline. My experience of working at Snook has prompted me to reframe my design practise. Service Design has allowed me to support organisations to research and implement development by involving the user. In further pursuing my career in design, I am interested in reversing the process and using design in supporting individuals to gain access to unknown worlds, whether that is the financial gobbledygook or their neighbour's morning routine - I am eager to design visual, experiential and immersive interventions that open the design process to the public and engage audiences in conversation, critical thinking and build new connections and relationships between people. From Service Design, I gained a glimpse in the public actor in Scotland and the processes behind it. This will allow me to act as a more educated challenger of the status quo and someone who can make realistic and informed suggestions of ways in which life in society might be different. In this time of scarce jobs and financial adversity, I feel as young designers, we need to reinvent conventions and catalyse alternative ways of thinking. But in order to do that we need to first challenge our own practise and take our personal and professional selves outside our comfort zones."
We're extremely sad to be saying goodbye to such a talented and wonderful human being! The good news for YOU is Roxana is now transitioning into Experience Design and is available for collaborations and adventures of all shapes and sizes. Be sure to follow her tweets, check out her website and seize the chance to work with her! [post_title] => Five lessons I learned at Snook [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => five-lessons-i-learned-at-snook [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=6816 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [34] => WP_Post Object ( [ID] => 6764 [post_author] => 22 [post_date] => 2014-03-21 14:38:07 [post_date_gmt] => 2014-03-21 14:38:07 [post_content] => “Big data is not about just handling volume, nor is it about data. It is about creativity. Combine technology advancements with human ingenuity and the possibilities are endless” Frank Buytendijk
Glasgow has recently been the lucky recipient of £24 million, courtesy of the Technology Strategy Board. Within the council a program called Future City | Glasgow has been set up in order to investigate ways of making Glasgow a safer, smarter and more sustainable city. One of the ways they aim to achieve this is by leading the way in using open data to become a more responsive and technology driven city though its public initiative, Open Glasgow.
 
Snook, with a citizen-led approach, has been commissioned to specifically investigate two key service areas within the city: waste collection and road repairs.
Using our service design approach, we are looking at how we can transform these two service areas over a period of 20 years. Our aim is to deliver a service that is relevant to the needs of people today, but also to grow with them into the future of tomorrow. It is not just about making Glasgow a future city, but a better city.
Since mid-November last year, we have run numerous public workshops, spoken to taxi drivers, bus drivers, students, waste experts and cyclists. We have even stood out in the famous Glasgow sunshine, handing out hot cups of tea, just to hear what is important to people on the topic of potholes and rubbish. We have also visualised problem areas to try to understand how current services work. You can follow our project via our blog and through the Twitter hashtag #ogsd.
Gopro, seeing the streets from a pedestrian perspective from Robin Bini Schneider on Vimeo. This project is a unique opportunity for Snook. We are able to share our agile methods of working whilst maintaining a collaborative approach, sharing insights with Future City | Glasgow and their clients. These clients make up a number of Glasgow based design firms also working with Future City | Glasgow. We think they are all amazing and love working in such a collaborative way. These clients are:
Tangent Graphic is an award winning agency specialising in brand identity & art direction. Tangent are working on a set of brand stories for Open Glasgow.
O Street is an agency that works across a broad range disciplines, with a focus on strong, creative thinking. They are working on a number of widgets and digital dashboards for displaying data in an accessible, understandable and clear way.
Stipso create visual content for living Infographics, which both display and collect data. They are looking at the technical aspects behind the widgets and dashboards.
Icecream Architecture is a consultancy for public engagement, the promotion of ideas and subsequent implementation. They are working on a number of public initiatives around the topic of digital literacy.
This is an exciting time for Snook to be working on such a unique project and to be working on new ways to envision the future of Glasgow’s services and future technologies. Watch this space.
[post_title] => Building a smarter glasgow through service design [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => building-a-smarter-glasgow-through-service-design [to_ping] => [pinged] => http://vimeo.com/85850696 [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=6764 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [35] => WP_Post Object ( [ID] => 6738 [post_author] => 20 [post_date] => 2014-03-04 15:31:39 [post_date_gmt] => 2014-03-04 15:31:39 [post_content] => Snook are delighted to be able to announce our exciting new project with University of Portsmouth, University of Kent and Affective State is now live and online. University of Kent's Centre for Child Protection is leading this consortium of partners developing a project, known as Responsive InTeractive Advocate (RITA), which has won a share of £2.4m in funding from the UK's innovation agency, the Technology Strategy Board (TSB) as part of their Long Term Care Revolution programme. The University of Portsmouth’s School of Creative Technologies will focus on developing the interactive avatar, while Winchester-based company, Affective State will work on sensing and forecasting emotional well-being, while Snook focus on the user experience and service design aspects. The RITA project is one of six born of a national TSB initiative aimed at developing new cost-effective ways of helping elderly people to continue to live comfortably and independently in their own homes if they want to. RITA is focused on exploiting emerging technologies from the entertainment industry to innovate new models of personalised care for the future. The aim is to develop a new service model which uses artificially intelligent ‘virtual companions’ to help older people stay living comfortably and safely in their own homes for longer. This service could revolutionise the way elderly people are cared for in the future, giving back independence and autonomy to millions and, of course, saving vital public service money. Individuals will have their own humanised computer avatar capable of intelligent communication, which will monitor their health and well-being and provide a friendly link between the individual and family, friends, professions and services. The avatar will have access to a comprehensive database of personal information about the individual, from health records to personal preferences and even character traits, which will help inform its communication and decisions. The avatar might appear as a figure on a television screen or a tablet computer or could even be a holographic display. It would link with other existing and emerging technologies to monitor heart rate and blood pressure, remind people to take medication and would know if they had fallen over or were in pain and alert the doctor or the emergency services. It would be able to analyse their speech, movement and facial expression to detect their mood and respond accordingly. The system would not require computer literacy and would be no more challenging to operate than switching on a television. We at Snook are very excited about how this development could transform how an individual’s personal, social, emotional and intellectual needs are captured, understood and met. We believe this will help create a framework of support around individuals, extending access to supportive social networks, enabling and prolonging their ability to live independently for longer in their own homes. We are really excited by the global attention this project is receiving too - the project has already been featured in BT, World News AustraliaITV.com, Nursing Times, TalkTalkYahoo! UK and Ireland and The Age!  Follow RITA on twitter for project updates. [post_title] => Say hello to RITA : an avatar that could care for the elderly [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => say-hello-to-rita-an-avatar-that-could-care-for-the-elderly [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=6738 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [36] => WP_Post Object ( [ID] => 6655 [post_author] => 3 [post_date] => 2014-02-21 11:32:28 [post_date_gmt] => 2014-02-21 11:32:28 [post_content] =>

For the past 4 months we have been working on a new product called BadgeMaker - creating a simple platform for schools to build, earn and display Open Badges.

Mozilla have developed a new online standard called Open Badges to recognise and verify learning. There are already a number of institutions using Open Badges in the UK and throughout the rest of the world. In October the SQA (Scottish Qualification Association) announced their support for Open Badges, being one of the first accreditation authorities in the world to do so.
Badge Maker Presentation from Snook
We see that there is a huge amount of potential for Badges, however unless you have an understanding of code or even design they can still be inaccessible for the people who could benefit from them the most.

Earlier this year we won a bid from the IC Tomorrow programme with the Technology Strategy Board and Mozilla to design a platform to give teachers and learners the tools to create, issue, earn and display Open Badges in a simple and straightforward way.

BadgeMaker enables teachers and learners to digitally recognise the skills and invisible learning that goes on both inside and outside the classroom.

By developing digital badges that acknowledge a certain skill or achievement, we are enabling our young people to display and certify an additional range of skills that build upon traditional qualifications. As educators and businesses devise their own badges we are expanding the ways in which young people can personalise their learning.

These Badges will act as a new digital form of validation; something that can be easily shared with friends and families, educators and future employers. The brilliant thing about Open Badges is the data that sits behind the image. As a Badge is shared and displayed, this data makes the information and evidence that led to someone developing a skill, and gaining the badge, visible.

 The project really took off in October when we were invited to run a drop in space at the Mozilla Festival in London. Over the course of the weekend, around 1,500 web experts, journalists, artists, educators and hackers, and curious members of the public attended the festival.

You can download the project's offline badge toolkit.

Our trial is kicking off early March with a local school, GraceMount High School in Edinburgh and Arran High School in Arran. We are particularly excited to have the opportunity to test our product with a remote school and an urban school as it will give us a way to  test how our product works in two schools with very different internet capabilities. We will be working five hundred pupils and ten teaching staff over 3 months.

We have big plans and ideas for Badge Maker in 2014. Follow us on twitter and sign up to the newsletter for updates! [post_title] => Hello BadgeMaker [post_excerpt] => In 2013, Snook developed a new product called BadgeMaker - creating a simple platform for schools to build, earn and display Open Badges. [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => hello-badge-maker [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=6655 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [37] => WP_Post Object ( [ID] => 6521 [post_author] => 2 [post_date] => 2014-01-02 23:47:09 [post_date_gmt] => 2014-01-02 23:47:09 [post_content] =>   As we welcome the New Year and get ready for an exciting run of new and continuing projects we thought we'd take a look back at the successes and highlights of Snook last year. It's been an eventful 12 months, so reflected in the expansion of our team, which has grown to ten people; in addition to further collaborators particularly within the digital sector. Thank you to everyone who has come and gone, and to all the internees we've had, all of whom you can read about here. Overall, we've seen a real shift in the way we're getting commissioned to undertake design work. There is a greater and more meaningful emphasis on co-design and putting people first which is a great development in Scotland, particularly aligning with policies such as the Christy Commission from a few years back. We've also seen increased confidence in the design process allowing for more open investigation rather than restricted deliverables in our process. This means our work turns into delivering project initiation documents and service principles as opposed to merely service blueprints, journey maps or a range of personas. We've seen a rise in the use of service design methods in organisations and an surge in design 'jams' and camps which can only be a good thing for the design industry in Scotland. For Snook and the wider industry, this means there is a good basic knowledge in the tools and techniques of design which can result in better procurement and commissioning of design. One of our most interesting learning developments this past year has centred around embedding design, in line with discovering what works and what doesn't in both the private and public sector. Personally, the development of Stirling Makes, an in-house research and development capacity within Stirling Council has been one of my highlights, presenting both successes and challenging moments in terms of building confidence in a design led approach. I hope in 2014 we can continue to develop and implement design labs within and in partnership with Scottish local authorities. We've continued not only to advise on service and product design but also develop our own products and programmes which you'll find in our review of The Matter programme and work on Mozilla Open Badges. Further to this, MyPolice makes a comeback, providing us a real lesson to the fact that you can put things on the shelf, but they can still be relevant years down the line. So for our highlights (and there have been many). Indeed too many to mention that we apologise for missing some key events and opportunities that we've been part of or indeed slightly altering the timeline of events... A very sincere thanks to everyone who has supported us and worked with us during 2013.  
January

We launch The Matter with our partners Young Scot in London as part of the Working Well Challenge from the Design Council and Nominet Trust. The Matter is a programme that gives organisations the opportunity to ask young people an important question and supports young people to research, design, publish and launch their own newspaper in response to it. In 2013 we completed two paper editions with Edinburgh and Stirling Councils and have been commissioned twice more for the same programme in 2014 by NHS Greater Glasgow and Clyde.

Under the Start Up Street research from 2012, our partners on the Start Up Street project, Ice-cream Architecture open up a City Lab on King Street as part of the programme.

Our Director, Lauren is appointed the specialist adviser of Service Design and Innovation for the Cultural Enterprise Office and begins supporting new starts to think about their value propositions and services they offer in Scotland.  
February

I'm honoured to be flown to Australia to keynote at ALIA in Brisbane, giving a talk on social design at RISD, and later spending time with Melbourne City Council sharing ideas about design and cities...though I didn't forget to grab some sunshine in Manly along the way. Andy Young leads work in Salford with Unlimited Potential as part of the Design Council's Leadership programme to tackle problem drinking, developing a concept called 'A Brew Club.' Valerie Carr and Lauren Currie take part in Design In Action's first Chiasma on Diabetes and are funded to take forward two projects, T2U and Low Sugar Shop, which we will be continuing to shape in 2014.  
March

March is an exciting month as it sees the realisation of our embedding design ideas, which come to life just as we also join in the annual Global Service Jam. As a continuation of our report on The Learner Journey for Scottish Government, we worked with the government to embed a designer, Lizzie Brotherston to develop an interactive route map. Together we ran the Learner Journey Data Jam with the education sector and a range of designers and developers to bring concepts to life over a weekend, including a course map built from data released from educational organisations. This was a landmark event and is part of a steady flow of creative hack events being support by government including Project Ginsberg and NHS Hack Event. We co-host a Global Service Jam with Doberman in Stockholm and our own in Glasgow with Zahra Davidson.  
April Badgemaker Screenshot We teach service design to masters students in Austria for Marc Stickdorn at Innsbruck University, and welcome Prof. Chris Arnold's university class form Auburn, Alabama to our annual Service Design Masterclass, building service concepts for the Commonwealth Games. Bridge, a project we worked on with Glasgow University in 2012 based on keeping older people healthy in deprived communities in Glasgow via contact with their GP comes to a close. As the report is launched, evidence shows that thanks to the project some older people are undertaking more physical activity in their daily lives. We win the Technology Strategy Board and Mozilla Education contest with our entry Badgemaker, funding us to work on a platform to use Mozilla Open Badges in schools in Scotland and welcome Lizzie and Vala full time into the team later on in the year to lead this up.  
May

Over the summer we work with the MMM Group taking the service design approach into their transport consultancy, while assisting in the holding of their own jam which developed a Mobility Management toolkit and established embedded design into their organisation.  
June Valerie Carr works with the Lancaster University Creative Exchange team and other SMEs to develop a set of procurement guidelines for authorities. We continue to work with Lancaster by giving a short talk on service design with organisations including Engine, Design Wales and Policy Connect relating to their research into service design as part of SDR UK and later lecturing on their Design Management MA course. Lancaster University continue to push forward the agenda on conducting research into the practice and we will continue to follow their work on the SDR UK platform and look forward to the Servdes Conference in 2014. We work with ACOSVO, looking at how service design can support them to shape their business offer and speak at their annual conference later in the year to a host of third sector organisations.  
July We continue our relationship with Hyper Island with Andy Young leading this project in Manchester. We've always valued this relationship and the amazing talent of the people we've often had come work with us at Snook from Hyper's UK and Stockholm bases. Snook win a share of a £620,000 digital fund through Creative Clyde to develop a digital arm of our service. We're brought back to work on Sync 2013, after Andy delivers some great projects from 2012 with the Military Tattoo and MacRobert. We become even more excited about the possibility of technology and cultural organisations in Scotland. Sync will be launching the final results in early 2014 so we'll make sure to share them.  
August Restarting Britain 2 from Design in Action on Vimeo. Lauren speaks in Scottish Parliament on the launch of Restarting Britain 2 with Design in Action. We complete our work on Care Information Scotland, which Roxana Bacian and Valerie Carr lead up for NHS24. We deliver a complete service blueprint based on months of work with carers and informal carers across Scotland, co-designing an information service for NHS24 to deliver in 2014. We work on ADD-ART in collaboration with Social Value Lab. This is a Greater Glasgow and Clyde NHS Community Health Partnership programme which uses creative writing and drama to support those recovering from addiction. We work with our partners to bring a service design and evaluation approach together to advise and showcase the impact of the service.
In August, Roxana and Andy take design and innovation into Stirling Council with a new programme, Stirling Makes, supported by the Assistant Chief Executive Linda Kinney. We work with the Community Engagement Team to consider the model in which they can operate as an internal design consultancy and put people at the heart of their product and service development. The work continues over the course of the year to embed agile processes into their work and to conduct a 'take a look at' report on Community Councils.
 
September Peer-ing into the future from Pioneers Post TV on Vimeo. In September, I am flown to Providence in the United States to keynote at the Better World by Design Conference at Brown University and Rhode Island's School of Design. This is a phenomenal experience at which I see a great opportunity to quote from Irving Welsh's Trainspotting while discussing how design can support the development of a country. We work with the National Galleries of Scotland on plans for their gallery spaces and enjoy getting down to the details of how this will operate. It's awards season and we're delighted for Lauren to be nominated for Recognition of Outstanding Contribution to Business at the Association Scottish Business Woman Awards, and I for Outstanding Contribution by a young person in business at the People Make Glasgow Awards. We work with UnLtd and Santander to develop Nightriders, a programme we are launching in February 2014 to bring together people who want to make good things happen in Scotland. It is an eight week programme that is led by the first cohort in a repeat of the programme. Our hope is that the network will grow and develop over time to become self-sustaining. You can follow our updates of this project on twitter. We run a workshop in collaboration with the Home Office around online public and police feedback. This is a great moment for MyPolice, which whilst successful in its 2011 pilot in terms of results, then wasn't the right time for its implementation by regional police authorities. We're hoping in 2014 to see more developments, so watch this space.  
October We spend the weekend as the Badgemaker team at the Mozilla Festival which blows our minds. It was great to have the first developed paper toolkit of Badgemaker on show, which had conference goers developing over 100 Open Badges. Glasgow City Council has recently received £24 million awarded by the Technology Strategy Board and are running a program named Future City Glasgow with the objective of making life in the city safer, smarter and more sustainable. Struan and Robin begin work on the programme looking at how a smart city can rethink waste and road repairs. We're documenting our work on a blog and are excited about being employed on this platform alongside many other fantastic partner organisations. Andy goes on a business mission to China, touring and talking about Snook, product and service design with BiS and the Creative Industries KTN. We run a Snook soiree, an event bringing together our whole team and a chance to share all the work we've been doing and the lessons we've been learning over the past 4 years. This is a great opportunity to finally catch up as a team and put together all our work and share it online via a live stream link. Roxana leads a design camp regarding the process of Edinburgh University Student Information which we deliver in a report for development in 2014. We talk at Community Engagement 2013 and run a workshop on using social media and engaging communities in Scotland and at the Northern Lights Conference in Aberdeen on digital by default.
November

We run two workshops at the Mind Conference introducing service design methods and tools to staff from local organisations. We also launch Project 99, looking at social media, young people and mental health in collaboration with the NHS Greater Glasgow and Clyde, Young Scot and the Mental Health Foundation. Our outputs include a report of desk research and case studies, a range of developed products and services co-designed with young people and a series of animated images (.gifs) which act as a viral youth guide to support young people in their mental well-being. We will be formally launching the work in early January 2014 and are excited to release this as a support guide for people designing mental health services for young people online. A poignant thought taken from the launch came in the words of a young person who said: 'Just make sure the services you design for us are beautiful.'
 
We work with Social Value Lab to evaluate the Renfrewshire through-care service that supports young people in the area to move into new homes and secure employment, by holding a design day with 20 young people in Renfrew, resulting in a hybrid report of quantitative evaluation and qualitative information collated from the youngsters present.
 
We begin work with the British Council on the Culture Shift programme in Nigeria which we have previously been part of in Lagos and Cairo. Culture Shift brings together technologists, designers and cultural organisations to develop ideas for their sector over a series of workshops and supports the groups to make these sustainable. Andy makes a quick continent jump there to begin the first phase of the programme as we begin to develop the tools and programme for the project which culminates in February 2014.

December
 
Lauren is awarded a coveted place on the Entrepreneurship course at Boston's MIT which takes place in January 2014. We work with Loch Lomond and the Trossachs National Parks on designing an approach to engage more people in the planning process within the team's beautiful offices in Balloch. We finish up our strategy work with Education Scotland on Parent Information and their creative and continuous improvement strategy. We begin work with NHS Greater Glasgow and Clyde and The Matter on designing and delivering a user generated campaign for young people in Glasgow on alcohol awareness and similarly on sexual health and relationships with Young Scot and LGBT Youth Scotland. We gear up for the development of RITA, an outcome of Valerie's involvement in the TSB Long Term Care Revolution Sandpit for 2014. We finish off our report on Community Councils, which puts form to ideas on increasing citizen engagement and involvement in these democratic processes as part of Stirling Makes which we hope to take forward in 2014. So that's us for 2013, and as we look forward to 2014, we've a few plans up our sleeves... It's going to be a very interesting year for both Snook and Scotland. [post_title] => Goodbye 2013. Hello 2014 [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => 2013-roundup-and-into-2014 [to_ping] => [pinged] => http://vimeo.com/72737592 [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=6521 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [38] => WP_Post Object ( [ID] => 7461 [post_author] => 29 [post_date] => 2012-08-01 16:55:02 [post_date_gmt] => 2012-08-01 16:55:02 [post_content] => We co-designed ways to improve the Scottish school leavers journey. CLIENT: SCOTTISH GOVERNMENT, STRATEGY UNIT AND EMPLOYABILITY, SKILLS AND LIFELONG LEARNING DIRECTORATE PROJECT: RE-DESIGNING THE POST 16 LEARNER JOURNEY DURATION: 4 MONTHS

Areas of Impact

Government 20% Frontline 60% Learners 20%

The Brief

The Scottish Government is committed to becoming a more creative organisation. The Strategy Unit commissioned Snook to work with The Post-16 Learner Journey project team on their priority to redesign the Post 16 learner journey. The project's aim was to create a better understanding of this journey from the learner's perspective. To achieve this Snook worked with The Learner Journey Team to co-design new solutions, products and services which would improve the journey of leaving school in Scotland. The Post-16 reform team are responsible for taking forward the reform of the whole of post-16 education system in Scotland, with the ultimate aim of improving the life chances of young people, supporting economic growth and increasing jobs.

The Results

The Benefits

The output of this work is a film that showcases the qualitative feedback gathered and a report outlining actions to move the project forward. The benefits of this output are:

What They Said

"My team has been working closely with Snook over the last six months or so on a project aimed at improving journeys through learning for those who have left school. The work that Snook have led on gaining a better insight into what learners want has been invaluable, as has their work to engage learners in developing solutions to the problems we have identified. The design approach has brought a new perspective to our thinking on learner journeys which will be instrumental in shaping our future policies in this area." Gavin Gray, Head Of Higher Education Directorate - Scottish Government

Now What?

Snook are working closely with the Learner Journey team to design a strategy and action plan to enable a design capability within The Employability, Skills and Lifelong Learning Directorate. This is what we call 'embedding a designer' - in this context, their role is focused on prototyping and testing ideas with learners and key stakeholders. [post_title] => Government [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => government [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=7461 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [39] => 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 ) [40] => 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 ) ) [post_count] => 41 [current_post] => -1 [in_the_loop] => [post] => WP_Post Object ( [ID] => 19567 [post_author] => 57 [post_date] => 2020-07-01 16:34:31 [post_date_gmt] => 2020-07-01 16:34:31 [post_content] => Throughout his career, Tom has worked with a diverse range of contexts including workplace strategy, sustainable mobility, domestic energy use, building retrofit and has volunteered with community organisations focusing on food campaigning. More recently, Tom has been designing services which incentivise the adoption of sustainably oriented services in parts of Milan, Lisbon and London. Tom has a particular passion for design practices that support environmental and social regeneration and is a huge believer in the importance of design in creating compelling and desirable futures. Away from Snook, Tom loves being on his allotment or searching for secluded routes around the chiltern hills on his bike. Tom has two very energetic daughters who try their hardest to prevent him from doing any of the above. [post_title] => Tom White [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => tom-white [to_ping] => [pinged] => [post_modified] => 2020-07-01 16:34:31 [post_modified_gmt] => 2020-07-01 16:34:31 [post_content_filtered] => [post_parent] => 0 [guid] => https://wearesnook.com/?post_type=people&p=19567 [menu_order] => 0 [post_type] => people [post_mime_type] => [comment_count] => 0 [filter] => raw ) [comment_count] => 0 [current_comment] => -1 [found_posts] => 41 [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] => 8b13d4b2fbe922b803a3d3605a49a40c [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 ) )

41 results for Strategy