ABSTRACT
In this chapter we present two case studies: one each from the private and public sectors. We have based these case studies on our respective experiences in these types of organizations. We have combined details from several organizations into each case study description. We see merit in blending together attributes of each organization for the purposes of analysis and discussion. The details are from real, living organizations that exist and thrive. We detail key features of each type of organization and discuss the benefits for designing service-driven organizations. Our descriptions are multifocused. We describe and discuss detailed attributes of organizational structures, human resources (HR), and employee competence development and leadership. We meld each of these features into frameworks for organizational development. At the heart of our descriptions are key attributes that, in combination, could form the design of a new type of organization. This organization would incorporate the best of both worlds. As such, the organization’s managers, executives, and staff would be well placed to shape the organization’s future by mobilizing, focusing, and aligning internal resources (physical capital, financing, and human capital, including explicit and implicit competencies). In concluding, we share our reflections on this new organization, the challenges it will face in an increasingly technological world from an operational standpoint, and the ways in which service design will enable organizations not only to meet these challenges, but also to continually reshape themselves for futures unknown, but certain to be turbulent.
