ABSTRACT
Keywords: Palmu, behaviour, change, customer-centric, empathy, participation
As the nature of design problems in many industries has become increasingly complex, companies now see design as a process and a tool, as well as a way to ensure the aesthetic quality of the fi nal outcome. Managers often take courses in design thinking, and increasingly, more corporations are trying to adapt service design to make their development processes more user-centric and agile and their results more innovative (Merholz et al. 2008). Design research helps companies better understand the true needs of their customers. Co-design helps organisations develop products and services with their customers. Prototyping and a lean development culture with fast iterations help to validate new ideas earlier and steer initiatives in the right direction. However, in addition to interviewing users, mapping touchpoints and building interfaces, service designers often fi nd themselves working with other issues inside corporations, in fi elds like leadership and process development, organisational change and policymaking. Consulting-related organisational change demands its own skillset, and there are a number of well-established specialists. So, can service design as an approach provide added value compared to traditional change management and consulting?
