Despite the recent backlash against DEI (Diversity, Equity & Inclusion), particularly in the US, ‘diversity’ isn’t a trend or initiative to be ‘rolled back’. It is the lived reality of our world. Populations are more diverse, identities more visible and expectations of fairness more pronounced.

Rebalancing power in participatory design Inclusion and equity can often seem like an afterthought in the design process, with focus given to siloed activities rather than cohesive practices that address underlying problems and barriers. We believe that inclusion- and equity-enhancing practices need to be embedded into the design process from the time that teams are brought together, to the time a product or service is implemented

Can service design, product and journey management achieve greater outcomes working together than one discipline alone? Or are our methods too competitive, destined for contention and funding battles? This article proposes a model for constructive collaboration and calls for more work designing governance models to support it.

In late 2018 I was invited to a talk by Marty Cagan, who was already established as a guru of product management. I’d become interested in the overlaps and differences between product management and service design in the previous year, and eagerly attended.

Beyond Feature Sets. Orchestrating service value through product leadership

The future isn’t a passive observer; it’s a canvas we actively paint through our actions in the present. By combining science fiction and foresight with service design, we can elevate futures thinking and service innovation to new heights.

When product management is weak, service design fills the void at the expense of its focus on design quality. When service design is in short supply, product people make design decisions by default. But if both professions pay attention to their complementary roles throughout the service lifecycle, they can form a winning partnership.

This article examines the rise of product over the past 15 years and argues that service design can and should act as a countercultural force in product-led organisations, rather than reconfiguring itself to match product’s cadence and structure.

Service design and product management are two disciplines that may seem distinct at first glance. However, upon closer examination, despite differences in methodologies and approaches, they share significant similarities in their objectives.

Service design and product management often operate from different mindsets, leading to unspoken gaps in strategy and execution. Drawing inspiration from the fields of architecture and engineering, a pattern language exposes these hidden tensions and proposes guiding principles to teams throughout the organisation. By defining these patterns, organisations can build an ‘experience DNA’ that drives the continuous evolution of their service delivery.

Research practices can cause disagreement between service designers and product managers. Although both disciplines share many tools, tension and mistrust persist due to their distinct mindsets, which result in different ways-of-working.

Public services affect the lives of nearly everyone, from getting a birth certificate to renewing a driver’s license to accessing retirement benefits. Despite their importance and ubiquity, however, public services can be exhausting to navigate. This is a challenge we tackle at the Public Policy Lab (PPL), a New York City-based nonprofit organisation that partners with US government agencies to improve public services. While our work applies service design to policymaking to improve users’ experiences, we also design the tools and products – from paper forms to digital platforms – that governments use to better deliver services to the public.

In the dynamic world of design consulting, we often find ourselves at the crossroads of two influential disciplines: Service Design and Product Management. Both fields share a fundamental goal, creating value for users and organizations, but they approach this challenge through distinct methodologies. Service Design, with its systemic perspective, ensures seamless end-to-end experiences, while Product Management hones in on delivering tangible, feature-rich solutions within structured roadmaps.

Product managers often define a 'product' as something that delivers value to the user. Similarly, service designers often describe a 'service' as something that provides value to the user. This framing works well when discussing products or services in isolation, but it introduces ambiguity when both co-exist in an organisation. This raises key questions:

Having led teams in both service design and product for over 15 years on the agency side, I am aware of my bias. I believe service design and product teams share more than their distinct labels suggest. To help challenge my views and gather practical advice, I invited five experienced service designers to contribute their insights.

Organisations’ growing attention to Customer Experience (CX) is mainly driven by the financial advantages it creates. Superior CX leads to higher levels of satisfaction, loyalty and advocacy, yielding higher margins and reducing sales costs. The growing adoption of NPS (Net Promoter Score) as a key metric and strategic driver is a clear consequence of this trend. This renewed attention to CX has led to a wider adoption of service design in organisations. Yet, aspects of organisational realities may hamper service design’s customer-centric approach. In that context, product management’s pragmatic take might be timely and relevant.