Touchpoint Vol. 14 No. 2 | Redefining Value Creation

The commercial contexts in which service designers typically work means we fit into and support a familiar economic model: Efficient and effective (and happy!) employees rely on sensibly-designed systems to provide meaningful and valuable service to end customers. Profitability, shareholder value and the ‘bottom line’ are the driving forces to which our practice is ultimately held to account.

But more and more, service design is supporting alternative models of value creation. There are organisations out there operating with the ‘triple bottom line’ in mind, considering the boundaries implied by the ‘ring’ of ‘doughnut economics’, and achieving things such as B Corporation certification. In those contexts, service designers’ perspectives and goals are sometimes markedly different, perhaps providing inspiration to others who want to realign their own work. In this issue, you’ll have the chance to learn from some of them.

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