We have a different approach to metrics and governance. We think it should align around the value of the service you are providing to customers – or people.
This approach unlocks a new way to govern change by aligning decisions to the value you create.
“This deliverable justifies why I love and appreciate your work. Thank you for your patience, perseverance and professionalism throughout. I’m over the moon.”
Supporting your journey
If your measurements and governance are not supporting value creation we can help. We have a clear framework that we adapt to the specificities of your challenge.
Metrics framework
Metrics should reflect value creation and outcomes achieved. This should align to how you are delivering services to customers or citizens. We help to align metrics around this philosophy by using outcomes as our North Star, before understanding the multiple data-points that relate to driving successful change.
Governance model
We can define, or tweak, your governance model. We build around the services you provide and the value you create. Our approach is about aligning different stakeholders to a common cause.
Supporting cases
What does success look like?
Transforming prisons by operationalising innovation
The Dutch prison system needs to change to address acute staff shortages. The job of a prison officer has become less desirable for a wide range of reasons from changing expectations of employees to an aging population. More shortages just add to the pressure on existing staff. The work needs to modernise to adapt and make the job more efficient and more rewarding.
A service operating model for high profile customers
The UK Parliament relies on a crucial but often overlooked backbone: the dedicated teams who support politicians and their staff in the daily work of democracy. These support services needed revitalisation to meet the demands of a modern Parliament. Livework led a transformation that reimagined how Parliament delivers high-quality support to its distinguished customers.
Design Led Change
How to measure and manage design led change
The desire for change often arises in response to knowledge that things are not right and could be better. We just know. Just knowing is also not enough. We need to know what the desired outcomes and impact of change are and we need to be able to provide evidence of value – both in a business case and as validation of success.
Customer experience architecture: why customer journeys aren’t enough
The ways we visualise and understand our organisations leave us with slices of insight that don’t align with each other. We have hundreds of views of what we do and how we do it. There are org charts and RACI’s, technical architectures, enterprise architectures, product lists, feature lists, customer segmentation and marketing rollout plans. But so few of those individual artefacts show how one connects to another to actually deliver value to your customers.
I am a founding partner of Livework having set-up the company in 2001. My focus on keeping Livework at the forefront of service design practice and ensuring we continue to create value for our clients.
