The Service Design Challenge:

In today’s world, there are no such things as “online” or “offline” shoppers - there are only shoppers. Every piece of new technology within an experience ecosystem must integrate into a customer’s life and meet them where they choose to be when they choose to be there. That includes every person a customer may encounter in their service journey, which means every person “backstage” must know their role and understand what it means to play it successfully.

The Solution:

That’s where my team came in. With hundreds of staff members involved, we knew there was no way this new model would be successful without a clear plan for the people who make this service possible every day. We designed a success path for each team and staff member, starting with the customer’s cross-channel experience using personas, blueprints, and prototypes. We used these tools to facilitate collaboration and orchestrate connections between the customer journey and the service staff members within each participating organization and department. We identified the key touch points along the journey. We partnered with each team to identify exactly what new and existing internal processes and tools would require changes to execute the new service model. Once the “mechanics” of the service were designed, we called in our change management experts to build a program to support the mindset and behavioral shifts that would be required to be implemented successfully. We designed a training plan for every team across the Farfetch service platform and partnering retail staff.

The staff was highly engaged and confident in their roles when we reached rollout. Customers could enjoy the novel, luxury experience as intended - with great excitement and ease.