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会在这里实时分享一些活动

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会在这里实时分享一些活动、论坛、讲座的动态，请大家多多关注哦！

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How to design a service
Shostack, G. L. (1982)

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G. Lynn Shostack-1982-How to design a service _Lynn Shostack

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Speculative Everything

Design, Fiction, and Social Dreaming
By Anthony Dunne and Fiona Raby

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根据行为和需求的集群，讲述不同类型的用户

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As an adaptable designer, I apply a human-centered approach to design meaningful, holistic and relevant services, products and strategies that put people first. Using an evidence-driven approach I strive to understand the human experience and navigate ambiguity to design with people, users and providers, in the center.

My work spans across a broad spectrum of design disciplines including Service Design, Design Research, Speculative Design and Strategic Design. I've had the opportunity to collaborate with diverse teams across United States, Europe and Latin America to answer challenges and deliver solutions for a number of clients including Coca-Cola, Pearson Education, Logitech G, and Disney Imagineers.

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As an adaptable designer, I apply a human-centered approach to design meaningful, holistic and relevant services, products and strategies that put people first. Using an evidence-driven approach I strive to understand the human experience and navigate ambiguity to design with people, users and providers, in the center.

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客户体验手册：实践以客户为中心的标准化方法

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Having a sharp focus on customer experience (CX) is known to be a good path to business success, no matter what approach you choose for your product development and innovation. And yet, undertaking a CX transformation project from within an organisation is often far from straight forward. Too often, teams struggle with little or no understanding of their customer needs or knowing how to effectively use customer insights to develop new, agile solutions.

Over the past few years, we have been supporting adidas to put the customer first in their Agile transformation. To succeed, we knew we had to anchor and coordinate a multi-tier approach to CX that tackles change at a deeper level of the organisational culture, its processes and structures. One of our responses to this challenge was the creation of the adidas CX Playbook: a standardised toolkit, designed to enable teams to uncover unknown and unmet customer needs and integrate those insights in the development of (new) services, roadmaps and strategy.

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CX Playbook: A standardised approach for practicing customer-centricity - Liveworkstudio

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Having a sharp focus on customer experience (CX) is known to be a good path to business success, no matter what approach you choose for your product development and innovation. And yet, undertaking a CX transformation project from within an organisation is often far from straight forward.

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了解服务设计的起源、发展、实践等内容

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The Experience Economy: Work is Theater & Every Business a Stage《体验经济》
B. Joseph Pine, James H. Gilmore, 1999.4
理解体验的框架｜经济差异等级｜服务体验

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From Products to Services: Insights and experience from companies which have embraced the service economy 《从产品到服务：企业向服务经济转型指南》
Laurie Young, 2008.6
服务设计｜设计咨询｜设计创新｜案例分析｜设计思维

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From Products to Services Insights and experience from companies which have embraced the service economy (Laurie Young) (z-lib.org)

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This is Service Design Thinking: Basic-Tools-Cases 《服务设计思维：基本知识-方法与工具-案例》
Stickdorn&Schneider, 2010.12
入门｜服务设计｜设计管理

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[1] This Is Service Design Thinking Basics, Tools, Cases by Mark Stickdorn (z-lib.org)

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Service Design: From Insight to Implementation 《服务设计与创新实践》（上）
Andy Polaine, Ben Reason, 2013.3
服务设计实践的基础指南｜设计方法工具包｜用户调研综述｜可视化｜理论｜实践

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[9] 服务设计与创新实践（上）

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Service Design: From Insight to Implementation 《服务设计与创新实践》（中）
Andy Polaine, Ben Reason, 2013.3
服务设计实践的基础指南｜设计方法工具包｜用户调研综述｜可视化｜理论｜实践

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[9] 服务设计与创新实践（中）

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Service Design: From Insight to Implementation 《服务设计与创新实践》（下）
Andy Polaine, Ben Reason, 2013.3
服务设计实践的基础指南｜设计方法工具包｜用户调研综述｜可视化｜理论｜实践

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[9] 服务设计与创新实践（下）

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Service Design for Business: A Practical Guide to Optimizing the Customer Experience 《商业服务设计新生代：优化客户体验实用指南》
Ben Reason, vile, Melvin Brand Flu, 2015.12
引发兴趣的入门级｜服务设计｜客户体验｜商业创新｜组织变革

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Service Design for Business A Practical Guide to Optimizing the Customer Experience (Ben Reason, Lavrans Løvlie, Melvin Brand Flu) (z-lib.org)

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This is Service Design Doing: Applying Service Design and Design Thinking in the Real World
Marc Stickdorn/ Markus Edgar Hormess/ Adam Lawrence/ Jakob Schneider, 2016.11
服务设计｜设计实践｜设计思维

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[2] This Is Service Design Doing Applying Service Design Thinking in the Real World by Stickdorn, Marc, Hormess, Markus Edgar, Lawrence, Adam, Schneider, Jakob (z-lib.org)

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An Introduction to Service Design: Designing the Invisible

Lara Penin, 2018.5
服务设计｜服务经济｜方法工具｜案例研究｜政策

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[3] An Introduction to Service Desi - Lara Penin

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在你身边为你设计. Ⅲ：

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在你身边为你设计. Ⅲ：腾讯服务设计思维与实战
——腾讯公司用户研究与体验设计部, 2020.9
互联网｜产品体验设计流程｜服务设计思维｜用户参与

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[7] 在你身边为你设计. Ⅲ，腾讯服务设计思维与实战 by 腾讯公司用户研究与体验设计部 (z-lib.org)

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了解如何促成共创、如何有效率有效果地进行共创

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Design Charrettes for Sustainable Communities
Guy Julier, Liz Moor, 2009.9
公共服务｜共同设计｜Livework｜链接政策设计

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Design Charrettes for Sustainable Communities (Patrick M. Condon) (z-lib.org)

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Orchestrating Experiences: Collaborative Design for Complexity
Chris Risdon, Patrick Quattlebaum, 2018.5
协作设计｜服务设计

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Orchestrating Experiences Collaborative Design for Complexity (Chris Risdon, Patrick Quattlebaum) (z-lib.org)

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如何在服务设计项目过程中应用管理学知识，辅助个人管理、团队管理、项目管理和成果管理等内容

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Facilitator's Guide to Participatory Decision-Making 《谁说我们不能一起做决定？ 参与式决策引导宝典》
Sam Kaner, 2007.2
管理学｜引导学

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What is Service Design? A tale of two coffee shops

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What makes people choose one coffee shop over another when both offer the exact same coffee for the same price? And what makes them come back, again and again? 

Here's short video explaining why putting people at the heart of the experience, embracing co-creation, and taking a holistic approach is what Service Design is all about.

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Wired to Care: How Companies Prosper Whe  n They Create Widespread Empathy 《谁说商业直觉是天生的》
Dev Patnaik, 2009.1
引发兴趣的入门级｜营销｜商业管理｜管理学

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Wired to Care How Companies Prosper When They Create Widespread Empathy (Dev Patnaik) (z-lib.org)

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Hey, nice to see you on my page! My name is Andreas and I'm a Design Strategist from Germany with a strong focus on sustainable product, service and business model innovation. Through my skills I'm able to evaluate user needs, build prototypes, test business ideas and create the final product.

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The Checklist Manifesto: How to Get Things Right 《清单革命：如何持续、正确、安全地把事情做好》
Atul Gawande, 2009.12
服务执行｜处理复杂｜培养团队合作

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《清单革命：如何持续、正确、安全地把事情做好》 [美] 阿图•葛文德（Atul Gawande）

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Where Good Ideas Come From: The Natural History of Innovation 《伟大创意的诞生：创新自然史》
Steven Johnson, 2010.10
创新思维｜组织的文化｜设计管理

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伟大创意的诞生：创新自然史（美）史蒂文·约翰逊

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如何将洞察内容充分表达，如何推销我们的创意

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Understanding Comics: The Invisible Art 《理解漫画：解析漫画艺术的奥秘》
Scott McCloud, 1994.4
视觉叙事的准则｜草稿的重要性｜故事版｜讲故事

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Understanding comics the invisible art (Scott McCloud) (z-lib.org)_compressed

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Sketching User Experiences: Getting the Design Right and the Right Design 《用户体验草图设计：正确地设计，设计得正确》
Bill Buxton, 2007.4
草图进程的综述｜勾画无形事物的方法｜有趣的设计历史｜好的案例分析｜草稿的重要性

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《用户体验草图设计：正确地设计，设计得正确》比尔.巴克斯顿_compressed

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Everything is Miscellaneous: The Power of the New Digital Disorder 《新数字秩序的革命》
David Weinberger, 2007.5
信息架构｜信息设计｜信息过载｜基础图表转换

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Everything Is Miscellaneous The Power of the New Digital Disorder (David Weinberger) (z-lib.org)

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The Craftsman 《匠人》
Prof. Richard Sennett, 2009.3
草稿的重要性｜思维与制作的再链接｜服务设计｜策略设计

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The Craftsman (Richard Sennett) (z-lib.org)

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The Back of the Napkin: Solving Problems and Selling Ideas with Pictures 《餐巾纸的背面：一张纸+一支笔，画图搞定商业难题》
Dan Roam, 2009.12
服务概念可视化｜视觉传达可视化｜看、想、表现｜模型化

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[餐巾纸的背面：一张纸.一支笔，画图搞定商业问题].(美)丹·罗姆.扫描版[学习库www.xuexi111.com].PDF

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Unfolding the Napkin: The Hands-On Method for Solving C Complex Problems with Simple Pictures 《打开餐巾纸：10秒钟，画图搞定沟通难题的必杀技》
Dan Roam, 2009.12
引发兴趣的入门级｜可视化｜高效沟通｜解决问题的方法工具

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Mapping Experiences: A Complete Guide to Creating Value through Journeys, Blueprints, and Diagrams 《用户体验可视化指南》(上)
James Kalbach, 2016.5
使用图表来促进变更｜制图｜体验｜可视化

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Mapping Experiences A Complete Guide to Creating Value through Journeys, Blueprints, and Diagrams (James Kalbach) (z-lib.org)-1-127

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Mapping Experiences: A Complete Guide to Creating Value through Journeys, Blueprints, and Diagrams 《用户体验可视化指南》(中)
James Kalbach, 2016.5
使用图表来促进变更｜制图｜体验｜可视化

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Mapping Experiences A Complete Guide to Creating Value through Journeys, Blueprints, and Diagrams (James Kalbach) (z-lib.org)-128-246

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Mapping Experiences: A Complete Guide to Creating Value through Journeys, Blueprints, and Diagrams 《用户体验可视化指南》(下)
James Kalbach, 2016.5
使用图表来促进变更｜制图｜体验｜可视化

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Mapping Experiences A Complete Guide to Creating Value through Journeys, Blueprints, and Diagrams (James Kalbach) (z-lib.org)-247-381_compressed

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一些设计通用思维基础，帮助我们了解更多的准则和洞察方式

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Universal  Principles of Design 《通用设计法则》
William Lidwell, Kritina Holden, Jill Butler, 2003.10
设计过程如何影响设计服务｜设计基础｜指导设计

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Design, When Everybody Designs: An Introduction to Design for Social Innovation 《设计，在人人设计的时代》
Ezio Manzini, Rachel Coad, Ken Friedman, Erik Stolterman, 2015.4
社会创新｜服务｜乌托邦｜共创

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Design, when everybody designs an introduction to design for social innovation (Ezio Manzini) (z-lib.org)

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了解什么是设计思维，如何运用设计思维，设计思维的实践和方法参考

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Hola, me alegra que hayas llegado hasta aquí.Soy diseñadora e investigadora, desde hace más de diez años acompaño proyectos e iniciativas investigando lo que las personas necesitan, ayudando a poner claridad en la visión y materializando ideas abstractas para hacerlos realidad.

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My purpose is to affect how people think, feel, and behave for positive change: from crafting effective and emotionally engaging products and services, to enabling the most favorable and inspiring conditions for innovation, to activating communities through creativity.

I believe in design as a verb: a thoughtful process to unveil and fulfill people's needs - providing elegant simplicity.

I believe delightful design details embody strategies and make them successful.

I believe in designing with, not for, people. It's a process built on intuition, data, and empathy - within the team, towards end users and all service actors, from clients to frontline staff -, and inspired by curiosity above all.

I'm passionate about food and cooking: my father was a chef and I grew up in an Italian trattoria. I like to entertain the idea that this environment helped me become an active listener of every kind of story, to build narratives for diverse people, and to understand the value of recipes - something to follow, then throw away and improvise.

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Marco Righetto - Design and innovation portfolio

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My purpose is to affect how people think, feel, and behave for positive change: from crafting effective and emotionally engaging products and services, to enabling the most favorable and inspiring conditions for innovation, to activating communities through creativity. I believe in design as a verb: a thoughtful process to unveil and fulfill people's needs - providing elegant simplicity.

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Service Design portfolio of Roy Martens. Illustrating his 10+ years experience for clients as Bol.com, Coca-Cola, ESL gaming, KPN, Philips, PostNL, Randstad, Schiphol Group and Vodafone.

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The Laws of Simplicity: Design, Technology, Business, Life 《简单法则：设计、技术、商务、生活的完美融合》
John Maeda, 2006.8
简单主义｜产品设计｜交互设计｜设计思维

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A Fine Line: How Design Strategies Are Shaping the Future of Business《一线之间：设计策略如何塑造未来商业》
Hartmut Esslinger，2009.6
Frog Design创始人对设计思维和创新的深刻见解｜设计思维｜设计策略

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一线之间（a fine line how design strategies are shaping the future of business） (（美）哈特穆特·艾斯林格) (z-lib.org)

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Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation《IDEO，设计改变一切：设计思维如何变革组织和激发创新》
Tim Brown, 2009.9
为商业而设计｜理论结合实践｜设计思维｜讲故事｜共同设计｜启发

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IDEO，设计改变一切：设计思维如何变革组织和激发创新

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Delft Design Guide: Design strategies and methods 《设计方法与策略：代尔夫特设计指南》
Annemiek van Boeijen, Jaap Daalhuizen, Roos van der Schoor, Jelle Zijlstra, 2014.4
设计思维｜设计工具包｜工业设计｜设计策略

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设计方法与策略代尔夫特设计指南 ([荷]代尔夫特理工大学工业设计工程学院) (z-lib.org)_compressed

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帮助我们进行高效的设计调研，培养发现的能力

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Writing Ethnographic Fieldnotes 《如何做田野日记》
Robert M. Emerson, Rachel I. Fretz, Linda L. Shaw, 1995.8
理论｜研究｜民族志｜调研

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如何做田野笔记 (罗伯特•埃默森  雷切尔•弗雷兹  琳达•肖) (z-lib.org)

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Universal Methods of Design: 100 Ways to Research Complex Problems, Develop Innovative Ideas, and Design 《通用设计方法》
Bruce Hanington, Bella Martin, 2012.1
用户调研｜洞察｜工具书｜服务

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Universal Methods of Design 100 Ways to Research Complex Problems, Develop Innovative Ideas, and Design Effective Solutions (Bruce Hanington, Bella Martin) (z-lib.org)

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Visual Intelligence: Sharpen Your Perception, Change Your Life 《洞察：精确观察和有效沟通的艺术》
Amy E. Herman, 2016.5
心理学｜心理咨询｜设计调研

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Visual Intelligence Sharpen Your Perception, Change Your Life (Amy E. Herman) (z-lib.org)

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了解商业知识，促成项目发生和可持续的商业因素，并进行商业创新

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Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers 《商业模式新生代》
Alexander Osterwalder, Yves Pigneur, 2010.7
设计师的商业参考书｜惊人的可视化｜商业模式设计

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Value Proposition Design: How to Create Products and Services Customers Want 《价值主张设计：如何构建商业模式最重要的环节》
Alexander Osterwalder, Yves Pigneur, Gregory Bernarda, Alan Smith, 2014.10
价值主张设计｜商业创新

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Value Proposition Design How to Create Products and Services Customers Want (Alexander Osterwalder, Yves Pigneur etc.) (z-lib.org)

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运用心理学知识辅助调研、管理、设计和创新过程

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The Design of Everyday Things 《设计心理学1：日常的设计》
Donald A. Norman, 2002.9
以人为本的设计｜设计准则｜设计心理学

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The Design of Everyday Things (Don Norman) (z-lib.org)

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Living with Complexity 《设计心理学2：共处与复杂》
Donald A. Norman, 2010.10
引发兴趣的入门级｜设计心理学｜交互设计｜用户体验

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Mental Models: Aligning Design Strategy with Human Behavior 《贴心的设计：心智模型与产品设计策略》
Indi Young, 2008.2
用图表捕捉听众的思想过程与意图｜一致性｜优先考虑资源集中问题｜长期战略路线图：如何帮助创造内容｜产品经理

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Mental Models Aligning Design Strategy with Human Behavior (Indi Young) (z-lib.org)

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Curriculum Vitae

Lilith Louise Lysgaard Hasbeck
Born on November 25, 1988

Education
Royal College of Art
MA Service Design (graduated with distinction)
2014 - 2016
The Royal Danish Academy of Fine Arts' School of Design
MA Design (Uncompleted due to change of university)
2013 - 2014
The Royal Danish Academy of Fine Arts' School of Design
(formerly The Danish Design School)
BA Design (Visual Communication / Co-design)
2009 - 2013
Central Saint Martins College of Art and Design
BA Graphic Design, Study abroad
2011 - 2012
Krabbesholm Folk High School
Graphic Design and Photography
2008 - 2009

Work

Head of User Research
January 2020 - present

Senior User Researcher
October 2018 - December 2019

User Researcher
August 2016 - September 2018
Service Design Network Denmark
Board Member
January 2019 - present

Event Coordinator
August 2017 - January 2019
Royal Trinity Hospice
Service Designer (MA project at the Royal College of Art)
October 2015 - June 2016

Service Designer
June 2015 - September 2015
Policy Lab (Cabinet Office)
Service Designer
June 2015 - September 2015

Designer (assistant / junior)
January 2014 - August 2014

Freelance service design consultant

Work for a.o. RBS, Design Policy Network and ICAEW's AuditFutures (through the RCA)
2015 - 2016

Freelance graphic designer

Work for a.o. Herning Kommune, Louisiana Museum, SheZone, and the Women's Festival 'Ta' Rummet'
2008 - 2014
Roskilde Festival
Graphic Designer
2009 - 2015
Louisiana Museum of Modern Art
Graphic Design Intern
August - December 2013
Louisiana Museum of Modern Art
Graphic Design Assistant
April - August 2013

Nordes, Nordic Design Research Conference

Student Assistant
May - June 2013
Roskilde Festival
Leader and coordinator of the graphic design team
2009 - 2010

Awards
Helen Hamlyn Design Award (Age UK Award for Inclusive Design)
For our project 'Odds & Ends' with Royal Trinity Hospice
The Helen Hamlyn Centre for Design

Publications

'Design Research: Six Views in a Box. Dialogues on Everyday Life With Alzheimers' (co-author)

The Danish Design School Press, 2011

Positions of Trust

Student Representative

at Royal College of Art
2015 - 2016

Vice-Chairmain of the Board of Studies

at The Danish Design School / The Royal Danish Academy of Fine Arts' School of Design
2010 - 2011

Member of the School Board

at The Danish Design School (now The Royal Danish Academy of Fine Arts' School of Design)
2009 - 2011

Student Representative

at The Danish Design School (now The Royal Danish Academy of Fine Arts' School of Design)
2009 - 2011

Languages

Danish (and understanding Swedish and Norwegian), native proficiency

English, full professional proficiency

And a little bit of French

Scholarships / study grants

The Anglo-Danish Society

Klint Fonden

Oticon Fonden

Knud Højgaards Fond

Direktør Ib Henriksens Fond

Augustinus Fonden

Grosserer L. F. Foghts Fond

Familien Hede Nielsens Fond

Frøken Marie Månssons Legat

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Lilith Louise Lysgaard HasbeckBorn on November 25, 1988 Education Royal College of Art MA Service Design (graduated with distinction)2014 - 2016 The Royal Danish Academy of Fine Arts' School of Design MA Design (Uncompleted due to change of university)2013 - 2014 The Royal Danish Academy of Fine Arts' School of

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了解如何依靠系统性思维分析服务中的各个组成要素，以用户为中心，探究服务内部系统的问题与机会

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How can I help your company?

I plan and execute projects in two areas:

Innovation, using Design Thinking: product and service development, innovation training, ideation workshops, customer discovery, user research, digital transformation and customer journey.
&
Digital-focused Marketing: copywriting, sales, communication, product, brand and channel strategy.

Industries I served: Healthcare, Education, Banking/Fintech, Crypto, Tec

, usando Design Thinking: desenvolvimento de produtos e serviços, treinamento, workshops de ideação, customer discovery, user research, transformação digital e customer journey.
&
Marketing com foco em digital: estratégia de canais vendas, de comunicação, de produto, de marca e copywriting.

Indústrias que atuei: Healthcare, Educação, Banking/Fintech, Crypto, Tec

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I plan and execute projects in two areas: Innovation, using Design Thinking: product and service development, innovation training, ideation workshops, customer discovery, user research, digital transformation and customer journey.& Digital-focused Marketing: copywriting, sales, communication, product, brand and channel strategy.

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Service Design and Future Forecasting

Climate change, the rise of artificial intelligence and increased global uncertainty will usher in radical changes over the coming decades. We can't predict the future, but as service designers we can identify possible opportunities, manage risks, and work towards a preferred outcome.

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Climate change, the rise of artificial intelligence and increased global uncertainty will usher in radical changes over the coming decades. We can't predict the future, but as service designers we can identify possible opportunities, manage risks, and work towards a preferred outcome.

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Speculative Service Design
Breana Russell

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Speculative Service Design — Breana Russell

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将人工智能与设计结合在全球最大的在线市场

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Innovation in a big corporation is not an easy process. We continuously refine our way of thinking, approach, reassessing needs, and discussing whom we should collaborate with to improve and shape future innovation.

OLX² wants to set an example of AI-by-design innovation and inspire other teams in the organisation to learn from their journey. They host monthly events to share their learnings and mistakes, design training programs around experimentation and AI and build their team website to make knowledge sharing more accessible. On this website, other employees can access all the research docs, AI demos, and prototypes for their own benefit.

The team's current focus is on scaling one solution towards different markets.

We are in the process of running sprints to research, design, and develop an MVP for this solution.

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Combining AI and Design within the world's largest Online Marketplace | Koos Service Design

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Innovation in a big corporation is not an easy process. We continuously refine our way of thinking, approach, reassessing needs, and discussing whom we should collaborate with to improve and shape future innovation. OLX² wants to set an example of AI-by-design innovation and inspire other teams in the organisation to learn from their journey.

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服务设计是对服务的整体体验以及提供该服务

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服务设计是对服务的整体体验以及提供该服务的流程和策略的设计，是了解如何在整体环境中在客户的愿望和组织的愿望之间建立桥梁的中介
（使用一组原则、活动和方法，对整个服务生态系统进行整体审视）

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Evaluating service encounters the effects of physical surroundings and employee responses
Bitner (1990)

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Bitner-1990-Evaluating service encounters the effects of physical surroundings and employee responses

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The service encounter diagnosing favorable and unfavorable incidents
Bitner (1990）

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Bitner-1990-The service encounter diagnosing favorable and unfavorable incidents

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Designing multi-interface service experiences: the service experience blueprint
Patrício, L., Fisk, R. P., & Falcão e Cunha, J. (2008)

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Building a framework for service design research
D Sangiorgi (2009)

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D Sangiorgi-2009-Building a framework for service design research

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描述用户如何在整个接触点与服务交互

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可视化了不同服务组件之间的关系——人员、道具（物理或数字证据）和流程——这些组件与特定客户旅程中的接触点直接相关

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确定每个利益相关者的角色和关系动态

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This Is Service Design Doing Applying Service Design Thinking in the Real World (Marc Stickdorn, Markus Edgar Hormess etc.) (z-lib.org)-85-86

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1. 价值网络地图是利益相关者图的拓展，包含利益相关者之间的价值交（它可以帮助理解价值流，如金钱、物质、服务、信息或信任等）2.生态系统图又是进一步的拓展，用来可视化包含不同组成成分的复杂系统（例如人、机器、交互界面、装置、平台、系统等，以及它们的相互关系）

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价值网络地图 Value Network Map / 生态系统地图 Ecosystem Map

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价值网络地图 Value Network Map / 生态系统地图 Ecosystem Map

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This Is Service Design Doing Applying Service Design Thinking in the Real World (Marc Stickdorn, Markus Edgar Hormess etc.) (z-lib.org)-87-90

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以原型呈现服务体验，以故事版原型为例

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从价值主张、基础设施、客户类型和财务模型方面概述了服务，有助于了解构建和交付服务所需的活动，并确定潜在的权衡取舍

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随着中国农业逐渐向规模化和可持续化转型，如何帮助农户更有效科学地使用高质量农药，提高作物抗风险能力，让食品源头更加安全，是关乎国计民生的大事。

拜耳作物科学作为一个致力于推动中国农业现代化、造福中国农民与消费者的公司，希望帮助不断涌现的大农户实践科学种植，创造更多收益。但一直以来，拜耳对农户的服务依赖于不同层级的经销商和零售商体系。

一方面，抵达农户的"最后一公里"，是数以万计、高度碎片化的、遍布田间地头的农药零售店，在调动和把控上难度极大。另一方面，传统的零售商在当今的时代背景下，缺乏足够的能力和经验以最有效的方式服务农户。

为了指导广大零售商更好地为农户服务，拜耳认为理解农户的需求是至关重要的一步。

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走进田间地头，助力拜耳作物科学服务中国农户

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随着中国农业逐渐向规模化和可持续化转型，如何帮助农户更有效科学地使用高质量农药，提高作物抗风险能力，让食品源头更加安全，是关乎国计民生的大事。 拜耳作物科学作为一个致力于推动中国农业现代化、造福中国农民与消费者的公司，希望帮助不断涌现的大农户实践科学种植，创造更多收益。但一直以来，拜耳对农户的服务依赖于不同层级的经销商和零售商体系。 ...

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重新设计艾滋病毒预防经验，以提高南非及其他地区年轻女性的接受度和依从性

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Thandie sat on the edge of her bed. In her spare, tin-covered one-room home, she had a little TV set, clothes drying on hangers, some lotion and a hand mirror. She shared photos of her toddler son. And she told us things that she could not tell her boyfriend: that she didn't want to get pregnant; that she was worried about getting HIV. But asking her boyfriend to use a condom could make him suspect she was cheating-a dangerous thing for Thandie, whose boyfriend's anger could boil into abuse.

Today, women make up more than half of people living with HIV worldwide. Social and economic vulnerabilities make young women twice as likely as males their age to acquire HIV.

Understanding this, CONRAD, a global non-profit specializing in women's reproductive health, has been working for well over a decade developing microbicides-products women can use to protect themselves against HIV infection. As a scientific research institution, CONRAD develops state-of-the-art microbicides, which can be highly effective in preventing HIV infection. However, early clinical trials found that a large percentage of women were not using microbicides. The low uptake was caused in part by the complexity of the drug regimen and the need to develop a new habit, but more significantly by the stigma of HIV itself. Even though the purpose was prevention, the mere association of the microbicide with HIV was enough to generate avoidance and resistance. Women chose to distance themselves from stigma rather than protect themselves.

To bridge the gap between the promise of a women-controlled HIV prevention product and the disappointing initial clinical trial results, USAID issued a call for proposals that ultimately resulted in the Microbicide Product Introduction Initiative (MPii) -five interconnected projects designed to accelerate the introduction of antiretroviral-based HIV prevention products. The call included a challenge: how can uptake and adherence to new microbicide products achieve maximum public health impact by drawing on partners in alternative sectors, including human-centered design?

Recognizing the need to try something different, and curious about the potential of private sector approaches, CONRAD came to IDEO with a question: how can design create an experience that makes women want to use HIV prevention products like microbicides?

Under the joint moniker Project EMOTION, CONRAD and IDEO successfully received funding through USAID, in conjunction with other consortium partners. Together, the team embarked on a multi-year effort to design and test a radically new approach to increasing demand for and adherence to HIV prevention.

To ensure the work was human-centered, the collaboration began with extensive fieldwork in high-risk areas across South Africa. Alongside local research firm Instant Grass, IDEO visited clinics and people's homes, and held salons and group picnics. The team talked to young and older women, mothers, couples, and male partners. The team learned that while women wanted to protect themselves, they avoided clinics and anything that appeared associated with medical care for fear of the stigma of being seen as sick. Echoing Thandie's experience, some of the most high-risk women feared a backlash from their partners and felt unable to protect themselves without risking personal harm.

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Thandie sat on the edge of her bed. In her spare, tin-covered one-room home, she had a little TV set, clothes drying on hangers, some lotion and a hand mirror. She shared photos of her toddler son. And she told us things that she could not tell her boyfriend: that she didn't want to get pregnant; that she was worried about getting HIV.

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Over the first 16 weeks, we conducted extensive collaborative group work and research activities to immerse ourselves in the Singapore ecosystem of small businesses. We got to know their ways of working, as well as the challenges and opportunities they face on a daily basis. During this time, we collaborated with 150 small businesses who told us exactly what it's like to set up, to grow, to be a small or big enterprise - and also what it's like to liquidate a company.

Once completed, the research was collated for use in RumbleTM workshops, our proprietary brainstorms designed to create qualified ideas, that were attended by 70 participants, comprising IRAS executive stakeholders, project team members, small business owners, relevant government bodies and other members of the tax community.

In the weeks leading up to the workshops, the Fjord-led team had devised and constructed "The Game of Small Businesses," a design activity using game mechanics to bring our research insights to life. It fuelled an inclusive, fun and collaborative creative process that focused on the co-creation of ideas that tackled challenges faced by all groups represented in the activity. Participants were compelled to consider how businesses operate from the day of incorporation onwards and to co-create solutions based on previous and current experiences faced by business owners.

The workshops were buzzing. With enthusiasm and energy, the tax stakeholders made them hugely fun and productive. Armed with the ideas springing up from the game, everyone rolled up their sleeves and got busy co-designing new initiatives for business taxpayers.

The game went down so well it generated an incredible number of ideas - more than 500 ideas - for new products and services to ease taxpaying. We worked together to distill them down to 22 service concepts - ranging from new partnership models and internal processes and capabilities to citizen-facing tools and products. The ideas were all geared toward revolutionizing the way businesses engage with IRAS and to make taxpaying simple, intuitive and frictionless.

One of the concepts - now called the "New Company Start-up Kit" - has already been turned into an onboarding tool. Since its launch to a pilot group of start-ups, IRAS has seen an eightfold increase in the take-up rate to more than 2,700 users in Nov 2019. In recognition of the success of the Start-up Kit, IRAS received the Public Sector Pro-Enterprise Initiative Award (Bronze) 2018 and more recently, IRAS also received the 'Transformative Agency of the Year Award' in the 2019 Public Sector Transformation Awards for their outstanding transformation in business operations and workforce capability.

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Transforming the taxpaying experience for Singapore businesses

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Over the first 16 weeks, we conducted extensive collaborative group work and research activities to immerse ourselves in the Singapore ecosystem of small businesses. We got to know their ways of working, as well as the challenges and opportunities they face on a daily basis.

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Hemköp 在线商店购物体验创新

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Hemköp is one of Sweden's biggest supermarkets, built on the back of a reputation for what they call matglädje - the 'joy of food'. But although they have a proud tradition of being an inspiring voice in the market, they were beginning to suffer from new grocery shopping trends; their largely city centre-based stores were mainly picking up the occasional shoppers who bought irregularly and in small quantities. But the young, active families who buy regularly in bulk, were increasingly moving their weekly shops online, to better fit around their busy lives.

"The beauty of being online," Anna Åkesson, Hemköp's Head of e-Commerce, tells us, "is that you don't need to be near a physical store. Being online means we can be everywhere." So it was clear that a move into ecommerce was imminent, but it needed to be done right - with high-level design thinking to make sure this was going to work from a logistical and technical perspective. But just as importantly, that it was going to keep the matglädje alive online.

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Hemköp is one of Sweden's biggest supermarkets, built on the back of a reputation for what they call matglädje - the 'joy of food'. But although they have a proud tradition of being an inspiring voice in the market, they were beginning to suffer from new grocery shopping trends; their largely city centre-based stores were mainly picking up the occasional shoppers who bought irregularly and in small quantities.

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"打败你的不是对手，颠覆你的不是同行，甩掉你的不是时代，而是你传统的思维和相对落后的观念。"
01 CHE：Car Human Environment

走向人工智能的时代，我们还能不能凭借经验畅想未来，能不能从互相牵制走向彼此成全？
威马通过对智能汽车的服务设计，探索车、人、环境，三者之间的新关系。

C，Car，代表智能网联汽车；H，Human，代表享受服务的用户；E，Environment，代表影响驾乘的一切环境信息。

压死车企的最后一根稻草也许不是造车能力，而是"获客成本"。让我们来算一笔简单的帐：汽车客户单条线索价值为：240元，平均转化率在2%左右，单个销售转化的前期获客成本高达12000元！高昂的获客成本的压力之下，如何造得多、卖得多、利润多，是每个汽车品牌都面临的最大挑战。

智能汽车，已经干掉了仪表盘、干掉了车钥匙，未来会不会干翻4S店？车，能否成为一个个移动的展厅，颠覆传统的售车模式？
以人卖智能的模式已过时。
"做了这么多，用户看不到。"投入大量人力物力研发的产品卖点多得数不过来，客户却未必能感知。所以车企投入大量的人力财力进行销售培训，然而培训成本高，周期长。

"在一系列技术突破的共同支持下，我们所打造的智能汽车越来越像个智慧生命体。所以我们想，既然他已拥有了感知、决策、执行、学习及升级的能力，那是否可以让他独立与环境甚至其他个体交流呢？"

"汽车销售模式从1.0到3.0的升级。"这个想法始终萦绕在威马合伙人/CTO闫枫脑海中。也正是他勇于变革，不断探索的精神催生了威马和桥中再次牵手：智能汽车自营销的服务设计项目也由此展开。

闫枫相信："智能化产品势必将替代更多人完成工作，甚至突破地域、空间、人力、成本等多种限制，颠覆销售模式。"通过对智能化体验场景的创新，革新"以人卖智能"的传统模式。
03 解锁智能汽车服务的进化公式

- 如何让路人从"注意车"到"体验车"，觉得有趣，愿意进车体验？如何从"留资"到"试驾"，让潜在用户从愉快地玩耍到试驾购买？
- 如何在无人的场景下，让产品的技术优点最大程度被展现？哪些由小威完成，哪些由人来做？
- 如何让团队理解这个设想，从模糊愿景变成现实可落地的场景？

哪里有科学技术实现与用户体验之间的巨大鸿沟，哪里就有"服务设计+人工智能"的机会！
作为CTO的闫枫，想带着团队去实现他们的技术愿景，让人工智能有'人设'，能说出富有情感、引人共鸣的'人话'，去探索无人售车新模式。

威马跨部门的团队在服务设计方法论的加持之下，开启了RoboTrial无人展车项目。我们站在"小威"的视角，把它看做一个人，去深入地拆解它会怎么看、怎么读、怎么听、怎么摸、怎么推荐、怎么和用户互动？

RoboTrial无人展车，通过对车辆线控的系统改造、对车内应用的全面更新，威马智能网联团队玩了一把真正的"Let Products Talk"。

05 共创场景化、个性化服务

当一群脑洞无边的服务设计师和一伙严谨理性的技术精英进行思维碰撞时，产生了无穷的化学反应，把人车互动的无形体验变成一个个生动的场景。
它开启交流，吸引你了解彼此：

一辆威马，停在你和它的两点一线，每次与你擦肩都亮起双闪say hi。

若你步履如飞，它也哼着轻松愉快的小曲。若你缓缓靠前，仔细端详，它微微敞开的门满怀期待，邀你一探究竟。当你靠近时，它会像老朋友一样和你打招呼，打开灯光，亮出红毯。它能分辨单人或几个人，亦或手上是否拿了东西，从而做出不一样的欢迎仪式。
它能像人一样的思考：
从你的表情解读心情，从步态解读个性，从年龄解读兴趣，它能捕捉线索背后的信息，以拟人化的情感去自然地表达。你喜欢的距离，它懂得；你想要的温度，它知晓；你想去的地方，它抵达；属于你的时刻，它不喧哗......它了解你的每一个动作，每一点心思。
它有人设，有自己的真性情：
它还能够和你进行车内更接近真实体感的互动：你摸门把手或拍方向盘，能感受来自到它的心跳、体温、律动。它还可以是个小作精，又或是充满表演欲的人格，甚至可以和孩子打成一片，有着率真调皮，吐舌头、击掌等行为暗示。

共创，还产出了六大核心场景: 通用场景、多人场景、儿童模式、迎宾模式、宠物模式、女王模式......让你不禁动容："买一台悍马，得到的是一台车。买一台经过服务设计的威马，得到的是以你为中心的服务。"
06 RoboTrial解锁服务的「新形态」
"一个原型等于1000次会议。"

3轮原型迭代，不仅仅省了3000次会议，RoboTrial还探索出了一种无人展车新模式。

1.0 共创，让团队快速达成共识，树立了项目的信心，快速完成的纸板简易原型能帮助所有人在最短的时间内，生动完整地理解人机互动的场景具体是如何发生的。每个参与者的全情投入、每个人充分参与，让团队充分享受到了共同产出创新概念的喜悦。

2.0 车库原型
威马团队用了4周的时间，通过智能化改造让车辆具有"自我销售"本领，并投放改装后的RoboTrial无人展车，做了一场车库原型实验，地点发生在百脑汇的地下车库和国展中心室外空旷的停车场地，场地租金低廉，试错成本较低。在没有任何传播情况下，用冷启动的效果初步证明了这一模式的可行性。

3.0 商圈原型
随后威马紧锣密鼓的进行了商圈原型快闪实验。将优化后的RoboTrial以新的面貌在上海和北京的城市中心的商圈亮相了15台无人展车。结合疫情后的时代热点，巧用今年繁荣全国的"地摊经济和夜市经济"，在周末和晚上，在繁华的商圈中心，在更大的人流中收获用户反馈，进一步测试无人售车场景和模式。

这场商圈原型实验，积累了8638名用户的体验数据，用户在车内平均停留3.9分钟，留资效率高达56%，转化率达21%。

原型实验的结果令人兴奋雀跃：我们惊喜发现人们对"智能生命体服务"的接受远超想象。这个过程，从项目启动，到关键洞察、利益相关者访谈、AI趋势研究、跨部门共创、场景概念、原型制作、持续迭代，乃至新服务、新战略、新模式、破局的探索。每一个流程，威马团队都融入了服务设计的专业工具和方法。

当今最流行的汽车新零售的营销方式是：在闹市拿地开店，轻则百万，重则千万地投人。多数汽车展厅，也就能容纳1-2台车。

基于全新的车与环境间的交互关系，全新的智能汽车也将同时打开全新的商业模式。这是一种解锁智能汽车营销进化的新公式，一种颠覆汽车4S店的可能性，甚至颠覆时下最火热的汽车新零售模式的可能性。

一台能做自营销的车，功能不亚于一家汽车门店。但两种模式的成本结构差异极为显著。每一台车，都是一个浓缩的移动展厅。这将大幅降低线上引流成本和线下开店成本。

解决了硬装修成本和不断攀升的场租的痛点之外，在软性的展示与体验方面，借由"人机互动"的智能汽车的自销售，实现内容精准可复制，降低销售培训成本，提升了客户线索的获取效率，更为方便统一的试乘试驾体验，成为汽车品牌扩张开店进程的加速器。

08 C ⇌ E新服务驱动的进化

下一步，将通过进一步改造车内语音、智能控制等功能，让用户可与车辆间进行自由的对话，甚至还会引入各类主题游戏元素，激活车辆的AI智控、行为感知甚至自动驾驶等技术，让车能与用户玩得更high，让RoboTrial无人展车能成为车厂选址测试、加速开城、社区化营销的抢滩利器，从而打造全新的商业体验。

一个个的移动展厅，可以拿到不同商圈之间的对比数据，如：用户规模、数据效率、派单试驾、成交指标等数据，进行智能建模、资源调动、参数优化，可为实体线下店的选址提供线索和指导。用数据来驱动实体店的选址测试和自我进化。

在未来，RoboTrial无人展车服务模式也许会成为独立运营的，一改传统的以人卖智能的方式的，全新的智能汽车平台式销售公司。

智能汽车催生智能营销新玩法，推动全局化、精细化的智能汽车营销的进化模式，进而成为未来汽车行业的数字基础设施。

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AI+服务设计，威马无人售车新模式

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"打败你的不是对手，颠覆你的不是同行，甩掉你的不是时代，而是你传统的思维和相对落后的观念。" 01 CHE：Car Human Environment 走向人工智能的时代，我们还能不能凭借经验畅想未来，能不能从互相牵制走向彼此成全？ 威马通过对智能汽车的服务设计，探索车、人、环境，三者之间的新关系。 ...

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以杭州西溪「十里芳菲」为蓝本打造的新旅游文化体验

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一、用服务设计做顶层设计

桥中与十里芳菲团队协同共创，从服务设计原则出发，发散思维，寻找方向：

以客户为中心

只有深入洞察客户的需求，才能打造出让客户惊艳的体验。谁是目标客户？他们为什么来到十里芳菲？他们有哪些需求？

待到客户画像具体出来，十里芳菲项目的负责人李燕玲感慨："从认知到表达到落到纸面，桥中带领我们从感性跨越到理性。只有真正说出来谁是我们的用户，我们才能更好地站在用户的角度去考虑。"

整体性

整体考虑关键利益相关方的联动，梳理端到端的服务流程才能立体化品牌体验。如何把即兴智慧融入每一个触点，并把各个触点有序串联？

由表及里

以体验旅程图为框架，考虑客户接触的各个触点的产品、环境、界面，才能确保各个环节的流畅顺滑。各方如何配合才能打造有节奏的客户体验。

在桥中服务设计的带领下，张蓓和她的团队以即兴智慧为主线，构建了"美物，美食，美宿，美力，美愿"五条战略方案以及玫瑰币的构想，产出了即兴生活的服务蓝图，梳理了客人从入住前，到离开后的所有行为及需求。美物用美的力量为美物赋能，美食让吃成为一种仪式感，美宿让我们和大自然同睡同起，美力让美作为一种力量以不同形态走进附近的居民，美愿则让我们成为更好的自己。

二、挑战升级

然而，在项目落地的过程中，有一处与客户交互最多的空间，始终找不到令人满意的有趣方案。如何让得到更多维、更有趣的体验设计迅速落地呢？

2018年7月，期待更上一层楼的张蓓带着实践中的团队，再一次来到桥中。希望通过共创、众包、多赢，统领分布式的设计力量，跨界资源，让项目达到一个新的高度。

集生态资源做落地设计

桥中是基于洞察的创新战略咨询公司。我们创立于2003年，总部设于上海，在伦敦、广州设有子公司。我们服务于新零售、新金融、大健康、新地产、新制造等各行各业。15年来，我们积累了行业的各路人才，尤其擅长解决创新过程中的复杂性问题。

针对这样的挑战，我们召集了艺术展示缔造者，生活美学品牌创办人，即兴表演艺术家，品牌运营专家，空间设计大咖，资深媒体推广者，商业创新咨询专家、项目运营专家......用创新方式共创出了100多个概念与想法，并且当场整合资源，认领任务，进行了后期落地的规划。

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如何打造有灵魂的旅游目的地

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一、用服务设计做顶层设计 桥中与十里芳菲团队协同共创，从服务设计原则出发，发散思维，寻找方向： 以客户为中心 只有深入洞察客户的需求，才能打造出让客户惊艳的体验。谁是目标客户？他们为什么来到十里芳菲？他们有哪些需求？ 待到客户画像具体出来，十里芳菲项目的负责人李燕玲感慨："从认知到表达到落到纸面，桥中带领我们从感性跨越到理性。只有真正说出来谁是我们的用户，我们才能更好地站在用户的角度去考虑。"

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服务设计师的重点是设计服务接口——组织和客户之间的所有接触点以及这些接触点之间的所有连接：

1. 了解服务中所有利益相关者和参与者（包括客户和服务提供商）的需求。

2. 通过服务设计特定工具（例如服务生态系统、服务蓝图和用户旅程）来规划服务。

3. 通过与服务利益相关者合作，共同创建可能的解决方案或改进。

4. 与真实的客户和员工一起打造新服务体验的原型并进行试点。

5. 在各个接触点的细节和整体服务的设计之间不断放大和缩小。

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Cradle to Cradle: Remaking the Way We make Things 《从摇篮到摇篮：循环经济设计之探索》
Michael Braungart, 2002.4
循环设计｜产品生命周期｜可持续设计

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从摇篮到摇篮：循环经济设计之探索_11551331

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As UI design has evolved over the years, the scale and speed at which UI screens must be created has also increased. Not only are there millions of applications and billions of websites (with more created each year), but each of those apps and websites might have hundreds or thousands of pages (or screens). With this drastic expansion comes a dire need for organizations to streamline design work. So, many design teams leverage robust design systems to manage designs at scale.

Definition: A design system is a complete set of standards intended to manage design at scaleusing reusable components and patterns.

Why Use a Design System?

Design systems, when implemented well, can provide a lot of benefits to a design team:

Design (and development) work can be created and replicated quickly and at scale.
The primary benefit of design systems is their ability to replicate designs quickly by utilizing premade UI components and elements. Teams can continue to use the same elements over and over, reducing the need to reinvent the wheel and thus risking unintended inconsistency.

It alleviates strain on design resources to focus on larger, more complex problems.
Since simpler UI elements are created already and reusable, design resources can focus less on tweaking visual appearance and more on more-complex problems (like information prioritization, workflow optimization, and journey management). While this payoff might seem small when you create only a small number of screens, it becomes substantial when you must coordinate efforts across dozens of teams and thousands of screens.

It creates a unified language within and between crossfunctional teams.
Especially when design responsibilities shift or when teams become geographically dispersed, a unified language reduces wasted design or development time around miscommunications. For example, the functionality or appearance of adropdown menu would not be debated, since that term is reserved for a specifically defined element within the design system.

It creates visual consistency across products, channels, and (potentially siloed) departments.
Particularly when teams work in silos, where each product or channel operates independently of the others, the absence of an organization-wide design system can lead to inconsistent visual appearance and experiences that seem fragmented or unrelated to the brand. Design systems provide a single source of components, patterns, and styles and unify disjointed experiences so that they are visually cohesive and appear to be part of the same ecosystem. As an added bonus, any major visual rebrands or redesigns can be managed at scale through the design system.

It can serve as an educational tool and reference for junior-level designers and content contributors.
Explicitly written usage guidelines and style guides help onboard individual contributors who are new to UI design or content creation and also serve as a reminder for the rest of the contributors.

Why Not Use a Design System?

There are some potential hurdles and limitations which may prevent a design team from using a design system:

1. Creating and maintaining a design system is a time-intensive activity which requires a dedicated team. Design systems, unfortunately, are not a one-and-done solution. At their best, they are constantly evolving as teams gather feedback from those who use them.

2. It takes time to teach others how to use the design system. Any design system, even if it were adapted from an existing one, needs instructions for use - otherwise there is a risk that it may be applied inconsistently or incorrectly across screens or across teams.

3. There may be a perception that projects are static, one-off creations, which generally don't require reusable components. Whether true or not, this perception may signal a lack of unified strategy across projects and a missed opportunity to increase efficiency.

Elements of a Design System

There are two important parts to a design system:

Design-System Repository

Design repositories can take many forms, but they often contain a style guide, a component library, and a pattern library.

Style Guide

Style guides contain specific implementation guidelines, visual references, and design principles for creating interfaces or other design deliverables. The most-common style guides tend to focus on branding (colors, typography, trademarks, logos, and print media), but style guides also offer guidance on content (such as tone of voice and language recommendations) and visual- and interaction-design standards (also known as front-end style guides). These guidelines are sometimes incorporated into the component library as well, to provide relevant guidance in context.

Component Library

Component libraries (also known as design libraries) are what many people associate with design systems: these thorough libraries house predetermined, reusable UI elements and serve as a one-stop shop for designers and developers alike to learn about and implement specific UI elements. Creating these libraries takes significant time and resources. In addition to visual examples of components, they include:

Component name: a specific and unique UI component name, to avoid miscommunication between designers and developers

Description: a clear explanation for what this element is and how it is typically used, occasionally accompanied by do's and don'ts for context and clarification

Attributes: variables or adjustments that can be made to customize or adapt the component for specific needs (i.e., color, size, shape, copy)

State: recommended defaults and the subsequent changes in appearance

Code snippets: the actual code excerpt for the element (some design systems go as far as sharing multiple examples and offering a "sandbox" environment to try out different component customizations)

Front-end & backend frameworks to implement the library (if applicable), to avoid painful and unnecessary debugging

Pattern Library

Sometimes, the terms 'component library' and 'pattern library' are used synonymously; however, there is a distinction between these two types of libraries. Component libraries specify individual UI elements, while pattern libraries feature collections of UI-element groupings or layouts. Pattern libraries are often thought of as less robust compared to component libraries, but they can be as thorough or as high-level as needed. They typically feature content structures, layouts, and/or templates. Much like the components, the patterns are meant to be reused and adapted.

Design-System Team

A design system is only as effective as the team that manages it. Whether created or adapted, design systems require continuous maintenance and oversight to ensure they don't become outdated, obsolete, or overcrowded with redundant entries or submissions. The size of this team can vary, given that design systems themselves can take on different sizes and levels of customization, but, at a minimum, the team should include 1 interaction designer, 1 visual designer, and 1 developer, each meant to help write interaction-design guidelines, create visual examples, and provide code snippets and implementation specifications for each element, respectively. Ideally, the team should also include a part-time researcher, part-time architect, and content writer, if these roles are explicitly determined in your organization.

Lastly, consider securing an executive sponsor (from leadership ranks) to orchestrate design-system efforts. While the lack of a sponsor won't be a show-stopper, sponsors can secure money and resources, while also conveying the strategic importance of a design system to the rest of the organization.

How to Approach Design-System Adoption

There are generally three approaches to using a design system:

adopting an existing design system

adapting an existing design system

creating your own proprietary or custom design system

There are pros and cons to each, but generally speaking, the more custom your design-system solution is, the more time and money it will take to implement. Thus, using an existing design system is the lowest-cost approach and requires the least time to implement. (It will, still, need more time than if you continue design as usual, however, because you will have to either replace or update some UI elements and agree upon a standard).

Investment in a custom design system will be worth it if the organization has particular needs that cannot be met by open-source design systems. As customizations and adjustments to the design system increase, the cost savings you may have gained from using the existing design system will diminish, and, in the long run, you may be better off creating your own design system anyway. Be sure you know what your organization needs before you embark on design system endeavors and evaluate the tradeoffs.

Last, for a proof of concept or an initial prototype which is likely to change, creating a full-fledged design system is probably not going to generate a desirable ROI in the near term. The benefit, after all, is the replicability of design, which is in the future. Though it may be tempting to establish these from the outset, keep in mind that a design system should not be thought of as a portfolio of work, but rather as a functional toolkit or resource for designers and developers to work more quickly. That said, if you are doubting the usefulness of a design system, it might be worth considering the timescale you will use to evaluate your design work. Design systems are best when the company foresees years of future, replicable design work.

Conclusion

Design systems are made of many components, patterns, styles, and guidelines, which can help operationalize and optimize your design efforts. However, they are designed, managed, and implemented by people. The main factors to consider when creating a design system are the scale and replicability of your projects, as well as the resources and time available. When poorly implemented and maintained, design systems can become unwieldly collections of components and code; but, when implemented well, they can educate team members, streamline work, and enable designers to tackle complex UX problems.

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As UI design has evolved over the years, the scale and speed at which UI screens must be created has also increased. Not only are there millions of applications and billions of websites (with more created each year), but each of those apps and websites might have hundreds or thousands of pages (or screens).

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Systems Thinking: Managing Chaos and Complexity 《系统思维：复杂商业系统的设计之道》
Jamshid Gharajedaghi, 2011.7
系统论｜社会文化系统｜组织创新

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Systems Thinking, Third Edition Managing Chaos and Complexity A Platform for Designing Business Architecture (Jamshid Gharajedaghi) (z-lib.org)

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了解如何进行用户体验的设计，发掘服务设计与用户体验设计的相同与差异

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The Elements of User Experience: User Centered Design for the Web and Beyond 《用户体验要素：以用户为中心的Web设计》
Jesse James Garrett, 2002.10
网页设计｜用户体验｜产品经理｜交互设计｜互联网

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《用户体验的要素 －以用户为中心的Web设计》-加瑞特

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Designing Interactions 《关键设计报告：改变过去影响未来的交互设计法则》（文档太大想要完整版私信我～）
Bill Moggridge, 2007.10
与交互设计的联系｜用户体验｜交互设计｜用户访谈｜产品设计

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Subject To Change: Creating Great Products & Services for an Uncertain World 《应需而变：为瞬息万变的世界提供伟大的产品和服务》
Peter Merholz, Todd Wilkens, Brandon Schauer, David Verba, 2008.3
线上与线下｜设计流程｜用户体验｜产品经理｜交互设计

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Subject to Change Creating Great Products and Services for an Uncertain World (Peter Merholz, Todd Wilkens etc.) (z-lib.org)

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Transformative services and transformation design
D Sangiorgi (2011)

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Participative; co-operative; emancipatory: From participatory design to service design
Holmlid, S. (2012)