# Unplanned Disruption: Mind the Gaps — Elise Loeuille — session 2026-08-28T03:30:00.000Z → 2026-08-28T04:00:00.000Z _442 transcript lines · 95 slides_ ## Transcript Yeah. Good afternoon everyone. I'm sorry for, choose And I was leading a workshop around disruption on this day. So yeah. Was a bit, like, interesting. For the last three years, I've been leading unplanned disruption program of work for Transport for New South Wales. And obviously, every time a disruption happen, I receive 10,000 message saying, this is not clear. What's going on? Can I go home? And I'm like, so I need to call people and say, well, can can they go home? Anyway, at the beginning, I was really thinking, it will be a short project, and I will improve the customer communication, and it will be done. Unfortunately, it's been three years, and it's much bigger than just the customer communication. So this is what I would love to share with you today. It's, the story became about our service design and complex organization. To coordinate under pressure. I don't want to say that transport is very complex, but it's kind of complex. So let's, start with something I'm pretty sure everyone experienced one day. You're waking up in the morning, You're a bit grumpy. You haven't got a very good sleep. And you need to go to work on top of this. So you're trying to just rush to the train station, arrive at the platform, you're like, where is this bloody train? You're looking at the screen. We call this speed because we love acronyms. You look at the screen, nothing. There is no audio enhancement. You're looking around, people are starting to look at their apps, Maybe they will see delay, but not much more. And maybe they will start to look at the news look at the social media, try to find out what's going on. And this is where everyone start to become a transport analyst. Everyone try to figure out should I wait? Should I move? Should I give up? Should I start deeply regretting not take an extra coffee to survive this one? And this small moment is very important. Because this is where disruption become a customer experience. And it's not only the delay, it's the uncertainty. It's a lack of confidence on what to do next. And this is where the trust can raise or fall. Let's start with something quite simple. The customer experience. This is where I started for my project, by the way. I said, okay. So far going from a to b, you're looking at your apps or you're not if you know already where is your bus stop. You're taking the you're going to the bus stop, taking the bus, travel on the bus, arrive at your destination. It's quite simple. But behind just this simple trip, there is an entire system. And what I want you to understand, it's that's why it's not only my fault. Transport is not owning the the full part of this system. You have other agency and it's kind of a mix of different agencies. So council is owning the bus stop, so it's not us if the bus stop is not good. Blame the council. The curves, the local road infrastructure are also counciled. Then you have the operator. So the operator are not transport. We have six different bus operator just for you around Sydney. So yes, six operators, the light rail, the metro, I will forget one, the ferry, all this public transport are different agencies that we are working closely with. And these people are owning the vehicle, the depot, the drivers, and, like, owning managing, and the day day to day service delivery. On top of this, they have a small small room where we call this the operation center. Where they have the bus network. They can see the bus network and track their bus. Probably my story and the mic problem. But what we have in transport, which is my best place, I I always want to go there. It's called the Transport Management Center. Well, you can visit it if you're not from Transport. But it's a room think it's as big as it is. Everyone is sitting in front of one wall. And on this wall, you have CCTV's, system to track every single mode. And you can really see the full state of transport. So you can see the road. You can see the the boats, and you can see everywhere, like oh, like, everywhere we have a CCTV. You can see what's going on for the full network. On top of this, transport is involved in service planning, contract, accessibility requirement, minimum service level. We have also customer information teams who update apps, website, screen and feed the third party communication. And all of this is just for this single trip. It's just when anything like, nothing is going wrong. When something goes wrong, the complexity multiply. So you can start to have bus shortage, driver shortage, school services to maintain. Accessibility needing accessibility needs, traffic condition, replacement bus and urgent customer communication to update. On top of this, you have new agency coming to the mix, So if you think about it, like, unfortunately, we had two fatalities on the Sinaloa Bridge recently. The first people who are on-site are the paramedic and the firemen. And the and the police. So all of these people are trying to keep the place safe, close the road, and keep people away from that. So they are very, very big stakeholder for us when it happened. Because they have to call transport sometimes. If there is a fire, transport will, take some buses from the network. And just evacuate civilians. So it's really we need to have a good relationship. So we have some people who are also from the ex policeman who are just dealing with this communication. So it's really, it's really a complex system. It's not just a tree a bus trip. It's a real network of teams, asset, contract system, and everything needs to be done in real time. And when I started this project, something became very clear very quickly. Everyone works pretty hard to keep the network running. To keep the customer informed. But everyone is looking is to, like, to the problem in a different way. And this is really what we are not seeing straight away. We are seeing the customer communication. I don't receive any any information on my apps. I don't know what's going on. But behind this problem, you have the hidden problem, which is the coordination. And this is a very, very different problem to solve. And that's why I'm there since three years trying to help this thing. So the service design problem became how do you create share visibility so teams can act together under pressure? And that was the shift. We were not trying to do to make the message nicer. We were really trying to make the system seeing itself. Once we were looking at this entire system, the story became about coordination. We have to just when there is a disruption, every every disruption travels through different multiple organizational layer. The frontline staff, the customer communication staff, the operational people, the governance, the strategy, And every single layer has different information. Different, different teams, different priority. And different constraints. And as this information is moving across all this layer, small misalignment starts to accumulate. And this is where the gaps become impossible to ignore. What surprised us is, like, this gap are not sitting in one team on one function. They're sitting between teams, between handover, between timings, and sometime between what the what the organization know and what what the customer need to know to move forward. All of this gaps are fitting in in four category. Every time I would I would like to have on three, but four. So the early awareness gap the system gap, the organizational gap, and the meaning gap. Present one. And disruption There we go. Okay. So the first one is the early awareness gap. Customer and frontline arrive at the, like, at the train station. And know something is happening since minute one. So much before, the organization has all the answer. The second one is the system gap. Information is spread across multiple tools, multiple channels, and they are creating different versions of reality So it's very confusing, and it's, again, in real time that are in kind of a traumatic time. So everyone has a kind of a different version of reality. The last one is the organizational gap. So when you want to go from a to b, you say, okay. I will take the bus. I will I I will go there. I will take the bus and the light rail. And for you, it's one network. But behind this, the organization is working across many teams responsibility. The last one is the meaning gap. It's the difference between when we say there is a problem and when we say, there is a problem. This is what you can do next. I don't see them like four different problems. I see them like four different way. To see how the coordination is breaking down. And when we could see those patterns, we knew where the service design could add the the best value. Knowing this, the first thing we redesigned was not the service. Even if I'm called service designer. We started to redesign the conversation. Once people could see the same system, the conversation started to change. It's it's changed from, oh, no. No. No. It's my part of the process after it's someone else's problem. To how do we really create a better customer outcome together? And it didn't make the system less complex. We were still having competing priority, legacy system, decisions that that has to be made without the complete information. But something important changed. The complexity was not longer hidden. People could see it. They could talk about it. They could understand each other's reality. So they could make better decision together. I think this is one of the most important thing that service design can make in complex organization, not by removing complexity. But by making it visit visible enough for people to coordinate with confidence. The good news thanks, god, is I didn't have to re redesign all this layer. I just had to end the layer to work better together. And looking back, because I didn't as I, like, as I go, I didn't really organize everything. But now that I'm looking back at it, I think what I created three things. The share visibility. So helping people to see the same system rather than just just their own part. A shared language, helping people to understand each other reality and build a common understanding of the problem. The third one is helping people to make decisions together and coordinate. Together, this created a better customer experience. Even if it's still traumatic, like disruption will not be perfect, but we are trying your best, firstly. So And everything that you will see next will fit in one of the three idea. Because in complex organization, it's not that people don't care It's that they she wants to do something? Yeah. Just running away. Do you want to keep that? Okay. We are just try to. You only need to put a scalp. No. I think that's my art. Let me just bring the towel. I think it's better now. I don't know. Do you want me to speak in French So if everyone understand in French, I think it would be fine. No? Okay. Maybe at the break. So yeah. I think the the the the idea is, like, it's not that people don't care. It's that they can't always see, understand, and act together when a when we are on this kind of crazy company where there is so many people who have to be coordinate together. So the next question became, how service design can help people to coordinate all this across all these layers? And, interestingly, we didn't start with technology. We started with design. The journey map helped people to see the customer experience along the side of operational reality. The ecosystem map made dependency visible, Shared shared definition created a common language. Customer story align teams around the same outcome. Workshop built trust and ownership. And message testing translated complexity into decision customer cool action. None of these myths are new. And individually, they are very familiar service design tools. But bringing them together at the right time it makes something much powerful than just a tool. The deliverable was not the artifact. The artifact was creating the condition for people to make better decisions to together. That's where design service design gave us the tool to make invisible relationship visible. So let's start with sheer visibility. Shell visibility is understanding each other's reality. And the first thing we we've done is bringing the customer story into the room. Instead of talking about incidents, process, we were talking about people wanted to go to work, pick up their kids, or go to a medical appointment. Then we map this story along the side of the For many people, it was the first time they could see how their decision affected someone several step later in the process. Or how the pressure they faced was connected to someone else's pressure. If you look on the top one, the messy one, the first one was my plan at the beginning, mapping the customer journey. But when I started to interview people, they were so frustrated about the frontline people and say, yes. They don't give me any information, blah blah blah. So we're like, okay. Let's try to understand why the frontline people doesn't give information to the customer. So I started to interview this these people, and they were like, look. We would love to have information because we are face facing this customer from minute one. And we really don't know what to do. Like, it's just like we don't have any information. This bloody people from the center are not giving us information. We're like, okay. Let's go to see these bloody people in this operation center. So I went there, and I started to ask question to them, and they were like, yeah. Yeah. The comms want the comms teams want to have information but we can't give them a firm information because we are helping the police to evacuate people. Because we are trying to make the network running again. And it's impossible for us to do both of the of this of this things. Sending email, calling the the operator. So it was really difficult for them. And this is where we really changed the mindset between assumption because to, to really empathize People were starting to look at this journey in a way that it was a conversation starter. It was not the end game. It was just to say, look. This is my problem, and try to link everyone together This this tool was really powerful for that. People looks almost up here on the second slide. The next one is the shared language. So we mapped also the ecosystem Who is doing what? What are their tasks? And something interesting happened. Different team has different language to describe disruption. So across document, playbook, operating procedure, The phases had different name, different boundary. And sometimes different stage altogether. It made it surprisingly difficult for people to connect their work across teams. Because everyone was working from a slightly different model. But what we have done is we brought all these perspective together and co create one shared disruption life cycle. With common phases such as awareness, assessments, response, and recovery. And it was not just agreeing on rewards. It was giving a way to for people to describe where they were what needs to happen next, and how their work was connected with everyone else. So That shared language made coordination much easier because people no longer had to translate between different frameworks. They could just make decisions straight away. The last capability is the shared action. Shared visibility and shared language are very important But by themselves sales, they will not change the customer experience. We need to bring the right people together to coordinate, and this is why I had a workshop on Tuesday during the disruption. So every month, we're organize organizing a workshop where we bring everyone together to discuss about problems. So when I say everyone, we have the ops team, the comms team, We have Lena. Who is Lena? Lena. We have Lena who is coming from product and solution from the tech part. So we have really everyone who tried to come together to solve problems. And oh, okay. Do I have a bit of time or not? Yes. Yes? Okay. We had a we had a very cool, activity on the first on the first part of the workshop. We do we do the introduction, And after, we are doing burning questions and good ideas. And every time it look at look at Lena's face. I don't know. We are hijacking this workshop because everyone speak about their their thing. So at the beginning, everyone was bragging. Yeah. I've done this. This is amazing. I'm amazing. My team is amazing. But after a while, everyone started to just be more vulnerable, start to to speak about their challenges. And this where the magic happened. We have Tim from Light Rail. Tim is the best storyteller ever. So every time a light rail disruption happen, we are almost excited about. So he's he's coming in front of the room, and he's like telling the story about this poor light trail who had a like, a tree falling on himself of do you have some fire? Do you have some floating? And the good thing is, like, he's taking always good pictures. So we have a picture and we can start to discuss about it. And he's very detailed oriented. And while he's doing this, train and metro and bus are like, yes. I had a problem. I also had a tree falling on the track. And I had to call these people, these people, these people. And by doing this, they are all solving problem together. And we when sometimes we don't have like great idea, we brainstorm about this idea and try to find a new way of working, new new new solution and we prototype them. And because we are catching up every month, it's not staying in the workshop. This is how many times you go to a workshop like, yeah. That was great. We will do all of this. And nothing happened. So this is why we are following up every month, and we are prototyping staff before rolling them out to the network. We have also something very simple. This is all shared definition like I don't give you the full wording, but this is a very simple example. It's a shared definition of what means disruption. But this is a foundation. It's simple, but it's it's the foundation for governance bet better decision making, and more consistent customer communication. I will not just go off script because I have only ten minutes. I will try to make my mistake. This is where we realized that service design was not about the workshop or the framework. It's helping the organization to move from alignment to coordinate action. So before I show you some outcome, it's important to recognize that the biggest change was not a new tool, a new process Before this work, team were often trying to solve a problem independently. There are different definitions, different priorities. And, yeah, individual projects. Now we are 90 I think we are up to a 100 people. Who are aiming for the same customer outcome. We have one shared language across mode. We have one coordinated program, road map, and governance. What changed was not the work. It was how people work together. So Okay. Let's go on this one. We have a here are there is three different deliverables that we have done. And they are all starting with the same principle, We have a shared understanding. Then we accelerate the delivery. The first example is a is a twenty four seven coordination. I will not go too far, but this is this is TMC. So you got the desk, and you have the big things in my favorite place. It's very techy, but it's very nice. So what we we have done is this showing a mapping reveal a gap that was existing for years. Operation continue overnight, but customer disruption didn't. And this is where this insight led to a new operating model And the cool thing is that they had to renovate this place. So we had a chance to redesign the floor. To redesign the way where where people were sitting. So now the ops people and the comms people are out like, closer together. So the communication is flowing better from the operational part to the comms teams to the frontline teams, to the customer. The second one is really about the cost consistent customer message. So we have done a lot of research around how do we communicate disruption. And how people can go to the next phases and don't ask, should I wait? Should I go? Should I grab another coffee? We really try to find a way that it's clearer and also that it's the same message across modes. Because every mode, not every mode, but few modes are doing their own message. So how do you keep the consistency between all these all these teams So we are working on it. We are still working on it. The next one, and we have Lena again. We have the banner alert. So she's responsible for this kind of banner alert. So if you want to blame someone on the the that's why I invited you, Nina. It was just to so we we are the we created a new banner alert banner alert because like, customer wants earlier and more visible information when something happens five minutes. Great. So these three initiatives could look like different initiatives, but I don't see them this way. They are all helping the customer to navigate through uncertainty. And try to know to do to know what to do next. Looking back, what I'm, what I'm the most proud of is not the framework. It's a community you've we formed. Look. This is us. I look almost happy. And at first, it was not really easy. It's it was after COVID. Everyone was kind of comfortable staying behind their desk, not going on face to face workshop. So this is where we decided to bring team tons. And at the beginning, it was just a small gesture. But after people were starting to enjoy these team times and say, yeah. Every month, I have team times for free. We'll come. So So they came and it's just, like, started to come earlier staying longer. And some of the most important, oh, interesting discussion was not during the workshop. It was around this Tim Tam and Coffee during the break. Because coordination is not only built through process and governance, it's also built through human relationships. People stop seeing function, they start seeing people. And when the next disruption happen, they are not escalating a problem. They just take their phone and call someone they already know. This is where I realized that we were not achieving only better coordination. But we were building a human connection behind it. We often talk about service design as designing journeys. But in complex systems, maybe a real job is creating condition for coordination. Service design is not about owning another layer of a complex system. It's about helping every layer to work together. I'm in Italy. I'm working for Transport for New South Wales. And if you're passionate like me on complex system, I think we have the break just after just want to be on time. Maybe you have team time for the break. No? No? Maybe. Thank you so much. Bye bye. Thank you. We're about to have a break, Elise. So I'll encourage people to Yeah. Come and and grab you during that break if they have questions for you. Thank you so much. Thank you. Okay. So it brings us to the end of the mid session and it brings us to the after hour an hour. So that'll be just on sorry that again. Forty five minutes? Thanks, Amir. Thanks, John. So we're back at 02:45, for the afternoon sessions. We've got three talks lined up which are going to be great. I'm gonna send you to the lunch break with just one small factoid to talk about while you're out there there. Humans, us, modern humans, have existed for about three hundred thousand years. ## Slides ### 00:00:09 # Unplanned Disruption: Mind the Gap UX Australia 2026 Elise Loeuille [Image of a subway platform with "MIND THE GAP" written on the ground, and a train passing by] ### 00:00:25 # Unplanned Disruption: Mind the Gap [Image of a subway platform with "MIND THE GAP" written on it, and a blurred train in the background] ### 00:00:30 # Unplanned Disruption: Mind the Gap [Image of a subway platform with "MIND THE GAP" written on the ground, and a blurred train in the background] ### 00:00:53 ### Unplanned Disruptions: Mind the Gap ## How Service Design helps complex organisation to coordinate under pressure ### 00:01:14 When disruption happens... # Everyone becomes a transport analyst. - The train stops. - The announcement hasn't come yet. - The screen still looks calm. - But everyone is already working out their next move. [Image of people on a train platform, with thought bubbles above three individuals saying "What's happening?", "What should I do next?", and "Should I have grabbed another coffee?"] ### 00:01:26 # When disruption happens... Everyone becomes a transport analyst. - The train stops. - The announcement hasn't come yet. - The screen still looks calm. - But everyone is already working out their next move. [Photograph of people waiting on a train platform, with speech bubbles above their heads asking "What's happening?", "What should I do next?", and "Should I have grabbed another coffee?"] ### 00:01:49 # When disruption happens... ## Everyone becomes a transport analyst. - The train stops. - The announcement hasn't come yet. - The screen still looks calm. - But everyone is already working out their next move. [Image of people waiting on a train platform, with speech bubbles above their heads saying "What's happening?", "What should I do next?", and "Should I have grabbed another coffee?"] ### 00:02:12 ### When disruption happens... # Everyone becomes a transport analyst. The train stops. The announcement hasn't come yet. The screen still looks calm. But everyone is already working out their next move. [Image of people standing on a train platform, many looking at their phones. Speech bubbles above some individuals read: "What's happening?", "What should I do next?", and "Should I have grabbed another coffee?"] ### 00:02:27 When disruption happens... # Everyone becomes a transport analyst. The train stops. The announcement hasn't come yet. The screen still looks calm. But everyone is already working out their next move. [Image of people on a train platform, many looking at their phones, with speech bubbles above their heads asking "What's happening?", "What should I do next?", and "Should I have grabbed another coffee?"] ### 00:02:48 # One bus journey. ## The complexity To customers, it looks simple. ### CUSTOMER EXPERIENCE A simple bus trip [Flow diagram showing a customer's bus journey in five steps: 1. Checking an app, 2. Going to the bus stop, 3. Boarding the bus, 4. Traveling inside the bus, 5. Arriving at the destination.] ### 00:03:11 # The complexity ## One bus journey. Many moving parts. To customers, it looks simple. Behind the scenes, it relies on different agencies, teams, assets, contracts, systems and real ### 00:03:27 # The complexity ## One bus journey. Many moving parts. To customers, it looks simple. Behind the scenes, it relies on different agencies, teams, assets, contracts, systems and real ### 00:03:34 # The complexity ## One bus journey. Many moving parts. To customers, it looks simple. Behind the scenes, it relies on different agencies, teams, assets, contracts, systems and real-time decisions. **CUSTOMER EXPERIENCE** (A simple bus trip) - Check app (or not) - Go to the stop - Board the bus - Travel - Arrive at destination **Customer communication channels** - Transport app - Website - Social media - At stop display - Announcements - Customer service - 3rd Party apps **Operations & control** - Multimodal Transport Management Centre - Bus operators **Service delivery & assets** - Bus Stop, kerb - Local road infrastructure - Depots - Service delivery - Drivers - Buses **Systems, data & Technology** - Real-time data - Timetabling systems - Tracking - Incident Systems - Communication platforms - Data platforms & integration - Cyber security **Governance, planning & partnership** - Service Planning - Contracts - Accessibility requirements - Minimum Service Level - Performance Monitoring - Risk, safety and compliance **External Stakeholders and community** - Councils - School [Flowchart illustrating a bus journey from a customer's perspective, followed by a multi-layered diagram detailing the underlying systems, assets, and stakeholders involved in public transport operations.] ### 00:03:57 ## The complexity # One bus journey. Many moving parts. To customers, it looks simple. Behind the scenes, it relies on different agencies, teams, assets, contracts, systems and ### 00:04:22 # The complexity ## One bus journey. Many moving parts. To customers, it looks simple. Behind the scenes, it relies on different agencies, teams, assets, contracts, systems and real ### 00:04:24 # The complexity ## One bus journey. Many moving parts. To customers, it looks simple. Behind the scenes, it relies on different agencies, teams, assets, contracts, systems ### 00:04:49 # The complexity ## One bus journey. Many moving parts. To customers, it looks simple. Behind the scenes, it relies on different agencies, teams, assets, contracts, systems and ### 00:05:15 # The complexity ## One bus journey. Many moving parts. To customers, it looks simple. Behind the scenes, it relies on different agencies, teams, assets, contracts, systems and ### 00:05:27 # The complexity ## During disruption the complexity multiplies. To customers, it looks simple. Behind the scenes, it relies on teams, assets, contracts, systems, and real-time ### 00:05:51 # The complexity ## During disruption the complexity multiplies. To customers, it looks simple. Behind the scenes, it relies on teams, assets, contracts, systems and real-time decisions. - **Customer communication channels** - **Operations & control** - **Service delivery & assets** - **Systems, data & Technology** - **Governance, planning & partnership** - **External Stakeholders and community** what looks like “just a bus trip” is really a network of teams, assets, systems and real-time decisions. [Diagram illustrating the complex network of systems, teams, and assets behind a simple customer bus trip, showing customer journey steps, communication channels, operations, service delivery, technology, governance, and external stakeholders, with some elements highlighted as "Traffic", "Shortage", or "Need to be maintained".] ### 00:06:16 # The complexity ## During disruption the complexity multiplies. To customers, it looks simple. Behind the scenes, it relies on teams, assets, contracts, systems and real-time decisions. - **Customer communication channels** - **Operations & control** - **Service delivery & assets** - **Systems, data & Technology** - **Governance, planning & partnership** - **External Stakeholders and community** what looks ### 00:06:42 # The complexity ## During disruption the complexity multiplies. To customers, it looks simple. Behind the scenes, it relies on teams, assets, contracts, systems and real-time decisions. - Customer communication channels - Operations & control - Service delivery & assets - Systems, data & Technology - Governance, planning & partnership - External Stakeholders and community what looks like “just a bus trip” is really a network of teams, assets, systems and real-time decisions. [Complex diagram illustrating the interconnected systems and teams behind a bus trip, showing a customer journey at the top, branching into layers of communication channels, operations, service delivery, systems, governance, and external stakeholders, with some elements marked "Shortage," "Traffic," or "Need to be maintained."] ### 00:07:05 # The real problem ## It is not a lack of effort It is a lack of shared visibility. ### Visible problem: Customer communication Customers receive unclear, late or inconsistent information. ### Hidden problem: Coordination Teams coordinate across modes, tools, contracts, channels and incomplete information. Transport is doing a huge amount of work but not always from the same picture. [Diagram showing a person looking at a phone with a thought bubble "What's happening?", connected by an arrow to a complex organizational chart for transport. The chart is divided into categories like "Customer communication channels", "Operations & control", "Service delivery & assets", "Systems, data & Technology", "Governance, planning & partnership", and "External Stakeholders and community", with various sub-elements and connections, some marked with red exclamation points.] ### 00:07:27 # The real problem ## It is not a lack of effort It is a lack of shared visibility. **Visible problem: Customer communication** Customers receive unclear, late or inconsistent information. ### 00:07:52 ## The real problem How do we create shared visibility so teams can act together under pressure? ### 00:08:15 ### The vision # This is a coordination story. Service design helps complex organisations see together, think together and act together. - Customers - Frontline staff - Customer comms - Operations - Strategy - Governance - Each layer has different information. - Different Teams. - Different priorities. - Different constraints. As the information moved between those layers, small misalignments start to accumulate. [Layered diagram showing different organizational levels from Customers at the top to Governance at the bottom, with an arrow pointing to a list of challenges] ### 00:08:27 ## The vision # This is a coordination story. Service design helps complex organisations see together, think together and act together. - Customers - Frontline staff - Customer comms - Operations - Strategy - Governance - Each layer has different information. - Different Teams. - Different priorities. - Different constraints. As the information moved between those layers, small misalignments start to accumulate. [Multi-layered diagram resembling a cake, showing different organizational levels from Customers at the top to ### 00:08:35 ### The vision # This is a coordination story. Service design helps complex organisations see together, think together and act together. - Customers - Frontline staff - Customer comms - Operations - Strategy - Governance - Each layer has different information. - Different Teams. - Different priorities. - Different constraints. As the information moved between those layers, small misalignments start to accumulate. [Diagram of a multi-layered organizational structure, resembling a cake, with different groups of people at each level labeled Customers, Frontline staff, Customer comms, Operations, Strategy, and Governance. An arrow points from this diagram to a bulleted list.] ### 00:08:58 ### Where coordination breaks ## Coordination breaks between teams, not within them. Understanding where coordination breaks tells us where design can create the most value. - Customers - Frontline staff - Customer comms - Operations - Strategy - Governance ### GAPS - Early awareness - Systems - Organisational - Meaning The gaps show where coordination breaks across layers, timing, systems and meaning. [Diagram showing a multi-layered organizational structure (like a cake) with different teams/functions at each level, connected by lines to a list of "GAPS" (Early awareness, Systems, Organisational, Meaning).] ### 00:09:20 ### Where coordination breaks ## Coordination breaks between teams, not within them. Understanding where coordination breaks tells us where design can create the most value. - Customers - Frontline staff - Customer comms - Operations - Strategy - Governance ### GAPS - Early awareness - Systems - Organisational - Meaning The gaps show where coordination breaks across layers, timing, systems and meaning. [Diagram showing a multi-layered organizational structure (Customers at top, Governance at bottom) with illustrations of people and activities at each level. Lines connect these layers to a "GAPS" box listing Early awareness, Systems, Organisational, and Meaning.] ### 00:09:24 ### Where coordination breaks ## Coordination breaks between teams, not within them. Understanding where coordination breaks tells us where design can create the most value. - Customers - Frontline staff - Customer comms - Operations - Strategy - Governance ### GAPS - Early awareness - Systems - Organisational - Meaning The gaps show where coordination breaks across layers, timing, systems and meaning. [Diagram showing a multi-layered organizational structure (Customers at top, Governance at bottom) with illustrations of people and activities at each level. Lines connect these layers to a "GAPS" box listing Early awareness, Systems, Organisational, and Meaning.] ### 00:09:47 # Where coordination breaks ## Gaps tells us where design can create the most value. The gaps became impossible to ignore. - **Early awareness** Customers and frontline staff need to know something is happening from minute one so before the organisation has all the answers. - **Organisational** Customers experience one network, while the organisation works across many teams and responsibilities. - **Systems** Information is spread across multiple tools and channels, creating different versions of reality. - **Meaning** It's the difference between telling customers what happened and helping them to decide what to do next. The gaps show where coordination breaks across layers, timing, systems and meaning. [Icon of a bell with a lightbulb inside for "Early awareness"] [Icon of three connected figures for "Organisational"] [Icon of three interconnected gears for "Systems"] [Icon of a person speaking into a megaphone and another person listening for "Meaning"] ### 00:10:09 # Where coordination breaks ## Gaps tells us where design can create the most value. The gaps became impossible to ignore. - **Early awareness** Customers and frontline staff need to know something is happening from minute one so before the organisation has all the answers. - **Organisational** Customers experience one network, while the organisation works across many teams and responsibilities. - **Systems** Information is spread across multiple tools and channels, creating different versions of reality. - **Meaning** It's the difference between telling customers what happened and helping them to decide what to do next. The gaps show where coordination breaks across layers, timing, systems and meaning. [Icon of a bell for Early awareness] [Icon of connected people for Organisational] [Icon of gears for Systems] [Icon of a person with a megaphone for Meaning] ### 00:10:33 # Where coordination breaks ## Gaps tells us where design can create the most value. The gaps became impossible to ignore. - **Early awareness** Customers and frontline staff need to know something is happening from minute one so before the organisation has all the answers. - **Organisational** Customers experience one network, while the organisation works across many teams and responsibilities. - **Systems** Information is spread across multiple tools and channels, creating different versions of reality. - **Meaning** It's the difference between telling customers what happened and helping them to decide what to do next. The gaps show where coordination breaks across layers, timing, systems and meaning. [Icon of a bell with a lightbulb for "Early awareness"] [Icon of three connected figures for "Organisational"] [Icon of a gear for "Systems"] [Icon of a megaphone with a person for "Meaning"] ### 00:10:59 # Where coordination breaks ## Gaps tells us where design can create the most value. The gaps became impossible to ignore. - **Early awareness** Customers and frontline staff need to know something is happening from minute one so before the organisation has all the answers. - **Organisational** Customers experience one network, while the organisation works across many teams and responsibilities. - **Systems** Information is spread across multiple tools and channels, creating different versions of reality. - **Meaning** It's the difference between telling customers what happened and helping them to decide what to do next. The gaps show where coordination breaks across layers, timing, systems and meaning. [Icon of a bell with a lightbulb for Early awareness] [Icon of three connected person-like figures for Organisational] [Icon of a gear for Systems] [Icon of a megaphone with a person-like figure for Meaning] ### 00:11:22 ### The turning point ## First, we redesigned the conversation. Before we could redesign disruption, we had to redesign how people talked about disruption. **Before, each team optimised its own part** - "My job finishes here." - "That's another team's responsibility." - "We need more information before acting." - Success = my process works. **After, everyone worked toward one customer outcome** - "How do we create a better customer outcome together?" - "Who else needs this information?" - "How do we coordinate?" - Success = the journey works. We didn't remove complexity but we made it visible enough for people to coordinate with confidence. [Light blue arrow pointing from "Before" column to "After" column] ### 00:11:23 The turning point ## First, we redesigned the conversation. Before we could redesign disruption, we had to redesign how people talked about disruption. ### Before, each team optimised its own part - "My job finishes here." - "That's another team's responsibility." - "We need more information before acting." - **Success = my process works.** ### After, everyone worked toward one customer outcome - "How do we create a better customer outcome together?" - "Who else needs this information?" - "How do we coordinate?" - **Success = the journey works.** We didn't remove complexity but we made it visible enough for people to coordinate with confidence. [Light blue arrow pointing from "Before" to "After" sections] ### 00:11:45 ## The turning point # First, we redesigned the conversation. Before we could redesign disruption, we had to redesign how people talked about disruption. ### Before, each team optimised its own part - "My job finishes here." - "That's another team's responsibility." - "We need more information before acting." **Success = my process works.** ### After, everyone worked toward one customer outcome - "How do we create a better customer outcome together?" - "Who else needs this information?" - "How do we coordinate?" **Success = the journey works.** We didn't remove complexity but we made it visible enough for people to coordinate with confidence. [Light blue arrow pointing right, from "Before" to "After" sections] ### 00:12:08 ### The turning point ## First, we redesigned the conversation. Before we could redesign disruption, we had to redesign how people talked about disruption. **Before, each team optimised its own part** - "My job finishes here." - "That's another team's responsibility." - "We need more information before acting." - Success = my process works. **After, everyone worked toward one customer outcome** - "How do we create a better customer outcome together?" - "Who else needs this information?" - "How do we coordinate?" - Success = the journey works. We didn't remove complexity but we made it visible enough for people to coordinate with confidence. [Light blue arrow pointing right, indicating a transition from "Before" to "After"] ### 00:12:24 ### The turning point # First, we redesigned the conversation. Before we could redesign disruption, we had to redesign how people talked about disruption. **Before, each team optimised its own part** - "My job finishes here." - "That's another team's responsibility." - "We need more information before acting." - Success = my process works. **After, everyone worked toward one customer outcome** - "How do we create a better customer outcome together?" - "Who else needs this information?" - "How do we coordinate?" - Success = the journey works. We didn't remove complexity but we made it visible enough for people to coordinate with confidence. [Light blue arrow pointing from the "Before" section to the "After" section] ### 00:12:29 ### The turning point ## First, we redesigned the conversation. Before we could redesign disruption, we had to redesign how people talked about disruption. **Before, each team optimised its own part** - "My job finishes here." - "That's another team's responsibility." - "We need more information before acting." Success = my process works. **After, everyone worked toward one customer outcome** - "How do we create a better customer outcome together?" - "Who else needs this information?" - "How do we coordinate?" Success = the journey works. We didn't remove complexity but we made it visible enough for people to coordinate with confidence. [Light blue arrow pointing from left to right, between the "Before" and "After" sections] ### 00:12:52 # The vision ## This is a coordination story. Service design helps complex organisations see together, think together and act together. - Customers - Frontline staff - Customer comms - Operations - Strategy - Governance ### Shared visibility Helping people see the same system, rather than just their own part of it. ### Shared language Helping people understand each other's reality and build a common understanding of the problem. ### Shared action Helping people make decisions and coordinate with confidence. The challenge isn't that people don't care. It's that they can't always see, understand and act together. [Multi-layered diagram illustrating an organization, from Customers at the top to Governance at the bottom, with "Service Design" connecting to concepts of shared visibility, language, and action.] ### 00:13:15 ### The vision ## This is a coordination story. Service design helps complex organisations see together; think together and act together. - Customers - Frontline staff - Customer comms - Operations - Strategy - Governance **Shared visibility** Helping people see the same system, rather than just their own part of it. **Shared language** Helping people understand each other's reality and build a common understanding of the problem. **Shared action** Helping people make decisions and coordinate with confidence. The challenge isn't that people don't care. It's that they can't always see, understand and act together. [Diagram showing a multi-layered organization structure from Governance at the bottom to Customers at the top, with a person labeled "Service Design" connecting these layers to concepts of Shared visibility, Shared language, and Shared action.] ### 00:13:40 ## This is a coordination story. Service design helps complex organisations see together, think together and act together. - Customers - Frontline staff - Customer comms - Operations - Strategy - Governance ### Shared visibility Helping people see the same system, rather than just their own part of it. ### Shared language Helping people understand each other's reality and build a common understanding of the problem. ### Shared action Helping people make decisions and coordinate with confidence. The challenge isn't that people don't care. It's that they can't always see, understand and act together. [Diagram showing a multi-layered organizational structure from Governance at the bottom to Customers at the top, with "Service Design" connecting to and enabling "Shared visibility", "Shared language", and "Shared action"] ### 00:14:03 ### The vision # This is a coordination story. Service design helps complex organisations see together, think together and act together. - Customers - Frontline staff - Customer comms - Operations - Strategy - Governance - **Shared visibility** Helping people see the same system, rather than just their own part of it. - **Shared language** Helping people understand each other's reality and build a common understanding of the problem. - **Shared action** Helping people make decisions and coordinate with confidence. The challenge isn't that people don't care. It's that they can't always see, understand and act together. [Diagram illustrating a multi-layered organization structure, from Customers at the top to Governance at the bottom, with "Service Design" connecting these layers to the concepts of Shared visibility, Shared language, and Shared action.] ### 00:14:24 # The vision ## This is a coordination story. Service design helps complex organisations see together, think together and act together. - **Customers** - **Frontline staff** - **Customer comms** - **Operations** - **Strategy** - **Governance** - **Shared visibility** Helping people see the same system, rather than just their own part of it. - **Shared language** Helping people understand each other's reality and build a common understanding of the problem. - **Shared action** Helping people make decisions and coordinate with confidence. The challenge isn't that people don't care. It's that they can't always see, understand and act together. [Diagram of a multi-layered organization structure, with each layer representing a different department (Customers, Frontline staff, Customer comms, Operations, Strategy, Governance) and a person labeled "Service Design" connecting to these layers.] ### 00:14:26 # The vision ## This is a coordination story. Service design helps complex organisations see together, think together and act together. - **Customers** - **Frontline staff** - **Customer comms** - **Operations** - **Strategy** - **Governance** - **Shared visibility** Helping people see the same system, rather than just their own part of it. - **Shared language** Helping people understand each other's reality and build a common understanding of the problem. - **Shared action** Helping people make decisions and coordinate with confidence. The challenge isn't that people don't care. It's that they can't always see, understand and act together. [Diagram of a multi-layered organization structure, with each layer representing a different department (Customers, Frontline staff, Customer comms, Operations, Strategy, Governance) and a person labeled "Service Design" connecting to these layers.] ### 00:14:49 ## Service design mission ### How do we help people to coordinate across all these layers? - Customers - Frontline staff - Customer comms - Operations - Strategy - Governance **Tools:** - Journey maps - Ecosystem maps - Shared definitions - Customer stories - Workshops - Message testing - Service Design **Shared visibility** People to see the full picture of disruption and understand each other's reality. **Shared language** Coordination improves when people describe the same reality. **Shared action** Coordination only matters when people can act together. The artefacts create the conditions for people to make better decisions together. [Diagram showing a multi-layered stack representing different organizational levels (Customers, Frontline staff, Customer comms, Operations, Strategy, Governance), with people and activities depicted within each layer. Arrows connect this stack to a list of tools and three outcomes: Shared visibility, Shared language, and Shared action.] ### 00:15:11 ### Service design mission ## How do we help people to coordinate across all these layers? - Customers - Frontline staff - Customer comms - Operations - Strategy - Governance **Tools:** - Journey maps - Ecosystem maps - Shared definitions - Customer stories - Workshops - Message testing - Service Design **Shared visibility** People to see the full picture of disruption and understand each other's reality. **Shared language** Coordination improves when people describe the same reality. **Shared action** Coordination only matters when people can act together. The artefacts create the conditions for people to make better decisions together. [Diagram showing a multi-layered organization from Governance to Customers, with tools and coordination principles linked to it] ### 00:15:27 ### Service design mission ## How do we help people to coordinate across all these layers? - Customers - Frontline staff - Customer comms - Operations - Strategy - Governance **Tools:** - Journey maps - Ecosystem maps - Shared definitions - Customer stories - Workshops - Message testing - Service Design **Shared visibility** People to see the full picture of disruption and understand each other's reality. **Shared language** Coordination improves when people describe the same reality. **Shared action** Coordination only matters when people can act together. The artefacts create the conditions for people to make better decisions together. [Illustration of a multi-layered organizational structure, with each layer depicting people engaged in activities related to Customers, Frontline staff, Customer comms, Operations, Strategy, and Governance] [Diagram showing connections between the organizational layers, a list of tools, and three outcomes: Shared visibility, Shared language, and Shared action] ### 00:15:32 ### Service design mission ## How do we help people to coordinate across all these layers? - Customers - Frontline staff - Customer comms - Operations - Strategy - Governance **Tools:** - Journey maps - Ecosystem maps - Shared definitions - Customer stories - Workshops - Message testing - Service Design **Shared visibility** People to see the full picture of disruption and understand each other's reality. **Shared language** Coordination improves when people describe the same reality. **Shared action** Coordination only matters when people can act together. The artefacts create the conditions for people to make better decisions together. [Diagram showing a multi-layered organizational structure from Customers down to Governance, with illustrations of people in each layer. Arrows connect this structure and a list of "Tools" to three outcomes: Shared visibility, Shared language, and Shared action.] ### 00:15:54 ### Service design mission ## How do we help people to coordinate across all these layers? - Customers - Frontline staff - Customer comms - Operations - Strategy - Governance **Tools:** - Journey maps - Ecosystem maps - Shared definitions - Customer stories - Workshops - Message testing - Service Design **Shared visibility** People to see the full picture of disruption and understand each other's reality. **Shared language** Coordination improves when people describe the same reality. **Shared action** Coordination only matters when people can act together. The artefacts create the conditions for people to make better decisions together. [Multi-layered diagram showing different groups of people and activities at each level, from Customers at the top to Governance at the bottom, with connections to tools and outcomes.] ### 00:16:17 ### Service design mission # Shared visibility People finally saw the whole system 1. **Bring the customer into the room** Shift from incidents or processes to Customer stories to bring real experiences into the room. 2. **Connect the realities** Customer + employee journeys showed how one team's decisions and pressures affected another part of the experience. 3. **Replace assumptions with empathy** People understood each other's reality so coordination became easier. > "I never realised my decision affected someone six steps later." The real outcome was that people stopped seeing functions and started seeing people. [Image of a large whiteboard covered with sticky notes and diagrams, illustrating a customer journey or service blueprint] [Image of a group of people collaborating and looking at a large diagram on a wall] ### 00:16:22 ### Service design mission # Shared visibility People finally saw the whole system 1. **Bring the customer into the room** Shift from incidents or processes to Customer stories to bring real experiences into the room. 2. **Connect the realities** Customer + employee journeys showed how one team's decisions and pressures affected another part of the experience. 3. **Replace assumptions with empathy** People understood each other's reality so coordination became easier. > "I never realised my decision affected someone six steps later." The real outcome was that people stopped seeing functions and started seeing people. [Image of a large whiteboard covered with sticky notes and diagrams, illustrating a customer journey or service blueprint] [Image of a group of people collaborating and looking at a large diagram on a wall] ### 00:16:44 ### Service design mission # Shared visibility People finally saw the whole system 1. **Bring the customer into the room** Shift from incidents or processes to Customer stories to bring real experiences into the room. 2. **Connect the realities** Customer + employee journeys showed how one team's decisions and pressures affected another part of the experience. 3. **Replace assumptions with empathy** People understood each other's reality so coordination became easier. > "I never realised my decision affected someone six steps later." The real outcome was that people stopped seeing functions and started seeing people. [Image of a detailed customer journey map on a whiteboard with many sticky notes] [Image of a group of people collaborating and looking at a large display or whiteboard] ### 00:17:05 # Service design mission ## Shared visibility People finally saw the whole system 1. **Bring the customer into the room** Shift from incidents or processes to Customer stories to bring real experiences into the room. 2. **Connect the realities** Customer + employee journeys showed how one team's decisions and pressures affected another part of the experience. 3. **Replace assumptions with empathy** People understood each other's reality so coordination became easier. > "I never realised my decision affected someone six steps later." The real outcome was that people stopped seeing functions and started seeing people. [A large whiteboard covered with sticky notes and illustrations, depicting a customer journey map or service blueprint.] [Four people gathered around a display, engaged in a discussion.] ### 00:17:25 Service design mission # Shared visibility People finally saw the whole system 1. **Bring the customer into the room** Shift from incidents or processes to Customer stories to bring real experiences into the room. 2. **Connect the realities** Customer + employee journeys showed how one team's decisions and pressures affected another part of the experience. 3. **Replace assumptions with empathy** People understood each other's reality so coordination became easier. > "I never realised my decision affected someone six steps later." The real outcome was that people stopped seeing functions and started seeing people. [Image of a large wall covered with sticky notes, diagrams, and illustrations, resembling a customer journey map or service blueprint] [Image of a group of people gathered around and looking at a large board] ### 00:17:26 Service design mission # Shared visibility People finally saw the whole system 1. **Bring the customer into the room** Shift from incidents or processes to Customer stories to bring real experiences into the room. 2. **Connect the realities** Customer + employee journeys showed how one team's decisions and pressures affected another part of the experience. 3. **Replace assumptions with empathy** People understood each other's reality so coordination became easier. > "I never realised my decision affected someone six steps later." The real outcome was that people stopped seeing functions and started seeing people. [Image of a large wall covered with sticky notes, diagrams, and illustrations, resembling a customer journey map or service blueprint] [Image of a group of people gathered around and looking at a large board] ### 00:17:50 ### Service design mission ## Shared visibility People finally saw the whole system 1. **Bring the customer into the room** Shift from incidents or processes to Customer stories to bring real experiences into the room. 2. **Connect the realities** Customer + employee journeys showed how one team's decisions and pressures affected another part of the experience. 3. **Replace assumptions with empathy** People understood each other's reality so coordination became easier. > "I never realised my decision affected someone six steps later." The real outcome was that people stopped seeing functions and started seeing people. [A large whiteboard or wall covered with sticky notes and printed images, arranged in rows, depicting a customer journey map or service blueprint] [A group of people ### 00:18:14 ### Service design mission # Shared visibility People finally saw the whole system 1. **Bring the customer into the room** Shift from incidents or processes to Customer stories to bring real experiences into the room. 2. **Connect the realities** Customer + employee journeys showed how one team's decisions and pressures affected another part of the experience. 3. **Replace assumptions with empathy** People understood each other's reality so coordination became easier. > "I never realised my decision affected someone six steps later." The real outcome was that people stopped seeing functions and started seeing people. [Whiteboard covered with sticky notes and diagrams, illustrating a customer journey or service blueprint] [Group of people gathered around a whiteboard, engaged in discussion] ### 00:18:40 Service design mission ## Shared language Coordination improves when people describe the same reality. 1. **Reveal the differences** Different teams described disruption using different phases, boundaries and frameworks. 2. **Build one shared model** We brought those perspectives together and co-created one disruption lifecycle. 3. **Create a common reference point** Teams could describe where they were, what needed to happen next and how their work connected. > "I never realised my decision affected someone six steps later." Teams stopped translating between frameworks and started coordinating decisions. [Image of five people collaborating around a large whiteboard covered with sticky notes and diagrams] ### 00:19:04 Service design mission ## Shared language Coordination improves when people describe the same reality. > "I never realised my decision affected someone six steps later." 1. **Reveal the differences** Different teams described disruption using different phases, boundaries and frameworks. 2. **Build one shared model** We brought those perspectives together and co-created one disruption lifecycle. 3. **Create a common reference point** Teams could describe where they were, what needed to happen next and how their work connected. Teams stopped translating between frameworks and started coordinating decisions. [Image of several people looking at and pointing to a large board covered with sticky notes and diagrams] ### 00:19:24 ### Service design mission ## Shared language Coordination improves when people describe the same reality. 1. **Reveal the differences** Different teams described disruption using different phases, boundaries and frameworks. 2. **Build one shared model** We brought those perspectives together and co-created one disruption lifecycle. 3. **Create a common reference point** Teams could describe where they were, what needed to happen next and how their work connected. > "I never realised my decision affected someone six steps later." Teams stopped translating between frameworks and started coordinating decisions. [Image of several people looking at and interacting with a large board covered in sticky notes, likely a project or service design map] ### 00:19:29 Service design mission # Shared language Coordination improves when people describe the same reality. > "I never realised my decision affected someone six steps later." 1. Reveal the differences Different teams described disruption using different phases, boundaries and frameworks. 2. Build one shared model We brought those perspectives together and co-created one disruption lifecycle. 3. Create a common reference point Teams could describe where they were, what needed to happen next and how their work connected. Teams stopped translating between frameworks and started coordinating decisions. [People collaborating around a large whiteboard covered with sticky notes, likely a service design or journey map] ### 00:19:53 Service design mission ## Shared action People stopped discussing the problem and started solving it together. 1. **Solve problems together** Cross-functional workshops brought operations, communications, technology, operators and customer teams together. Instead of solving their part in isolation, they could solve the problem together. 2. **Test new ways of working** We prototyped more than interfaces, we prototyped how the organisation could work. Eg: Customer messages • Severity assessment • New processes 3. **Turn ideas into practice** Research became shared definitions, playbooks, message standards and practical improvements teams could use during disruptions. Once teams could coordinate better, meaningful change became much easier to deliver. [Two photos of people collaborating in a work setting] [Vertical flow diagram with three colored boxes: "Event" (requires operational intervention), "Incident" (cannot be resolved in time to prevent customer and/or network impact), and "Unplanned disruption"] ### 00:20:15 ### Service design mission ## Shared action People stopped discussing the problem and started solving it together. 1. **Solve problems together** Cross-functional workshops brought operations, communications, technology, operators and customer teams together. Instead of solving their part in isolation, they could solve the problem together. 2. **Test new ways of working** We prototyped more than interfaces, we prototyped how the organisation could work. Eg: Customer messages • Severity assessment • New processes 3. **Turn ideas into practice** Research became shared definitions, playbooks, message standards and practical improvements teams could use during disruptions. Once teams could coordinate better, meaningful change became much easier to deliver. [Two photos of people collaborating in a workshop setting] [Diagram showing three colored boxes: "Event" (light blue) with text "requires operational intervention", "Incident" (yellow) with text "cannot be resolved in time to prevent customer and/or network impact", and "Unplanned disruption" (red)] ### 00:20:40 ### Service design mission # Shared action People stopped discussing the problem and started solving it together. 1. **Solve problems together** Cross-functional workshops brought operations, communications, technology, operators and customer teams together. Instead of solving their part in isolation, they could solve the problem together. 2. **Test new ways of working** We prototyped more than interfaces, we prototyped how the organisation could work. Eg: Customer messages • Severity assessment • New processes 3. **Turn ideas into practice** Research became shared definitions, playbooks, message standards and practical improvements teams could use during disruptions. Once teams could coordinate better, meaningful change became much easier to deliver. [Two photos showing people collaborating in a workshop setting, one with a group around a table and another with two people looking at a laptop.] [Diagram showing three colored boxes: "Event" (requires operational intervention), "Incident" (cannot be resolved in time to prevent customer and/or network impact), and "Unplanned disruption".] ### 00:21:04 ### Service design mission ## Shared action People stopped discussing the problem and started solving it together. 1. **Solve problems together** Cross-functional workshops brought operations, communications, technology, operators and customer teams together. Instead of solving their part in isolation, they could solve the problem together. 2. **Test new ways of working** We prototyped more than interfaces, we prototyped how the organisation could work. Eg: Customer messages • Severity assessment • New processes 3. **Turn ideas into practice** Research became shared definitions, playbooks, message standards and practical improvements teams could use during disruptions. Once teams could coordinate better, meaningful change became much easier to deliver. [ ### 00:21:26 ### Service design mission # Shared action People stopped discussing the problem and started solving it together. 1. **Solve problems together** Cross-functional workshops brought operations, communications, technology, operators and customer teams together. Instead of solving their part in isolation, they could solve the problem together. 2. **Test new ways of working** We prototyped more than interfaces, we prototyped how the organisation could work. Eg: Customer messages • Severity assessment • New processes 3. **Turn ideas into practice** Research became shared definitions, playbooks, message standards and practical improvements teams could use during disruptions. Once teams could coordinate better, meaningful change became much easier to deliver. [Two photos of people collaborating in workshops] [Diagram showing a hierarchy of issues: Event (requires operational intervention), Incident (cannot be resolved in time to prevent customer and/or network impact), and Unplanned disruption] ### 00:21:27 ### Service design mission # Shared action People stopped discussing the problem and started solving it together. 1. **Solve problems together** Cross-functional workshops brought operations, communications, technology, operators and customer teams together. Instead of solving their part in isolation, they could solve the problem together. 2. **Test new ways of working** We prototyped more than interfaces, we prototyped how the organisation could work. Eg: Customer messages • Severity assessment • New processes 3. **Turn ideas into practice** Research became shared definitions, playbooks, message standards and practical improvements teams could use during disruptions. Once teams could coordinate better, meaningful change became much easier to deliver. [Two photos of people collaborating in workshops] [Flowchart diagram with three steps: Event (requires operational intervention), Incident (cannot be resolved in time to prevent customer and/or network impact), Unplanned disruption] ### 00:21:50 ### Service design mission # Shared action People stopped discussing the problem and started solving it together. 1. **Solve problems together** Cross-functional workshops brought operations, communications, technology, operators and customer teams together. Instead of solving their part in isolation, they could solve the problem together. 2. **Test new ways of working** We prototyped more than interfaces, we prototyped how the organisation could work. Eg: Customer messages • Severity assessment • New processes 3. **Turn ideas into practice** Research became shared definitions, playbooks, message standards and practical improvements teams could use during disruptions. Once teams could coordinate better, meaningful change became much easier to deliver. [Two photos: one of a group collaborating in a workshop with sticky notes, and another of two people looking at a laptop screen together.] [Flowchart showing three stages: "Event" (requires operational intervention), "Incident" (cannot be resolved in time to prevent customer and/or network impact), and "Unplanned disruption".] ### 00:22:13 ### Service design mission ## Shared action People stopped discussing the problem and started solving it together. 1. **Solve problems together** Cross-functional workshops brought operations, communications, ### 00:22:26 ### Service design mission # Shared action People stopped discussing the problem and started solving it together. 1. **Solve problems together** Cross-functional workshops brought operations, communications, technology, operators and customer teams together. Instead of solving their part in isolation, they could solve the problem together. 2. **Test new ways of working** We prototyped more than interfaces, we prototyped how the organisation could work. Eg: Customer messages • Severity assessment • New processes 3. **Turn ideas into practice** Research became shared definitions, playbooks, message standards and practical improvements teams could use during disruptions. Once teams could coordinate better, meaningful change became much easier to deliver. [Two photos of people collaborating in a workshop setting] [Diagram showing three stacked boxes: "Event" (blue, requires operational intervention), "Incident" (yellow, cannot be resolved in time to prevent customer and/or network impact), and "Unplanned disruption" (red)] ### 00:22:49 ### Service design mission # Shared action People stopped discussing the problem and started solving it together. 1. **Solve problems together** - Cross-functional workshops brought operations, communications, technology, operators and customer teams together. - Instead of solving their part in isolation, they could solve the problem together. 2. **Test new ways of working** - We prototyped more than interfaces, we prototyped how the organisation could work. - Eg: Customer messages • Severity assessment • New processes 3. **Turn ideas into practice** - Research became shared definitions, playbooks, message standards and practical improvements teams could use during disruptions. Once teams could coordinate better, meaningful change became much easier to deliver. [Two photos showing people collaborating in a workshop setting] [Flowchart diagram with three steps: "Event" (blue box) requires operational intervention; "Incident" (yellow box) cannot be resolved in time to prevent customer and/or network impact; "Unplanned disruption" (red box)] ### 00:23:11 ### Service design mission ## Shared action People stopped discussing the problem and started solving it together. 1. **Solve problems together** Cross-functional workshops brought operations, communications, technology, operators and customer teams together. Instead of solving their part in isolation, they could solve the problem together. 2. **Test new ways of working** We prototyped more than interfaces, we prototyped how the organisation could work. Eg: Customer messages • Severity assessment • New processes 3. **Turn ideas into practice** Research became shared definitions, playbooks, message standards and practical improvements teams could use during disruptions. Once teams could coordinate better, meaningful change became much easier to deliver. [Two photos showing groups of people collaborating in a workshop setting] [A vertical flow diagram with three colored boxes: "Event" (light blue, "requires operational intervention"), "Incident" (yellow, "cannot be resolved in time to prevent customer and/or network impact"), and "Unplanned disruption" (red)] ### 00:23:24 ### Outcomes # What we changed? **Before** - Teams worked **independently** - **Different definitions of disruption** - Competing priorities & individual projects - Different teams **communicated differently** **After** - **90+ stakeholders aligned** around one customer outcome - **One shared language across modes** - **One coordinated program**, roadmap and governance - Shared customer communication principles What changed wasn't just the work. It was how people worked together. [Light blue arrow pointing from "Before" to "After" columns] ### 00:23:45 ### Outcomes # What we changed? ## Before - Teams worked **independently** - **Different definitions of disruption** - Competing priorities & **individual projects** - Different teams **communicated differently** ## After - **90+ stakeholders aligned** around one customer outcome - **One shared language across modes** - **One coordinated program**, roadmap and governance - Shared customer communication principles What changed wasn't just the work. It was how people worked together. [Light blue arrow pointing from the "Before" column to the "After" column] ### 00:24:07 # Outcomes ## What we changed? Better coordination didn't stay on the wall of a workshop. It translated into real operational and customer experience improvements. ### 24/7 Customer Disruption Coordination - **Enabled by**: Journey mapping exposed overnight customer coordination gaps. - **Impact**: The TMC customer team's operating model was redesigned to provide 24/7 disruption coordination. ### Consistent Customer Messages - **Enabled by**: Shared understanding of what good customer information looks like. - **Impact**: Clearer wording, structure and guidance across disruption scenarios. ### Disruption Banner Alert - **Enabled by**: Shared visibility of customer information needs. - **Impact**: Immediate, trusted disruption information at scale. These weren't isolated projects. They're all helping customers to make better decisions during moments of uncertainty. [Image of a control room with multiple screens and operators] [Image of a hand holding a smartphone displaying a message] [Screenshot of a Facebook post or web banner showing a disruption alert for Sydney Harbour Bridge closure] ### 00:24:24 Outcomes ## What we changed? Better coordination didn't stay on the wall of a workshop. It translated into real operational and customer experience improvements. ### 24/7 Customer Disruption Coordination - **Enabled by** Journey mapping exposed overnight customer coordination gaps. - **Impact** The TMC customer team's operating model was redesigned to provide 24/7 disruption coordination. ### Consistent Customer Messages - **Enabled by** Shared understanding of what good customer information looks like. - **Impact** Clearer wording, structure and guidance across disruption scenarios. ### Disruption Banner Alert - **Enabled by** Shared visibility of customer information needs. - **Impact** Immediate, trusted disruption information at scale. These weren't isolated projects. They're all helping customers to make better decisions during moments of uncertainty. [Image of a control room with multiple screens displaying traffic and surveillance feeds] [Image of a hand holding a smartphone displaying a messaging app] [Screenshot of a Facebook banner alert from transportnsw.info about a Sydney Harbour Bridge closure] ### 00:24:29 # Outcomes ## What we changed? Better coordination didn't stay on the wall of a workshop. It translated into real operational and customer experience improvements. ### 24/7 Customer Disruption Coordination Enabled by Journey mapping exposed overnight customer coordination gaps. Impact The TMC customer team's operating model was redesigned to provide 24/7 disruption coordination. ### Consistent Customer Messages Enabled by Shared understanding of what good customer information looks like. Impact Clearer wording, structure and guidance across disruption scenarios. ### Disruption Banner Alert Enabled by Shared visibility of customer information needs. Impact Immediate, trusted disruption information at scale. These weren't isolated projects. They're all helping customers to make better decisions during moments of uncertainty. [Image of a control room with multiple screens and operators] [Image of a hand holding a smartphone displaying a message] [Screenshot of a Facebook post showing a disruption alert from transportnsw.info] ### 00:24:51 ## Outcomes # What we changed? Better coordination didn't stay on the wall of a workshop. It translated into real operational and customer experience improvements. ### 24/7 Customer Disruption Coordination Enabled by Journey mapping exposed overnight customer coordination gaps. Impact The TMC customer team's operating model was redesigned to provide 24/7 disruption coordination. ### Consistent Customer Messages Enabled by Shared understanding of what good customer information looks like. Impact Clearer wording, structure and guidance across disruption scenarios. ### Disruption Banner Alert Enabled by Shared visibility of customer information needs. Impact Immediate, trusted disruption information at scale. These weren't isolated projects. They're all helping customers to make better decisions during moments of uncertainty. [Image of a control room with multiple screens and operators] [Image of a hand holding a smartphone displaying text messages] [Screenshot of a Facebook page with a "Major disruptions expected during Sydney Harbour Bridge closure" alert banner] ### 00:25:14 ## Outcomes # What we changed? Better coordination didn't stay on the wall of a workshop. It translated into real operational and customer experience improvements. ### 24/7 Customer Disruption Coordination - **Enabled by** Journey mapping exposed overnight customer coordination gaps. - **Impact** The TMC customer team's operating model was redesigned to provide 24/7 disruption coordination. ### Consistent Customer Messages - **Enabled by** Shared understanding of what good customer information looks like. - **Impact** Clearer wording, structure and guidance across disruption scenarios. ### Disruption Banner Alert - **Enabled by** Shared visibility of customer information needs. - **Impact** Immediate, trusted disruption information at scale. These weren't isolated projects. They're all helping customers to make better decisions during moments of uncertainty. [Image of a control room with multiple screens and operators] [Image of a hand holding a smartphone displaying a text message interface] [Screenshot of a Facebook page showing a disruption alert banner from transportnsw.info] ### 00:25:40 ### Outcomes # What we changed? Better coordination didn't stay on the wall of a workshop. It translated into real operational and customer experience improvements. - **24/7 Customer Disruption Coordination** - Enabled by: Journey mapping exposed overnight customer coordination gaps. - Impact: The TMC customer team's operating model was redesigned to provide 24/7 disruption coordination. - **Consistent Customer Messages** - Enabled by: Shared understanding of what good customer information looks like. - Impact: Clearer wording, structure and guidance across disruption scenarios. - **Disruption Banner Alert** - Enabled by: Shared visibility of customer information needs. - Impact: Immediate, trusted disruption information at scale. These weren't isolated projects. They're all helping customers to make better decisions ### 00:26:06 ## Outcomes ### What we changed? Better coordination didn't stay on the wall of a workshop. It translated into real operational and customer experience improvements. - **24/7 Customer Disruption Coordination** - Enabled by: Journey mapping exposed overnight customer coordination gaps. - Impact: The TMC customer team's operating model was redesigned to provide 24/7 disruption coordination. - **Consistent Customer Messages** - Enabled by: Shared understanding of what good customer information looks like. - Impact: Clearer wording, structure and guidance across disruption scenarios. - **Disruption Banner Alert** - Enabled by: Shared visibility of customer information needs. - Impact: Immediate, trusted disruption information at scale. These weren't isolated projects. They're all helping customers to make better decisions during moments of uncertainty. [Image of a large control room with multiple desks and many monitors] [Image of a hand holding a smartphone displaying text] [Screenshot of a Facebook alert from transportnsw.info about a major disruption] ### 00:26:26 ### Outcomes # What we changed? Better coordination didn't stay on the wall of a workshop. It translated into real operational and customer experience improvements. ### 24/7 Customer Disruption Coordination Enabled by Journey mapping exposed overnight customer coordination gaps. Impact The TMC customer team's operating model was redesigned to provide 24/7 disruption coordination. ### Consistent Customer Messages Enabled by Shared understanding of what good customer information looks like. Impact Clearer wording, structure and guidance across disruption scenarios. ### Disruption Banner Alert Enabled by Shared visibility of customer information needs. Impact Immediate, trusted disruption information at scale. **These weren't isolated projects.** **They're all helping customers to make better decisions during moments of uncertainty.** [Image of a control room with multiple monitors displaying various feeds] [Image of a hand holding a smartphone displaying a text message] [Screenshot of a Facebook post showing a disruption alert from transportnsw.info about a Sydney Harbour Bridge closure] ### 00:26:28 ### Outcomes ## What we changed? Better coordination didn't stay on the wall of a workshop. It translated into real operational and customer experience improvements. ### 24/7 Customer Disruption Coordination - **Enabled by**: Journey mapping exposed overnight customer coordination gaps. - **Impact**: The TMC customer team's operating model was redesigned to provide 24/7 disruption coordination. ### Consistent Customer Messages - **Enabled by**: Shared understanding of what good customer information looks like. - **Impact**: Clearer wording, structure and guidance across disruption scenarios. ### Disruption Banner Alert - **Enabled by**: Shared visibility of customer information needs. - **Impact**: Immediate, trusted disruption information at scale. These weren't isolated projects. They're all helping customers to make better decisions during moments of uncertainty. [Image of a control room with multiple screens displaying information] [Image of a hand holding a smartphone displaying a message] [Screenshot of a Facebook post showing a disruption alert from transportnsw.info about a Sydney Harbour Bridge closure] ### 00:26:52 # Conclusion ## The real achievement was human connection. - **People knew each other by name** - Not just by function, mode or escalation path. - **Trust made the work ### 00:27:16 ## Conclusion ### The real achievement was human connection. - **People knew each other by name** - Not just by function, mode or escalation path. - **Trust made the work faster** - Teams could share uncertainty, constraints, wins and asks for support - **The Tim Tam effect** - Every workshop had Tim Tams. - People Started coming in person. - The best conversations often happened during coffee break. In complex systems, human connection is not a bonus. It is how the work moves. [Illustration of a waving hand next to "People knew each other by name"] [Illustration of two hands shaking next to "Trust made the work faster"] [Illustration of a cookie, a cup of coffee, and a Tim Tam biscuit next to "The Tim Tam effect"] [Group photo of about 15 people standing on a rooftop with city buildings in the background] ### 00:27:23 ## Conclusion ### The real achievement was human connection. - **People knew each other by name** - Not just by function, mode or escalation path. - **Trust made the work faster** - Teams could share uncertainty, constraints, wins and asks for support - **The Tim Tam effect** - Every workshop had Tim Tams. - People Started coming in person. - The best conversations often happened during coffee break. In complex systems, human connection is not a bonus. It is how the work moves. [Illustration of a waving hand next to "People knew each other by name"] [Illustration of two hands shaking next to "Trust made the work faster"] [Illustration of a cookie, a cup of coffee, and a Tim Tam biscuit next to "The Tim Tam effect"] [Group photo of about 15 people standing on a rooftop with city buildings in the background] ### 00:27:48 # Conclusion ## The real achievement was human connection. - **People knew each other by name** - Not just by function, mode or escalation path. - **Trust made the work faster** - Teams could share uncertainty, constraints, wins and asks for support - **The Tim Tam effect** - Every workshop had Tim Tams. - People Started coming in person. - The best conversations often happened during coffee break. In complex systems, human connection is not a bonus. It is how the work moves. [Illustration of two hands clapping and three outline figures of people with a heart] [Illustration of two hands shaking and two hands high-fiving with radiating lines] [Illustration of a chocolate chip cookie and a cup of coffee with a Tim Tam biscuit] [Photograph of a group of about 15 people standing on a rooftop patio with a city skyline in the background] ### 00:28:11 # Unplanned Disruption: Mind the Gap We often talk about **service design** as designing journeys. But in complex systems, maybe our real job is creating **conditions for coordination**. Thank you Elise Loeuille Senior Service Designer at TfNSW UX Australia 2026 [Blurred image of a subway platform with "MIND THE GAP" text on the ground] ### 00:28:25 # Unplanned Disruption: Mind the Gap > We often talk about **service design** as designing journeys. > But in complex systems, maybe our real job is creating **conditions for coordination**. Thank you Elise Loeuille Senior Service Designer at TfNSW UX Australia 2026 [Background image of a subway platform with "MIND THE GAP" text on the ground and a train in the distance] [NSW Government logo] ### 00:28:31 # Unplanned Disruption: Mind the Gap > We often talk about **service design** as designing journeys. > But in complex systems, maybe our real job is creating **conditions for coordination**. Thank you Elise Loeuille Senior Service Designer at TfNSW UX Australia 2026 [Blurred image of a train station platform with "MIND THE GAP" text on the ground] ### 00:29:18 # - LIVING STANDARDS - SOCIAL COHESION - ENVIRONMENTAL SUSTAINABILITY [Three circular icons representing living standards (a house), social cohesion (people), and environmental sustainability (a leaf)] ### 00:29:24 [Three columns, each with a generic person icon and illegible text below it]