Table 1

Comparing methods for developing person-centred services

Initial focus	A. Process	B. Solution	C. User need or problem
Key assumptions	Existing service meets a defined customer need but production process can be improved	A new service could better meet the needs of existing or new customers, which may be independent of current processes	Customers have unmet needs which are not well defined but could be met by new services with new processes that have yet to be developed
Circumstances where method is most appropriate	Established service that meets users needs when delivered appropriately. There is already a service with users that with their needs There is a defined production process but it is not consistently achieving the desired outcomes	There is an idea for a new service, but no defined processes There are no existing customers The fit between the solution and a user need or problem has not been confirmed	There are a set of potential customers who are poorly served but whose needs are not well understood There is no idea for a new service and there are no defined processes to build on
Desired endpoint	Refined production process	Working version of new service, proposed processes	Customer need defined, new service defined, service prototype generated
Key steps	Define sources of unnecessary variation or waste and analyse root cause Devise strategy to improve process, plan and implement Measure outcome Standardise approach if effective or modify if not	Build minimally functional version of service based on initial concept Test with potential users Modify service or target group to find fit between user need and proposed service Test ways to expand	Interview and observe users and immerse in their context to create empathy Consider analogous situations from other industries Characterise problem and generate wide range of solutions Narrow options and present mock-ups to users to identify which are promising
Early champion	Manufacturing	Technology startups and software	Industrial design