organizational consulting empowers Innovation development

I support and consult companies as an innovation and organisational consultant. My approach is based on the customer-centric service design innovation process.

Travelling my "Business Journey," I was shaped by my entrepreneurial background (founding a start-up company at age 24, successfully selling it at age 32), my roots in engineering (graduate architect) and social sciences (psychology). As the first German service design master trainer (certified by the Service Design Network), I teach the powerful service design approach in seminars to students at various universities and corporate employees. The synergy between science and practical experience enriches my daily work. For the past 17 years, I have been accompanying organizations in the development and implementation of competitive and holistic user experiences across analog and digital touchpoints and supporting them in the challenges that come with the digital transformation. My focus is on customer-centric innovation ("user-driven innovation"), service design strategy up to implementation and the accompanying systemic organizational consulting. As part of my doctoral thesis, I have developed my own service design implementation model, which helps companies to embed innovations into their organizational structures in a sustained manner. Only then can innovation quickly and effectively reach its relevant users, target markets and be successful.




With the service design approach - a combination of innovation development and a supporting systemic organizational consulting - the innovative strength and learning ability within an enterprise can be increased to become or remain economically relevant.

With the service design approach - a combination of innovation development and a supporting systemic organizational consulting - the innovative strength and learning ability within an enterprise can be increased to become or remain economically relevant.

75% of organisations believe themselves to be customer-centric,
but only 30% of consumers agree
— Capgemini, 2017


approach & Impact




The Service Design Thinking Process and its various methods, including those from Silicon Valley, can be used to systematically develop innovations combining the user, organizational and business perspectives. The process is iterative and based on agile principles. Only the solution of relevant problems leads to the fulfillment of real user needs and satisfied customers.

#1 Benefits:   Achieve sustainable corporate success and strengthen competitiveness with relevant user-centered innovations - "user-driven innovation".

""If I had 20 days to solve a problem, I would take 19 days to define it"

(Albert Einstein)



A successful customer journey – the "User Journey" – takes into account the orchestration of all user experiences across digital and analog customer contact points with the company. The "User Journey" combines the emotional and functional experience of a service into an overall experience. It adds user expectation before the service/experience with the immediate experience during that time and the satisfaction thereafter, or the end of the customer relationship with a service or product.

#2 Benefits:   The customer relationship is established and improved, the loyalty of the users increases and the cancellation rate is reduced.

"In an increasingly competitive marketplace, customer experience has become the great differentiator""

(the guardian)



If existing companies or organizations add services to their portfolio in addition to their products, adjustments must be made that affect many business divisions. Therefore, in addition to investigating the needs and behavior of external users (user research), an understanding of internal processes, employee practices, culture, vision and the business context (organizational diagnostics) is essential. Likewise, all relevant market figures, technological development, trends and economic parameters (business diagnostics) must also be included in the process.

#3 Benefits:   Identifying risks, barriers and relevant drivers at an early stage. Effective integration of potentials into the innovation process. Uncover interdependencies to avoid unwanted negative consequences that may slow down or stop the innovation process.

"Liquid Expectations. Customers expect the
same level and quality of
service regardless of the
channel, medium or industry"

(fjord/Accenture interactive)



The proof or prediction that the concept/solutions developed can be economically viable on the market, relevant from the user's point of view and can be successful for the organization with regards to capabilities and underlying conditions in the targeted time slot must repeatedly be provided in the process.

#4 Benefits: Identify, create, and safeguard values for users, employees and the company.

"Fail fast, fail early BUt Learn quickly"

/// "42% of startups fail due to no market need"


#5 MOTIVATE employees through CO-CREATION: enable sensemaking

Integrating new ideas into existing organizations has always caused fears and resistance. It is therefore essential to motivate employees and relevant stakeholders and incorporate them into the innovation process through participative "co-creative" working methods very early on. Visualizations and prototypes are used to make problems and solutions that have been discovered tangible and accessible so that the meaning can be recognized and accepted by stakeholders. The training of processes, the transfer of methodological know-how and the cultivation of a human-centered mindset and an innovation culture for internal employees is also great support.

#5 Benefits:  Enabling organizational learning, increasing change energy and ability through tangible prototypes. Minimizing resistance and strengthen innovation. Creating a corporate culture for digital transformation.

"SensEmaking for employees through tangible ideas and concepts"

(based on GK vanPatter/humantific)



Right from the start of an innovation process, the succeeding realizability of the concepts must be taken into consideration. Companies and employees must be qualified and prepared for innovation to be integrated into the company's everyday life. The KUER implementation model (see toolkit) shows 24 factors that support and facilitate implementation.

#6 Benefit:  Enable successful implementation of innovation projects.

„We have a real gap between concept and implementation.“

(Customer Insights Manager, Study KUER)

The digitization does not change the “natural laws” of the economy, but everything concerning necessary change competence.
— Roman Stöger 2017
If one thinks the service design approach through systematically, it is an organizational development approach.
— Jenny Bauschmid@eon


Service DESIGN THINKINg Seminare

Individual in-house seminars, contents or service design / design thinking trainings are available on request.


Service Design TRainings
in cooperation with the XDI Institute

4. - 6. April 2018 Amsterdam (Language English)

2.- 4. Juli 2018 Berlin (English)

3 Tage





Service Design COURSE

in cooperation with c+plus Vienna and Prof. Birgit Mager @virtual identity MUNICH

Termin 1:  12. - 13. April 2018

Termin 2: 18. - 19.  Mai 2018

Termin 3: 14.-15. Juni 2018

6 Tage





Service Design Implementation

In cooperation with the Service Design Network, Prof. Birgit Mager

Köln, Service Design Network Space

Autumn 2018, Date will follow shortly

2 TagE



The side effect of Service Design is cultural change
— Jenny Bauschmid@eon
What we need is a new view of reality: the insight that much of what we see separately is connected, that the unseen threads connecting things are often more important to what is happening in the world than things themselves
— Frederic Vester


Toolkits & MODEl KUER




USer Research Canvas

Display of all relevant user research results on a canvas. Free template (pdf) on request.




Implementation Model KUER

As part of my doctoral thesis with Prof. Birgit Mager and Prof. Dr. Jonas Wolfgang, I have developed a processual implementation model. It presents 24 influencing and success factors for the implementation of complex product and service design systems in relation to their impact and relationship. Available soon!


success factors

 Service Design Implementation

Service DEsign Implementation INFLUENCing FACTORS

24 Factors of influence and success (Pdf). Available soon!




Service Design Implementation

Successful service design implementation

Title: "Successful implementation of complex product and service design systems (PSS) in organizations. Service Design as a tool for systemic organizational development." E-book mid/end of 2018.



card set

Implementation Game & toolkit

For joint reflection and a playful approach to classical barriers and influencing factors working on Service Design implementation challenges. Available in mid-2018.




I am looking forward to your inquiry

Name *


Tina Weisser

Jahnstr. 40

80469 Munich



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