Metropolregion Berlin/Brandenburg
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Martin has worked as the Head of Design and User Research at the German government’s…
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9005 Follower:innen
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Martin Jordan hat dies geteiltFrom 0 to 8 in just over 2.5 years. And now, we are looking for 3 more user researchers as our sub-discipline continues to grow. #UserResearch remains in great demand at DigitalService – and also the wider public sector. We are looking for 2 regular-level and 1 senior-level user researchers to join us. Our work is diverse. It includes operational and strategic responsibilities. User research is vital in discovery work, where we aim to understand the actual problem in a certain domain. User research informs early product as well as policy work, helping us understand what to work on next. It allows us to reframe challenges and tasks we are working on in partnership with federal ministries. In the policy space, it has been informing high-level strategic gap analysis work. User research is no longer optional when building products and services in the public sector. At the request of the German parliament, with the agreement of all 16 states and by the signature of Minister Wildberger, we have a legal foundation that mandates user research across product and service life cycles. The #ServiceStandard, as set out in #DinSpec66336 and #StandardVerordnung, requires that we involve citizens and residents in our work, research, document, and prioritise their needs. For that and for our ongoing test-and-learn approach, we need more hands on board. The special and powerful thing about our work: We are part of something much bigger. We make government work better for its people. “Accessible and user-friendly for everyone”, as it’s described in the coalition agreement. To achieve this colossal goal, we are working across organisational boundaries and sharing our learnings with the wider public sector. Every month, people from 18 public sector organisations get together to share notes on user research. Recently, we started co-producing the first joint report. Because we are learning much in our service areas spanning justice, parental benefits, and starting a business, which is relevant elsewhere, too. This picture is from late-January. My colleague Sonja Wilczek, who has done a terrific job of building the sub-discipline on robust foundations, organised a half-day user research onsite session. We used the hours to discuss the evolving roles of user researchers on teams. We also identified further topics for 2026. Those include working at scale, transforming project data into theme-based knowledge to inform life events work, and amplifying the users’ voice. There is plenty of meaningful work ahead of us. You can learn more about our work and approaches through podcasts, videos and blog posts. Some resources are linked in the comments. With soon-to-be 50 people in our discipline, we are the biggest design and user research team in the German public sector. Reach out to Sonja or me if you want to learn more. Apply if you’re already sold – and speak English and German at C1 level.
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Martin Jordan hat dies geteiltWhen in town, say ‘Hi!’ – has been my rule for some time. Yesterday, while in Rīga, I met with Sergejs Ņikitjuks from Viedās administrācijas un reģionālās attīstības ministrija. Each government is different, but most face many of the same challenges. That’s what I learn in every new conversation. Yet everyone finds some unique ways to deal with their challenges. Meeting new people means meeting new ideas. And with the countless obstacles we face working on government transformation, we cannot have enough ideas. I gladly take all the ideas I can get and remix them. New ideas give us input for trying things differently in our environment. As agents of change dealing with plenty of dark matter, we never know what works or what sticks. Tried-and-tested ideas from elsewhere let us take shortcuts, at least sometimes. After stumbling upon an 18F blog post by Boon Sheridan about the research and design work on get.gov, I reached out to him and Cameron D. last year. Together with their colleagues, they helped us save weeks of work. They openly shared the many things they had learned and trialled for get.gov. Lena Frank and I were in awe because of their demonstrated maturity and generosity. Their work directly informs some of the processes and website features we are developing for gov.de. You will soon see what we proudly nicked from them. My moments of saying ‘Hi!’ out of the blue have always been rewarding. In summer 2017, when in Lisbon for holidays, I messaged Paulo Malta at Portuguese Republic - XXII Government. He agreed to meet me for afternoon coffee and shared his wisdom. I learnt about LabX and Portugal’s experimental approach to public administration. Since then, this has become almost a habit. Last autumn, when in Paris, I reached out to Emilie Balbirnie and Eva Koromilas at the OECD. We only ‘knew’ each other from LinkedIn. I got to stop by for a Friday lunch exchange, and I took plenty of notes. There was much food for thought. I was then invited to return for a working group gathering on life events weeks later. That is where I met Sergejs – in a hands-on workshop on designing services along life events. That’s where we picked things up yesterday afternoon. From Sergejs, I learned how they actively support local gov’t to bring over 700 services online, utilising form builders where capability and capacity are low, and sharing patterns across municipalities to reduce duplication. We discussed Latvia’s roughly 90% fulfilment rate for cross-European service and data integration in line with the EU’s Single Digital Gateway regulation – a number Germany dreams of. Looking ahead, we debated proactive service and the architectural changes Latvia has been proposing for its future tech stack. And I learned about tax chatbots sharing recipes when citizens ask for them…well, not everything is applicable. Make some new work friends, exchange ideas whenever you can, and make your life a little easier by applying their ideas in your context!
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Martin Jordan hat dies geteiltI used to think of 4 years as an eternity. In my first 2 jobs, I very much wanted to leave after that time, and so I did. I saw little to learn and wanted to move to new horizons. It couldn’t be more different now. This week marks 4 years at DigitalService. Thanks to the tireless work of colleagues, we are now in a position to bring about greater change. Re-reading my weeknotes from May 2022, I see many of the things we missed then addressed: We have a mandatory #ServiceStandard that all levels of government have to follow by law. Running a discovery, conducting user research, and measuring impact aren’t optional anymore. We have a cross-gov brand and design system, which we lacked 4 years ago. So, people don’t have to reinvent the wheel anymore. And we have a strong user-centred design team of almost 50 highly capable people, including 5 distinct profiles. 100s of user-centred experts have joined public sector organisations in recent years. People from 18 different organisations are part of our monthly community exchange. With all that built-up capability, we have developed successful tax, justice, and benefit services. We established a scalable platform for justice services and brought research-based approaches to policy teams. Now we are linking #serviceDesign to policy, and looking at end-to-end services across significant life events, such as starting a business. We are developing patterns for others to use and creating essential guidance on good digital practice for all public servants in the country. The accessibility tools we’ve built and shared are lauded – and there are more to come. Soon, we will open up our service design training and run more cross-sector peer reviews. While we have done and achieved much in the 4 years I’ve been here, there is so much that will keep us busy for many years to come. People have been talking about ‘once only’ for a good decade, but users still have to re-enter their information almost every time. Despite our earlier efforts in the space, proving who you are online remains astonishingly cumbersome. Plenty of regulations hinder good digital transformation of services. Also, almost every service in Germany looks and behaves differently, and people have little idea of what good looks like. Users don’t know what’s waiting for them after the next tap or click. Quality of service is still a niche topic, government procurement sets projects up for failure, and backed systems are often not yet connected. These are just a few things from the tip of the government transformation iceberg. And these aren’t things we can solve as a small-ish Federal government unit. It needs strong alliances across the German public sector to make a common effort while we still can – including politicians, members of parliament, and senior officials who are willing to spend their political capital. It’s only 250 of us, but we have made many allies and friends along the way. So, let’s see what we can achieve next. Together.
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Martin Jordan hat dies geteiltWhy is policymaking in Germany so stuck in the present? Why can’t we seem to work with longer-term timeframes and think in broader horizons? I have been wondering this for a while. Seeing talks about the work at the European Commission’s Policy Lab by Ottla A. and David Martens over the past 2 years further pressed this question. When we co-ran a ‘Design for policy’ event last summer at DigitalService, the contrast between our policy design work and the EU’s couldn’t be greater. To be clear: I am tremendously impressed by the work my colleagues are doing in policy space. Our multidisciplinary #policyDesign task force team has been supporting various ministries across a broad range of topics during the legal drafting stage. We bring a user-centred, leave-the-building lens to the policy development process; for example, by conducting qualitative research or visualising things that were only ever text-based until then. At the same time, we mostly respond to the government’s very immediate needs and work on issues outlined in ministerial position papers, party manifestos, or coalition agreements. What we haven’t done so far is look at much further timeframes – something I learned at Laurea University of Applied Sciences and from Policy Lab UK. Over the past 3 days, I have had the chance to broaden my perspective on forward-looking policy practice. The EU Policy Lab had invited some 100+ people to Brussels for the first edition of #PolyFutures. The new format invited to “explore how participatory, creative, future-oriented and actionable approaches can inspire better policymaking”. And it so delivered on that promise! There were 5 keynotes, 24 workshops and experience sessions, a panel discussion and various excursions to Directorate-Generals. It was an event crafted with so much care and dedication that you could sense the organisers’ intrinsic motivations. In a session by Christine Kavazanjian and Clare Stark, we looked at the futures of trust. What AI-powered conversations with the future can look and feel like was demonstrated by Marta Malesinska and Erica Bol, who literally let us call people in the year 2040. Chelsea Mauldin and Isabelle Bradberry from Public Policy Lab offered us tools for dual-timeframe policy innovations. They suggested looking at the “neglected middle child of future horizons” – 5 to 12 years. There was much food for thought. I will need time to digest. Via our International #GovDesign community work, Kara Kane and I were asked to support the event’s extension on day 3. We ran a collective reflection session that helped us sort out our minds. All of this comes at the right time. We are in a vital sensemaking phase. Anna Sinell and I just put out our thoughts on scaling digital transformation. Currently, Benedikt Liebig and I are working on an article about service designers’ impact on policy design for Service Design Network’s Touchpoint journal. So I am interested in any further exchange!
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Martin Jordan hat dies geteilt10 years! This week marks a full decade in the public sector. In April 2016, I joined the Government Digital Service as a lead service designer. It changed me and my life. Why would the UK Government hire a German designer to fix its services? That’s what I wondered back then. And I was grateful for the opportunity I received. While I hesitated in some private-sector roles before, it dawned on me that I may have found my calling. I could bring my full self to the job. Community activities, like running meetups or organising conferences, which I had previously done in my spare time, all of a sudden were useful experiences for my role. “Your employer is the Crown and you will work for the Cabinet Office”, my contract said. My outsider perspective, given my limited knowledge of the UK political system and government culture and structure, allowed me to ask odd questions at times. There was much to learn. I spent months outside my comfort zone before I really found my footing. Before, at Nokia, colleagues were chasing the number of patents with their names attached. I realised the measures of success were different in the public sector. It counted how many blog posts you had written, design patterns contributed to, or whether you had assessed a service for another department. Openness and community engagement were suddenly the things that mattered. Not the degree of your competitiveness. That was refreshing, and I continue to treasure it to this day. I am aware that the 2 digital government units I have worked for in the last decade, Government Digital Service in the UK and DigitalService in Germany, are their own little bubbles. They were – or are – perceived as ambiguous. They are not how everyone else in the public sector works. They disrupt and sometimes annoy; they can be a bit ‘difficult’. That is understandable as they are the places that bring about change, propose radically different ways of doing things, and fundamentally question some stuff. With some rebel tendencies myself, it’s a great fit. Both places promoted independence when I arrived, which I wasn’t used to in other places before. I enjoy that much, too I cannot imagine leaving the public sector. Why would I? Instead, I wish more people could see both worlds: for civil servants to spend some years in a startup or corporate setting. And people who exclusively worked for profit to join an organisation with a different purpose. For the latter, we have the Work4Germany fellowship. It allows people to dip their toes into another world. Some of them stay for a while; others don’t. Maybe you, reading this, wonder if service transformation work in government might be something for you, too. It might well be! Let me know if you are curious about working for a public sector organisation. I am happy to talk about it. And as a spare-time project, I continue to track open public-sector design jobs. Have a look at my mini job board.
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Martin Jordan hat dies geteiltYou have no idea how much good work is happening in the public sector. Neither have I. That is why I co-run meetups. They make good things visible and invite exchange. Government and the wider public sector lack channels to document and share the good work they’re doing. Besides press releases, there is often far too little record of work that thousands of colleagues and the public should know about. Open events allow outsiders to make the work better and let people build upon it. Government also desperately needs more spaces for interaction and conversation – with public servants and members of the public alike. Often, culture prohibits the spaces from forming. But that is counterproductive; to build trust in the state, we need such forums. Tomorrow, we are running our 12th public-facing event in 3 years. In April 2023, we launched our Berlin-based event format to have our own outlet for discourse. We had been sharing our own work at other local meetups. Yet we wanted to explore public-sector topics and themes in greater depth. Christian Kaatz, Magdalena and I kicked things off; Tobias and Victoria joined soon after. Eventually, Lisa joined and now Tim. It requires a small crew to run these things. Much of the format is shaped after London’s #GovDesign meetup. I co-founded it in 2017 after moving back there. I was surprised by how much terrific work was happening in the public sector – and how little of it is visible. The same applies to Germany today. Over 1,000 people are part of our meetup group now. It has a 4.8-star rating out of 5. But people aren’t very loyal, which is ok. They often come for a specific topic that draws their attention. Only about 20% are returning attendees, we found. I co-run meetups to satisfy my own curiosity. Each of the topics we discussed was to scratch an itch. Favourite past topics included ‘Innovating public healthcare’, ‘Reshaping urban mobility’, ‘ Visualising data’, and ‘Filling the gaps’. Each event taught me something new. It also allows me to design a poster every quarter and hone a neglected skill. Meetups are also a vital tool for recruitment. They give potential candidates interested in open roles an idea of what it’s like to work for CityLAB Berlin or DigitalService. An evening allows for conversations you might not otherwise have. ‘Remaking the welfare state’ is our next topic. We’ll have 4 speakers tomorrow: Anja Mayr, Björn Mohr, Dr. Florian Theißing and Johann Jakob Häußermann. As always, talks are in English. That is obvious for attendees, but not always for the public servants we request as speakers. In an international city like Berlin, public participation requires English. Don’t worry if you cannot make it. We are recording every event. We might be a bit slow in publishing the recordings, but they will come eventually.
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Martin Jordan hat dies geteiltGovernment doesn’t know what good looks like. Not for services. Even after decades of digitalisation, with billions spent. Now, this is finally changing. Some 9,000 randomly selected people in Germany received a letter from Minister Karsten Wildberger in January. They were invited to shape government’s service quality criteria. ‘Service that delivers’, the letter said. In 1-day in-person workshops across the country, they co-designed what ‘good services’ are and need to be. 90 people in Berlin, Cologne and Erfurt – mapping their service journeys, explaining their pain points and coming up with quality criteria. We interviewed a few participants (link below) to understand their motivations for contributing. Democracy was a strong point they made, even though some were a little scared when they received a letter from a ministry. Another 1,500 people had their say via a telephone and online survey conducted at the same time. Their input complemented the view. In parallel, we ran 2 workshops with 40 civil and public servants from all levels of government – federal, state, and municipal. In January and March, our colleagues travelled across the country from Bonn, Freiburg, Hamburg and Munich to Berlin. They, too, workshopped the criteria, and they didn’t look much different. Now, we are pulling the streams together. A large-scale synthesis exercise and extensive content design work are underway. The service quality criteria will find their home on servicestandard.gov.de. Embedded in the ministry’s federal #ModernisierungsAgenda, ‘better service’ is a focus area, led by Sabrina Artinger’s team. More supplemental work is to come. Personally, I am grateful and impressed. This is a whole other level of participation and co-creation. This is what participatory design can look like. At a strategic service level, this is extremely rare. For individual services, user research happens at an operational level. But in government standard-setting, this is unseen. Kudos to the Bundesministerium für Digitales und Staatsmodernisierung and everyone involved there. At a more granular level, we continue to write and publish more guidance detailing the #ServiceStandard, enriching it with concrete how-tos. Local government colleagues continue to reach out to us, sharing their troubles with suppliers – and them not meeting basic service quality standards. So, one of my favourite new pieces of guidance is on ‘Designing forms with clear questions’ cause even in the age of AI, government forms aren’t going to go away. Not yet. And so many of them remain terrible. The new guidance helps people who build or commission public services to make them clearer. Collectively, we are defining and exemplifying what good is – at all levels of abstraction, considering many views. The Service Standard’s handbook section is continuously growing. It’s becoming our guidebook. If you are a public servant, let us know if you’d like to contribute! Photographs: Sandra Kühnapfel
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Martin Jordan hat dies geteiltAwards are always a little odd. One person gets the limelight for the work done by many. It’s helpful for the cause, even though it’s not accurate or exactly right. The International Foundation for Customer Experience in Government decided to highlight the work I am able to do in the German government, calling me a trailblazer. To make services and, therefore, government work for its people, it requires blazing through a lot of trails. Joining up services so that people can understand and navigate them, and get the outcomes they need, in the fastest possible way, is not easy. It’s pretty hard. It’s the work of years or decades. Things move at glacial speeds. By the nature of this work, overcoming cultural and structural silos is work done by a network of people. Such recognition can give us the boost we occasionally need to keep going when things feel particularly hard. When the opportunity windows we sense are there don’t yield the progress we were aiming for. Kara Kane and I have been speaking about the long slog of government transformation for some years. Small wins to stay motivated is something we mention in our talks. “Despair is the unforgivable sin” – is a quote I sent to Tobias Witt the other night. We had an exchange earlier that evening about our specific struggles with government transformation. Coincidentally, we also spoke about winning awards – and how it doesn’t persuade the stakeholders we desperately need to get on board. But in the best case, it allows more people to see the work we are trying to do and gets more folks to join the mission. So, we take any extra fuel we can get to keep going. Thank you, International Foundation for Customer Experience in Government!International Foundation for Customer Experience in Government
International Foundation for Customer Experience in Government
Martin Jordan hat dies geteiltCelebrating our next GOVCX Trailblazer: Martin Jordan Whose work is shaping the future of user-centred government and public service design. Martin Jordan leads design and user research at the German Government's Digital Service, where he works to advance inclusive, user-centred approaches across the public sector. Previously, he served as Head of Service Design at the UK's Government Digital Service, supporting teams across the UK government in designing services that work better for people. With experience across both systems, Martin brings a deep understanding of the structural and cultural barriers to customer experience transformation in government, particularly when services span multiple departments and institutions. In this Trailblazer feature, Martin reflects on the need for joined-up public services, the risks of pursuing technology-driven innovation without clear user value, and the importance of designing with people, not just for them. Read the full article: https://lnkd.in/eFjxkGJ5 Stay tuned to learn more about Martin’s work advancing cross-government service quality standards and strengthening user-centred design practices across the public sector. -
Martin Jordan hat dies repostetMartin Jordan hat dies repostetWie wird Verwaltung verständlich? Nur rund ein Viertel der Menschen in Deutschland hält Behördensprache für leicht verständlich. Viele Bürger:innen lesen behördliche Schreiben mehrfach oder müssen sich Hilfe holen. Für (digitale) Verwaltungsservices ist das ein echtes Problem: Wer nicht versteht, was zu tun ist, kann Angebote nicht nutzen. Genau hier setzt Content-Design an. Dabei geht es nicht nur um den Wortlaut, sondern um Kontextwissen, das über die reine Textebene hinausgeht. Content-Design verbindet rechtliche Anforderungen mit der Lebensrealität der Nutzenden und nimmt den gesamten Prozess in den Blick, nicht nur einzelne Formulierungen. Beim DigitalService ist Content-Design deshalb von Anfang an Teil interdisziplinärer Produktteams. Ziel ist nicht Vereinfachung um jeden Preis, sondern Klarheit auf B1-Niveau, ohne rechtliche Präzision zu verlieren. Unsere Kollegen Torsten Elsner und Martin Jordan zeigen im neuen Blogbeitrag, warum jeder Satz sitzen muss – und wie das in der Praxis funktioniert: https://lnkd.in/d_kfjSQf #ContentDesign #DigitaleVerwaltung
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Danke, Marcus, für Deinen Kommentar. Die von Dir verlinkte Website zum Factsheet führt ins Leere. Jedoch sind wir damit vertraut und verweisen, wenn auch immer das Thema aufkommt, an die Kolleg:innen von der BFIT-Bund und deren Einschätzungen zum Thema: https://www.bfit-bund.de/DE/Publikation/einschaetzung-overlaytools.html
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This is great, cause it’s important for onboarding and alignment, to ensure everyone speaks the same language and is familiar with the shared concepts. While there is always a need to do that on an organisational level, there needs to be support from the very centre. How helpful did you find the less general, more discipline-specific DDaT training offered via FutureLearn? How much are you relying on that, and how often are you directing people to it?
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Dieses Update, 2 Jahre nach unserem letzten Blogpost, war überfällig! So viel ist seitdem passiert. Einen Überblick über all unsere Aktivitäten, Formate und Tools gibt es zudem auf dieser Themenseite: https://digitalservice.bund.de/barrierefreiheit-sicherstellen
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Martin Jordan gefällt dasMartin Jordan gefällt dasCreative Bureaucracy Festival in Berlin - let's catch up! I'll attend Creative Bureaucracy Festival on June 11th and will stay in Berlin from 10.-12.6. - happy to catch up over a cup of coffee or a beer around the festival and/or in Berlin! Picture from the CBF afterparty 2020 at Klunkerkranich.
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Martin Jordan gefällt dasMartin Jordan gefällt dasJust heading back home from the Hatch Conference Leadership Atelier in Berlin. Thank you once again to Damian Martone for inviting me to run the kick-off workshop with everyone. Also to Angel Poon and Nat Di Pasquale for your support 🙏. Most of all, thank you to all the attendees who wholeheartedly engaged with the activities and discussions. I loved the hubbub and the silence contemplation, the questions and the comments. Despite having done this kind of thing for years, there’s always a moment of trepidation about whether the coaching tools I use in 1:1 coaching will work in this kind of group setting. I’m happy to report they really did, but that was largely due to a bunch of strangers being willing to open up and be vulnerable with each other. With all the AI boosterism and/or doom and gloom around, it’s heartening to know that humans still really enjoy time with other humans. And that, you know, we’ll probably all be okay, despite all the change going on.
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Martin Jordan hat darauf reagiertMartin Jordan hat darauf reagiertMonday 25 May 2026 is the sixth anniversary of George Floyd’s murder. Yves Sakila was killed in Dublin on 15 May. Yves was a 35 year old, Congolese man who has lived in Ireland since he was a teenager. An IT professional. Someone’s son. Someone’s friend. He was accused of shoplifting and eight men killed him. With one putting his knee on his neck to complete the act. His own clothing was pulled over his face and he was pinned to the ground until he stopped moving. This happened in public, on a busy street, while people watched. He called out for help, and nobody came to save him. Six years after George Floyd said he couldn’t breathe in Minneapolis, Yves Sakila was dying on Henry Street in Dublin in almost identical circumstances. A Black man. Accused of a minor offence. Killed by men who decided his life was worth less than a shop’s property. I am devastated. I am furious. And I am exhausted in the way that you can only be exhausted when this keeps happening, and you know it will keep happening, because the systems and the attitudes and the dehumanisation that make it possible have not changed. This was not a freak incident. This was not “excessive force” as some neutral, technical error. This was what happens when Black bodies are seen as threats to be subdued rather than human beings with rights. Six years on, we are still naming the dead. Rest in peace, Yves Sakila. You deserved so much more than this. 🙏🏾
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Martin Jordan hat darauf reagiertIch bin auf der Suche: Nach meinem nächsten Projekt und auch offen für eine Festanstellung, wenn das Umfeld passt. Nach 8 Jahren Zusammenarbeit haben Benjamin und ich Service Design Süd West als gemeinsames Unternehmen beendet. Gleichzeitig geht ein intensives Jahr mit reduzierter Erwerbsarbeit in Elternzeit zu Ende und die Familienlogistik steht. Zeit für den nächsten Schritt. Was ich kann, unabhängig davon, wie die Position heißt: Ich helfe Organisationen dabei, komplexe Vorhaben zu durchdenken und wirklich umzusetzen. Digitalisierung, Prozesse, Nutzerbedürfnisse, Strategie – selten eines davon allein, meistens alles zusammen. Das passiert in der Praxis unter vielen Titeln: UX-Konzeption & Research. Product Owner. Business Analyst. Projektmanager:in für Digitalisierungsprojekte. OKR & Strategie. Organisationsentwicklung. Was ich suche: → 60–80 % Pensum → Im Raum Freiburg–Basel als Lebensmittelpunkt, gerne auch remote/hybrid mit gelegentlicher Präsenz (bis ~4 Tage/Monat) → Organisationen, denen es wirklich ernst ist mit Veränderung Wenn Du oder jemand in Deinem Netzwerk ein Projekt, eine Stelle oder einfach eine gute Frage hat: Ich freue mich über jede Nachricht!Martin Jordan hat darauf reagiert𝗦𝗲𝗰𝗵𝘀 𝗝𝗮𝗵𝗿𝗲 𝗦𝗗𝗦𝗪 – 𝘂𝗻𝗱 𝗷𝗲𝘁𝘇𝘁? 𝗗𝗮𝘀 𝗨𝗻𝘁𝗲𝗿𝗻𝗲𝗵𝗺𝗲𝗻 𝗶𝘀𝘁 𝗮𝘂𝗳𝗴𝗲𝗹𝗼̈𝘀𝘁, 𝗱𝗮𝘀 𝗡𝗲𝘁𝘇𝘄𝗲𝗿𝗸 𝗯𝗹𝗲𝗶𝗯𝘁 𝗮𝗸𝘁𝗶𝘃 𝘂𝗻𝗱 𝗞𝗮𝘁𝗿𝗶𝗻 𝘄𝗲𝗶𝘁𝗲𝗿𝗵𝗶𝗻 𝗮𝗻𝘀𝗽𝗿𝗲𝗰𝗵𝗯𝗮𝗿. Acht Jahre enge Zusammenarbeit, sechs davon als gemeinsames Unternehmen: Seit 2018 haben wir gemeinsam daran gearbeitet, nutzerzentrierte Innovation und wirksame Organisationsentwicklung im Südwesten stärker zu verankern. Mit Kunden, die sich wirklich auf Veränderung eingelassen haben. Und mit Kolleg:innen, die mit demselben Anspruch mitgestaltet haben. Wir haben viel bewegt und Spuren hinterlassen – bei uns und hoffentlich auch bei allen, mit denen sich unsere Wege gekreuzt haben. Dafür sind wir dankbar ❤! Und dennoch ist nun die Zeit gekommen, Service Design Süd West als gemeinsames Unternehmen zu beenden. Was wir unseren Kunden empfehlen, haben wir auf uns selbst angewendet: Nicht alles lässt sich gleichzeitig optimieren. Mit veränderten Lebensumständen und neuen Anforderungen haben wir die Frage „Können wir so weiterarbeiten, wie wir es anderen empfehlen – mit Klarheit, Energie und in gesunder Zusammenarbeit?" offen gestellt und ehrlich beantwortet. Und damit bewusst diese Entscheidung getroffen. Benjamin ist in eine Festanstellung gewechselt: Bei der Haufe Akademie erkundet er, wie künstliche Intelligenz (KI) Lernen und Entwicklung wirksamer machen kann. Katrin arbeitet weiter als freiberufliche Service Designerin und UX-Konzepterin, mit ihrem Unternehmen Digitale Konzepte mit mehr Wert und ist offen für Projekte und Kooperationen. 👉 Was habt ihr in euren Organisationen zuletzt bewusst losgelassen – und was habt ihr dabei gelernt? https://lnkd.in/dcDQ5wFkSDSW als Unternehmen ist Geschichte. Haltung und Netzwerk bleiben. - Service Design Süd WestSDSW als Unternehmen ist Geschichte. Haltung und Netzwerk bleiben. - Service Design Süd West
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Martin Jordan hat darauf reagiertMartin Jordan hat darauf reagiertUnser #Newsletter „Delivered – News vom DigitalService“ geht in die nächste Runde! In der neuesten Ausgabe unseres Newsletters dreht sich alles um die Frage: Wie gelingt ein moderner, digitaler #Rechtsstaat, der Bürger:innen den Zugang zum Recht erleichtert und gleichzeitig die Justiz entlastet? Gemeinsam mit dem Bundesministerium der Justiz und für Verbraucherschutz entwickeln wir auf service.justiz.de nutzerzentrierte Online-Dienste. In diesem Monat blicken wir auf echte Meilensteine in der Praxis: Das zivilgerichtliche Online-Verfahren ist gestartet – Bürger:innen können Klagen ab sofort digital erstellen und einreichen, ein neuer Online-Dienst der digitalen Rechtsantragstelle hilft Nutzenden bei der Einrichtung eines Pfändungsschutzkontos und Wirkungsmessung im Fokus: Wie messen wir eigentlich den Erfolg und die Wirkung unserer Online-Dienste? Jetzt abonnieren: https://lnkd.in/ekPhrbFp #OnlineJustiz #Verwaltungsdigitalisierung #LegalTech
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Martin Jordan hat darauf reagiertMartin Jordan hat darauf reagiert🚨 Permanent SEO level Content Designer role at GDS (DSIT) on the Service Standard and Service Manual team, helping provide the standards, principles and guidance for creating and running good public services. Deadline end of Monday 1st June.
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Martin Jordan hat darauf reagiertMartin Jordan hat darauf reagiertEin paar Tipps zum barrierefrei(ere)m Umgang mit Fließtexten: – Zentrierte Fließtexte sind schwerer zu lesen und sollten wo es geht vermieden werden. Das liegt daran, dass das Auge keine Linie hat, um sich »festzuhalten«. Zwei bis 3 Zeilen zentriert zu setzen, ist ok! – Fließtext sollte einen Zeilenabstand von 150 % haben – Genug Buchstaben-Abstand macht Text besser lesbar. Gute Schriften bringen ausreichend Buchstaben-Abstand mit! – Fließtext sollte nicht in Versalien (Großbuchstaben) gesetzt werden. (2–3 Worte in Überschriften sind ok) – Bonus: Zeilenlängen über ca. 60 Zeichen sollten vermieden werden, da sonst der Text zu lang wird und man seinen Kopf drehen muss, um ihn zu lesen. Mehr dazu findest du auch in unserem Design-Blueprint: https://lnkd.in/dgVNxcM9
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Martin Jordan gefällt dasMartin Jordan gefällt das🚨 Exklusiv: Der Bund startet die Pilotphase für einen digitalen Kombiantrag, der Unternehmensgründungen in Deutschland beschleunigen soll. Die neun Standorte, die gestern einen Zuschlag aus dem Bundesministerium für Digitales und Staatsmodernisierung bekommen haben: Aachen, Dresden, Düsseldorf, Fulda, Goslar, Hamburg, Mannheim, München und Nordfriesland. 𝗗𝗮𝘀 𝗭𝗶𝗲𝗹: Der Pilot-Kombiantrag soll Gewerbeanmeldung und steuerliche Erfassung erstmals in einem vollständig digitalen Prozess bündeln. Unternehmensgründungen sollen künftig bundesweit digital und perspektivisch innerhalb von 24 Stunden möglich sein. Das Projekt „Schneller Gründen“ ist Teil der Modernisierungsagenda Bund und föderal. 𝗩𝗶𝗲𝗹𝗲 𝗞ö𝗰𝗵𝗲: Koordiniert wird die Pilotierung durch das BMDS gemeinsam mit den zuständigen Landesministerien der Pilotstandorte. Vor Ort müssen Gewerbeämter, Finanzämter und Registergerichte behördenübergreifend kooperieren, damit das Vorhaben gelingt. 𝗖𝗮𝘀𝘁𝗶𝗻𝗴: Im April rief das BMDS Kommunen dazu auf, sich für die Pilotierung zu bewerben (SZ Dossier berichtete). Mehr als 330 Interessierte nahmen an digitalen Informationsveranstaltungen teil, heißt es aus dem Ressort. 📩 Alle Details und die weiteren vielen spannenden Themen von Gabriel Rinaldi, Charlotte Westphal, Bastian Mühling (der gestern ein tolles Webinar zum KI-Omnibus mit Lajla Fetic gestreamt hat!), Miriam Dahlinger und Laurenz Gehrke gibt es in der heutigen Ausgabe (Link in den Kommentaren). Süddeutsche Zeitung Dossier
Berufserfahrung und Ausbildung
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DigitalService
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Bescheinigungen und Zertifikate
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Developing the business case: Defining the business problem and solution scope
International Institute for Learning
Ausgestellt: -
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Ehrenamt
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Co-Organiser
Public Service Lab
–Heute 9 Jahre
Ausbildung
Supporting the application of user-centred design approaches in the German government and public sector through interactive conferences, hands-on workshops, knowledge-sharing formats, and publications in the German language.
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Member of the Digital Council
Ministerium für Infrastruktur und Digitales LSA
Wissenschaft und Technologie
Supporting Minister for Infrastructure and Digital Dr Lydia Hüskens of German Federal State of Sachsen-Anhalt on digital transformation
Veröffentlichungen
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Understanding the Jobs that Your Service is Hired for
Touchpoint Vol. 7 No. 2 – “In-house Service Design” / Service Design Network
The Jobs-to-be-Done (JTBD) framework has been in use by innovation consultants for a few years now. Yet only recently has it started gaining broader momentum, being adopted in areas of design. After applying various JTBD tools at Nokia since 2013, we are able to integrate them with our familiar service design methods, improving and extending them.
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Integrating Brand & Service Design
Touchpoint Vol. 6 No. 3 – “Blurring Boundaries” / Service Design Network
Service design is still a rather young discipline. As it matures, it evolves, diversifies and expands. In this article, we propose one possible direction this expansion can take: the integration of service design and brand communication. Looking closely, the two approaches are similar in many ways. For example, both have a strong user orientation and both contribute to business value. Yet they differ strongly in the way they act upon the user: influencing actions versus influencing perceptions.…
Service design is still a rather young discipline. As it matures, it evolves, diversifies and expands. In this article, we propose one possible direction this expansion can take: the integration of service design and brand communication. Looking closely, the two approaches are similar in many ways. For example, both have a strong user orientation and both contribute to business value. Yet they differ strongly in the way they act upon the user: influencing actions versus influencing perceptions. Integrating the two perspectives might not only create a new field for both service designers and marketers, but might also create value for users and businesses at the same time.
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Brand Services
“Marke und Digitale Medien” / Springer Gabler
Traditional ways of marketing, especially interruption advertising, is more and more perceived as an annoyance. Marketing of the future needs to both create value for people and promote business. Service Design regards usefulness, usability and desirability, whereas brand communication is mostly concerned with the promise and very little with its delivery. Combined, the two approaches add up to what we call Brand Services – a “give-away service” that addresses relevant user needs and at the…
Traditional ways of marketing, especially interruption advertising, is more and more perceived as an annoyance. Marketing of the future needs to both create value for people and promote business. Service Design regards usefulness, usability and desirability, whereas brand communication is mostly concerned with the promise and very little with its delivery. Combined, the two approaches add up to what we call Brand Services – a “give-away service” that addresses relevant user needs and at the same time conveys a brand message. Instead of just giving a promise Brand Service already deliver.
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Corporate Service Design
“Corporate Identity & Corporate Design” / Av Edition
The idea behind Corporate Service Design is rather simple. The concept of corporate identity consists of three pillars: corporate design, corporate communication and corporate behavior. While the first two are well established and commonly practiced, corporate behavior is hardly deliberately designed. It mostly happens on a “one-to-many” level, think in terms of the behavior of a CEO in the media, or the way a company “acts” like through a corporate CSR…
The idea behind Corporate Service Design is rather simple. The concept of corporate identity consists of three pillars: corporate design, corporate communication and corporate behavior. While the first two are well established and commonly practiced, corporate behavior is hardly deliberately designed. It mostly happens on a “one-to-many” level, think in terms of the behavior of a CEO in the media, or the way a company “acts” like through a corporate CSR program. Instead, the application of service design in identity processes allows to shape human-to-human and service-to-human interactions and consequently influence the experience of individuals with a corporation.
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Opening the Black Box of Research
Touchpoint Vol. 5 No. 1 – “Deep Dive: Collecting Relevant Insights” / Service Design Network
The use of qualitative and quantitative research in service design: Service design practitioners seem to agree on the fact that research is important. There seems to be bias against quantitative research and a preconception to favouring qualitative research methods in the service design context. But only scant evidence and information on how research is actually embedded in the design process and which methods – qualitative and quantitative – are being used, is available. This article aims to…
The use of qualitative and quantitative research in service design: Service design practitioners seem to agree on the fact that research is important. There seems to be bias against quantitative research and a preconception to favouring qualitative research methods in the service design context. But only scant evidence and information on how research is actually embedded in the design process and which methods – qualitative and quantitative – are being used, is available. This article aims to shed light into the ‘research black box’ of service design by offering a current analysis of how research methods are used in this field.
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Bringing Ideas To Life: A Typology for Prototyping Services
Touchpoint Vol. 4 No. 2 – “Service Design on Stage” / Service Design Network
Successful services are rarely the result of a spark of genius. Before a service reaches its final state, it undergoes various iteration cycles. The iterations are often achieved through prototyping. Rough-and-ready prototyping minimises development costs. Moreover, prototypes can identify problems at an early stage and help to continuously redefine concepts. This article looks at different dimensions of prototyping and suggests that prototyping is valuable beyond just communicating an idea. It…
Successful services are rarely the result of a spark of genius. Before a service reaches its final state, it undergoes various iteration cycles. The iterations are often achieved through prototyping. Rough-and-ready prototyping minimises development costs. Moreover, prototypes can identify problems at an early stage and help to continuously redefine concepts. This article looks at different dimensions of prototyping and suggests that prototyping is valuable beyond just communicating an idea. It gives an overview of prototyping methods for the service design field and analyses their strengths and weaknesses.
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