Being the Senior Service Designer, Karan Patel intends to discover how Jiva can deliver the best experiences for its users, be it from Jiva or other people. So many charts and journeys are created and innovated to serve the users. In this case, service blueprinting is the way to go. In this article taken from the latest #WorkWonders episode, Karan talks with Nea Ningtyas & Bintang Lestada, our Sr. Content Specialists about his experiences as Jiva’s Senior Service Designer in Indonesia and the process of his job.
Being the Senior Service Designer, Karan Patel intends to discover how Jiva can deliver the best experiences for its users, be it from Jiva or other people. So many charts and journeys are created and innovated to serve the users. In this case, service blueprinting is the way to go.
In this article taken from the latest #WorkWonders episode, Karan talks with Nea Ningtyas & Bintang Lestada, our Sr. Content Specialists about his experiences as Jiva’s Senior Service Designer in Indonesia and the process of his job.
Read the excerpt* of our #WorkWonders conversation below.
*Edited for length and clarity.
I have been at Jiva for almost two and a half years now. My official title is Senior Service Designer. What the service design team does is try to understand how various parts of Jiva can come together to deliver a certain experience for our users. In this case, it could also be the internal user, someone who’s part of the Jiva team itself, or it could also be people whom we are serving, such as the micro collectors (MCs). To put it simply, that’s what we do. But there’s a lot going on behind it — which is the effort to understand; What is the goal that we are all working towards? Who are the people who could influence it? If these are the teams who influence it, how? How do they all come together? So that’s what the house design team does at Jiva.
Some of my work in the past has been around agriculture and in the health sector, so I’ve worked with a very similar audience. At Jiva, one of the evident things is that the amount of experience that we have on the operational side and on the technology side is quite significant. We [Jiva] might be a young organization, but not with the experience that we have. So as an organization, we might be five years old, but the cumulative experience that the entire team brings together is quite significant. So the environment is like a startup, but the maturity was very different, so that was like one of the most stark differences that I’ve experienced from my previous roles and work that I’ve done.
The other is that it’s a very different culture and geography that I get to work with. There are quite a few similarities between nuances that I would find in India as well as in Indonesia, but then also a few bits that make it seem like “I can’t relate to it, but that’s how it is, and that’s how people are, and that’s how people work with each other”. It took a while to sort of understand that. At some point, you try to rationalize a few things, but after that, you realize, maybe there is no rationality to it. It’s just a cultural aspect that you just encountered and you didn’t know where to place it.
There are these two geographies where we’re mostly working with people who are from urban backgrounds or are living in urban spaces. But our eventual users are in a different geography and not even from an urban background. Even if I can relate with my Indonesian colleagues and vice versa, I think our challenge is to relate with our ultimate users is more or less, the same. We had to start the journey from scratch.
We carried out [the workshop] in June last year. It was done with the objective of trying to identify where — in an MCs journey — are there low points in their experience, and how can we take those into account while we set up new processes, systems, tools or even roles. Essentially, service blueprinting is a framework of the journey that a person has in certain interactions.
For example, a micro collector (MC) typically goes through the journey of awareness of Jiva, coming to know about Jiva, being recruited into Jiva, being trained, starting their transactions with Jiva, and then that relationship matures and grows from there on. So that’s how most service experiences would be. Some of them would undergo in a few hours or minutes. And in the case of Jiva, it’s across seasons.
We sort of mapped how each step is for MC, what they interact with, how this interaction is, and what is causing that interaction to be a particular way? Is it a low point for them or a high point? And if irrespective of higher or low, why is that happening? Imagine the number of teams that are involved in each of these processes. It’s not a singular team that owns the entire journey or the experience, and nor is a team aware that what they do in their interaction impacts the next interaction, or the interaction after a season. So with this blueprint, that is what we were able to visualize and help everyone else see as well. What are the different things coming into play, and what can we together do about it? That was like a gist of the blueprinting workshop.
I think all of it starts when you place the other pieces next to each other. Let’s say we have a goal of the number of farmers that we want to serve. And hence, these are the number of MCs we would need to serve those farmers. And for that to happen, there needs to be a certain structure where the MCs could operate in and interface with Jiva. All the people on the field, like our activation coordinators on the field, or our customer support team or training team, recruitment team — everyone who interfaces with the MCs are eventually enabling us to interact with farmers.
So that’s a very broad level connection between Jiva, MCs and farmers. Now, for us to be able to create impact with farmers, we need to be able to do it well with the MCs first. Which is why we spend time understanding how their interactions are with Jiva, or how they come together, how we and MCs come together, and where are the opportunities for us to get better in serving them? Be it to make a certain process faster or creating guard rails for the MCs and Jiva so that our relationship is much more trustworthy, secure and more so in the sense of longevity.
We also understand that when we create awareness for MCs, we think ‘Okay, do we do something right up front?’ so we can set a certain expectation. In the future, when they start transacting with us like a month later, they are well aware of what to expect, or they know what’s going to happen when they come into Jiva. We are working towards that goal. But if we brought down that goal, it made it much simpler to what we do today. That’s how the blueprint was really useful for us.
Once we concluded the workshop, there were eight themes that emerged, which all the participants in the workshop felt were very crucial for Jiva to get better at, and that impacted our business goals as well. And out of those, we were able to further prioritize them into four themes and/or goals. Then each person within the leadership undertook and worked on as well. So there was the immediate outcome that this blueprint could deliver. But out of the four themes that people worked on, some of them sort of extrapolated into a much larger business goal for 2024. The focus that we have for 2024 was also influenced by the blueprinting exercise because that highlighted how critical this relationship is between the activation coordinator and an MCis, and that’s, that’s what a good portion of Jiva is working on or will be working on in 2024. That was like a win from a blueprinting workshop standpoint.
Alright, thank you, Nea!
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What do Customer Experience do in order to make sure their customers’ complains are heard and their needs met? And what would one do when communication itself becomes the issue of delivering these concerns? In this article taken from the latest #WorkWonders episode, Aina talks with Bintang Lestada, our Sr. Content Specialist about her role as Customer Experience Lead.
Being the Senior Service Designer, Karan Patel intends to discover how Jiva can deliver the best experiences for its users, be it from Jiva or other people. So many charts and journeys are created and innovated to serve the users. In this case, service blueprinting is the way to go. In this article taken from the latest #WorkWonders episode, Karan talks with Nea Ningtyas & Bintang Lestada, our Sr. Content Specialists about his experiences as Jiva’s Senior Service Designer in Indonesia and the process of his job.
As a Lead Product Manager, Nilesh Gaurav knows the in and out of Jiva’s platform. But sometimes you might be wondering, what does Jiva’s product actually do? And how does it work with users who live in rural areas? In this article taken from the latest #WorkWonders episode, Nilesh talks with Nea Ningtyas & Bintang Lestada, our Sr. Content Specialists about his role as Lead Product Manager and the challenges that he faced in his career in Jiva, be it socially or logistically.
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Fathia Ramadina has been in user research for years prior to joining Jiva - but there are things about rural users so distinct that uncovers rich layers of enlightening insights on doing research. In this blog post, she reflects on how she found that after doing many research projects and hundreds of interviews with Sahabat Jiva, a meaningful rural user research goes beyond techniques.
August 28, 2024
Being the Senior Service Designer, Karan Patel intends to discover how Jiva can deliver the best experiences for its users, be it from Jiva or other people. So many charts and journeys are created and innovated to serve the users. In this case, service blueprinting is the way to go.
In this article taken from the latest #WorkWonders episode, Karan talks with Nea Ningtyas & Bintang Lestada, our Sr. Content Specialists about his experiences as Jiva’s Senior Service Designer in Indonesia and the process of his job.
Read the excerpt* of our #WorkWonders conversation below.
*Edited for length and clarity.
I have been at Jiva for almost two and a half years now. My official title is Senior Service Designer. What the service design team does is try to understand how various parts of Jiva can come together to deliver a certain experience for our users. In this case, it could also be the internal user, someone who’s part of the Jiva team itself, or it could also be people whom we are serving, such as the micro collectors (MCs). To put it simply, that’s what we do. But there’s a lot going on behind it — which is the effort to understand; What is the goal that we are all working towards? Who are the people who could influence it? If these are the teams who influence it, how? How do they all come together? So that’s what the house design team does at Jiva.
Some of my work in the past has been around agriculture and in the health sector, so I’ve worked with a very similar audience. At Jiva, one of the evident things is that the amount of experience that we have on the operational side and on the technology side is quite significant. We [Jiva] might be a young organization, but not with the experience that we have. So as an organization, we might be five years old, but the cumulative experience that the entire team brings together is quite significant. So the environment is like a startup, but the maturity was very different, so that was like one of the most stark differences that I’ve experienced from my previous roles and work that I’ve done.
The other is that it’s a very different culture and geography that I get to work with. There are quite a few similarities between nuances that I would find in India as well as in Indonesia, but then also a few bits that make it seem like “I can’t relate to it, but that’s how it is, and that’s how people are, and that’s how people work with each other”. It took a while to sort of understand that. At some point, you try to rationalize a few things, but after that, you realize, maybe there is no rationality to it. It’s just a cultural aspect that you just encountered and you didn’t know where to place it.
There are these two geographies where we’re mostly working with people who are from urban backgrounds or are living in urban spaces. But our eventual users are in a different geography and not even from an urban background. Even if I can relate with my Indonesian colleagues and vice versa, I think our challenge is to relate with our ultimate users is more or less, the same. We had to start the journey from scratch.
We carried out [the workshop] in June last year. It was done with the objective of trying to identify where — in an MCs journey — are there low points in their experience, and how can we take those into account while we set up new processes, systems, tools or even roles. Essentially, service blueprinting is a framework of the journey that a person has in certain interactions.
For example, a micro collector (MC) typically goes through the journey of awareness of Jiva, coming to know about Jiva, being recruited into Jiva, being trained, starting their transactions with Jiva, and then that relationship matures and grows from there on. So that’s how most service experiences would be. Some of them would undergo in a few hours or minutes. And in the case of Jiva, it’s across seasons.
We sort of mapped how each step is for MC, what they interact with, how this interaction is, and what is causing that interaction to be a particular way? Is it a low point for them or a high point? And if irrespective of higher or low, why is that happening? Imagine the number of teams that are involved in each of these processes. It’s not a singular team that owns the entire journey or the experience, and nor is a team aware that what they do in their interaction impacts the next interaction, or the interaction after a season. So with this blueprint, that is what we were able to visualize and help everyone else see as well. What are the different things coming into play, and what can we together do about it? That was like a gist of the blueprinting workshop.
I think all of it starts when you place the other pieces next to each other. Let’s say we have a goal of the number of farmers that we want to serve. And hence, these are the number of MCs we would need to serve those farmers. And for that to happen, there needs to be a certain structure where the MCs could operate in and interface with Jiva. All the people on the field, like our activation coordinators on the field, or our customer support team or training team, recruitment team — everyone who interfaces with the MCs are eventually enabling us to interact with farmers.
So that’s a very broad level connection between Jiva, MCs and farmers. Now, for us to be able to create impact with farmers, we need to be able to do it well with the MCs first. Which is why we spend time understanding how their interactions are with Jiva, or how they come together, how we and MCs come together, and where are the opportunities for us to get better in serving them? Be it to make a certain process faster or creating guard rails for the MCs and Jiva so that our relationship is much more trustworthy, secure and more so in the sense of longevity.
We also understand that when we create awareness for MCs, we think ‘Okay, do we do something right up front?’ so we can set a certain expectation. In the future, when they start transacting with us like a month later, they are well aware of what to expect, or they know what’s going to happen when they come into Jiva. We are working towards that goal. But if we brought down that goal, it made it much simpler to what we do today. That’s how the blueprint was really useful for us.
Once we concluded the workshop, there were eight themes that emerged, which all the participants in the workshop felt were very crucial for Jiva to get better at, and that impacted our business goals as well. And out of those, we were able to further prioritize them into four themes and/or goals. Then each person within the leadership undertook and worked on as well. So there was the immediate outcome that this blueprint could deliver. But out of the four themes that people worked on, some of them sort of extrapolated into a much larger business goal for 2024. The focus that we have for 2024 was also influenced by the blueprinting exercise because that highlighted how critical this relationship is between the activation coordinator and an MCis, and that’s, that’s what a good portion of Jiva is working on or will be working on in 2024. That was like a win from a blueprinting workshop standpoint.
Alright, thank you, Nea!
