PCI

ISSIP

INTERNATIONAL SOCIETY OF SERVICE

INNOVATION PROFESSIONALS

ISSIP +AACHEN UNIVERSITY + SCAD

PEOPLE CENTERED INNOVATION

PCI

PEOPLE CENTERED INNOVATION

ISSIP

INTERNATIONAL SOCIETY OF SERVICE

INNOVATION PROFESSIONALS

ISSIP +AACHEN UNIVERSITY + SCAD

COPYRIGHT INFORMATION
WILL GO HERE 2016
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6What Is PCI

17
Catcher Tear Out

22
Toolkit Glossary

5Who Is ISSIP?

8How PCI Works

19
Assembly Instructions

24
Tools

10
PCI Framework Levels

20
How The Cather Fits In

12
Exploration

21
Play Instructions

48
Meet The Team

13
Examination

ISSIP + AACHEN + SCAD

4Acknowledgements

14
Development

ABOUT US

TOOLKIT

PCI CATCHER

PCI
FRAMEWORK

INTRO

PEOPLE CENTERED INNOVATION

FRAMEWORK

PCI

15
Realization

ACKNOWLEDGMENTS

THIS IS ISSIP

his playbook was developed by a SCAD

Fall 2016 Service Design class collaboration
between students Sam Cadan, Loremis Juanes
Caprio, Kauhi Hookano, Glance Roper, and
Abby Schultz under the study of Mauricio
Manhaes, Ph.D. This book is the direct result
of the exhaustive research by Dr. Gerhard
Gudergan, head of the department of Business
Transformation at RWTH Aachen University in
Germany. Dr. Gudergan developed the PCITM
methodology together with his graduate
students Andrew Hebler and Hans Heikenfeld.
With great appreciation to Yassi Moghaddam,
executive directer of ISSIP, for her extensive
contributions without which this project could
not have succeeded.
Thank you to Dr. Jim Spohrer (IBM), David
DJ Christman (Cisco Systems), Zeecil Kimmel
(Cisco Systems), Dr. Larry Hiner (Workforce
Equanimity), Paul Magnone (Google), Valerie
Correale (Cisco Systems), and Heather Yurko
(Cisco Systems) for additional contributions
and feedback throughout the playbook creation
process.

he International Society of Service Innovation Professionals is a global, professional

association co-founded by IBM, Cisco, HP, and
several universities. It focuses on promoting
service innovation for our interconnected
world, and works with top research faculty
across the globe to bring the latest practical
research on customer-centric (service) innovation to industry members. ISSIP has more than
1,000 members representing greater than 150
universities, 100 companies, and 42 countries.

INTER
N AT I O N
AL SOCI
ETY OF
SERVICE
I N N O
VAT I O N
PROFES
SIONALS

ISSIP

THIS IS PCI

EXPLORATION
EVALUATION
DEVELOPMENT

CATCHER MODEL

PCI PHASE LEVEL

REALIZATION

I N N OVAT I O N
METHODOLOGY

PEOPLE CENTERED INNOVATION

he PCI methodology consists of proven

ISSIP researched innovation tools and
processes that help promote accelerated
and successful innovation. These tools and
processes have a heavy emphasis on
co-creation with a prospective ecosystem of
stakeholders during the entire development
process starting at initial development.
Usage of the PCI methodology enables
product (goods and/or services) owners
and developers to more rapidly build the
fundamentals for sustainable business
growth.

pain points. PCI increases the chances of

a ventures success by extending the range
of value offerings to the customer from the
beginning. Following PCI methodology for a
Minimum Viable Product results in customers
having access to not only goods and/or
services, but also related information and data
and the human capital that supports it.

The following metrics have shown

substantial growth for those using PCI:

Time-to-Market

Customer Satisfaction

Revenue Growth

Traditionally, innovation aims to develop

a novel idea into a product (goods and/or
services) through first building based on
customer and market requirements, then
testing and gathering feedback, and lastly
offering enhancements or fixes for bugs. The
problem with the traditional approach: time
to market is too long after going through
all the phases, and the original timeline is
often optimistic when considering bugs
and enhancements. Customer expectations
can be unmet despite initial research to
understand their requirements, especially if a
requirement is to have the product or service
in a timelier manner. Additional business
opportunities may also be missed if more
time and effort is spent in the overall process
than originally planned.
PCI can help address many of the above

EXPLORATION
EVALUATION
DEVELOPMENT

CATCHER MODEL

PCI PHASE LEVEL

REALIZATION

E X P LO R AT I O N
E VA LUAT I O N
DEVELOPMENT
R E A L I AT I O N

HOW PCI WORKS

hen using the PCI framework, the

innovator should start by identifying
which Process Phase to start with. It is
suggested to start with the evaluation phase,
as this helps integrate the stakeholders needs
as early as possible in the process. However,
the PCI framework offers the benefit of
being a dynamic structure, as represented by
the catcher metaphor found at the back of
the book.
The innovator will start with one of the four
process phases and continue to the next
process phase. The PCI framework fosters
iterative design. To determine the next
process phase, the innovator must analyze
the state of the current innovation. For
example, if an innovation has made it to the
Development phase but hasnt performed
well in the concept validation via prototype
outcome goal, the innovator should choose
another Development phase as the next
phase.
To offer an alternative example, if an
innovator has reviewed the innovation in
the Realization phase and determined it
as a success, the innovator should choose
the Exploration phase as the next phase to
perform.
However, if the innovator has determined the
innovation to be a failure, the innovator could
chose to proceed to another development
stage with the insights gained from reviewing
the innovation in the Realization phase.

PCI FRAMEWORK
SECTIONS
The Process Phase Section
This part of the graphic describes
the four core phases of the People
Centric Innovation Framework:
Exploration, Evaluation,
Development, and Realization.
These four core phases are
explained in detail later.

The ideal process starts from

Exploration phase and moves
through to the Realization phase.
The process of innovation does
not need to follow this flow
though. This is discussed in the
next section.

The Outcome Goals Section

This section supports the previous
level by explaining the outcome
goals that should be achieved
within each process phase. These
include goals such as finding
customer needs and opportunities
for innovation, setting a vision,

10

PROCESS
OUTCOME
GOALS

validating a concept via a

prototype of the innovation, and a
reviewing of the innovation. These
outcome goals aid the innovator
in generating outputs from the
current process phase to be
applied to the next process phase.

The Toolkit Section

This section supports both
previous levels by offering a set
of tools to complete the outcome
goals, and thus complete the
process phases. Each outcome
goal has a set of tools that help
accomplish that specific outcome
goal. However, certain tools like

PROCESS
PHASE

Outcome Goal 1
Outcome Goal 2
Outcome Goal 3
Refer to Pg. ## for tools

TOOLKIT
the Service Blueprint can be
applied to multiple outcome
goals. Although a plethora
of tools are offered for each
outcome goal, it is up to the
innovators discretion to choose
which tool is appropriate in
order to ensure progress of the

11

E
XE V A
P L O RL U A
A T I O NT I O N
EXPLORATION

EVALUATION

Phase Core

Phase Core

valuating the idea and proofing the

realistic market impact. The evaluation
phase maintained the methods of performing
feasible studies and structure resources.
Through performing various studies of
what the user wants, the interactions with
stakeholders and the service negatives and
positives, there are insights uncovered that
allow the innovator to structure their data and
resources into comprehensible narratives.

n this stage the research kicks off with

finding customer needs and opportunities
to better define the service idea. Through
research the innovator can then define a vision
and better develop an idea.

Objective Goals
1

Objective Goals
1

STAKEHOLDER
INTEGRATION

Process of involving people who

are affected by the decisions
made. Bringing users into the
creation process promotes the
best innovation possible.

12

DEFINE OPPORTUNITIES

Focus and agree with your coworkers and clients involved.

Create a set of agreed
circumstances that make it
possible to update the current
innovation at large. Keep
stakeholders in mind at all times
during this process.

FIND CUSTOMER NEEDS

Determine legitimate needs that

result in a compelling product or
service.
To learn what your client wants,
you must watch them and
talk with them. Be sure you
understand their concerns and
overall issues.

STRUCTURE COMPETENCE

This process calls for a new

approach to the relationship
between the user and provider.
This structure aims to create
connections between all persons/
actors involved creating a
backbone to a more efficient
approach.

SETTING THE VISION

Create a set of design principles

for the service being developed.
A human centered approach
including all members of
the design team, including
stakeholders, should maintain a
concrete understanding of these
principles throughout the whole
design process.

FEASIBILITY STUDY

This study evaluates the

practicality of the proposed
service plan or method. This study
focuses on all areas of the service,
answering Should we proceed
with the proposed idea and plan
of action?

13

D E V E LR E A L
O
PI Z A
M E N TT I O N
DEVELOPMENT

REALIZATION

Phase Core

Phase Core

etting up a complete business concept

with integrated stakeholder interactions.
Within the development phase we integrated
the beginning of developing ideas for
innovation from the exploration phase and
we maintained the performance of concept
consolidations as well.

mplementing the service innovation into

the real market. Through ideation of service
concepts, adapting them to the service
and fusing said concepts, this led us to the
methods that we combined from realization:
Validating concepts and testing them through
prototyping. Finalizing the concretion of the
innovation, we kept the notion of setting up
and launching the service in the finale of this
phase along with reviewing the innovation.

Objective Goals
1

IDEA DEVELOPMENT

Process where ideas and topics

are realized and structure.
This information provides a
transparent view of the concepts
being focused on.

CONCEPT
CONSOLIDATION

Combine and remove specific

elements to create a more holistic
& effective concept iteration.

14

Objective Goals
1

CONCEPT VALIDATION

Introduce and test your concept

to all stakeholders involved. Does
the concept create value and
augment people to act?

MARKET VALUE
ESTIMATION

An assessment of the profits

and benefits a service would
potentially generate or currently
generating.

SET UP & LAUNCH THE

SERVICE

The part of the process where

you prepare all the elements of
the concept and implement the
innovation in a real world setting.

INNOVATION REVIEW

Determining what works, what

doesnt, and what changes can be
made, if any. This is a assessment
of how the innovation performs
in a real world setting and what
should be changed or expanded
upon in the next iteration.

15

TOOLKIT
GLOSSARY

EXPLORATION TOOLS

EVALUATION TOOLS

DEVELOPMENT TOOLS

REALIZATION TOOLS
4-Action Framework

18

5 Whys

19

6 Thinking Hats

20

6 Thinking Hats

6 Thinking Hats

20

Blueprint

22

Affinitization

21

Business Model Canvas

24

20

Affinitization

21

Decision Matrix

29

Brainstorming

23

Cultural Probe

26

Cultural Probe

26

Road Mapping

34

COSMO

25

Decision Matrix

29

Customer Journey Map

28

Scenario Analysis

36

Customer Archetype

27

SWOT Analysis

35

Discovery Driven Planning

30

Storyboarding

40

Customer Journey Map

28

Service Design Huddle

37

Morphological Analysis

31

Decision Matrix

29

Process Chain Network

32

Reframing Matrix

33

Reframing Matrix

33

Scenario Analysis

36

Service Design Huddle

37

Service Staging

38

Stakeholder Map

39

Storyboarding

40

Value Curve

41

100%

100%

100%

100%

In order to determine which phase

each category was placed, we
sent a survey out to professionals
and students asking where each
tool fit best. The percentage next
to each title on the following
pages reflects the majority of
respondents who chose that tool
for that category. Please note,
this is only a suggestion and
many of theses tools can be used
throughout the entire process.
Some tools with multiple colors
represent a tie amongst two or
more categories.

17

83%

5 WHYS

40%

4 ACTION FRAMEWORK
REDUCE

Define a problem

Cause of the problem

ASK WHY

Cause of the problem

CREATE

RAISE

ASK WHY

New Value
Curve

Cause of the problem

ASK WHY

Cause of the problem

ELIMINATE

ASK WHY

Root Cause Identified

18

A chain of questions used to dig below the

outward symptoms of a user experience in
order to uncover the motivations that are at
its root cause.
Sakichi Toyoda (Toyoda Sakichi, February 14,
1867 October 30, 1930)

Gross, Joel A. 5 Whys Folklore: The Truth

Behind a Monumental Mystery. The Kai Zone.
N.p., Aug. 2014. Web.

A framework that proposes four key

questions (Reduce, Raise, Create, Eliminate)
to challenge an industrys strategic logic and
Creates a new value curve.
(Chan Kim and Rene Mauborgne 2005)

Neil Kizhakayil George Follow. Four Actions

Framework of Blue Ocean Applied to Jet
Blue. Share and Discover Knowledge on
LinkedIn SlideShare. N.p., 2014. Web. 27 Nov.
2016

19

29%

6 THINKING HATS

40%

AFFINITIZATION
DATA
DATA

DATA
DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA
DATA

DATA
DATA

DATA

DATA

The Six Thinking Hats technique (6TH) of

Edward de Bono is a model that can be used
for exploring different perspectives towards
a complex situation or challenge. Seeing
things in various ways is often a good idea

20

CREATIVITY

in strategy formation or complex decisionmaking processes. (Edwards De Bono 1985)

Ideas Management Consultants. Ideas
Management Consultants. N.p., n.d. Web. 27 Nov.
2016.

DATA

DATA

FACTS

CATEGORY 1

JUDGEMENT

DATA
DATA

DATA

OPTIMISM

DATA

DATA

DATA

DATA

INTUITION

DATA

DATA

THINKING

CATEGORY 2

CATEGORY 3

CATEGORY 4

DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA

DATA

An Affinity Diagram is a tool that gathers

large amounts of language data and
organizes them into groupings based on their
natural relationships . The Affinity process
is often used to group ideas generated by
Brainstorming.

DATA

Johnson, Tom. The Church of Jesus Christ

of Latter-day Saints. Results of an Affinity
Diagramming Study for LDS.org. N.p., Nov.
2011. Web.

21

40%

BLUEPRINT

43%

BRAIN STORMING
CONCEPT

BEFORE

DURING

CONCEPT

CONCEPT

COMBO

AFTER
COMBO

SOUND
IDEA

MEMORY

KEYWORD
COLOR

IDEA

COMBO

MEMORY

MAIN STARTING
POINT

CONCEPT

SMELL
TASTE
KEYWORD

KEYWORD

CONCEPT
CONCEPT

COMBO
KEYWORD

Positive
Negative

An operational planning tool to guide the

customer through a service & how it will be
provided. Service Blueprinting has been a
proven successful tool, also listed on your
current toolkit.

22

Bitner, Mary, and Amy L. Ostrom. Service

Blueprinting: A Practical Technique for
Service Innovation. Arizona State University,
2007. Web.

A conference technique of solving specific

problems, amassing information, stimulating
creative thinking, developing new ideas,
etc., by unrestrained and spontaneous
participation in discussion.

Litcanu, Marcela, Cosmin Oros, Octovian

Prestean, and Alin Vasile. Brain-Writing
Vs. Brainstorming Case Study For Power
Engineering Education. Science Direct. N.p.,
2 June 2015. Web.

23

47%

BUSINESS MODEL CANVAS

KEY
PARTNERS

KEY ACTIVITIES

VALUE
PROPOSITION

33%

CUSTOMER
RELATIONSHIPS

COSMO

CUSTOMER
SEGMENTS

INDEPENDENT
INTANGIBLE

KEY RESOURCES

CHANNELS
SEPARABLE

COST STRUCTURE

INSEPARABLE

SIMULTANEOUS

24

DEPENDENT

MOVABLE

IMMOVABLE

REVENUE STREAMS
NOT SIMULTANEOUS

A visual to represent all areas of a services

environment.Including market forces, key
trends, industry forces, and economic trends.
Use this outlook to influence a different
perspective in the model canvas.
(Ramirez, 1999; Vargo & Lusch, 2004)

DEPENDENT

INDEPENDENT

Cohen, Pete. The Business Model Canvas A

Light Saber for Your Disruptive Tool Belt.
DiuS, 17 June 2014. Web.

NOT SIMULTANEOUS

TANGIBLE

SIMULTANEOUS

The map allows the coordinators to put a

main service in the center of the map and
then work around the map by stepping
through various revisions of a service
concept.
The map can be used for small businesses

to come up with new, profitable ideas or

existing enterprises to better understand
their competition.
(Mauricio Manhaes, Ph.D 1970-2016)

25

40%

CULTURAL PROBE

36%

CUSTOMER ARCHETYPE

Customer Name

Quote
What do they want/need, what is
their number one value

Age:
Occupation:
Status:
Location:
Tier:
Archetype:

QUESTION

Bio
What do they currently do, their interests, daily
lifestyle from their morning routine to nighttime routine (and how this involves your
service). The problem with the service, what
their wants/needs are from the provider and
their ultimate end vision for the outcome of
the service.

QUESTION

Values

Motivations

Technology

Family
Depending on desired visual, list any motivations for which the customers action is
augmented to act in order to use/purchase the
service from the provider.

Friends
Travel

Goals

Frustrations

Depending on desired visual, list any goals

that the customer is hoping to attain when
using the service that the provider is offering
and what value they hope to create in the
process.

Depending on desired visual, list any

painpoints as noted from the blueprint,
journey map, questionnaires etc. that the
customer finds a nuisance in the service.

Internet
Mobile Apps
Social Media (List which ones)

26

Information gathering packages based

around the principle of user participation via
self documentation. The test are usually used
to research participants for a prolonged
period of time.
(Gaver, Dunne)

Crabtree, Andy, Tom Rodden, and Terry

Hemmings. Designing with Care: Adapting
Cultural Probes to Inform ... N.p., n.d. Web.

If you get inside of their heads you have

to build a archetype that captures various
aspects of all your customers and makes
them into a person. The process of getting
to know your customer takes time, and is a
iterative process.

Woodside, Arche G. Case Study Research.

Emerald Publishing Group, 2010. Web

27

36%

JOURNEY MAP

27%

DECISION MATRIX

Trigger

CRITERIA

CRITERIA

CRITERIA

CRITERIA

CRITERIA

x2

x1

x1

x5

x1

x8

BE
FO
R

R
TE

AF

Multiplyer

CRITERIA

Score

80

IDEA

IDEA

130

IDEA

110

D U RIN G

A customer journey map provides a vivid

but structure visualization of a service users
experience. The touch points where humans
interact with the service are often used in
order to construct a journey (IDEO (1999)

28

Baar, Alex. Customer Journey Mapping an

Assortment of Case Studys and Templates.
Share and Discover Knowledge on LinkedIn
SlideShare. N.p., 2013. Web. 28 Nov. 2016.

Table used in evaluating possible alternatives

to a course of action. The alternatives are
listed in the first column and the relevant
criteria (such as cost, ease, effectiveness) are
listed as headings of subsequent columns.

DECISION MATRIX IN TERMS OF

CONSUMER BEHAVIOR. My Assignment
Help : Samples & Case Study Review Sample.
N.p., 2013. Web. 27 Nov. 2016.

29

50%

DISCOVERY DRIVEN PLANNING

57%

MORPHOLOGICAL ANALYSIS

UNKNOWNS

Function 1

Function 2

Function 3

Function 4

SOLUTION A

SOLUTION B

SOLUTION C

SOLUTION D

SOLUTION E

SOLUTION F

SOLUTION G

SOLUTION H

SOLUTION I

SOLUTION J

SOLUTION K

SOLUTION L

SOLUTION M

SOLUTION N

SOLUTION O

SOLUTION P

PROJECTIONS

ASSUMPTIONS

RESULTS

Decision

A way to plan new service opportunities

based on the confirmation or correction of a
customers path. Looks at current data, new
ideations, and current/new product ideas.

30

McGrath, Rita. Discovery Driven Planning:

Turning Conventional Planning on Its Head.
N.p., Aug. 1999. Web.

Explores abstract and multidimensional

solutions by looking at a new root problem
rather than the original customer problem.
(Fritz Zwicky 1967, 1969)

Asuncin, Alvarez, and Tom Ritchey.

Applications of General Morphological
Analysis. Swedish Morphological Society,
2015. Web.

31

57%

CHAIN NETWORK

38%

REFRAMING MATRIX
REVERSE
THE BELIEF

INFO
GOODS

Wholesale
Distibutors

SUPPORTING
BELIEF

SUPPORTING
BELIEF

SUPPORTING
BELIEF

SUPPORTING
BELIEF

SUPPORTING
BELIEF

SUPPORTING
BELIEF

SUPPORTING
BELIEF

SUPPORTING
BELIEF

Retailers
Suppliers

Manufacturers
Bi-Collaborative
Analytics &
Scorecards

Supplier
Portals
Contract
Manufacturers

Customer
Portals

New
Core Belief

Co-Packers
Logistics
Providers

32

Customer
Demand

Core Belief

Allows providers to represent and gain a

better outlook of their services, which are
seen as a type of process. Creates a balanced
viewpoint between the customer and the
provider. Places a focus on their relationship
throughout the process.

Kazemzadeh, Yahya, Simon K. Milton, and

Lester W. Johnson. Process Chain Network
(PCN) and Business Process Modeling
Notation (BPMN): A Comparison of
Concepts. N.p., 13 Feb. 2015. Web.

A Reframing Matrix is a simple technique that

helps you to look at organisational problems
from a number of different viewpoints, and
expands the range of creative solutions
that you can generate. The basic approach
relies on the fact that different people with

different experiences approach problems in

different ways.
Morgan, M. (1993) Creating Workforce
Innovation, Sydney: Business and Professional
Publishing.

33

50%

ROAD MAPPING

40%

SWOT ANALYSIS

TIMELINE
Project

SWOT ANAYLSIS

STRATEGIC
GOALS

Process carried out to identify its internal strengths and weaknesses, as well as its external opportunities and threats.

Goal
Goal
Goal
Project

Goal

Project

strengths

weakenesses

opportunities

threats

Project

Visualizes short term and long term goals,

including specific technologies, costs, and
interactions that help meet those goals.

34

Phaal, Robert. Roadmapping for Strategy

and Innovation. Institute of Manufacturing.
University of Cambridge, 9 Mar. 2015. Web.

Process carried out to identify its internal

strengths and weaknesses, as well as its
external opportunities and threats.

What Is SWOT Analysis?, Examples and Case

Study Resources. Management Case Studies
and Articles. N.p., 2013. Web. 27 Nov. 2016.

35

33%

SCENARIO ANALYSIS
Disturbance
Decision Point

31%

HUDDLE

BEST CASE
A

OBSERVABLE QUANTITY

a
B
b

WORST CASE
TIME

36

Process that analyzes possible future

solutions taking the abstract and alternative
outcomes into mind. Projections are made
and fieldwork/testing is carried out to create
an image of the ideation. This process shows
multiple possible outcomes.

Stone, Gregory A., and Timothy A. Redmer.

The Case Study Approach to Scenario
Planning. Journal of Practical Consulting,
2008. Web.

The Huddle was developed by SCAD

students to bring discussion to companies
regarding where their focus lies within their
brand. The tool is a board game allowing for
stakeholders to all contribute weighing things
such as sustainability, trust, transparency,

senses, catalyst, and more. The game asks for

companies to determine their areas of prime
focus in their brand in order to dermine areas
that have been neglected.

37

47%

SERVICE STAGING

50%

STAKEHOLDER MAP

E STAKEH
OL
TAG
S
DE
NT
O
R
R

CUSTO
S/

RS
ME

USER

AGE STAKEHOLD
ER
KST
C
S
BA

Service Staging
just like theatrical rehearsal methods can be
used to explore and generate new ideas,other
drama techniques can be used to assist with
their implementation. This generally involves
interactive training experiences that help

38

staff contribute to the improvement of the

service experience.
Role Play Exercise. Role Play Exercise |
AssessmentDay.co.uk. N.p., n.d. Web. 28 Nov.
2016.

A visual or physical representation of the

various groups involved in a particular
service.By representing staff, customers,
partner orginizations and other stake holders
in this way, the interplay between these
various groups can be charted and analysed.

Georgalakis, James, Yaso, Kunaratnam,,

and Hannah Corbett. Stakeholder Mapping
Exercise Brief for Facilitators. Institute of
Development Studies, July 2014. Web.

39

33%

STORYBOARD

40%

VALUE CURVE
HIGH

Scene 1

Scene 2

Scene 3

Relative
Value of
Offering

Scene 1

Scene 2

Scene 3

LOW

Story Board

40

A series of drawings or pictures that visualize

a particular sequence of events. This might
include a common situation where a service
is used or hypothetical implementation of a
new service prototype
(Georges Mlis (1861 1938)

Defining Features

How To Use Storyboards To Create A

Successful Corporate Video - Bold Content
Video Production. Bold Content Video
Production. N.p., 2015. Web.

Visual representation comparing products

through a range of different factors, rated on
high to low scale. Features, benefits, and how
a product is interacted with by a customer
all define the service being provided.

SalesChannel Europe Follow. Value Innovation.

Share and Discover Knowledge on LinkedIn
SlideShare. N.p., 2009. Web. 27 Nov. 2016.

41

PCI FRAMEWORK

43

t
r
th lo tioco
N
p
e
n m
E th Ex
p e
g
h
e e
as o
h
e als
G 12
amf t
.
P
N o

HOW THE
CATCHER FITS IN

M
Le
E eo
E
u
v
V hre velotco N
E e t De a
as p m
T
D th e ph e. me e g
e f th
n
t oa
am o
G 14
ls

his framework creates a sandbox of

opportunities, bringing the design process
to life. Using this catcher allows the innovator
to create a concrete understanding of this
playbook and its contents. This will help the
innovator develop solutions that detach from
the ordinary.

O
OP

Z
A
IZ
T
e
L e
o
I
A re a ut O

U
A
U

44

L e T
I
A eeaou O
N
V hr u ti tc
l
o
o
n m
E he tva
p e
E
t
h
e e
asgo
th
e al
G 13
am f
.
s
P
N o

z
N
th li tio co
n m
e ea
h
e
p
R
t
h g
e he
as o
t
m
1
e als
G 5
a of
.
P
N

The catcher does not hold actual solutions

in itself but instead, acts as a tool used to
assist the PCI framework. Studies show that
learning via hands-on methods will deepen
understanding versus simply reading or
listening to a lecture. This inspired us to create
a three-dimensional tool to help innovators
clearly visualize the framework easily, to see
the many possibilities within the framework.
The catcher helps the innovator visualize
the framework by displaying the four major
phases of the process level: exploration,
evaluation, development, and realization.
When the catcher is folded, the innovator
sees the suggested order of the phases from
exploration to realization. When the innovator
interacts with the catcher, these phases are
visually jumbled showing that the innovator is
not required to use the intended order, but is
free to revisit past phases in order to find the
best possible solutions.

INSTRUCTIONS
ON HOW TO PLAY
WITH THE CATCHER

R
RA
Oe o T
L eer u IO
r
a

INSTRUCTIONS
NEEDED:
-PCI FRAMEWORK CATCHER

Ask another participant to pick a

number between 1 and 10

Pull the catcher apart,

horizontally and vertically,
the amount of times the other
participant chose

-AT LEAST 2 PEOPLE

-PCI FRAMEWORK
PLAYBOOK

Touch both index fingers together and

both thumbs together and count 1, touch
each hands index finger and thumb
together and count 2, etc.

Ask the other participant to

pick between the two colors
presented
This will randomly choose a phase for
the participants to recall. If you have a
monochromatic catcher, use light for the
warm color and dark for the cool color.

Ask the other participant to

name the 3 outcome goals of the
chosen phase
If you need help, refer to the page
provided.

Open the flap for the chosen

phase and try to think of tools for
that given phase
If you need help, refer to the page
provided.

Switch places with the other

participant and repeat the
process

45

TEAR ME OUT AND FOLD ME

46

HERES HOW TO FOLD THE

PCI CATCHER

1Tear out the catcher from

the playbook

5Fold the page in half

vertically and open

5Fold all the corners of the

page to the center

2Place the printed page

side down

6Repeat this step

horizontally and open

10
Fold the catcher in half
vertically

3Hold the page diagonally

across and open

7Fold all the corners of the

4Repeat this step for the

other diagonal side and
open

8Flip the catcher over

page to the center

11Place your index fingers and

thumbs into each slot and push
inwards to form the shape

12
Play with the catcher
49

MAURICIO MANHES PH.D

SUPERVISION OF

STUDENT WORK UNDER THE

MEET THE SCAD TEAM

SAM CADAN

LOREMIS JUANES
CAPRIO

KAUHI HOOKANO

CHRISTOPHER
ROPER

ABBY SHULTZ

HOMETOWN: Destination
MAJOR: Service Design

HOMETOWN: Havana, Cuba

MAJOR: Service Design
MINOR: Interaction

HOMETOWN: Costa Mesa,

MAJOR: Service Design

HOMETOWN: Miami, FL
MAJOR: Service Design
MINOR: Industrial Design

HOMETOWN: Nashville, TN
MAJOR: Graphic Design
MINOR: Design for Sustainability

CONTACT

https://www.linkedin.com/in/samcadan-60b6a2131

CA

CONTACT
CONTACT

ljuane20@student.scad.edu

www.linkedin.com/in/wowie

and

Accessory Design
CONTACT
CONTACT

https://www.linkedin.com/in/
christopher-roper-939b063a

https://www.linkedin.com/in/abbyeschultz

51