Aug 5, 2014
Jeneanne Rae is an internationally recognized thought leader and
expert in innovation management, design strategy, and customer
experience. She has served as a consultant and teacher to dozens of
leading organizations during her twenty-year career, including
Procter & Gamble, Under Armour, Microsoft, Kaiser Permanente,
Johnson & Johnson, AARP, HP, and AIG.
In addition to penning articles for top industry publications such
as the Design Management Review, Innovation Management and Fast
Company, Rae has written extensively for Bloomberg BusinessWeek and
was named one of its “Magnificent Seven Gurus of Innovation” in its
cover story on the creative corporation. She was later hailed one
of BusinessWeek’s “Leaders of the Year,” for her groundbreaking
work in the study of service innovation.
Prior to forming Motiv, Rae spent seven years on the executive team
design powerhouse IDEO and was President of management consulting
firm, Peer Insight, for six years. She has serviced as an adjunct
professor at Georgetown University’s McDonough School of Business
for 10 years and has taught executive education through a number of
Jeneanne holds a B.S. in marketing and finance from the McIntire
School of Commerce at the University of Virginia and an MBA from
Harvard Business School.
00:20 Jeneanne graduated from Harvard Business school in 1989 and
founded Motiv Strategies three years ago.
00:50 Jeneanne loves helping people, creating and inspiring new
solutions, and helping large companies do right by their
1:15 “Accelerate the Possible”–Motiv Strategies’ tagline is about
accelerating innovation to visualize possible futures.
2:40 Jeneanne worked for IDEO, studied service innovation and
became an expert in that. Jeneanne believes that “choosing to
be an expert” in a certain area will give you a leg up versus
knowing a little about a lot.
4:20 The risks of being an entrepreneur. Jeneanne does not think of
herself as a consultant first and an entrepreneur second.
5:40 What is ‘Service Innovation’?
6:12 “Services are inherently intangible”: they are harder to
capture the essence of, but with building understanding and
techniques, more firms are beginning to specialize in this type of
7:10 In today’s world, you see much more growth in product services
and building solutions than in the product-specific market.
7:30 An example of service innovation or service design in the
context of healthcare world.
8:45 The beginning of innovation starts with observing people.
9:50 Technology works in basic ways, but the difficulty is
designing something that is so compelling that people want to use
the product and find it very useful.
10:45 Service innovation is all about the customer service. Three
things: Drive loyal customers, Reduce the turn of customers, and
11:40 By studying customers, you can find ways to serve them
better, faster, and cheaper.
12:10 Part of the success of having a business is not the product
alone, but the customer experience as well.
13:20 What are the signs that service innovation is needed in a
13:50 “NPS”: Net Promoter Score—businesses use this one tool, but
it doesn’t tell businesses where their customer service experience
might be broken.
14:15 Many companies do not understand how to find something that’s
wrong and fix it. The idea of service innovation is not wide-spread
yet, even within large service organizations like healthcare
providers. This is a problem for companies attempting to grow their
own business and fix issues that they may have.
15:10 Organizations that spend some time training employees in
service innovation will have a competitive advantage in their
16:40 What is “Touch Point Mapping”? It is the backbone of customer
experience service design.
17:20 “Moments of Truth” of customer experience really reveal a
company’s success or failure in customer service.
18:30 The Patient Clinical Journey vs. the “Other Patient
20:20 “One user experience does not fit all.” It’s important to put
together a map of who the customers you want to study are. When you
are designing an experience for your customers, you want to design
an experience for the ends of the bell-curve, not the middle of the
bell-curve, as most companies would expect and do.
21:20 Service innovation is not only the functional customer
experience, but also the emotional customer experience.
22:10 Sometimes improving customer experience means changing the
culture of an organization.
23:00 Jeneanne recently did a study on customer design that showed
that over a period of 10 years, companies that invested in building
design capabilities had a 228% return over the same period of
24: 05 Companies that invest in “Right-brain skills” have shown
that they can out-perform year after year.
25:03 “Strategy is more imagination than it is analytics.”
26:07 Jeneanne writes blogs for HBR.org to help their audience
understand design management more.
27:12 Often, when companies call in Motiv Strategies, they don’t
have the insights they need to get an edge. What really needs to be
understood is how people operate.
28:00 “You can’t design for a mass-market, you have to design for
28:50 Outside-In service organization vs. Inside-Out service
30:00 The difficulty with home health equipment. How do we make
home health equipment accessible and reduce opportunity costs?
31: 40 Jeneanne is giving a talk on the value of design to business
at the opening of the Design Museum of Boston, as well as a talk in
Austin, and continuing her blogging for HBR. A book on design
management and service innovation may be in the foreseeable future
33:00 Check out http://motivstrategies.com/ or
e-mail Jeneanne@MotivStrategies.com to
set up a speaking engagement with Jeneanne.
Follow Motiv Strategies on Twitter: @motivstrategies
Follow Jeneanne Rae on Twitter: @JeneanneMRae