The Drawing Board: Lyrical Travel

At Cooper, where I work, we find that looking at the world from the perspective of people and their goals causes us to notice a lot of bad interactions in our daily lives. We can’t help but pick up a whiteboard marker to scribble out a better idea. We put together "The Drawing Board", a series of narrated videos, to showcase some of this thinking. These aren’t meant to be slick, highly-produced demos—just some ideas we’ve thrown up on the board to stimulate thought and discussion. So enjoy. Discuss. Design.

This Drawing Board was inspired by Experimental Travel, also called Latourex, in which travelers play “games” that determine what they do and how they might do it while on the road. We are enamored of this idea, and wondered how it would translate to a service design with a mobile experience.

Nobody likes to feel like a tourist. When we look for guidance from typical sources, it can feel like we're all working off the same script and we're still not connecting to the real place. In this episode, we explore how people can use chance to find inspiration and authentic experiences when they travel.

Credits: Chris Noessel, Greg Schuler, Christina Worsing

RelayRides meets GM meets Google

General Motors and RelayRides are teaming up to streamline the peer-to-peer car sharing process. The companies' exclusive relationship will allow millions of GM vehicle owners to rent out their idle cars through the OnStar mobile communication system.

RelayRides, a P2P car sharing service, already allows vehicle owners to choose rates and legally rent out their idle vehicles by providing an online marketplace and a $1 million insurance policy to make the transaction safe and convenient.

GM and RelayRides work together to develop a mobile app that will allow users to check for available vehicles, make a online reservation online, locate their reserved vehicle via GPS and lock and unlock the vehicle, all through their smart phone. RelayRides will leverage OnStar to allow borrowers to unlock GM cars with their mobile phones. The integration makes all eligible OnStar vehicles immediately "RelayRides ready" without having to install additional hardware.

In addition, Google Ventures has invested an undisclosed sum into RelayRides. August Capital also took part in the company’s first round of fundraising. This funding points to how fast automobile transportation as a product service system is evolving. There are now three generations of car sharing developing simultaneously - fleet based, peer-to-peer, and Google's automatic driving. And other big companies including Hertz, Daimler, and Enterprise have gotten into the game fairly recently creating hybrid services like car rental with ride sharing (take a passenger with you to lower your car rental cost).

"In addition to the significance of the Google investment to stimulating new investment in the space, the rapid growth of car sharing could accelerate the growth of the sharing economy in another way. Our New Sharing Economy study showed that car sharers share across significantly more asset categories than non-car sharers. This suggests that car sharing is a gateway drug to sharing. It echoes a consistent theme I see as publisher of Shareable, that sharing begets more sharing. In fact, sharing is viral. Once someone sees that it works in one area of life, they want to try it in another. And since you can't share alone, you take other people with you down the path to a more shareable way of life." --Neal Gorenflo Editor of Shareable

Categorizing Collaborative Marketplaces

Pulling again from What's Mine is Yours: The Rise of Collaborative Consumption, below are three categories for grouping the burgeoning systems for trading, swapping, lending, borrowing, sharing and exchanging.

Product Service Systems
These services enable products, if owned by an entity, to be rented, and if owned by individuals, to be rented or shared peer-to-peer. These systems do well to extend the life of a product and maximizes its utility. Examples include ZipCar, Zilok, Rentoid, RelayRides.
Redistribution Markets
Through social networks, these markets enable the redistribution or circulation of used or unwanted good. Products can be free ex. Freecycle, Around Again; sold for points ex. Barterquest; or for cash ex. eBay, Flippid; or some sort of mixture ex MakeupAlley, Craigslist. The powerful thing about redistribution markets is that they challenge the traditional relationship between producer, retailer and consumer, blurring the lines between actor and audience.
Collaborative Lifestyles
Involves the sharing of less tangible items such as time, skills and places. These occur on local as well as international levels. Rather than a centralized top down management system, these dynamics rely heavily on trust and interpersonal dynamics to survive and flourish. Examples include; Citizen Space, Airbnb, Landshare, and ParkatMyHouse, to name a few.

Self-service electric cars in Paris

French conglomerate Bollore has won a contract to provide its small four-seater electric cars to France.The bubble-shaped Bluecars, designed by Italian partner Pininfarina, are powered by lithium polymer metal batteries produced by Bollore, and have a range of 250 km (155 miles) in the city between charges, which will take about four hours. The Autolib scheme, due to be introduced next autumn, will see 3,000 bubble-shaped, battery-powered cars stationed at 1,000 self-service hire points across the city and its suburbs.

Autolib builds on the success of Velib and replicates its business model. Launched in 2007 in Paris and now replicated in many other European cities, Velib is a bike rental scheme that allows customers to pick a bike from one of the 1,200 points in Paris (one every 300 meters) and return it to another, without having to worry about parking, maintenance or indeed theft. Autolib’ replicates the scheme with electric cars instead of bikes. In a way, one could argue that, albeit with a different vehicle, the Velib’ programme was a full scale prototype of the Autolib’ one.

Service Design and End of Life Care

Given the fact that none of us wants to die alone, in pain, or be forced to accept whatever we can get, combined with the potential for healthcare reform to aid in new ways of thinking and delivering services, the topic of "end of life" care is both a critical and challenging project for designers who are committed to improving quality of life and the health of our society. This article, Forget the Euthanasia Talk -- End-of-Life Care is Needed, by Rafael Sciullo, president and CEO of Family Hospice and Palliative Care, which serves 11 counties in Western Pennsylvania, had me pausing to ask myself, "as a designer who is committed to clearing pathways and enabling access to resources, what can and am I doing to develop services that address this need?" In an age where business is focused on the next big thing, generically and eloquently termed "innovation", who says there isn't ample opportunity to address an essential social issue such as the end of our lives? On a cooler, more cerebral level, designers who are prone to finding the most difficult problem or tangle of concerns to tease apart, why wouldn't we take on this challenge of dealing with the delicate taboo of dying? Everyone goes through it. The stress and logistics of preparing for and moving through the process is enormous. By and large we have nothing in place to help us offset the concerns and help us make informed decisions. It is one of the ultimate problems to solve--a combination of emotional, economic, and logistical needs between an individual and all the people that surround and care for them. Why are we racing to to make a better dog food bag when the simple act of dying is so desperately in need of help? More importantly, what am I going to do about it?

Part II: Senior Healthcare | Southwark Circle

Participle is innovating new approaches to ageing. Since September 2007 they have been working in a unique public-private partnership with Southwark Council, Sky and the Department for Work & Pensions, to design new services that will improve the quality of life and well-being of older people. Working with over 150 older people, they have developed Southwark Circle, a membership organisation that helps people take care of household tasks, forge social connections and find new directions in life. Open to all, regardless of levels of need or income, Southwark Circle is a model of how future services might look across Britain.

This is a social reform challenge, not just a public service reform challenge. The question is not just “What can public services do to improve quality of life and well-being for older people?” but rather “How can a locality mobilize public, private, voluntary and community resources to help all older people define and create quality of life and well-being for themselves?”. This requires radical change in the way resources are defined (beyond the formal social care system) and the way services and systems are configured (away from a near exclusive focus on care and towards building relationships and participation).

Public funding is just one among several flows of resources that go into the support of older people from unpaid carers, voluntary groups, paid-for services, and peer-to-peer support. Public services and systems must be re-designed accordingly. An effective approach must mobilise resources and activity from all these sources, not just redesign the public component.

Participle has developed early answers to these challenges in this project. They have worked with over 150 older people and family members over the last nine months.

The project started with two months of user research with older people and their families, generating insights into their hopes, fears, needs and aspirations. Based on these insights, they generated over 50 ideas for new services. They decided to focus on a service that would create a rich third age, and have spent the last five months refining our proposition, developing prototypes of the service and co-designing with older people and their families. They have tested models of the service with users and recruited people to take part in a rough trial of the service. They have developed a business case, received initial investment and will start to build the actual service, continuing to test with users over the next few months. Responding to demand, we plan to launch the service as a social enterprise in Southwark in early 2009. They also plan to work with additional local authorities to develop a national model.

Public Services by Design | by the Design Council UK

The UK Design Council's Chairman, Sir Michael Bichard, is championing a new program called Public Services by Design. He believes there are three key ways in which design can make public services better.

1. It can redesign the way we deliver our services allowing us to “build or reshape our services around citizens, around clients, around customers.”
2. It can help the development of better policy “ensuring that ideas are tested before having scarce resources invested in them on a national basis.”
3. “Design can help us in the public services to be more innovative. We need to be conscious that today’s problems are just not going to be addressed by yesterday’s ideas and yesterday’s solutions...we need a whole new approach to policy over the 10 years.”

Service Thinking at live|work

I've started receiving a newsletter from the London-based service design consultancy, live|work. Outlined here is a way of reframing the design process to move past a mass production model towards a post-industrial service model. Their three main points:
1. Put people at the heart of services
2. Create networks that enable services
3. Establish sustainability as the bottom line

thinkpublic

What's not going right in London nowadays in design. Here's another example at thinkpublic of great work being done in the public sector.