Creating service blueprints for an undocumented manual process
I created current- and near-term service blueprints to surface risks in an undocumented workflow and support the next phase of work.
Note: To respect confidentiality, names, business details and visuals have been anonymized.
The challenge
A complex, manual service relied on multiple people and handoffs, but there was no clear way to see how the process worked as a whole. This made it difficult to spot gaps, understand dependencies, and determine where improvement efforts should begin.
My contribution
I led the service-blueprinting work from research synthesis through to the final artifacts. I created the workflow diagram, personas and a journey map that informed a current-state blueprint, and turned the team’s agreed MVP direction into a near-term blueprint. I also translated interview findings into a UX research report and shared the artifacts with stakeholders and the broader team to build a common understanding.
How I approached it
One week into the project, it became a higher priority and the product team was given 12 weeks to deliver an MVP. To preserve time for ideation and design, I needed to quickly establish a reliable view of the current service. I began by checking for existing process documentation to avoid duplicating work, but found none. I then partnered with a UX researcher and designer to conduct interviews and observation sessions with subject-matter experts (SMEs). I synthesized the findings into a workflow diagram, personas, and journey maps, breaking the complex process into manageable layers before drafting the current-state blueprint. Workshops with SMEs helped validate the draft, fill gaps, and refine it. The resulting blueprint guided ideation, and I translated the selected direction into a near-term blueprint for the MVP.
What changed
The current-state blueprint became the first shared reference for a workflow that had previously existed through individual knowledge, making the current process easier to discuss during ideation and planning. The near-term blueprint showed how the team’s selected improvements would change that process and provided a shared view of the MVP direction.
