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The other meaning of the word “performance,” equally useful to service design, is service performance as a measure of value. How well is the service performing? This measure is both outward and inward facing. Outward-facing value measurement asks how well the service is achieving the results promised to the service users. For example, how often does a hip operation result in a 100% recovery? Inward-facing value measurement examines how well the service is performing for the organization. For example, how cost effectively is it delivering hip operations?

This kind of performance is how businesses usually see their activities. Hence, services that we design and they provide will be evaluated in hard performance metrics. Service designers need to design for this aspect of a service as much as for the customer experience.

This value aspect of performance is the “backstage” measure of the service by the business—all the things that happen behind the scenes that help create or run the service experience for customers but that they don’t see. This provides a challenge for service designers. We need to be able to measure the cold, hard metrics of the business as well as make the case for measuring the soft and fuzzy aspects of people’s experiences. This challenge is discussed in Chapter 8.