I’m an expert on increasing the net value of services, advising customers and providers on the policy, strategy, and design. I have contributed to the development of best practices. My latest book brings new levels clarity and depth on what services are, what they can be, and why they fail in unexpected ways.
A design method I have created encodes policy and strategy into the design of a service. Using stories as data, it generates a ‘reduced set’ of instructions for the various layers of a service enterprise. The 16x frame is a timely update to ‘the thinking in services’ for worlds in which ‘machines are human’ and ‘services are software.’
16x borrows from math, biology, and computer science, using Gestalt psychology to encode principles of systems thinking, design, engineering, economics, finance, and operations. It reflects the transdisciplinary nature of my own work experience, across consulting, sales, product management, teaching, and research.
Often brought in to work on unwieldy problems, I first make them easier to handle and work on by putting a conceptual scaffolding around them. Then, with creative leaps, critical reasoning, and new frames, I help teams systematically arrive at new solutions that are also less likely to create new problems elsewhere.
“Where Majid stands out is that he … comes up with fresh unexpected solutions for complex problems … creating thinking tools that enable you to understand and build on the problems and solutions yourself … with an infectious enthusiasm that makes working with him a pleasure every time.” ~ Stephan Jenniskens, RVO.NL
The pleasure was mine. It was a privilege to serve as a special advisor at Dutch Netherlands Ministry of Economic Affairs and Climate. I helped set up XLAB – a special unit that solves problems too complex for the core process, and develops experimental methods that become part of the civil servant’s standard repertoire.
It is possible to solve any problem given enough time, money, and effort. Doing it well for the ‘half the amounts’ and creating desirable impact without creating new costs and risks – now that is a challenge. It requires creativity, imagination, and tolerance for ambiguous, incomplete, and conflicting information.