Business Innovation & Service Design for the Wellness Sector
You might be rethinking a service. Developing a new concept. Planning a second location. Turning an idea into something customers can actually experience. Or questioning whether the way your business works still reflects where you want to take it.
This is where I work with you.
We can investigate what is happening now, identify what could be done differently, shape possibilities and test them before you make bigger decisions.
An interconnected system
Don't just look. Move something.Tap to disturb the system.
Choose any part of the system to look beneath its surface.
Two capabilities. One connected view.
They are distinct capabilities. They often overlap. Together, they can open up different ways of seeing what a wellness business or service could become.
Capability one
Looking at what the business could become.
Sometimes the opportunity is bigger than fixing what already exists.
We can question the proposition, identify where new value could be created, rethink the business model, investigate opportunities and challenge assumptions about how the business has to work.
An existing idea can become something stronger. A new idea can become something testable.
Capability two
Looking at how the service works for the people who experience and deliver it.
A service can be redesigned, extended or created from the ground up.
We can work through the customer journey, touchpoints, practitioner or staff experience, delivery, operations and, where relevant, the physical environment in which the service happens.
The aim is not simply to make a service look different. It is to design how it actually works and how people experience it.
Where relevant, this includes the physical service environment, or servicescape: how customers and practitioners move through a space; how arrival, reception, privacy and transitions work; how rooms, layout, atmosphere and sensory conditions support different activities, operational flow and the service proposition. This spatial service-design dimension remains part of the wider Service Design work.
They don't always stay in their own boxes.
Why the overlap matters
A change to the proposition can affect the service. A problem in the customer experience can reveal an operational issue. A change to the environment can alter both the experience and the way the service is delivered.
That is why I look at the relationships between them, not only the individual parts.
From question to possibility
You don't need to arrive with a perfectly formed brief.
Bring the problem. Bring the idea. Bring the opportunity. Bring the thing you've been thinking about but haven't worked out how to build yet.
We start by understanding what you have, what you are trying to create and what needs to be discovered.
How I work
A human-led, evidence-aware process for working on services, experiences and business systems within wellness.
This is a working sequence, not a rigid linear methodology. Evidence can move the work backwards or forwards between stages.
Discover
What's happening?
Methodology development
Sometimes the thing being developed isn't a new service. It is the thinking behind one.
If you have developed an approach, process or way of working through your own practice, I can work with you to examine it, give it structure and determine how that thinking could be developed, whether that leads towards a methodology, practitioner approach, service or learning experience.
Alicia's own methodology-development work can be seen in PCM™ (Precision Context Model), developed for the women's wellness side of her practice. It is offered here as evidence of that capability, not as the same discipline as Business Innovation & Service Design.
The next conversation
You don't need to arrive with the solution. Bring the question, the challenge, the idea or the thing that doesn't quite make sense yet.
Start a conversation