Having completed a Needs Matrix, you now understand the most important needs of the most important people. Which needs, if you served them well, would help you achieve your business objectives.

You may already be serving some of these needs well. The Service Scorecard highlights the greatest opportunities for your organisation and shows where you might be over-investing. In service-design-speak, it highlights under-served and over-served needs.

For each Job-To-Be-Done on the scorecard, simply enter a score from 0-100 to illustrate how well your organisation is currently serving that need. 0 means you’re doing a terrible job and 100 means you’re doing extremely well. A score of 50 is neither good nor bad.

These scores may either be your best guess or, more authoritatively, taken from customer research such as CSAT, NPS or similar studies.

The Service Scorecard will highlight where you should focus your efforts and investment. If you have an Opportunity Rating less than 10, you may wish to divert some of your investment from this over-served need and direct it at something with a higher Opportunity Rating.

As the Service Scorecard is an optional tool, the results won't influence the prioritisation on the Initiative Scorecard.


Segment View

In most instances, the standard view is the best option. If you're using the survey template from the knowledge base, you'll be able to transfer the scores simply. Some projects may require a greater degree of specificity though.

For example, say you have a project where there are some very polarised segments. Some JTBD aren't applicable at all for a given segment and that segment is an important one. How would you score this?

Toggle open segment view and add your service scores for each segment separately. For segments where a given JTBD is totally inapplicable (and for those segments only), give it a middling score of 50 to indicate "neither good nor bad". This will avoid any inaccurate influence on the opportunity score for that JTBD.

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