Designing the way to automation
We explored the daily work of billing experts using service design methods and helped the client identify opportunities for automation within the invoicing process.
Case Pohjois-Suomen Energiatieto
With Mindhive’s service design, we discovered a new, effective approach to automating our billing process – improving both quality and cost-efficiency in line with our goals.
Kimmo Kokkonen
Chief Information Officer
Pohjois-Suomen Energiatieto Oy
Pohjois-Suomen Energiatieto (PSET) is a company specialized in the energy and water sector, providing and developing IT services for clients across Finland. Their services cover the entire “meter-to-cash” process, including metering, customer information, system, and billing services. PSET aims to bring added value to its customers by harmonising operations, developing best practices, and leveraging modern technologies – including automation, data analytics, and data exchange solutions.
Learn more
www.pset.fi
Where did we start
Need
The client wanted to identify concrete tasks and steps in the billing process that would make sense to automate. The goal was to reduce manual work, streamline operations, and focus development efforts on the right areas by involving employees in the process.
Solution
We carried out an agile service design project that combined expert insights, visual process mapping, and co-creation. The design process culminated in a gamified hybrid workshop where participants identified pain points in the billing process and prioritised the most critical development targets.
Need
The client wanted to identify concrete tasks and steps in the billing process that would make sense to automate. The goal was to reduce manual work, streamline operations, and focus development efforts on the right areas by involving employees in the process.
Solution
We carried out an agile service design project that combined expert insights, visual process mapping, and co-creation. The design process culminated in a gamified hybrid workshop where participants identified pain points in the billing process and prioritised the most critical development targets.
Interviews
Service Blueprint
Workshop
Observations
How did we do it
From listening to the big picture
The project combined service design, gamification, and strong participation. We began by listening: we interviewed all billing experts and formed a comprehensive picture of their daily work and challenges.
Based on the interviews, we completed a Service Blueprint of the billing process, visualising the steps, associated emotions, and pain points of manual work. The interviews also revealed the essence of the billing expert’s persona, which we captured in both a persona description and an empathy map.
The Service Blueprint served as the basis for a workshop we designed to be genuinely engaging and enjoyable. We used gamification to turn the billing process into an adventure, featuring a role-playing character of the billing expert and a game board that guided participants step by step through the process.
Gamified workshop brought ideas to life
The workshop was conducted in a hybrid format, accommodating both in-person and remote participants. Each participant first considered challenges independently, then shared them in groups, documenting them as obstacles on the game board. Solution ideas were generated through group work using the SCAMPER method, and finally, each participant voted on the most important ideas.
To ensure we could identify automation opportunities that truly support the experts' work, we made sure every participant could share their own observations and ideas. This created a shared understanding of what really needs improvement – and where automation could make a genuine impact.
At the end of the project, we compiled a visual final report including the key findings, team-generated ideas, and the service designer’s recommendations for how to continue the development systematically – from smoother work processes and better customer experience to improved business operations.
What did our customer get
From big picture to next steps
The most concrete output of the project was a prioritised list of automation targets, identified by the employees – straight from the realities of daily work. The findings give a clear direction for the next development steps and help ensure that automation is applied exactly where it has impact.
The organisation also gained a shared understanding of the current state of the billing process – where the load is, what is being done, and why. The Service Blueprint will continue to support future development and technical implementation.
Participation builds commitment
The project’s benefits reached beyond the outcomes themselves. Involving employees strengthened the sense that their perspectives matter. The workshop sparked genuine enthusiasm for development, and the discussions were open, constructive, and insightful – supporting readiness for change.
From big picture to next steps
The most concrete output of the project was a prioritised list of automation targets, identified by the employees – straight from the realities of daily work. The findings give a clear direction for the next development steps and help ensure that automation is applied exactly where it has impact.
The organisation also gained a shared understanding of the current state of the billing process – where the load is, what is being done, and why. The Service Blueprint will continue to support future development and technical implementation.
Participation builds commitment
The project’s benefits reached beyond the outcomes themselves. Involving employees strengthened the sense that their perspectives matter. The workshop sparked genuine enthusiasm for development, and the discussions were open, constructive, and insightful – supporting readiness for change.
Would you like to identify development areas in your processes and find the right steps towards solutions? We help make visible what’s worth improving.
Case Pohjois-Suomen Energiatieto
With Mindhive’s service design, we discovered a new, effective approach to automating our billing process – improving both quality and cost-efficiency in line with our goals.
Kimmo Kokkonen
Chief Information Officer
Pohjois-Suomen Energiatieto Oy
Pohjois-Suomen Energiatieto (PSET) is a company specialized in the energy and water sector, providing and developing IT services for clients across Finland. Their services cover the entire “meter-to-cash” process, including metering, customer information, system, and billing services. PSET aims to bring added value to its customers by harmonising operations, developing best practices, and leveraging modern technologies – including automation, data analytics, and data exchange solutions.
Learn more
www.pset.fi
Where did we start
Need
The client wanted to identify concrete tasks and steps in the billing process that would make sense to automate. The goal was to reduce manual work, streamline operations, and focus development efforts on the right areas by involving employees in the process.
Solution
We carried out an agile service design project that combined expert insights, visual process mapping, and co-creation. The design process culminated in a gamified hybrid workshop where participants identified pain points in the billing process and prioritised the most critical development targets.
Interviews
Service Blueprint
Workshop
Observations
How did we do it
From listening to the big picture
The project combined service design, gamification, and strong participation. We began by listening: we interviewed all billing experts and formed a comprehensive picture of their daily work and challenges.
Based on the interviews, we completed a Service Blueprint of the billing process, visualising the steps, associated emotions, and pain points of manual work. The interviews also revealed the essence of the billing expert’s persona, which we captured in both a persona description and an empathy map.
The Service Blueprint served as the basis for a workshop we designed to be genuinely engaging and enjoyable. We used gamification to turn the billing process into an adventure, featuring a role-playing character of the billing expert and a game board that guided participants step by step through the process.
Gamified workshop brought ideas to life
The workshop was conducted in a hybrid format, accommodating both in-person and remote participants. Each participant first considered challenges independently, then shared them in groups, documenting them as obstacles on the game board. Solution ideas were generated through group work using the SCAMPER method, and finally, each participant voted on the most important ideas.
To ensure we could identify automation opportunities that truly support the experts' work, we made sure every participant could share their own observations and ideas. This created a shared understanding of what really needs improvement – and where automation could make a genuine impact.
At the end of the project, we compiled a visual final report including the key findings, team-generated ideas, and the service designer’s recommendations for how to continue the development systematically – from smoother work processes and better customer experience to improved business operations.
What did our customer get
From big picture to next steps
The most concrete output of the project was a prioritised list of automation targets, identified by the employees – straight from the realities of daily work. The findings give a clear direction for the next development steps and help ensure that automation is applied exactly where it has impact.
The organisation also gained a shared understanding of the current state of the billing process – where the load is, what is being done, and why. The Service Blueprint will continue to support future development and technical implementation.
Participation builds commitment
The project’s benefits reached beyond the outcomes themselves. Involving employees strengthened the sense that their perspectives matter. The workshop sparked genuine enthusiasm for development, and the discussions were open, constructive, and insightful – supporting readiness for change.