The most valuable service design work I've done didn't begin with a brief. It began with a structural observation: a major public sector client was running Service Desk and End User Services as separate towers — each optimised for its own structure, neither designed around the person actually using them.
That is not an unusual condition. It is the default condition for most large organisations. Services get built to serve the structure that delivers them. The end user becomes a secondary consideration. Not because anyone decided that. Because no one ever decided otherwise.
I designed an Innovation Day with one purpose: make visible what became possible when you put the human back at the centre and unified both portfolios around that principle. By the end of the day his team and mine were at a whiteboard together — designing what that unified service could actually look like. That day seeded a $100M+ contract. What produced it wasn't a technology insight. It was a service design one — and the organisation that acted on it first captured the value.
The most consequential service design decision most organisations make is the one they don't realise they've made: keeping the structure that serves the tower when the people inside it have already outgrown it.