Guillaume Chabot
Service Design Lead at Accenture Song · formerly Fjord
I lead service design at Accenture Song France, working with industrial, automotive, energy, and B2B organisations to turn fragmented operations into scalable services, platforms, and operating models. My work connects strategy, frontline realities, IT constraints, from discovery through adoption.
I joined Fjord in 2017, before its integration into Accenture Song. Since then, my role has evolved from senior designer to service design lead, leading complex client transformation work while also shaping the design practice in France through team development, quality standards, critique culture, and business development.
A view of the work I typically lead: framing complex service problems, aligning senior stakeholders, shaping operating models, and helping distributed teams move from discovery to implementation.
A concise view of representative engagements. Full case studies can be discussed privately where confidentiality allows.
The common thread in my work is helping teams make progress when customer experience, operations, technology, and change are tightly connected.
Lead the discipline
I lead the service design practice for Accenture Song France: hiring, quality standards, critique culture, offer development, and connection to the broader Song design community.
Frame the problem
I work with senior stakeholders to clarify the real problem: what is a symptom, what is a cause, and what design can credibly influence. The goal is to produce a clear, shared brief the whole team can work from.
Create shared evidence
I build a shared view of the service as it is lived by customers and operated by teams: needs, pain points, workarounds, operational constraints, and moments where the experience breaks down. Research gives teams a common reality to decide from.
Bridge strategy and delivery
Most design work loses force when it meets organisational reality: product priorities, governance, dependencies, or delivery constraints. I stay in that conversation to help teams distinguish the bets worth making from the ones worth dropping.
Rather than focusing on deliverables alone, I focus on the decisions and operating changes those deliverables need to support.
From silos to systems
Clarifying how people, platforms, journeys, data, and governance should work together across complex organisations — through service blueprints, system maps, and facilitated sessions turning hidden complexity into shared clarity.
From customer research to decisions
Turning customer feedback, field observations, and operational data into decisions teams can act on: what to fix, what to stop, what to fund, what to measure, and which bets to prioritise.
From concepts to adoption
Designing the conditions that make a service lovable in the organisation: roles, rituals, metrics, governance, and continuous improvement loops. The goal is not only to define a solution, but to facilitate its adoption by the teams who will carry it.
From prompt to operating change
Bridging the gap between what AI can do and what an organisation can actually deploy: identifying the right use cases, raising the quality floor across a team, and maintaining technical literacy and critical distance to evaluate what is actually worth building.
Design course programme — LISAA, Paris, France, 2006–07
Design foundation — Ateliers de Sèvres, Paris, France, 2005–06
I can share selected case details privately where confidentiality allows, including transformation scope, leadership role, stakeholder model, service artefacts, and implementation outcomes.