have also found widespread applications as diagnostic tools designed to uncover operational weaknesses and reduce redundancy. A number of scholars have championed the diagnostic value of blueprints. While this technique can be applied to many use cases, the service blueprint is most valuable within cross-departmental collaborations. In most cases within a service, each department would own a touchpoint in which the department is responsible for, whether it is front-facing or back-facing. Each department defines its success criteria by its ability to deliver its service or product at such touchpoint. If a specific department cannot deliver, it may impact the overall organizational goal. The service blueprint allows businesses to aggregate every departmental contribution in relation to the customer journey map, and it allows businesses to understand where the operational weakness is occurring. The blueprint can be analyzed in terms of the appropriateness of physical evidence provided at each contact point as well as the suitability of contact personnel in relation to activities. In the event that any deficiencies are identified by the blueprinting process, management can develop operational standards for critical steps in the process. (3) Service design: Planning for Structural Change/ New Service Development Shostack's original intention was that blueprinting be used as a planning tool. Using a simple diagrammatic representation of the process, management could pose "What if?" type scenarios and reconfigure the service process in the blueprint form, without causing major disruptions in real time. For example, a planner might ask, What if we give employees wider latitude? What if we reduce latitude by scripting every step? What if we reduce complexity by combining two or more steps into a single procedure? What if we add complexity by having different contact staff take responsibility for each step? Building a blueprint The original service blueprint is a highly visual, graphical map that delineates the key contact points in the service process and the nature of the contact – whether with physical evidence, personnel or procedures. It can be seen as a two dimensional map in which the horizontal axis represents time and the vertical axis represents the basic steps in the process. A line of visibility is included to separate actions visible to the customer from actions out of sight. Employee latitude, which refers to the amount of discretion given to employees to vary the service process, is shown on the map a call-out sign attached to the step.