Visual frameworks can be essential tools for service process management and innovation as long as they succeed in representing certain key features. Firstly, they should make it possible to visualize all the steps that make up the processes. Second, they should enable representing customer interaction (i.e., the interaction between customers and service providers) and customer participation (i.e., customer contribution to service production and delivery). Third, they should help identify interacting stakeholders and assess their role in the value (co)creation process. Fourth, they should allow identifying non-value-added steps. Finally, they should provide information about the duration of process steps and the channels through which the service is delivered (e.g., face-to-face or telephone). Several visual frameworks have been developed (Business Process Modeling Notation, Service Blueprinting, etc.), but Process Chain Network (PCN) Diagrams are the most comprehensive. Unfortunately, those diagrams have some limitations. First, PCN diagrams assume that a process begins when the customer expresses a need and ends when the need is satisfied. However, this choice may be inconvenient or impossible. In addition, they usually group stakeholders. This grouping is generally functional, but sometimes more detail is needed. In addition, the description of non-value-added steps could be refined. Finally, they do not provide an understanding of the duration of process steps or the channel through which the service is delivered. These limitations are significant in complex and lengthy processes such as health services. Taking PCN diagrams as a reference, this paper proposes PCN 2.0 diagrams to overcome these limitations. We first conceptualized the elements a visual framework should include reviewing widely used ones. Then we refined our framework by representing actual service processes. Finally, we demonstrated the power of our framework through its application to the televisit service offered by one of the leading children’s hospitals in Europe. This study contributes to the existing literature by presenting an improved version of PCN diagrams. Our framework could support researchers and practitioners in service management and innovation for its completeness and clarity. Although we show an example drawn from the health sector, the framework is assumed to be generalizable.