FN’s contribution to statistics has attracted wide interest, as evidenced by papers that discuss her work: see Kopf (1916) and more recently Diamond and Stone (1981), Smith (1996), and Speigelhalter (1999). Her graphical innovations have been important for statistical practice. Note especially two of the graphs that appeared in Nightingale (1858). The first, invented in collaboration with Farr, displayed the effect of her efforts in the Crimea on soldiers' death rates. This graph is reproduced in Cohen (1984, p.99) and Small (1999). The second, reproduced in Cohen (1984, p.102) and Small (1999) is an early version of a bar chart, used with the aim of influencing public policy."This Passionate Study: A Dialogue with Florence Nightingale" John Maindonald, Australian National University, and Alice M. Richardson, University of Canberra, Journal of Statistics Education Volume 12, Number 1 (2004), www.amstat.org/publications/jse/v12n1/maindonald.html
Message Edited by Jacky_Hood on 06-04-2007 07:13 AM
Message Edited by Jacky_Hood on 06-04-2007 07:14 AMRe: Definitions
Hi Hvgard and all My experience has been that it is hard to change the meanings of words. It may be easier to introduce new terms to cover what you are pointing to here, than to try to get the world to redefine "servie" and "innovation" to correspond to these ideas. This is not a criticism of the ideas - you are pointing to important things - just a suggestion that you do not spend ages fighting for everyone to change how they use existing terminology, when you could probably make more headway by introducing new terms. (Which you could achieve fame and fortune by trademarking or getting into the received literature!) For what its worth, I have tried to accomodate available meanings as follows (quoting from odd writings): SERVICE:"...Researchers studying services have often sought to identify the critical features that differentiate services from other sectors. ...The ‘typical service’ is characterised in terms of qualities that contrast with the (supposed) manufacturing norm. This brings to the fore:
§ Intangibility, information-intensity: The service product is often intangible, hard to store and/or transport, and difficult to demonstrate in advance to potential clients. They can also be highly information intensive.
§ Interactivity, client-intensity: There tends to be a high level of interaction between the service provider and the clients/consumers. Indeed, clients are often involved the design and production of the services, and production and consumption of the service can be coterminous in time and space. Because of these features, service delivery is especially important
There are other distinguishing features that are also frequently observed. In terms of production, many service firms are of small size, of low technology-intensity, employing relatively unskilled staff; regulatory issues also loom large, and many services are either run by the government or are highly dependent upon state funding.
Many exceptions can be found to all such generalisations. The service sector as defined in official statistics is extremely heterogeneous, and exceptions may be becoming more common: new services, especially technology-based ones, are in many ways more like high-technology manufacturing activities than like traditional services. The application of IT and sophisticated management strategies to many services has also resulted in their resembling manufacturing operations more closely. (At the same time, much of manufacturing is be becoming more service-like.)
This heterogeneity is unsurprising given the immense range of activities regarded as ‘services’ – which itself reflects the impact of technology and innovation on service activities. ‘Service sectors’ can be identified from the ISIC or NACE classifications, but these have limited conceptual content. Received distinctions between the primary, secondary and tertiary sectors are based on service activities being defined in negative terms – they are activities not concerned with extracting, growing or making things. A more positive approach, based on the pioneering work of Terence P. Hill (1977) and Dorothy Riddle (1986) relates economic sectors to their transformative tasks. Thus the primary sector is mainly concerned with extracting raw materials from the environment, and the secondary sector with transforming these into material goods. Services, the tertiary sector, can likewise be seen as being involved with several distinct kinds of transformations. These encompass generic activities such as movement and storage, maintenance and revitalisation, elaboration and intensification. These transformation activities can affect the state of:
§ the environment - as in waste management, pollution clean-up, park-keeping;
§ the artefacts produced by manufacturing - e.g. repair and maintenance, goods transport, building services, wholesale and retail trade;
§ people - as in health and education services, hospitality and consumer services such as hairdressing, public transport;
§ symbols (data, information, knowledge) - entertainment services; communication services such as broadcasting and telecommunications; professional services...."
and for INNOVATION "Many definitions of innovation are available. The DTI’s definition - "the successful exploitation of new ideas” – is fairly representative of business thinking. This definition is useful in that it does not emphasise particular sorts of idea (e.g. technological or organisational), ways of generating ideas (e.g. research or practice), nor forms of success (e.g. economic return or social acceptance). Novelty can also be a matter of substance and degree – the classic distinction between incremental and radical innovation comes to mind, along with that between "new to …firm”/ ”…industry”/ ”…world”.While the business-oriented definitions place much stress on "success”, this is often of less interest to academic researchers, who may also study failures in new product development as unsuccessful innovations. Indeed, technical success may not equal commercial success or public acceptance, and it is well-established that the pioneering innovator often fails to gain much return from their endeavours. For example, the rolling out of the Prestel public videotex system to bring "a world of information” to our fingertips was a huge technical success in the early 1980s, but dreams of establishing a mass consumer base failed to materialise. France’s Minitel system (though it did depend upon large subsidies and creation of trigger markets) did take off. Subsequently the Internet and Web have succeeded in occupying much of the product space videotext aimed at, and achieved massive markets. (It is often suggested that the relatively slow take-off of the Web in France reflected the wide adoption of Minitel there, which reduced the distinctiveness of the newer systems.) Likewise critical acclaim in artistic media is not always reflected in public enthusiasm; and innovations within such media are often rejected by many critics and much of the public alike. Innovations may require committed enthusiasts to keep the flame burning until critics and publics are more receptive – and there are cases of works being rediscovered after languishing in obscurity. This is not restricted to artistic works: it is only recently, for instance, that it is has been recognised that mechanically programmable automata have a history of hundreds if not thousands) of years. Thus it is necessary to be rather open-minded where it comes to judging "success”! In any case, major effects may be produced through the use of innovations, without these impacts being specifically economic – for example, contributing to ‘the public good’ by broadening access to information, supporting public education, increasing consumer well-being, restoring habitats, and so forth.
How does innovation relate to creativity? If creativity is ‘the production of novel and useful ideas in any domain’ (Amabile et al. 1996, p.1155), then it is an essential part of the innovation process. Not all creative ideas will result in innovation - there may be not realisation/development or exploitation of the novel ideas. Whether radical and incremental, innovation is based upon a creative process though the subsequent knowledge, interaction and production may be more mundane – or may require successive innovations and knowledge-development to be realised. The term "innovation” is used to cover activities (the innovation processes) and products (the novel things or activities). ..." (and so on and so forth) all best Ian :smileyhappy:Welcome to Spohrer on Service
Welcome to my blog.I'm Jim Spohrer, Director of Almaden Service Research at IBM's Almaden Research Center in San Jose, CA. We're working actively on Service Systems and Work Practices, Service-Oriented Technologies.
I'm particularly interested in Service Science, Management, and Engineering (SSME), a new academic discipline designed to develop the skills required in the world's increasingly service-based economies.; This new field is bringing together insights from many disciplines:; computer science, operations research, industrial engineering, business strategy, management sciences, social and cognitive sciences, and legal sciences.
Why? The sad truth is that if we don't teach students about the service economy, even though they are embedded in it, we are preparing students for job roles that existed in the 20th century manufacturing economy, instead of preparing them to be adaptive innovators in the 21st century service economy.
For example, how many students know the following?
In the coming weeks and months, I'll be sharing my own insights on these topics as well as pointing out other research that I think is relevant to the business of service innovation. I'd like this to be a dialog: please post your comments and thoughts, and I'll look forward to continuing the conversation in upcoming postings.
- Most Science & Engineering graduates will have jobs in the service sector;
- Between now and 2014 the fastest growth in US jobs is projected to be in Business and Professional Services as well as Healthcare and Social Assistance Service jobs;
- Entrepreneurs have successfully exploited service delivery via information technology platforms (eBay, Amazon, Salesforce.com, Google, Yahoo, Second Life, etc.);
- eBay's eCommerce services provide jobs for 13,000 employees and are the primary or secondary source of income for 1.3 million people worldwide. Entrepreneurs are combining eBay's reputation service, PayPal (financial service), and Skype (communication service) to create entirely new businesses;
- 40% of the world's labour force is now employed in the service sector, compared with 38.7% in agriculture and 21.3% in manufacturing.
Re: Welcome to Spohrer on Service
Jim, it is great to hear that you and IBM are so interested in the services business economy and that your focus through the SRII organization will help to get more exposure to this area. I agree that we are not preparing students in the proper ways to see the value in service positions and their impact to the future. I have questioned several academic sources over the years regarding the fact that there are no undergraduate degree programs specifically focused on technology services and was told that there is little interest from incoming students. How do we build interest from these students? How do we show university level administrators that there is a real need for education that is very specific to the technology services industry? BillRe: Re: Welcome to Spohrer on Service
Bill,-- Good questions. Let me summarize the discussions I've had with colleagues on both these topics.Student Interest
First, science and engineering students need to know that 80% of them will have high-value jobs in the service sector, and that business and professional services, healthcare and social services, and new information services are some of the fastest growing areas with a great deal of entrepreurial activity driving growth as well as large established players. Second, students want programs that lead to careers with challenge, excellent pay, and flexibility to move between jobs and entrepreneurial pursuits. Some universities are reporting just this for programs that combine technology and business. The "Gathering Storm" report recommended that student be prepared to adapt rapidly to the changing needs of the global marketplace and of business and society. We need to design service science programs with the students needs in mind, and prepare them to be innovators for the 21st century, and not for 20th century jobs.
University Administrators
A recent NSF report indicates that science and engineering graduates will be primarily employed in the service sector, which is increasingly IT intensive, and knowledge-intensive. A 2003 NAE report suggests there is an enormous opportunity for academic-industry collaboration to meet the unmet innovation needs fo the service sector of the economy. We as the SRII community need to create a report summarizing these and many other related reports, so that university administrators have a ready reference on the importance of this area.Re: Re: Welcome to Spohrer on Service
I fully agreed that we should teach students this subject. I am hoping that I can convince my faculty to take this up. I think we are very to do it. I would appreciate any help that all of you can give.Re: Welcome to Spohrer on Service
Jim, I am studying service innovation now since quite a while and I fully agree that there still is a huge gap in what is happening "out there" and what is taught in the classroom.
In particular I am concerned that students mainly are being taught concepts found in research on "product" sectors. This research has been simply transferred to explain behaviour in service sectors (Drejer 2004).
However, do we know that this knowledge can be "just" transferred to explain services management?
I think research, in particular on innovation, can benefit a lot from your initiative as it puts even more "gas in the tank" to research issues which have until now been neglected in innovation research, namely how innovation in services works...and how service innovation research differs from or might even be able to complement research on product innovation (see also DeVries comments on this in his 2006 work in Research Policy). I am positive that your initiative will allow to study phenomena from a more holistic point of view, namely not only from a "product" perspective, but also from a "service" perspective (cf. Sundbo's work on this)Henning (ESADE, Barcelona)
Message Edited by Henning_Droege on 10-12-2007 12:28 PMRe: Welcome to Spohrer on Service
Hello Jim,
I came across the SRII site yesterday and have since spent a few hours perusing the many postings and links. I continue to be dumbfounded by the lack of focus business, government and educational institutions have had on services. Not only is it the basis of the global economy in terms of GDP and employment, it is the very basis of human existence - to interact and co-create value!!
Anyhow, my background is in services (9+ years with Apple), adult learning and internet applications (the past 11+ years since leaving Apple). I've recently launched a new business venture that is going to solve one of the gaping holes in our services economy...feedback!
I'm wondering, as someone who shares the commitment to enhancing services, if you'd be willing to spend 30-60 minutes with me the week of November 12th. I currently live in Spokane, WA (moved here this past summer from Menlo Park, CA for family reasons with the intention to stay through June '08). I'll be in the Bay Area November 12-15th. I'd like to share with you our plans for addressing the feedback gap and hear your reactions and guidance.
Thanks,
JayRe: Re: Re: Welcome to Spohrer on Service
All,
Thanks for your comments -- and the helpful references as well.
Please make sure you download the SSME discussion document (at http://www.ifm.eng.cam.ac.uk/ssme/) and then download and fill out the feedback form. We plan to gratefully acknowledge the name of everyone who reads the document, and fills out the feedback form before Nov 30, 2007. The acknowledgements will appear in the whitepaper version of the document that is due out in Dec-Jan timeframe.
Thanks, -JimDesigning for Services
Yesterday, I spent the day with Lucy Kimbell and her colleagues at the "Designing for Services" workshop (http://www.designingforservices.typepad.co.uk/). Lucy, who is the Clark Fellow in Design Leadership at Oxford University's prestigous Said Business School, brings an artistic and interaction design expertise to the challenges of service innovation.Re: Designing for Services
Back on April 30th in Silicon Valley, CMU-sponsored an event "The New Software Industry: Forces at Play, Business in Motion" and captured several nice videos of talks, one session especially related to Service Design, see http://west.cmu.edu/sofcon/postcon/videos
Note the session Bridging the "Front Stage" and "Back Stage" in Service System Design, with Shelley Evenson; Associate Professor, Carnegie Mellon University and Bob Glushko; Adjunct Professor, U.C. Berkeley School of InformationInnovative Technologies in Service of Society
The CITRIS & POMS event will both be in London next week. Today, I'm reading some material that Scott Sampson (http://soma.byu.edu) sent me in preparation for an SSME (Service Science, Management, and Engineering) workshop at Cambrdige University on July 14-15. Reading Scott's comments, there appears to be growing consesus that to improve service system designs we need better models of people. People show up in the generic roles of customers, employees, executives making investment decisions, as well as many specialized roles in a great variety of service systems. Technology innovation supports many new modes of communication and coordination, as well as business models -- but understanding the role of people across the life cycle of a service system, and the life span of a person is becoming increasingly important.
Next week, I'll be attending two service meetings in London with overlapping dates -- July 11-12 is CITRIS-Europe Research Symposium: Innovative Technologies in the Service of Society (http://www.citris-uc.org/CITRIS-in-Europe-2007) and July 12-13 is POMS College of Service Operations Conference (http://www.poms.org).
US Jobs and Education reports
Recommendations the CGS report calls for include:
Collaboration among leaders in government, business, and higher education to develop a highly-educated workforce and encourage entrepreneurship in graduate education.
Creating incentives for students, particularly from underrepresented groups, to pursue graduate education in STEM fields, the social sciences, and humanities, and identify "best practices" to reduce attrition and shorten the time required to complete a degree.
Support for innovative graduate education programs, such as professional master’s degrees, which respond to workforce needs in such critical fields as science, engineering, technology and mathematics (STEM), as well as in social sciences and the humanities.
Expanding opportunities for graduate students to pursue interdisciplinary study at the frontier of knowledge creation, using models such as those pioneered by the National Science Foundation and National Institutes of Health.
Continuing to improve and reform the visa process so that the world’s top international talent can pursue graduate study in the U.S. and contribute to our nation’s research and innovation.
Increasing federal funds for graduate education programs by at least 10% at every agency.
Enhancing the quality of graduate education through ongoing evaluation and research, and supporting risk-taking research programs that prepare highly-trained professionals for a knowledge-based global economy.
See http://www.cgsnet.org/Default.aspx?tabid=240&newsid440=47&mid=440&&
80% of scientists, engineers, and managers will work in the service sector. The US Bureau of Labor Statistics (http://www.bls.gov)projects that job growth in business and professional services, healthcare and social services, and education will lead between now and 2014. The Council of Graduates Schools (http://www.cgsnet.org) released a major report on graduate education and American competitiveness.Connecting the Knowledge Economy and the Service Economy
In his book Developing Knowledge-Based Client Relationships as well as his recent blog shows this with a wonderful graphic that always impresses me.
The picture of the tanker ship, a massize weight to be sure, provides a nice backdrop for the graph that shows US GDP nearly doubling in value from 1980 to 2000, whereas the Department of Commerce estimates of the weight of all that value stays nearly flat over the same period. I look forward to the chart being updated with 2010 projects soon!
The knowledge that drives the growth of the service economy is embedded in people (higher skills), embedded in enormous amounts of new shared information (language, laws, measures, and methods), embedded in organizations (higher density value co-creation networks connected by value propositions), and of course, last but not least, embedded in technology (higher tech based on deeper science). Improving value propositions requires more knowledge of customers, self and partners, as well as competitors. The growth of knowledge drives the growth of the service economy, which drives the growth of new knowledge (education and R&D services!). Knowledge per se has no value, only when it is applied as a service to benefit another does it co-create value in use, for the customer as well as the provider.
(Thanks to Ross Dawson for the pointers).
Service is the application of knowledge to co-create value with another. Knowledge is intangible, weightless. Ross Dawson illustrates this point and explains the deeper connection between the knowledge economy and the service economy...
Here are the URLs:
Ross Dawson's Book: http://www.ahtgroup.com/book.htm
His Blog with the Picture: http://www.rossdawsonblog.com/weblog/archives/2007/07/gaining_insight.htmlService Systems, a.k.a. Value Creating Systems
My IBM colleague David Ing is a systems thinker. David Ing has just written a nice blog review of Johan Wallin's book "Business Orchestration." In it, he addresses the systems-advantage question from his personal perspective. He also provides an informative book review that is very much tied to understanding service systems, or as Wallin terms them "value creating systems."
The short answer to the question is that system's thinking forces the specification of context and perspective when articulating "business truism" so that the scope and limitations of claims are as clear as we know how to make them. Clear definitions don't hurt either.
Or as Herb Simon said in his classic text Administrative Behavior (p. 29): "It is a fatal defect of the current principles of administration that, like proverbs, they occur in pairs. For almost every principle one can find an equally plausible and acceptable contradictory principle." He goes on to provide a great collections of pairs of principles. I'm sure most of us have successfully used both pairs in our careers many times - knowing when and where is the hard part.
(Thanks to David Ing for the pointer)
Why think about businesses as systems? Check it out...
List of workshops and conference of interest; books, articles, events and activities 2007
Management of Engineering and Technology (PICMET '07)
Service Operations, Logisitics, and Informatics (SOLI '07)
SSME net UK
AIS and SIGSVC
Japan's University of Tokyo Announces Academic-Industry Service Innovation Collaboration
UK BAE/EPSRC Service and Support Engineering Solutions Program
Frontiers in Service - Presentations and Abstracts
Finland ServiceForum07 and more
INFORMS and Service Innovation
Finland Tekes SERVE Program
Ireland hosting International Services and Innovation Conference
National University of Singapore focus area Service and Innovation Management
Aberdeen and Chief Service Officer (CSO) Summit
John Seely Brown: Extending the Reach of Service Innovation...Practices Matter; Don't Just Look at Processes
John Seely Brown
Special Advisor to the Provost, USC; Former Chief Scientist, Xerox Corp & Director of its Palo Alto Research Center (parc)
Irving Wladawdky-Berger: Towards a 21st Century IT-Based Innovation Revolution < br> John Seely Brown: Extending the Reach of Service Innovation...Practices Matter; Don't Just Look at Processes
Navi Radjou: Innovate or Die: IT Service Providers' New Innovation Imperative
Geoffrey Moore: Service Innovation
Walter Ganz: Service Engineering - The Holistic Approach to Service Research in Germany
Mary Jo Bitner and Stephen W. Brown: Crafting and Successfully Executing Business-Academic Research Partnerships
Sophie Vandebroek: Dreaming with Customers for Service Innovation
J.B. Wood: Services Research and Innovation in the Tech Industry: What's at Stake
Hon. Mike Honda: Congress, National Competitiveness, and the Importance of Service Science and Service Innovation to our Future
Thomas Lah: Innovation in Professional Services
Rob Shelton: So What Do I Do on Monday?
Tech Industry Services Factoids presented at Symposium
Frontiers in Service: Oct 4-7, 2007 San Francisco, CA
Service Excellence in Management, June 14-17, 2007 Orlando, FL
AFSMI 37th S-Business World Conference and Expo September 16, 2007 - September 18, 2007
Services Leadership 2007 Sept 30 - Oct 2
Self-Service Conference, August 21-23
Interlog Summer 2007, June 11-14, San Francisco
Executive Decision-Making topic for Service/Support Forum Lunch Sept 25 Milpitas CA USA
HDI meeting at Google June 13: Service/Support Author Julie Mohr
Irving Wladawsky-Berger's presentation from the SRII Symposium, May 30th 2007
Sophie Vandebroek presentation from the SRII Symposium Event, May 30th, 2007
Ninth Annual Help Desk Professionals Conference, Phoenix AZ USA Oct 22-24
shared insights Customer Contact Conference Nov 5-7 Phoenix
HDI Silicon Valley July 12 What is a Service Catalog and Why is it so 'in demand' in business today?
Field Service Conferences: Atlanta November, Brussels November, Tucson April 2008
Compete Through Service Nov 7-9 Phoenix
Service Industry Summit, Las Vegas November 5-7, 2007
Service/Support Executive Forum Lunch Sep 12 at 12noon in Milpitas, CA
Association of Support Professionals Services Marketing Workshops
Game Theory, CSI and 6 other Methodologies Applied to Problem Solving and TroubleShooting
Finding that Sweet Spot, a New Way to Drive Innovation; Wharton School
Service Excellence in Management, June 14-17, 2007 Orlando, FL The 10th International Research Symposium on
Service Excellence in Management
June 14-17, 2007
URL: http://www.bus.ucf.edu/quis10/
Fitzsimmons: Service Management: Operations, Strategy, Information Technology
Womack and Jones: Lean Solutions: How Companies and Customers Can Create Value and Wealth Together
Teboul: Service is Front Stage: Positioning Services for Value Advantage
Zuboff and Maxmin: The Support Economy: Why Corporations Are Failing Individuals and the Next Episode of Capitalism
Zeithhaml, Bitner, Gremler: Service Marketing
they myths of innovation - Scott Berkun
Wikinomics - How mass collaboration changes everything - Don Tapscott & Anthony D. Williams
Innovation: The Five Disciplines for Creating What Customers Want
The Ten Faces of Innovation: IDEO's Strategies
Service Innovation: Organizational Responses to Technological Opportunities & Market Imperatives
International Journal of Managing Service Quality
Service Industries Journal
International Journal of Service Industry Management
International Journal of Services Operations and Informatics
International Journal of Services Technology and Management
Journal of Service Research
www.igi-global.com/ijisss Int. J. of Information Systems in the Service Sector (IJISSS)
AFSMI - Association for Services Management International
SSPA - Service & Support Professionals Association
RESER - European Research Network on Services and Space
ESEF - European Service Economic Forum
British railroad company called 'one' wins Customer Service Award through innovation The complete story is at http://www.onerailway.com/templates/NewsArticle.aspx?id=4705Here's an excerpt; I supplied the bolding. ---- Regards, Jacky ‘one’ railway wins the customer service award at the national rail innovation awards 2007 for its on-board catering 28 June 2007
National Express Group company ‘one’ railway last night won the Customer Service Award at this year’s national Rail Innovation Awards, for the on-board catering on its mainline intercity service between Norwich, Ipswich, Colchester and London. Over the past year the on-board catering team at ‘one’ has continued to develop its innovative, customer-focused service with bright, new, buffet carriages offering a wider range of refreshments, a new at-seat light breakfast in First Class on selected trains, extra at-seat refreshment trolley services on morning and evening peak trains and further improvements to its renowned restaurant service (already widely regarded as the best on the UK rail network). Earlier in the year an assessment carried out by respected rail journalist Barry Doe and summarised in RAIL magazine, gave ‘one’ 9.7 out of 10 when scored on a variety of measures including value for money, staff attitude, menu choice, on-train announcements, service reliability, providing the food described on the menu throughout the journey and off-train marketing.
The company also secured the runner-up position in the Marketing award for its joint "Let’s Go” campaign with East of England Tourism....Let’s Go – ‘one’ railway’s joint marketing initiative with East of England Tourism – has raised awareness of rail travel, promoted the Eastern region and built an environment in which rail is seen as an attractive option for a variety of leisure trips. The campaign, which was aimed at generating travel into the East of England from around the London area (market that is traditionally difficult to target), significantly increased leisure rail travel.
Message Edited by Jacky_Hood on 07-10-2007 07:07 AM
Examples of Value-Added Service offerings?
The SSPA has been focusing on Value-Added Support offerings as a key survival strategy for support organizations that are getting squeezed by their customers.; Quoting from their website>see quote.Re: Examples of Value-Added Service offerings?
Value-Added Service is complex and simple at the same time. It is not about simply upselling or cross-selling while the customer is on the line with technical support but it does include both of these actions in a larger scale. The first step in the Value-Added Service model is to make sure that customers are getting the maximum value for the products or services that they currently own. This means that the traditional break-fix service model needs to move to more of a consultancy role done over the phone or web. Our thought process has to be to move from customer service to customer success where our attention is placed on making customers successful in what they have purchased today.Quantifying the Value of Customer Loyalty
Fred Reichheld, a loyalty expert who has worked with a number of SRII members, has given our industry the goal to "elevate customer metrics to the same level of rigorRe: Quantifying the Value of Customer Loyalty
Fred recently spoke at one of out SSPA conferences and did an outstanding job of helping everyone understand the difference between customer satisfaction and customer loyalty. The one area where service professionals are struggling a bit is in developing the "one" question that determines promoters from detractors. It is difficult to ask the question "Would you recommend our technical support to family or friends" and get any real meaningful data back for comparision. So is there one question that can be used? If so, what is the question?Re: Quantifying the Value of Customer Loyalty
We have recently embarked on using the Net Promoter Score process here in Sony. We have six months of data and will have a validation process review at the end of June with our partner in this effort to provide direction. I know in my heart, in my head and in my experience customers as promoters makes all the sense in the world. Fred has articulated his analysis on the increase in revenue and good profits as a result of this process. In our company I have not been able to provide the correlation between raising NPS and what it will do for these financial measures. it would be good if we had harder evidence to say that an x% increase in NPS yielded a y% increase in revenue and a z% increase in profits.Re: Quantifying the Value of Customer Loyalty
Having run a customer satisfaction measurement company for a decade I can tell you that no one I know of actually has the data set that proves the sales value of customer loyalty. What you need is data that tracks sales history and customer satisfaction history for each customer. Even the IBMs and Oracles do not have that. What we land up doing is generalizing that the companies with higher sat have higher loyalty and higher sales. It is hard to get a specific $3M request funded with that broad logic. Even if you can get the data you then enter into the second difficult discussion around what is really driving customer sat and loyalty. What is the sales value of improving service response times from 60 seconds to 30 seconds? What is the ROI? Tough to isolate. What I am thinking more about now is to isolate on the existing metrics (avg order size, % repeat customers, etc) that a company uses to identify the metrics that would move given a particular investment in service. When this is possible it is a much easier and more tangible sell. Thoughts?Zeithhaml, Bitner, Gremler: Service Marketing
The top selling Service Marketing textbook in the world -- translated into many languages
Services Marketing (Hardcover)
by Valarie Zeithaml (Author), Mary Jo Bitner (Author), Dwayne D. Gremler
http://www.amazon.com/Services-Marketing-Valarie-Zeithaml/dp/0072471425
also see:
http://en.wikipedia.org/wiki/Services_marketing
Re: Zeithhaml, Bitner, Gremler: Service Marketing
See also Mary Jo's excellent presentation from the symposium.
--David
Whatever happened to "1 to 1?"
Peppers and Rogers (as well as software vendors and a legion of consultants) created a bit of a frenzy around the idea of "1 to 1" marketing, services, and, well, almost anything.
That was then.; I don't think I've heard the phrase in years, though.
As the SRII explores personalized services, is "1 to 1" still a good goal?; Did it fade away because the buzzword just worked its way through the usual hype cycle, or was it a fundamentally flawed idea? (Or is 1 to 1 still going strong, and I'm just not spending time with the right people?) Was it ever even clear what 1 to 1 meant?
Re: Whatever happened to "1 to 1?"
I don't believe that 1-to-1 marketing is gone but the term may be a bit played out. The overall concept is still strong and includes the need to know your customer at a very basic level in order to market to them. Over the years, companies have learned that simply collecting email addresses and blasting out messages is not very effective and could actually be harmful to your brand image. The days of broadcasting have beed replaced with narrowcasting where targeted segments of potential customers are reached with service offerings that are of interest to them.Re: Whatever happened to "1 to 1?"
I think the emphasis of the "1 to 1" movement was on marketing. It focused on segmentation on customer communication. This was exciting stuff back in the 90s when the internet was a shiny new tool and email addresses were proliferating at an incredible rate. The underlying concept of 1 to 1 marketing applies to service design and delivery - understanding and anticipating customer needs and building the most popular needs into a modular suite of service offerings.Re: Whatever happened to "1 to 1?"
I am sorry for posting an identical message in the forum on services strategy. but I think the one to one stuff is still around --and it is primary focus was on designing an offering. Getting the offering is the first step for the customer, they need to make it work. I would ague that perhaps, we need to think of not merely desigining offerings that are customized, but also think about deployment, utilization and migration to the next generation of the offering (ie., across the customer's lifecycle with the offering). All of this needs to be done keeping in focus, the customer's capabilities and objectives.Value Propositions B to B, B to C and B to G?
To my knowledge there has been a fair amount of published data and research around the value attributes in the Business to Consumer space and this continues to evolve. To lesser extent, there is newer focus and research around those same attributes for Business to Business; Services. For B to C and B to B the key value drivers tend to center around service quality and money related issues. ( ROI, P&L etc ) . My question that I propose here is what about services provided in a business to government (B to G ) scenario. What do we know about this segment?Innovation
chk out this article on cultivating innovation at articleExporting Talent
A service executive recently told me that he was measured not just on his ability to recruit great talent, but also his ability to "export" it to other parts of the organization. I was reminded of Allison Babb's recent SSPA news article, " My Technical Support Staff Keep Transferring...And It's Great!" In it, she talks about what it takes to really institutionalize this practice.
If someone is going to leave your organization, do you have the specific goal of placing them elsewhere in the company?; Are hiring managers in other teams partners, or "the enemy?" Do you have any measurement system that allows you to manage these talent exports?
Re: Exporting Talent
For a lot of companies technology services is an entry point into the company and a proving ground for their effectiveness. Once they have proven themselves, they are rotated out of service and into another role within the company. This "Farm Club" model is not all bad as customer centric people are dispersed throughout the company spreading the gospel of customer service. On the down side, turnover of any kind is a disruptive force and especially in the services business. If you find yourself in this position then there is one thing that must happen; a constant recruiting effort with the ability to hire at any time. What this means is that you must constantly be searching for talent and then have the ability to hire them when they are found. Open head count reqs are mandatory so that there is a consistent flow of new people moving into service as others are moving out.Beyond India
a recent article, wherein S. Sadagopan of Satyam opined...Re: Beyond India
I think the commentary is a bit self-serving.
While China hasn't taken off yet (in this area) to the extent that India has - there are significant investments going into places like Dalian because of the multiple language support capabilities - something India isn't as strong as. It will be interesting to see what happens as India's infrastructure continues to get taxed (one could argue that it's already over-taxed) and wages continue rising. In the short-term I can't see any country taking India's place in supporting US language requirements - but there's a lot of interest in the new work-at-home models that technology is enabling that could pose a challenge when you look at the total economics involved in outsourcing.
If you make some assumptions around demographic changes over the next 10 to 20 years and assume that technology and innovation will keep offering new support models - I wonder how attractive India really looks then?Engaging Top Talent Among Service Staff
The SSPA published an extensive survey and analysis of how to hire, train, and engage top talent. (SSPA membership required.)
While this report is a few years old, many of its conclusions still ring true to me.; Among the ones that seem most meaningful:
- There is growing awareness of, and demand for work/life balanceTop talent places high value on flexible schedules.; This is particularly true of people working at or considering work in large companies.
- Employers should not underestimate the importance of personal reputation to top talent. Maintaining their reputation as a top performer was selected as the most important single factor in the overall motivation to succeed among top talent respondents.
- Recruiters have the worst top talent batting average. Almost every internal hiring practice yielded a better ratio of top talent to standard talent than recruiters.
- A pat on the back is worth more than a buck in the wallet. Management’s ability to show recognition and appreciation of the; performance of top talent far outpaces any form of financial incentive; as a top motivator to top talent
- Most companies have no program for identifying and cultivating top talent. According to a 2003 study by Hewitt Associates 83% of; high performing companies have a formal approach to identify and develop the leaders of tomorrow. In this survey only 3 in 10 top talent; employees report the existence of such a program at their company.
What have been your organizations' key practices for engaging talent?; What has your research shown?
Re: Engaging Top Talent Among Service Staff
There is no doubt that around 10% of our staff could be classified as Top Talent and that when we evaluate their attributes we can clearly see what differentiates them from our standard talent. If this is the case, then why don't we have formal plans in place to recruit, nuture, and retain the best possible talent that we can find? Technology services is very much a "people business" and over the years we have proven that it is a great place to work for the individuals with a combination of technical and interpersonal skills. So why do we not focus our attention on top talent? First, it is hard work to sort out all of those that are not at the top. Imagine that for every 10 people that you recruit, interview and decide to hire only one will get the job. In most cases we rush the hiring process and are pressured to fill spots quickly. Next, without a Top Talent advancement plan iit is difficult to entice these folks into our positions when they have several other opportunities in fron of them.Re: Engaging Top Talent Among Service Staff
I think you're absolutely right, Bill -- and the more you think about it the less sense it makes.
Individual performance always seems to sort itself out over a "power curve:"; that is, the high performers contribute a huge amount more than the people who are average contributors.; (In other words, "average" is far below average.); But how do we compensate and invest in people?; On a bell curve.; Everywhere but sales, that is, which clearly understands the "first place, a Cadillac; second place, a set of steak knives; third place, you're fired" application of the 80/20 rule.
One truism that bears repeating:; A talent attracts A talent; B talent attracts B and C talent.; Has anyone empowered and recongized their top performers by making them the key decision makers in who gets hired?; I remember a fellow from a very innovative services company, with a name close enough to "Collaborative Technologies" to make them impossible to Google, who did just this.; All hiring was done in big weekend events, at a central location, with top-performing peers making all the hiring decisions after spending two days with all the candidates.; IIRC, they hired two in 100 people who started the interview process.
Expensive?; You bet.; Worthwhile?; Well, can you imagine working in a place where you hand-selected your peers to be people who are just as good as you are, if not better?; Sounds like heaven.
--David
Business Models for Traditional Break/Fix Business-to-Business Support
The insurance business model is used extensively in traditional break/fix Business-to-Business Support. To maximize customer satisfaction and vendor profitability, one of two models should be selected: Low claims, stellar service
- Each claim costs several times the annual premium (service contract renewal price).
- Stellar claim service provides high customer loyalty and referral marketing of both the insured product and the service contracts.
- Products insured must be highly reliable
High claims, inexpensive service
- Nearly every customer has a claim due to product wear, shelf-life, or other uncontrollable variable.
- Claims must be processed very inexpensively and normally without any labor component (e.g. using a knowledge database or customer self-service such as ordering replacement parts or downloading software patches).
- Revenues and profits are bolstered by investing the service contract revenues. This is very standard in the life, health, and car insurance industries but usually ignored by computer, software, office equiipment and instrumentation vendors. Returns can be very high using this model.
Everyone in the support organization needs to understand which model is in place; the two cannot be mixed. For example, trying to keep the cost of each service incident low defeats the Stellar Service model.
Two excellent references on business models
- Traditional: MIT Sloan (summary of the 16 models is in Figure 5 on physical page 32, pdf page 35) Do Some Business Models Perform Better than Others?
- Internet: North Carolina State: Business Models on the Web
Message Edited by Jacky_Hood on 06-03-2007 06:38 AMRe: Business Models for Traditional Break/Fix Business-to-Business Support
A few complications that make this a tough decision: 1. The B2B support load is not homogenous. There are both high volumes of inexpensive cases and low volumes of expensive cases. Most B2B support organzations adopt both models (and both cost structures) that you describe.2. The money cannot be invested externally because it is used to fund product development, sometimes the product sales force or PS and always to deliver profits to shareholders. So the money evaporates from the income statement except to the extent that it can be reinvested as declared but undistributed profits. The big question for me is when (because the day will come) will enterprise customers organize around reducing maintenance fees paid to vendors. It is not lost on enterprise CIOs that there is billions in gross profit made in maintenance. So much so that private equity firms are currently paying billions for tech companies just to ge their hands on the maintenance profit stream. The second question is whether we (as an industry) will wait for that day before we begin reinvesting some of those profits in increasing the actrual value of maintenance to customers. What are your thoughts?Business models for value-added service
The SRII Advisory Board has identified business models (and technologies) for value added support as a research topic.; Please share any questions, thoughts, or research in this thread.
To get us started, here are some links to case studies:
Re: Business models for value-added service
There appear to be some interesting examples emerging in the consumer marketplace.
HP was mentioned above (part of their 'making the computer personal again' campaign), and Apple recently announced a new service called OneToOne. Both of these services are designed to help the consumer get the maximum satisfaction (and utilization) from their purchases. They are also taking two very different approaches - HP uses remote/on-line help and Apple is leveraging it's retail stores (in-person help).
There's also an emerging group of third-parties providing services in the consumer space - retail-chain affiliated players like Geek Squad and firedog, as well as independent players like HiWired.
As inter-operability requirements continue to escalate I think we will start seeing a lot of innovation in this space.
Re: Business models for value-added service
David,
I think Oracle is getting to the heart of the matter with: "two important support objectives: 1) accelerating their customers’ time-to-value and, 2) increasing the value that their customers receive from their products."
In order to avoid getting into a protracted discussion about the cost of providing services, I would like to point out that the services required to accomplish objective#1 above are generally infrastructure, as distinct from objective #2 that requires applications (or value-added services). The former primarily helps to reduce "transaction costs". However, its secondary benefit is to increase the volume and value of transactions, which have everything to do with revenue growth. Excellent cases in point are the services (or Trust Enabling) infrastructures provided by eBay and Amazon.com. Intel has also produced some interesting research results about the role of services in achieving objective #1 (see http://trustenablement.com/local/Peppers&Rogers-Intel_Measures_Trust_to_Grow_its_Business.pdf and http://trustenablement.com/local/Intel&MIT_Study-Building_Trust_on_the_Internet.pdf).
For a higher-level, macroeconomic perspective on the future of services, I would direct you to the book "The Support Economy" by Shoshana Zuboff and James Maxmin (see http://thesupporteconomy.com and http://supporteconomy.freedomlab.org/.Re: Business models for value-added service
Alex -
I'm delighted to hear you refer to The Support Economy!; I started a thread about it over in the books section.;
That book lays out a vision that's different in at least one important way from most of the discussion I've been hearing at SSPA and SRII:; her "deep support networks" (enabling services) seemed to be distinct from any product provider, and in her world those product providers became high-volume commodity players.; (Let's call this the "Geek Squad" model, I guess, although that's a very rough approximation.)
Most of the people at the table here provide products, so not surprising that they're persuing models in which the "support networks" are part of those companies.;; But remembering Shoshona, I think she'd say the key thing about support networks is that they're *your* advocate, and by definition can't reside in a product company.; I'll invite her onto this thread and see what she thinks.
---
In other news, I'm really interested in the distinction between "infrastructure" and "application" support.; That rings true to me.
Are you saying that trust is part of the time-to-value-enabling-infrastructure?; Intuitively, I would have seen trust as something that pervades the whole process:
- trust enables me to accept advice
;;; during the purchasing product time to value and amount of value
;;; in business process, so I use the product more intelligently amount of value
- trust makes me more confident to roll out products
;;; sooner (before waiting for Service Pack 2) time to value
;;; more broadly (without a bunch of pilots); time to value and amount of value
;;; deeper (integrated with more of the rest of my stuff) tim to value and amount of value
So, anyhow, trust seems to be the key enabler for the entire value-added support services model.; Or am I using trust more broadly and less precisely than you are?
Great thoughts -- thanks for sharing.
--David
www.dbkay.com
Re: Business models for value-added service
I have been conducting research with some colleagues on customer solutions. Our indepth interviews of both customers and vendors identifed two distinct thought worlds as far as what a solution is. Vendors saw it as adding a service to products and offering a bundle. Customers on the other hand saw solutions as a set of processes (we label them relational processes) consisting of: i) customer requirements definition, (ii) customization and integration of goods and/or services, (iii) their deployment, and (iv) post-deployment customer support, all aimed at meeting a customer's business needs. We felt this was a primary reason as to why firms have had limited success in offering solutions. The academic version of the paper was published in the most recent issue of the Journal of Marketing (July 2007). We offer a number of actions that firms need to take to deliver customer solutions (as defined by customers). Having said that, I think we have merely taken a preliminary step on this issue. I would really vlaue your thoughts.Canada shows leadership in 9-country government shared services study
Full article is at http://mybroadband.co.za/news/General/530.html Here's an excerpt; I added the emphasis. ---- Jacky The image of the public sector as slow to innovate is rapidly becoming a thing of the past as governments are using advanced technology to consolidate back-office functions. This is according to the recent 'Shared Services in Government 2: Building a Platform for Better Public Services at Lower Cost’ study, sponsored by Cisco and independently conducted by A.T. Kearney. The study highlights the major service improvements and cost reductions that are a result of 'shared services’ and shows that when shared services are employed, agencies across government organisations can share access to functions such as finance or IT instead of having to gather information from and work with separate departments. The report, which looks at nine countries, suggests that government organisations that have embraced shared services may be close to getting their share of the windfall, although there are clear differences in the extent to which benefits are passed on to citizens. ... . Canada (is) taking a lead in many facets of transformation.more references
Womack and Jones: Lean Solutions: How Companies and Customers Can Create Value and Wealth Together This book is for those interested in lean methods for quality and process improvement, but interested in application in service businesses and with service customers
Lean Solutions: How Companies and Customers Can Create Value and Wealth Together (Hardcover)
by James P. Womack (Author), Daniel T. Jones (Author)
URL: http://www.amazon.com/Lean-Solutions-Companies-Customers-Together/dp/0743277783/ref=pd_bbs_sr_1/102-0502416-5484133?ie=UTF8&s=books&qid=1179420515&sr=1-1
Teboul: Service is Front Stage: Positioning Services for Value Advantage This is an excellent speed read (just over 100 pages) and designed for undergraduates with no previous background in service management, operations, etc.
Service Is Front Stage: Positioning Services for Value Advantage (Insead Business Press) (Hardcover)
by James Teboul
URL: http://www.amazon.com/Service-Front-Stage-Positioning-Advantage/dp/0230006604/ref=pd_bbs_sr_1/102-0502416-5484133?ie=UTF8&s=books&qid=1179420282&sr=8-1
also see: http://irvingwb.typepad.com/blog/innovation/index.html
Zuboff and Maxmin: The Support Economy: Why Corporations Are Failing Individuals and the Next Episode of Capitalism; Shoshona Zuboff and James Maxmin The Support Economy: Why Corporations Are Failing Individuals and the Next Episode of Capitalism
http://www.amazon.com/Support-Economy-Corporations-Individuals-Capitalism/dp/0142003883/ref=pd_bbs_sr_1/002-5921003-1618426?ie=UTF8&s=books&qid=1180534519&sr=8-1
or
http://tinyurl.com/32n4r7
The Support Economy lays out the imperative for value-added services.; (Despite the title, it has nothing to do with technical support.); It provides a very useful context for the discussions we're having in the Service Innovation and Service Strategy boards.
Here's my review from Amazon.com:
Wikinomics - How mass collaboration changes everything - Don Tapscott & Anthony D. Williams One reality of new service innovation is that many services will be as much about our customers providing services to each other within a platform/framework we provide.
This book is an excellent primer on the realities of a mass collaboration marketplace.
Amazon Link
Brian Roy
Re: Wikinomics - How mass collaboration changes everything - Don Tapscott & Anthony D. Williams That is an excellent observation! I have been researching in the last three years how the traditional telecommunications operators like BT in the UK are changing their 'profile' as operators to 'service providers' or providers of 'global networked IT services'. BT is now investing around US$ 18 billion in about 5-6 years to transform their infrastructure adopting the IP (Internet Protocol). Mass collaboration means that the collaborators need a common 'language' in order to collaborate, and IP is becoming the one. The traditional telecom operators are realising that they need to create a service layer 'decoupled' from the infrastructure layer. 'Decoupled' means that the service layer needs to hide the complexities of the infrastructure layer and be flexible enough to allow the creation of new services without having to change significantly the infrastructure (this may sound complex, but if we think about the PC and the several applications on top of it, that's it!). 'Our customers providing services to each other within a platform/framework we provide' is a wonderful insight! 'Our customers' can be not only business customers but also end customers. That is the challenge of traditional telcos: build a 'flexible' platform that is more suitable to more 'dynamic' and collaborative customers. Carlos Sato
Message Edited by Carlos_Sato on 07-12-2007 04:31 PM
Message Edited by Carlos_Sato on 07-12-2007 04:31 PMOracle is Proving Itself in More than Just Software For customers, the upside of a value-added support experience is clear: avoiding most of what’s frustrating about using technology products. From the technology company perspective, it may seem extravagant to provide support that doesn’t fit into its traditional break/fix mold. However, several pioneering companies are beginning to realize the benefits of an important new strategy for their customer support operations. This article highlights Oracle Support.
Succeeding through Service Innovation
Developing a Service Perspective on Economic Growth and ProsperityOn November 30, 2007 The Service Research Innovation Initiative (SRII) was asked by the University of Cambridge and IBM to weigh in on a discussion paper along with other service stakeholders from Academia & Industry.
"This document seeks to identify some of the issues facing stakeholders as they attempt to design, build, operate, sustain and dispose of service systems over the lifecycle. It focuses on the development of people with the skills and service mindset to make service systems more efficient, effective and sustainable, and addresses the types of expertise and knowledge required for service innovation"
We are delighted to be part of this important project . Currently all feedback to this discussion paper is being reviewed and a final output will come in the form of a white paper which will be distributed to everyone who participated in the project. SRII plans to post the final output once it becomes available. For now, whet your appetite by reading the executive summary in the attached posting.
A Service life-cycle proposal
Dear all,
please check this:
http://www.broadeep.com/service-life-cycle
Best regards,
Ricardo Seguel
Achieving Profitable Growth: IBM's Service Business Model Innovation
How do we make service improvements financially accountable?
What measurement and control systems do you use for service improvements?
What resources are available for people working on this issue?
Business Models For Consumer SupportWith consumer products becoming increasingly complex - and with razor thin margins in many cases - what is the best way for tech companies to think about the business model for consumer support? There is no doubt that consumers are struggling to keep up with the barrage of product features and integration requirements. Can we afford to pay for this incresing support requirement out of product margins? Where are there some breakthroughs in fee-based consumer support? The money has to come from one of these two places. Is anybody - including the Geek Squad - really making money off this business today? If we are not able to innovate around this business model there is real risk that lack of services become the gating factor in the sales performance of consumer products. I think the HD TV companies have lived through this but have yet to provide a real answer to the question. I would like to hear what people think about this problem and how to think about it.
An objective of this community
One of the objectives of this community within the SRII is to identify and connect individuals that are creating models regarding service strategy. Clearly, companies can develop and deploy service offerings for many reasons beyond the revenue opportunity. Service offerings can accelerate product adoption and increase customer satisfaction (see the community on Value Added Services). However, how do companies make investment and business decisions regarding service strategy? Author Geoffrey Moore and I have done some analysis regarding the service strategy profiles that product companies have a tendancy to assume. I am happy to share that work with community members that request it. However, I am very interested to learn about other frameworks and models that are emerging in the industry. It is my belief that the strategy decisions surrounding services (what markets to pursue, what offerings to develop, what sales channels to access, what scalability mechanism to leverage) are often based on intuition. This approach is becoming perilous for a technology industry that is becoming service intensive as markets mature.Re: An objective of this community Thomas, looking forward to seeing the work that you and Geoffery have completed. A question for you regarding service strategies. Is it possible to determine an optimum starategy for service delivery or will we always be in a position where we settle for the best model that works for our company? As an example, today, it is difficult to find 2 companies that use exactly the same service strategy to deliver global services. One company employees local talent in far-off places and another employees "mega-centers" and a follow-the-sun approach. Will we one day analyze the best possible strategies and identify the one that proves to be more efficient and effective?
Re: An objective of this community
Bill: You hit on two critical themes. First of all, almost every service organization is attempting to globalize their labor pool to drive reach, scalability, and cost advantages. This tactic is finally reaching the world of onsite, project based professional service engagements. To succeed here, professional service organizations must learn how to decouple onsite from remote activities. They also must learn to share resources across geographic fiefdoms. The second point you raise concerns the emergence of "one true model." Is there one best service strategy that works for a technology company?Our belief is no. Everything from partner strategy to service offerings to service delivery models are influenced by the market state and specific business strategy of the company. So, there is no one true model. However, there are several recognizable models that technology companies have a tendency to assume.If you are interested in service innovation at IBM -- here are a few quick pointers:
Service Business: http://www.ibm.com/services/
Service Research: http://researchweb.watson.ibm.com/ssme/
University Relations: http://www.ibm.com/university/ssme
Government Programs: http://www.ibm.com/ibm/governmentalprograms/Web Article: Anticipating customer queries in call centers
Anticipating customer queries in call centers
by Raffaella Bianchi
McKinsey Quarterly Web exclusive, September 2007An effort to determine the value of specific kinds of customer inquiries shows how companies should decide which channels are best for dealing with each of them.
available to free subscribers at
http://www.mckinseyquarterly.com/article_abstract.aspx?ar=2045&l2=1&l3=24&srid=17Excellent chart: One company categorized inquiries and determined how to handle them by mapping their volume and type against the additional profits generated.
Field Service Productivity
Timothy D. Morse, Mitesh Prema, and Jonathan Shulman published in July of this year an excellent article entitled "Improving field service productivity" in The McKinsey Quarterly. It is available to basic (free) subscribers at http://www.mckinseyquarterly.com/Operations/Performance/Improving_field_service_productivity Below is one paragraph out of about 25. There are also two helpful charts. -- Regards, Jacky Hood Beyond a flexible approach to scheduling and a more attentive management style, these techniques can substantially improve labor productivity and customer service. One US cable company that began using a real-time dispatch system increased the number of jobs completed each day by 80 percent, which in turn reduced, by 30 percent, the time customers spent waiting for appointments with technicians. In another case, a security company that adopted these techniques increased the number of daily alarm installations by 35 percent while doubling its record for timely arrival.SSPA Heat Map
The Service and Support Professionals Association's Vice President of Research, John Ragsdale, has created a "heat map" of technology adoption among members.; I've attached the map below; much more detail and John's analysis of what it means and what to do about it is here. (SSPA membership required.)
What are your thoughts?
- If you benchmark your organization against the SSPA membership, what do you learn?
- What are the areas in which technology and automation could have the greatest impact?
- What important technologies aren't on the map at all?
Message Edited by DavidKay on 05-27-2007 01:53 PMRe: SSPA Heat Map
This is an interesting perspective on the use of technology within the technology services world. As the internet continues to evolve as the primary communications and networking tool we should see additional technology usages that will assist in supporting customers. For example, intelligent agents, expert systems, and neural networks have all been deployed in other industries,such as, scientific, medical, and academic but seem to port well into the technology services delivery model.Service Innovation in improving lives
7/7/7 was the midpoint in the UN's Millennium Development Goals for 2015; these include greatly improved healthcare to millions in developing countries. Just pouring money on this problem does not work; service innovation does. The following paragraph is from "Briefing Millennium Goals" in The Economist July 7, 2007, pages 25-28. (In one village hospital) several surgeons and anaesthetists have been trained, but none so far retained. Other than holding a gun to their head, doctors do not stay here.....One response is to turn the doctor's art into a routine programme. Outside a hut not far from the hospital, a young woman examines a child suffering from pneumonia and diarrhoea, with blood in his stool. Her diagnosis is guided by a flow-chart that leaves little room for discretion. She is one of about 4,500 villagers who have been given 11 days' training under a scheme call Integrated Management of Childhood Illness (IMCI). The IMCI protocols are a great leveller: Bangladesh social workers can adhere to them as faithfully as qualfied Brazilian physicians, and reach similar medical conclusions. (page 27)The Net Generation in Services Organizations
Author and observer of business trends Don Tapscott has coined the phrase "The Net Generation" in books and papers.; He lays out the challenge and opportunity facing services managers:The N-Gen mind is ideally suited forVirtual Book Club: Dealing with Darwin
Geoff Moore is speaking on Service Innovation at the first SRII Symposium (details here.); His most recent book, Dealing with Darwin, is all about the process of innovation, including how innovation happens in maturing markets.; (Hint: service innovation--not just the whiz-bang product stuff--is a key part of it.)
Geoff has also worked with a number of SRII members, notably Cisco.
If you're read the book, we'd like you to join in the conversation:
- What insights or tools from the book were most helpful to you?
- Where do you disagree with Geoff?
- Has the idea of "core vs. context" entered your corporate strategy?
- Is the idea of the vector math of innovation something your organizations recognize?
- If you've worked with Geoff, what nuances have you gleaned that didn't come out in the book?
Fitzsimmons: Service Management: Operations, Strategy, Information Technology
One of the top selling textbooks in the area of service management:
Service Management: Operations, Strategy, Information Technology with Student CD (Hardcover)
by James A Fitzsimmons
URL: http://www.amazon.com/Service-Management-Operations-Information-Technology/dp/0073122580/ref=pd_bbs_sr_1/102-0502416-5484133?ie=UTF8&s=books&qid=1179412957&sr=8-1
also see:
http://en.wikipedia.org/wiki/Service_management
Message Edited by JimSpohrer on 05-30-2007 02:51 PMthey myths of innovation - Scott Berkun
One of my greatest frustrations as an emerging technology architect/practice leader is the way we use the word innovation. All too often the work creates a set of emotional reactions which may (but most likely are not) grounded in reality.
Berkun's book is an excellent grounding in the facts about how innovation has (and conversely has not) occurred over the course of history. It is also an excellent primer on the things to do, and not do to foster innovation in your organization.
Amazon Link
Brian Roy
Re: the myths of innovation - Scott Berkun
A few more links about the book -
- Guy Kawasaki's 10 questions with Scott
- O'Reilly page with sample chapters, TOC, etc.
- Digital Web Magazine review
- Book discussion
- Scott Berkun's blog
Innovation: The Five Disciplines for Creating What Customers Want
Innovation: The Five Disciplines for Creating What Customers Want
by Curtis R. Carlson and William W. Wilmot, Publisher: Crown Business, 2006ISBN 978-0307336699 SRI is a Menlo Park California think tank and Carlson is the CEO. I have attended dozens of idea-packed sessions at SRI and am delighted that some of those innovations are now available in book form for people not lucky enough to live on the SF peninsula.Regards, Jacky Hood "Innovation—mystery or mastery? For Carlson and Wilmot, the answer is definitely the latter. Following the example of Deming’s approach to quality—another of those magically powerful substances—they lay out a thoughtful, practical methodology for managing innovation projects through to successful outcomes. Sure, in that one percent inspiration there may be the occasional moment of mystery, but for those of us operating in the ninety-nine percent perspiration part of the field, it’s terrific to finally get a great user’s manual.” —Goeffrey Moore, author of Dealing with Darwin: How Great Companies Innovate at Every Phase of Their EvolutionThe Ten Faces of Innovation: IDEO's Strategies
The Ten Faces of Innovation: IDEO's Strategies for Defeating the Devil's Advocate and Driving Creativity Throughout Your Organization by Thomas Kelley, Jonathan Littman, Currency Publishing, 2005, ISBN 978-0385512077 IDEO is a legendary Palo Alto design firm founded by Tom Kelley (the businessman) and his brother David (the design genius). Now if we could get the Kelley brothers to focus on Services! Regards,
Jacky Hood The two following paragraph is from John Sutherland in The Guardian August 22, 2006
"Tom Kelley's Ideo company has been marketing Innovation (very profitably) for 30 years. Kelley, with his elder brother David, is not merely one of the world's leading idea-entrepreneurs, but an evangelist for his cause. He writes inspirational books on the subject and, in his latest, he introduces a dream-team of 10 "personas" who together can deliver innovation at its most cutting edge. The team includes the Anthropologist (or "people person" - in which role Kelley modestly casts himself), the Experimenter, the Cross-pollinator, the Narrator, the Hurdler, Uncle Tom Cobley et al. Ideo lays claim to 3,000 successful innovations. Among them are the modern form of the Apple mouse and the laptop computer (something they came up with originally for a firm called Grid Systems). "Service Innovation: Organizational Responses to Technological Opportunities & Market Imperatives
There is a book called 'Service Innovation: Organizational Responses to Technological Opportunities & Market Imperatives', edited by Joe Tidd (University of Sussex, UK) and Frank M. Hull (Fordham University, USA). Link @ Amazon: http://www.amazon.com/Service-Innovation-Organizational-Technological-Opportunities/dp/1860943675/ref=pd_bbs_2/103-8464006-7194261?ie=UTF8&s=books&qid=1184254546&sr=8-2 Carlos SatoInternational Journal of Managing Service Quality
Jay Kandampully Ph.D, MBA
Professor of Services Management
Editor: International journal Managing Service Quality
Service Industry Columnist: Columbus Business First
266 Campbell Hall
1787 Neil Ave
The Ohio State University
Columbus, Ohio 43210, USA
Tel: Int + 1-614-688-4583
Fax:Int + 1-614-688-8133
Home Tel: Int + 1-614-326-0346
E-mail: kandampully.1@osu.edu
http://hec.osu.edu/cs
Managing Service Quality: www.emeraldinsight.com/msq.htm
Business First: http://columbus.bizjournals.com
New Book - Services Management: www.pearsoned.com.au/1862505098Service Industries Journal
The Service Industries Journal
http://www.tandf.co.uk/journals/journal.asp?issn=0264-2069&linktype=1
This journal is listed in the ISI Social Science Citation Index under ManagementPublished By: RoutledgeVolume Number: 27Frequency: 8 issues per yearPrint ISSN: 0264-2069Online ISSN: 1743-9507Editors:
Gary Akehurst - RSM Erasmus University, The Netherlands
Ronald Goldsmith - Florida State University, USA
Barry Howcroft - Loughborough University Business School, UK
Youjae Yi - Seoul National University, Korea"Service industries generate over two-thirds of GNP and employment in developed countries, and their importance is growing in developing countries. We must understand how they have developed, are developing and how we can improve the management of services. Services industries include retailing and distribution; financial services, including banking and insurance; hotels and tourism; leisure, recreation and entertainment; professional and business services, including accountancy, marketing and law.
The Service Industries Journal, an international journal of service management, exists to improve our knowledge of service industries, service businesses and the effective management of services. This multidisciplinary journal was the first of its kind and has established a first class international reputation for the quality of its articles.
Peer Review Policy:
All articles in this journal have undergone rigorous peer review, based on initial editor screening and double-blind refereeing by three anonymous referees. No articles are commissioned for publication. Only those articles judged by the editors and referees to be of the very best quality and reporting research of the highest international importance will be published."
International Journal of Service Industry Management
International Journal of Service Industry Management
http://www.emeraldinsight.com/info/journals/ijsim/ijsim.jsp
ISSN: 0956-4233Editor
Publisher
Professor Bo Edvardsson
Service Research Center,
Karlstad University,
SE-65188 Karlstad,
Sweden
E-mail:
Bo.Edvardsson@kau.seJoe Bennett
E-mail:
jbennett@emeraldinsight.com
Assistant Publisher
Kelly Pycroft
E-mail:
kpycroft@emeraldinsight.comEditorial Assistant
Founding Editor
Ingrid Hansson
Service Research Center,
Karlstad University,
SE-65188 Karlstad,
Sweden
Tel: +46 547 001 031;
Fax: +46 548 365 52
E-mail:
Ingrid.Hansson@kau.seProfessor Robert Johnston
"The International Journal of Service Industry Management brings together specialist areas of research for the benefit of those working in the service sector. Focusing on both the for-profit and non-profit areas of the sector, this multidisciplinary information resource draws on leading-edge contributions to help you compare international developments and build up a broader understanding of key issues. Providing a sound basis for further study, as well as guidance on the practical implications of current thinking and research, it offers ready access to information vital to the successful operation of today's service industries."
Warwick Business School,
University of Warwick,
UK
International Journal of Services Operations and Informatics
International Journal of Services Operations and Informatics
http://www.inderscience.com/browse/index.php?journalCODE=ijsoiEditor in Chief
Prof. Robin G. Qiu
The Pennsylvania State University
Department of Information Science
30 East Swedesford Road
Malvern PA 19355
USA
robinqiu@psu.edu
"The advances in distributed computing and networks make it possible to link people, heterogeneous service providers and physically isolated services efficiently and cost-effectively. As the economic dynamics and the complexity of service operations continue to increase, it becomes a critical challenge to leverage information technology in achieving world-class quality and productivity in the production and delivery of physical goods and services.The IJSOI, a fully refereed journal, provides the primary forum for both academic and industry researchers and practitioners to propose and foster discussion on state-of-the-art research and development in the areas of service operations and the role of informatics towards improving their efficiency and competitiveness.
The objectives of the IJSOI are:
- to establish an effective channel of communication between policy makers, government agencies, academic and research institutions and persons concerned with the science and technology of service operations and information technology and
- to promote research and practice of new strategies, operations, and technologies for realising competitive advantages of both service providers and enablers around the world
The international dimension is emphasised in order to overcome cultural and national barriers and to meet the needs of accelerating service globalisation and technological change and changes in the global economy. IJSOI will publish high quality papers in all areas of service design, operations, and management; service process engineering; event management; production; integrated logistics and supply chain networks; productivity and quality management; and communications and information systems. Ultimately, the presented empirical results, discovered science and technology in the areas of service operations and informatics can be effectively disseminated in academia and explained to policy makers, practicing professionals and managers.
IJSOI is a forum to help researchers, professionals, business analysts, managers, and policy makers, working in the field of service operations and information technology, to exchange their learning and disseminate their findings of the science and technology in the areas of service operations and information technology.
Contents
IJSOI publishes innovative and original papers, survey papers, technical correspondence, case studies, conference reports, management reports, and book reviews. Special Issues devoted to important topics in Service Operations and Informatics will occasionally be published.
IJSOI topics include, but are not limited to:
- Service science, engineering and practice
- Service design, modelling, delivery and operations
- Service networks, management and sustainability
- Healthcare delivery network
- Homeland security network
- Logistics planning and integrated logistics network
- Supply and demand forecasting
- Customer relationship management
- Production planning, scheduling and control
- System integration and modelling
- Production and service information system
- Event management system
- Real time identification and tracking technology
- Sensor-based networks for service operations
- RFID technology and application
- Warehouse and distribution
- Intelligent transportation system
- Simulation
- Information integration and decision support system
- Data warehousing, data mining and knowledge integration"
International Journal of Services Technology and Management
International Journal of Services Technology and Management
http://www.inderscience.com/browse/index.php?journalID=26#boardThe aims of IJSTM are to: disseminate knowledge; provide a learned reference in the field; and establish channels of communication between academic and research experts, policy-makers and executives, in the services industry and related institutions.
Professionals, academics, researchers, and managers
IJSTM provides an international forum and refereed authoritative source of information in the field of services innovation, services technologies and management, as well as the role of the supply chain, logistics and other related topics.
Services are not limited to a particular sector. They cover a wide range of operations and functions such as human aspects of health care, and technological aspects of public services design and management, as well as services provided by the manufacturing sector, information services and the associated cultural, ethical, legal and political aspects.
- Services technology, management and technology management: policy, strategic and operational issues
- Services and innovation
- Information technology and communication in services
- E-commerce
- Supply chain management
- New developments in marketing and retailing
- Human resources and development in services
- Customer care
- TQM, services quality
- Distribution and logistics
- Ecologically driven services
- Economics of services
- Services in society, ethics and culture
Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere.
All papers are refereed through a double blind process. A guide for authors, sample copies and other relevant information for submitting papers are available on the Submission of Papers web-page.
You may send one copy in the form of an MS Word file attached to an e-mail (details of file formats in Author Guidelines) to Dr. Mohammed Dorgham (ijstm@inderscience.com)
Please include in your submission the title of the Journal
Editor in Chief
Dr. M.A. Dorgham
International Centre for Technology and Management
UK
editorial@inderscience.comRegional Editor Japan
Emeritus Prof. Hajime Eto
University of Tsukuba
Nakano 3-43-17-305
Nakano-ku
Tokyo 164-0001
JAPANAmerican Editor
Prof. Daniel Berg
Director
Department of Decision Sciences and Engineering Systems, and former President
Rensselaer Polytechnic Institute
Troy NY 12180-3590
USAEuropean Editor
Prof. Ian Miles
Director
PREST
University of Manchester
Manchester M13 9PL
UKFar East Editor
Prof. Pao-Long Chang
Institute of Business and Management
National Chiao Tung University
4F, No 114 Section 1, Chung-Hsiao West Road
Taipei
TAIWANAssociate Editor for Electronic Commerce
Dr. Jonathan A. Morell
Altarum
P.O. Box 134001
Ann Arbor MI 48113-4001
USA
Journal of Service Research Journal of Service Research http://www.sagepub.com/journalsProdDesc.nav?prodId=Journal200746
Sponsored by the Center for Excellence in Service, University of Maryland
EDITOR: A. Parasuraman University of Miami, USA
"Widely considered the world’s leading service research journal, the Journal of Service Research (JSR) is must reading to keep up with the latest in service research. Practical and readable, JSR offers the necessary knowledge and tools to cope with an increasingly service-based economy. JSR features articles by the world’s leading service experts, from both academia and the business world.
The Journal of Service Research offers an international and multidisciplinary perspective on the best management practices in:
- Service marketing
- Service operations
- Service human resources
- e-Service
- Economics of service
- Service information systems
- Customer satisfaction and service quality
- Global issues in service
JSR is sponsored by the Center for Excellence in Service at the University of Maryland’s Robert H. Smith School of Business.
Thomson Scientific (formerly ISI) Impact Factor
2006 Ranking:
13/64 in Business
2006 Impact Factor: 1.722"Int. J. of Information Systems in the Service Sector (IJISSS)
www.igi-global.com/ijisssOnline Communities Give Voice to Customers
An important step toward Value-Added Support is establishing robust customer communication mechanisms: collecting timely feedback from customers, enabling collaboration with customers on key issues, and promoting dialogues between customers to create sense of community.
Though most support organizations were initially interested in online communities and discussion forums as a new channel of self-service, the same Web community established for self-service can easily serve double duty as a primary way to collaborate with, and encourage collaboration among, customers. Companies should evaluate existing customer collaboration processes and identify practices that can be recreated, and in most cases improved, by leveraging Web 2.0.
SSPA members can read John Ragsdale's (SSPA VP of Research) white paper here:
http://www.thesspa.com/Login/Member/Resources/Industry_Research/accelerator/web20_collab.asp
How do you measure Service Quality
There are a growing number of standards by which to measure the quality of your service organization and services. COPC-2000, ISO20000 / BS 15000 industry certifications from the SSPA or Service Strategies. One model that you may wish to consider comes from Carnegie Mellon University in the form of a CMMI model for services. To find more, check the site for CMMI-SVCProcess Analysis for Service Delivery
Team -
What are the techniques you've found successfulRe: Process Analysis for Service Delivery
The beauty of technology services operations is that there are definable limitations to the delivery process. We have spent that past 10 -15 years helping to define these success factors such as hold time, talk time, and abandon rates. The process of deliverying services has shifted several times during this period but the need for a strong process flow, measurements, and quantifiable results have always been required. Don't get me wrong, I am not saying that tech support operations is an easy job, in fact, it is the opposite but it does have four walls that contain it and that allows us to measure our success.Re: Process Analysis for Service Delivery
My support team was very successful in using a combination of Business Process Mapping and ISO 9000 Certification. This was 10 years ago, and the tools have improved substantially since. The key to the success of the BPM approach was using the support engineers to do the process maps and documentation. It turned out to be a very long process (since at the time there was no documented process in the organization). We broke the process into major categories and formed Process Improvement Teams to address each. We conducted weekly management meetings to monitor progress and force key decisions to be made. Once we were operational in one region, we were able to move the process globally, adopting the process to the unique requirements of the other regions. We eventually obtained a Global, single ISO certification. There was an excellent presentation given by Microsoft at the recent SSPA Best Practices Conference on using Lean Six Sigma to do process analysis for improving call handling quality and reducing call time. It will be posted shortly for SSPA Members on the SSPA web site.Re: Process Analysis for Service Delivery
For those of you who are not members of the SSPA if you would like to contact he authors of the materials I referenced directly, I will be happy to connect you to them via e-mail. My e-mail is jhendrickson@thesspa.com.Re: Process Analysis for Service Delivery
David, The Consortium for Service Innovation is doing a lot of work exploring the implications of the business as a network or what we call the Adaptive Organization (aka Betty) - see www.serviceinnovation.org . We think that Value Maps (Verna Allee), Social Network Analysis or Organizational Network Analysis (see www.insna.org or the IBM paper Inside Social Network Analysis) and Causal Maps (see Dr Nick Bontis' work) are important tools for changing the way we think about organizations. The power of thinking about the business as an unbounded, knowledge enabled, network lies in unleasing the human potential. Our assertion is ...most companies are not worthy of the tallent they employ. The model of hiarchical structures (silos), command and control management, compartmentalized roles and responsibilities and linear processes is innefective on all levels - enabling productivity, persistent learning and innovation and flexibily. We propose that we need a new model to enable profitable services and the tools listed above are helpful in understanding the dynamics of an Adaptive Organization. g
Faster problem resolution: removing unnecessary steps
SSPA Research shows that the fastest way for a customer to get an issue resolved is to use the telephone instead of going to our web site, using self-service tools, or email. This is a bit distrubing because we have invested plenty in the automated web tools that should be offsetting phone calls and transitioning customers to the web. One of the reasons for this is because there are too many process steps in a typical web service transaction and it is simply easier to pick up the phone and place a service call even if you have an extended wait time. We must find ways to enhance our web delivery systems so that customers can find things fast and see our tech support web sites as the first place to go when they have a question or issue.Re: Faster problem resolution: removing unnecessary steps
One of the keys to faster problem resolution is to encourage teamwork and mentoring. This relates to the point that John Seely Brown made at the SRII Conference in the research they did at PARC on Field Engineer diagnosis. The conclusion they came to was that diagnosis of problems involved "story telling" among engineers to reach a diagnosis. Structuring the team to include Senior or Level 2 engineers as a part of the process also dramatically reduces the mis-communications when a longer running problem needs to be escalated.There is an excellent presentation made by NetApp at the Fall 2006 SSPA Conference that includes a description of how they co-locate Level 1 and Level 2 engineers in pods with a manager and a work desk to improve resolution times of complex problems.There is also a very good Presentation from Microsoft in the Spring 2007 Conference that showed how they used Lean Six Sigma to reduce unnecessary steps, including analyzing what introductory statements their reps were using.Both are/will be available to SSPA Members on the SSPA web site.Re: Faster problem resolution: removing unnecessary steps
For those of you who are not members of the SSPA if you would like to contact the authors of the materials I referenced directly, I will be happy to connect you to them via e-mail. My e-mail is jhendrickson@thesspa.com.Leadership and coordination of globally-distributed work
Global service management is one of the most challenging areas of our business and the usual rules used for people management typically shift. It is extremely difficult to manage people who, not only, reside in different parts of the world but also have different customs, cultures and languages. In these situations we must rely on local management to assist in the daily people management efforts so that our remote employees do not feel lost and detached. Frequent and constant trips to countries of responsibility must be made by executives who are tasked with people management in these areas so that they can better understand the issues faced by individuals that live and work in these regions.Re: Leadership and coordination of globally-distributed work
There are two very separate issues being asked. Global Support, and Outsourcing/Offshoring. For Global Support I went through the experience of transforming an organization from one where support was integrated into every country organization to one that operated multi-lingual support centers. The later is more the norm from what I am seeing among the SSPA Members these days. It is necessary to be sensitive to cultural differences. It is feasible to set up multi-lingual support centers outside of the US (and serve Latin America from Miami), in most of the major countries. By doing so it is possible to make sure you have managers that can be sensitive to cultural differences. For follow the sun critical cases, most IT professionals world wide have learned English as a second language, and it is feasible to operate critical cases in English. There was an excellent presentation by BMC at the Spring 07 SSPA conference. Outsourcing and Offshoring can be quite effective, but I am observing that many people who do it greatly underestimate how difficult it is to manage. Managing the relationship is harder than managing an in house operation. It requires well documented processes, training, constant management level communications. And Offshoring is even more complicated because of the time differences, and cultural differences. I have worked with India, Australia and Argentina in offshoring relationships. Each presented their unique challenges.Driving self-service adoption
"Build it and they will come" made for a fine movie plot, but it's a poor strategy to take in self-service.; Some of the most intense discussions in my self-service workshops center on how to change customer and partner behavior so self-service is the preferred option.
This can be especially challenging if earlier, less-capable self-service offerings may have "trained" users that it's best to call or open a case.
The ideas I hear most are:What has (or hasn't) worked for you?
- "Holdvertisements" on phone queues
- Promoting through newsletters
- Demonstrations at user forums or conferences
- Demonstrating self-service while talking with a customer (using a collaborative desktop sharing technology)
- Integrating links to self-service in the product, or in the out-of-the-box experience (for physical products)
- Emailing customers links to content in the portal at the close of an interaction
- Promoting self-serve capability as a differentiator in the sales process
- Using service account managers to train and help people with self-service
Re: Driving self-service adoption
I agree that building an elaborate self-service platform will not ensure customer usage. In one way or another we must show customers how it works and how simple it can be in resolving their issues. This methodology is not unlike what is happening today when we go to Home Depot and they are demonstrating the use of "self-checkout" systems. The challenge here is finding a way to "show" customers when they simply want their question answered. As you mentioned, we have some very bad examples of self-service implementations over the years that have tainted the image for others and caused customers not to embrace this technology solution. The one thing that we must do is to see our self-service tools through the eyes of our customers and not from an internal company perspective. Just like online shopping carts that do not move to check-out, self service sessions that do not end in a customer resolution hurt more than help. How about using customer focus groups where we monitor their activities as they use the system and then make changes as required.Service Project Management
Hi all,? I wonder if project management ideals (i.e. The PMBOK : Project Management Book of Knowledge) smileysurprised: could provide an appropriate standard or guidelines for the development of a model or models? devised for the effective implementation and management? of? innovative? performance amongst the employee ranks of some service providers.? Because the service sector is so large it would ideally be trialed within a limited? number of service sectors initially.? I would have a preferrence for examining the retail and small scale construction service providers.? Any comments on the above or the relevance service project management (to be defined) would be appreciated.? Thank youInnovating Service Innovation
As businesses become more and more adept at innovating in their business models, operations and products/services/markets, the competitive advantage they were once able to create and sustain by simply being an innovator is becoming more elusive. As more organizations adopt proven innovation approaches such as Open Innovation, the marketplace is crowding and high performers are innovating their approaches to innovation in order to differentiate and stay ahead of the curve.
We would like to examine strategies for innovating the discipline of service innovation management itself and the practices of high performers, in service industries, who are going beyond today’s approaches and fundamentally redefining their innovation agendas.
Questions for Discussion
Market Forces
o What shapes your service innovation agenda? (i.e. your relative focus on business model/operational/product/service/market innovation; new products and markets vs. existing products and markets; growth vs. productivity and cost reduction; incremental vs. strategic etc.)
o What internal and external forces cause you to continually adapt your service innovation strategy?
Strategic Response
o How are you differentiating your service innovation strategy from standard approaches such as Open Innovation and/or a focus on payback?
o What modifications do you typically make to your service innovation investment, management and measurement approaches?
o How does your service innovation investment strategy vary depending upon your innovation agenda?
o How does your service innovation pipeline (process methodology for innovation) vary depending upon your innovation agenda?
o How does your metrics strategy vary depending upon your innovation agenda?
o What other adaptations do you make in your service innovation strategy to accommodate for changing business needs and objectives?
Message Edited by NicholasEvans on 05-29-2007 11:10 AMRe: Innovating Service Innovation
Nick, can you post some more information regarding the Open Innovation model? More detail will help me understand how this model is currently being used for service innovation. Thanks, BillRe: Innovating Service Innovation
Bill, thanks for the note. Here's a useful link to Henry Chesbrough's Open Innovation site. Unisys is a member of the Berkeley Innovation Forum and we have found it very beneficial in terms of understanding the latest thinking and trends in regard to Open Innovation and the exchange of best practices with forum members. Thanks, Nick http://openinnovation.haas.berkeley.edu/Home_COI.htmlRe: Innovating Service Innovation
Nick,
defining a process methodology has been a strong point with service industries. Traditionally, innovators viewed such process definition as curbing innovation. However, there is some evidence that the existence of a defined process and the human tendency to question such definitions and conformance leads to innovation. Hence, in some sense, a process definition and organizational insistence on compliance helps innovate.
Re: Innovating Service Innovation
Open innovation is an interesting model to be considered in service innovation within the context of information and communication services, for example. Another interesting concept is 'value innovation' as expressed in the book 'Blue Ocean Strategy:How to Create Uncontested Market Space and Make the Competition Irrelevant, by W. Chan Kim and Renee Mauborgne. I am trying to find out the relationships between Service Innovation and open and value innovation: Service Innovation = f (open innovation, value innovation, ...) in the ICT (information and communication technologies) context (mainly telecommunications and internet firms like Google, Yahoo, Skype). Carlos SatoFan of .... service innovation
Fan of ... service innovation Can you tell the community where you get your knowledge; about the subject service innovation? Do you have an favorite article /magazine/blog about thisRe: Fan of .... service innovation - My favorite sources;
Join the Service innovation network (Linkedin) The service innovation network (LinkedIn)
The future of the; economy depends upon the retention and growth of; services. This group wants to connect service professionals in LinkedIn. Goal: ; exchange new insights in "breakthrough" innovation in; service strategy, service concepts, service design and other service issues.
Do you want to join this group?
http://www.linkedin.com/groupInvitation?groupID=65979&sharedKey=65B074487D19&goback=%2Egdr_1217239020230_1
--
Innovation in New Service Development Two interesting conferences happening in Vegas in April:
AFSMI - Association for Services Management International www.afsmi.org
For over 30 years, AFSM International has been a resource for the education, information, news, training, staffing assistance, peer networking, research, and studies that customer services and support managers involved in technology-based products and solutions (a.k.a. s-business) require.
AFSM International is dedicated to providing the educational programs, networking opportunities, and research that enhance the success of s-business executives, managers, and their companies.
SSPA - Service & Support Professionals Association http://www.thesspa.com/ Founded in 1989, the Service & Support Professionals Association (SSPA) has grown to become the largest and most influential industry trade group for technology service and support professionals. Its nearly 200 member companies represent tech support, field service and customer relations organizations around the globe.
RESER - European Research Network on Services and Space
For reasons unknown, www.reser.net is not opening, but meanwhile the next conference is at
http://www.reser2007.net/
XVII International RESER Conference
European Research Network on Services and Space
"RESER and University of Tampere wish to welcome you to the
XVII International RESER Conference "Service Competitiveness and Cohesion
- Balancing Dynamics in the Knowledge Society"
13-15th September 2007, Tampere Hall, Tampere, FinlandESEF - European Service Economic Forum
- ESEF: Method and Structure
"Again, only conference details available though activities seem to be ongoing: http://www.esef2007.com/index.cfm#english- The European Service Economic Form is the first scientific economic conference directed to the service sector and organized in Italy.
The conference involves public and private services: telecommunications, information technologies, consulting, utilities, banking, insurance, logistic, etc.
The method utilized has been studied to furnish the widest scenery of the field of services, both from a practical and theoretic point of view with a strong connection to the world of economical science and applied research.
In fact, the programme of the Forum includes:- Plenary sessions of strategic interest
- Which is the situation of the arts and of the innovation in the field and in which factors are we working on to guarantee its evolution?
- Moments of deepening on topics of specific interest
- Presentation of studies and surveys of an economic-scientific character
- Presentation of works of applied research
- Work lunches
- Exhibition area
The interdisciplinary character of the programme and the internationality of the sources, will also offer you the opportunity to widen your business network."Service Management: Operations, Strategy, Information Technology - Book For those looking for a good text book or reference book around services operations or engineering, you might grab this one by:;
Manufacturing and Services Operations Management Here is a link to journal on Manufacturing and Services Operations Management.;
POMS - Production and Operations Management Society If you are not aware of this group or the POMs conference, I suggest you check out this academic program. Especially the College of Service Operations.
The Center for Services Leadership at Arizona State University
Re: The Center for Services Leadership at Arizona State University >I can attest to the value of participating with the ASU Center for Services leadership. Beyond just the leading research that have provided for more that 20+ years they provide excellent education for their students. Their MBA students participate and intern with major companies and are an excellent resource for projects or future services leadership. They provide several opportunities for on-going education for our key employees and executives through several programs, like the excellent Compete Through Services program held each November. I would highly encourage companies to take advantage of the programs and offerings from ASU. They truely are a hidden gem.
See my blog from ASU "Compete Through Service" Symposium Nov 5-7, At Arizona State University's Center for Services Leadership, "Compete Through Service" Symposium. For those who can not attend, see my blog here in the SRIC site;for highlights. http://forums.thesrii.org/blog?blog.id=sricblog1
Game Theory, CSI and 6 other Methodologies Applied to Problem Solving and TroubleShooting
Advanced troubleshooting and problem-solving methodologies give customers confidence in service organizations, increase support employee job satisfaction, reduce errors, and radically lower costs.This research is being done at Foothill College Los Altos CA, USA and for the Foothill De Anza College District Computer Technical Support Program. Implications extend far beyond computer support. Results have been presented at the Help Desk Institute July 2006, Foothill College CNET 119 workshop Fall 2006, Microsoft-sponsored Code Camp Summer 2006, Society of Technical Communicators Fall 2006, and Philips Medical March 2007. The research will be shared with RAE Systems June 27 and Lullaby Lane Retail Stores Summer 2007.
Game Theory Applied to Problem Solving and TroubleShooting:
Competitors, cooperators
Zero-Sum and non-zero-sum
Perfect information and imperfect information
Also Crime Scene Investigation Methodologies Applied to roubleShooting building on the research building by Dr. Tom O'Connor, Criminal Investigation, North Carolina Wesleyan College.Other problem solving methodologies applied to service/support
8D
Inductive, Deductive, Abductive
Gestalt
Problem Space
Hard Systems
Soft SystemsWe also rely heavily on Steve Litt's very pragmatic work on Troubleshooting for electronics and automobile maintenance including half-splitting/binary search. (Mr. Litt claims that Advanced Troubleshooting skill even helps him get dates; we have been unable to test this hypothesis in our laboratory.)
Your comments, suggestions and questions are very welcome.
Regards,
Jacky Hood
Instructor, Foothill College, Los Altos, CA
hoodjackylene@fhda.edu
650 323-6509
Message Edited by Jacky_Hood on 06-03-2007 06:26 AM
Message Edited by Jacky_Hood on 06-03-2007 06:27 AM
Message Edited by Jacky_Hood on 06-03-2007 06:28 AMRe: Game Theory, CSI and 6 other Methodologies Applied to Problem Solving and TroubleShooting
Jacky,I was wondering if you could provide any detailed information on the results of the studies? Or can you provide any links to where we could find out more about these different methodologies? How did you implement the different methodologies? AllenRe: Game Theory, CSI and 6 other Methodologies Applied to Problem Solving and TroubleShooting
Allen,Sorry for the delay in replying. I would be happy to send you slides from one of the presentations. Please write to me at jhood@bigtent.info so I will have your email address.Regards,
Jacky HoodFinding that Sweet Spot, a New Way to Drive Innovation; Wharton School
Finding that Sweet Spot, a New Way to Drive Innovation
Interview by Knowledge at Wharton with Larry Huston, Senior Fellow, June 27, 2007 This article was published yesterday and had been read 3,674 times at 8am PDT today. Here's the URL: http://knowledge.wharton.upenn.edu/article.cfm?articleid=1765#
You may have to acquire a free subscription to Knowledge at Wharton; you will find it very valuable.The interview is available in audio, text online, or a downloadable PDF file. Scroll to the bottom of the interview to find the PDF download button.Regards, Jacky Hood Larry Huston was vice president of knowledge and innovation for many years at Procter & Gamble. During that time, he was the architect of its Connect + Develop program, the creator of P&G's Brand Bootcamp operation, and innovation leader for the company's global fabric and homecare business, among other initiatives. He is now managing partner of 4INNO, and recently joined Wharton's Mack Center for Technological Innovation as a senior fellow. Knowledge at Wharton asked Huston to talk about innovation and its role in the global economy. Quotation from the interview with emphasis added by Jacky: "you have to get very clear on what are the ways that I can solve problems for consumers, or customers, and to not just think about innovation as a product. You also have to think about innovation as a total solution -- both products and services. How do you deliver better experiences, shopping experiences, the total brand experience, or the usage experience? How do I develop a meaningful, trusted relationship with the consumer? All of those areas require innovations. It may not just be on a product feature but across solutions, experiences in building relationships. It partly deals with mindset as well. I keep coming back to the word mindset because people often just run to ... 'I need the stage gate model or I need a piece of technology and I'm innovating.' It's a lot more than that. It takes a lot of experience, but with commitment and discipline it's one that people can master. A number of companies are mastering it."Re: Finding that Sweet Spot, a New Way to Drive Innovation; Wharton School
From the initial read, this will be highly applicable to our current company's situation. What I'm not sure of is that our company is viewing our efforts as innovation as it is to being able to sell more and gain more revenue and expand markets. Thank you for posting it Jackie. After a closer perusal, I contribute some additional comments.SSME Chile group
Dear all,
this is a open-mind and open-group to spread Service Science awareness and knowledge in Chile and also for every speaking Spanish people.; This group is sponsored by Broadeep, a service consultancy company.
The main group goal is become a point to meet academics, managers, consultants, engineers, students and every person interested in Service Sceince.; So, everybody can discuss, share point of views, collaborate and more importantly, share and generate knowledge. Therefore, in the mid-term this group wish to become a link between academy and industry.
Member subscription is totally free. All are very welcome!
Group site:
http://ssmechile.broadeep.com/
On the other hand, Broadeep has a blog (in English) with interesting contents about the Service Industry and Service Science news and thoughts.
Best regards,
Ricardo Seguel
Message Edited by rseguel on 02-26-2009Proposing a Service Scienc Research Landscape
I recently created a blog post proposing a landscape for service science research and I would like input. I'm a former IBM-er who is now a faculty member at the University of Toronto Faculty of Information.
In March 2008, I was at a great workshop organized by Eleni Stroulia from the University of Alberta where several of us talked about how we could reconcile the different research activities that addressed different kinds of "services" (web services, business services, etc.) Paul Maglio from IBM Research gave a presentation near the end of the workshop and it was a 3-layer picture presented during his talk that helped us understand the different kinds of "services" defined in the research projects.
Re: Proposing a Service Scienc Research Landscape
Welcome; to the community! I am happy to see you jump in with your ideas around the research ;landscape. There are a lot of academics and others with similar ideas for defining the research agendas and I think everyone agrees that there needs to be a defined focus for the research.;One reason for the variety is the scope of the issues but most of all;the nature of the services, as practiced;by industry, crosses so many disciplines..Re: Proposing a Service Scienc Research Landscape
Thanks, Doug ... br>It was Dianne Fodell's idea that I post things here and I'm pleased that she suggested it as I've already received a great deal of feedback as a result.
I would be very interested to see others' ideas for defining research agendas so please keep sending links and pointers. I have reviewed the Cambridge report but it was some time ago so I am looking forward to reviewing it again. Thanks for suggesting it. I will definitely review the Frontiers presentation you suggest.
I looked up the 2008 Frontiers conference and it looks like it is October 2-5; unfortunately, I have committed to participate in the Grace Murray Hopper Conference on Women in Computing at that same time (my flight is already booked -- and it's in Colorado so a bit of a hike back to DC).; I will look forward to reviewing papers from the conference, however and will make sure to block the 2009 dates as soon as they are confirmed.
Thanks again,
Kelly
Crowded Conference calendar for SSME
There seems to be a range of conferences around the SSME theme in the second half of this year. These are not counting the relatively more technical conferences in the areas of; SOA and web services.
Here are four:
The 2009 4th IEEE Congress on Services (SERVICES 2009 - Part I) ===== ==========
http://www.servicescongress.org
July 6-10, 2009, Los Angeles, California, USA
2009 IEEE International Conference on Services Computing (SCC 2009) ======= =========
http://conferences.computer.org/scc/2009
September 21-25, 2009, Bangalore, India
The First International Conference on Service Science and Innovation (ICSSI 2009)
Theme: Competing through Service in Global Market
August 11-12, 2009, Taipei, Taiwan
Conference Website: www.icssi-09.org
2009 IEEE Asia-Pacific Services Computing Conference
(IEEE APSCC 2009)
December 7-11, 2009 -- Biopolis, Singapore
http://apscc09.i2r.a-star.edu.sg/
Can someone educate me as to where the higher quality research is being presented and discussed?
Joseph Davis
School of Information Technologies
The University of SydneyThe Services Leadership Institute at Arizona State University The 22nd Annual Services Leadership Institute
March 24-26, 2008
W. P. Carey School of Business
Arizona State University, Tempe, AZ
An exclusive "mini-MBA" program on delivering on your customer's true expectations and competing through your service offerings. You will benefit most from attending this program if you are a:
- Marketing, Operations or Business Development Executive, New Product or Service Developer
- Marketing Manager
- Customer Service or Customer Advocacy Manager, Strategic Planner, Business Development Manager,
Service Operations or Service Quality Manager
...or a professional of any kind who must understand how to use services as a source of competitive advantage.This event typically sells out as it is limited to only 55 seats. For registration information and additional information, visit http://www.wpcarey.asu.edu/institute or contact:
Alicia Holder, Director, Business Partnerships
Center for Services Leadership
alicia.holder@asu.eduKnowledge@W. P. Carey Special Feature on the Compete Through Service Symposium
Knowledge@W. P. Carey Special Feature on the Compete Through Service Symposium
Recently the Center for Services Leadership held its 18th Annual Compete Through Service Symposium in Phoenix, Arizona which featured presentations from leaders in business and academia around the strategic use of service and focusing on the customer. We are pleased to have Knowledge@W. P. Carey, a leading source of business information and research, feature highlights from the conference in a special report, which features insights from companies such as IBM, Chase Home Equity, Zane's Cycles, and more. You may read the special report by following this link: http://knowledge.wpcarey.asu.edu/index.cfm?fa=SpecialSection&specialId=56.
For more information on the Compete Through Service Symposium, please contact:Alicia Holder
Director, Business Partnerships
Center for Services LeadershipServices Leadership Institute - March 24-26, 2008 - Tempe, Arizona
The "First Karlsruhe Service Summit" will be held Dec 12th in Germany. Registration and information can be found here.
New Course at UC Santa Cruz for SSME and Techology professionals
Computational Advertising Course
A Course of Interest....
;
The aim of this course is to provide an overview of the technology used in building online advertising platforms for various internet advertising formats. The course is objective is to help industry professionals in small and large company engage in building systems for online advertising.; This course will also describe the research frontiers of this young discipline to allow graduate students to tackle problems in the area of Computational Advertising.
;
The course will start with an overview of the core Informational Retrieval and Machine Learning techniques that provide the underpinning for the Computational Advertising methods. Then we will describe the marketplace designs for selling, buying and charging for online ads. The lectures on text-based online advertisements will describe both Sponsored Search and Contextual Advertising. We will then focus on Display Advertising and Behavioral Targeting for banner ads.
;
Guest Speaker:; Alex Smola, Yahoo Research
Course Description
Services Leadership Institute - March 24-26, 2008, Tempe, Arizona
Services Leadership Practicum - May 12-15, 2008, Tempe, Arizona
WIKIPEDIA entries relevant to SRII
There is an entry on SSME;
I have just created one on "Service Innovation"
and have input a good deal of the one on "Knowledge-Intnesive Business Services".
How about adding to these; adding more?
(Many years back (it seems) I did a lot on "Information Society", but that is totally invisible now!)
Be Our Business Associate
>MK Strategic Management Consultants Pvt Ltd has been working to provide management expertise to various nature of clients. Our webpage is www.mkstrategicconsultants.comRe: Geoffrey Moore: Service Innovation
So, I don't want to set this up as a "two men enter, one man leaves" cage match or anything, but here's what I take away from Dealing with Darwin (if less so from the Moore talk on Wednesday):
;;; "Remember Vector Math.; Focus innovation on your core -- that is, areas that drive differentiation.; Don't invest in anything else."
On the other hand, here's what I got from Rob Shelton's talk:
;;; "Make sure you balance your innovation investments across a portfolio.; Radical change and returns come from simultaneously disruptively innovating in products (think iPod) and business models (think iTunes Music Store.)"
So, to this listener, it sounds like two very smart people are advocating two completely different perspectives.; Am I hearing this right?; And if this is a cage match, on whom are you placing your bets?
Best,
David
www.dbkay.com
Re: Geoffrey Moore: Service Innovation
Interesting point David. Moore's core vs. context teachings say to focus on what are core differentiators for the company, and lucky companies have more than one. I'd say consumer devices (iPod) and marketplaces (iTunes) are both core for Apple. Hopefully companies will not 'put their eggs in one basket' when it comes to innovation, and instead look for new, innovative approaches to mulitple things, including products/services, partner strategies, sales channels, etc. For large companies selling hugely diverse products and services, to multiple industries, all over the world, I would think even identifying "core" would be difficult. To push back a bit on Moore, it seems that sometimes you should innovate in context to benefit core. For example, maybe revolutionizing your sales channels (context) will create new demand for products (core). When discussing innovative approaches, I think everything should be on the table for discussion. Hmmm, maybe I'm siding with Shelton on this one. ;)Re: Geoffrey Moore: Service Innovation
Well, I think that saying that the sales channel is context and the product is core is one of the most common perspectives to be challenged. More and more I feel that "managing transitions in sales" is more core to a lot of companies that "inventing to improve the product". I think it was rightfully stated at the symposium that we have come to the era where the tech part of IT is sort of complete and that most of the effort should go to to the consumer/customer zone. In my view this is where sales and real professional services meet and where there is a lot of room for innovation of the core sales/project process.another list of conferences, etc
Frontiers in Service: Oct 4-7, 2007 San Francisco, CA Frontiers in Service Conference
Oct 4-7, 2007 San Francisco California
http://www.rhsmith.umd.edu/ces/frontiersconference.htmlCURRENT TOPICS:
Service Marketing
Service Information Technology
Service Innovation
Service Science
Empirical Studies of Service
Theoretical Perspectives on Service
Service Engineering
Service Design
Service Productivity
Service Operations
Service Human Resources
E-Service
Customer Relationship Management
Other topics in service research
Service Excellence in Management, June 14-17, 2007 Orlando, FL
The 10th International Research Symposium on
Service Excellence in Management
June 14-17, 2007
URL: http://www.bus.ucf.edu/quis10/AFSMI 37th S-Business World Conference and Expo September 16, 2007 - September 18, 2007
AFSMI 37th S-Business World Conference and Expo
Rosen Shingle Creek, Orlando, Florida - Orlando, FL USA
September 16, 2007 - September 18, 2007http://www.afsmi.org/events/event_view.cfm?event_id=40&category_id=1
Services Leadership 2007 Sept 30 - Oct 2
Why Should You Attend Services Leadership 2007?
You will find a remarkable line up of speakersat this year’s conference beginning September 30 under the theme of Enabling Breakthrough Customer Success.
Services Leadership 2007 has 6 tracks that are highly relevant to your support business and operations: Strategy Creation, Delivery Optimization, Organizational Alignment, Globalization & Emerging Markets, Aligning Support & Product Development, and Innovative Support Technology.
Services Leadership 2007 explores the key drivers of customer success in your service and support operation. The emphasis will be on the strategy, design, innovation, deployment, and evaluation of the newest and most effective services and support operational models, processes and technologies.
Services Leadership 2007 features cutting-edge exhibitors, a robust attendee roster and an intensive conference program that showcases the best and the brightest minds in the services and support industry.
> Learn more and register by visiting the Services Leadership 2007 website.
Message Edited by ShawnSantos on 07-22-2007 09:05 PMSelf-Service Conference, August 21-23 Team -
Shared Insights (which is the former DCI, but I think they've gotten better than DCI) is hosting a conference on self-service in Torrey Pines (San Diego) from August 21-23.
http://tinyurl.com/wq98t
I'm doing, like, four sessions and a pre-conference workshop, so obviously I think it's great.; :-); Alan Bonde and other SSPA regulars are participating, too.; It was about 200 people last year, so it's a good size for interaction and networking.; It's a broad mix of industries, and it is really just focused on the self-service piece, but if that's interesting to you (as it is to me) it's a good place to be.
Cheers,
David
www.dbkay.com
Message Edited by DavidKay on 06-01-2007 08:52 PM
Re: Self-Service Conference, August 21-23
A note about Self-Service that I hope this conference will emphasize: vendors and customers need to work together to drive cost out of the system, not just push costs onto each other. Automatic Teller Machines and self-service gas pumps have not reduced the total work or waiting time. Many web-based self-service systems actually eliminate work from the system because they can be so much more accurate than telephone conversations. A sketch of a machine or a list of options speed the work and eliminate the rework caused by blind verbal communication.Interlog Summer 2007, June 11-14, San Francisco Interlog Summer 2007
Aftermarket Product Support and Service Parts Logistics Event
June 11-14, Palace Hotel, San Francisco, CA USA http://www.wbresearch.com/interlogsmr/index.aspExecutive Decision-Making topic for Service/Support Forum Lunch Sept 25 Milpitas CA USA Executive Decision-Making is the topic for the third Service/Support Executive Forum Luncheon Discussion, Tuesday September 25, 2007, in Milpitas, CA, USA. Included will be conversations about the following very popular book and its two counter-books.
Malcolm Gladwell: BlinkTo register, contact jacky.hood@bigtent.info. Both the discussion and the lunch are free of cost. Summaries are available of the first two discussions (Service/Support Metrics; Grooming the Next Generation of Service/Support Managers and Executives).
Michael R. LeGault: Think
Noah Tall: BlankHDI meeting at Google June 13: Service/Support Author Julie Mohr Silicon Valley HelpDesk Institute (www.svhdi.org) meeting. Service/Support Author Julie Mohr will speak. Google, Inc 1500 Salado Drive Mountain View, CA 94043 June 13th, 2007 1:30 - 4:30 pm PDT To register for this event, please send an email to officers@svhdi.org and type June in the subject line. No cost. Topic: Everything I Ever Learned About Management I Learned from the Movies "Motivation is more than just a feeling. Managers have to create the right work environment that inspires leadership, motivation, and satisfaction. In this session we will explore key motivational tactics in the workplace through lessons learned from the movies. From short movie clips you will explore key motivational tactics and change the way you view difficult situations. Develop leaders, not followers. Create the workplace where everyone wants to work and enjoys working to serve your customers." Julie Mohr Julie L. Mohr - For over 14 years, Julie L. Mohr has been passionate about service and support management. She is a Principal Research Analyst and Author at BlueprintAudits.com. Her broad range of experiences include teaching ITSM and COBIT courses worldwide, working as Director of Professional Services and as a Managing Consultant. She has worked as a technical advisor to the Department of Education, a support manager at the National Institutes of Health and as a support analyst at NASA. Julie is a certified Helpdesk Director and certified ITIL Service Manager.
Julie provides imaginative insight and dynamic leadership to transform service and support organizations into best practice, customer-focused environments. She has helped organizations to implement Knowledge Management, ITSM, IT Governance, organization enhancements, process re-engineering and service level management. Julie is an active contributor to the future development of the industry through speaking engagements at conferences worldwide and publishing over 150 articles on best practices. Julie is the author of The Help Desk Audit: Blueprint for Success, The Help Desk Toolkit: Companion CD and The Help Desk Dictionary, and maintains an informative industry website for practitioners at www.blueprintaudits.com. She is also a member of IEEE Computer Society, ISACA, HDI, itSMF, ICMI and the Association of Support Professionals.Ninth Annual Help Desk Professionals Conference, Phoenix AZ USA Oct 22-24 Ninth Annual Help Desk Professionals Conference and Expo
The Signature Customer Service and Support Professionals ConferenceDesigned Exclusively for the Leaders of Contact Centers and Service DesksPointe South Mountain Resort, Phoenix AZ USA Oct 22-24, 2007http://www.hthts.com/hdp.htm All,I have not attended this conference but I can vouch for the organizer Ivy Meadors. I worked with her when she was at US West and have stayed in touch. Below is part of her bio.Regards, JackyIvy became interested in customer and technical support in 1976. In 1983, she became a member of a fast-paced, multi-site, multi-function, company-wide project team at U S West Communications. Despite the thousands of miles and different corporate cultures that split team members, the project team she lead consolidated seventy six support centers into seven and still marks its success twenty years later. Ivy has gained her vast experience from her work at U S West Communications, IBM, and as a consultant in her own firm for the past ten years. She has worked with, or met with, over 3000 support centers world-wide.
Ivy received the achievement award for being one of the 25 greatest contributors to the support industry from IT Support News. She received the prestigious Circle of Excellence award for the President’s Club at U S West Communications, an award given to only 200 people out of 65,000. In 2001, Ivy was selected for the industry’s "Leaders and Legends” Award by Support Technologies. And now in 2004 she is being honored as one of the top 10 legends in the world in the help desk industry.
In the past 12 years, Ivy has put her focus on improving service and support for both call centers and internal help desks worldwide. The Fortune 1000 clients range from small companies with 500-1000 end users to companies that service millions of customers. In global situations, she works with companies that have to focus on multi-lingual considerations, technology solutions, industry best processes, and the people working together, sometimes in as many as 50 or more countries. roduced by Ivy Meadors, the team at High Tech High Touch Solutions and the indispensable HDPC Board members
shared insights Customer Contact Conference Nov 5-7 Phoenix Click here for the web page for this conference: The info below is copied from that page. --Regards, Jacky
Sshared insights Customer Contact Conference Nov 5-7 PhoenixThis conference is designed to meet the multi-disciplinary needs of customer care and service delivery professionals. The program will consist of 3 themed tracks for you to choose from, pre-conference workshops to provide you with more focused learning opportunities as well as some local contact center site tours. This conference program will boast both technical and operational education, as well as a showcase floor featuring today's top suppliers in the customer contact arena. You'll gain insights into the latest trends and innovations and will walk away with specific advice on tools and approaches resulting in greater competitive advantage that can be maintained through the entire customer lifecycle. Sessions will include "peer-to-peer exchange" of best practices (and sometimes 'not so' best practices), information exchange, case studies from operations professionals, and a true focus on solutions development. By participating in the conference, you will discover real-time solutions that provide tangible benefits to you, the customer care professional, your company, and most importantly, your customers.
The Customer Contact Conference is designed to be most relevant for professionals in customer care and service delivery who have significant responsibility for contact center operations and performance. CCSF members, including SVPs, VPs, Directors and Senior Managers, will appreciate our continued commitment to peer-to-peer learning and exchange and the ability to take real ideas back to your centers. Given the depth and breadth of learning opportunities, individuals and group attendees that meet any of the following criteria will also benefit enormously from this program. You have:
- Responsibility for one or more contact centers
- Multiple supervisors/team leaders reporting into you
- Responsibility for multiple teams within the contact center
- Central management responsibility for one or more functions such as quality monitoring, workforce planning, forecasting, budgeting or others
- Responsibility to implement process and/or strategy improvement at a contact center level
- Channel management, customer experience, CRM, customer relations or a related strategic responsibility
HDI Silicon Valley July 12 What is a Service Catalog and Why is it so 'in demand' in business today?
HelpDesk Institute Silicon Valley
What is a Service Catalog and Why is it so 'in demand' in business today?Thursday, July 12, 2007
1:30 to 4:30 pm
Network Appliance (NetApp)
Java 1 EBC - Founder's Theater Conference Room
495 E. Java Dr (at Crossman) Sunnyvale, California
You probably know that ITIL is an IT Service Management process framework, designed for the primary reason of effectively delivering IT services. You also probably have a clear understanding of what those services are and how you expect to deliver them. After all, service delivery is at the foundation of any IT success. However, you may not know that the Service Catalog is an equally essential component to your success. That's because it's a foundation as well - a "menu" if you will, of your IT services and how the business can use them.
This presentation will look at the Service Catalog and how it can be the cornerstone of your service delivery success.
In Addition - Brenda will take us on a drive thru the new version of ITIL: Version 3 so we can know what's coming this year, what's changing, the new ITIL V3 components and how they might help you address some of the current business challenges you're struggling with, and what you'll want your organization to know, including how V3 can help solve those business challenges.
About our Speaker:
Brenda Iniguez
IT Management Consultant
Pink ElephantBrenda Iniguez, an IT Management Consultant, is a seasoned IT Support Professional, with over 20 years proven experience in Fortune 100 companies, designing, building, consolidating, and managing their Enterprise Support Centers. In addition, she is ITIL Service Manager certified, and is well versed in the Service Management disciplines of Incident, Problem, Change, Availability and Service Level Management, and all aspects of Service Desk Management. Brenda is an IT Management Consultant with Pink Elephant Global Events, based in the SF Bay Area, encouraging and strengthening Service Management & Support and all Service Management industry association groups.
Field Service Conferences: Atlanta November, Brussels November, Tucson April 2008 Field Service - Long Cycle Forum 2007
November 12-13, 2007
Renaissance Atlanta Hotel Downtown ~ Atlanta, GA
www.FSLongCycle.com Interlog 2007
The 11th Annual Aftersales Product Support And Service Parts Logistics Conference
28-30 November 2007 * Hotel Le Plaza, Brussels
http://www.wbr.co.uk/interlog/index.html FieldService 2008
April 7th-10th, 2008
Westin La Paloma, Tucson, AZ
http://www.wbr.co.uk/fieldserviceusa/Compete Through Service Nov 7-9 Phoenix
Compete Through Service Nov 7-9 Phoenix
If your mission is to set the pace for your customers, organization and industry by competing through the strategic use of service, then don't miss this prestigious event with an 18 year track record of success. The "Compete Through Service" Symposium is the only executive program providing a variety of approaches and tools for competing through service by:
- Designing and delivering "out of the box" customer service
- Creating and promoting new, innovative services
- Constructing value-added, revenue-producing services
- Establishing a service culture that differentiates
- Instill an unrelenting focus on the customer
Bernard Clark
"Becoming the Service Provider of Choice"
Senior Vice President, Schwab Institutional
Charles Schwab & Co., Inc.
Bernie Clark is the Senior Vice President of Schwab Institutional Sales and Relationship Management for Charles Schwab & Co., Inc. He leads a team of over 200 sales professionals responsible for business development and relationship management activities with Registered Investment Advisors. Bernie has over 20 years of financial industry experience serving individual and institutional investors.Other Speakers
Bertice Berry
Beth Viner
Brad Conner
Chris Zane
Fred Dust
George Day
Jeanne Bliss
Joseph Golbus
Paul Loftus
Pete Winemiller
Stephen Rizley
Thomas Dolan
...and morehttp://wpcarey.asu.edu/csl/CTS-Symposium.cfm
Service Industry Summit, Las Vegas November 5-7, 2007 Click here for details on the Service Industry Summit, Las Vegas November 5-7, 2007 Mergers and Acquisitions - Strategies for Successful Integration
Service Excellence by Design
Advancing Service Excellence Through Quality Initiatives
Service Excellence and the Trusted Advisor
Intelligence Built into Service Delivery
Industry Trends and Best PracticesService/Support Executive Forum Lunch Sep 12 at 12noon in Milpitas, CA The third Service/Support Executive Forum Lunch will be held Sep 12 from 12 noon to 1:30pm in Milpitas, CA. The topic is Service/Support Education and Training. The meeting is 13 days earlier than originally planned and the topic has changed. (The discussion of the books Blink, Think and Blank has been postponed till the January meeting.) The discussion and the lunch are free of charge. Contact me at jacky.hood@bigtent.info or 650 323-6509 to register. For those who cannot attend in person, an online discussion will be held Friday September 14.
Association of Support Professionals Services Marketing Workshops All, Association of Support Professionals Executive Director Jeff Tarter will be offering his outstanding workshops in four cities. Details are available at https://www.asp-secure.com/workshop.htmlRegards, Jacky
BOSTON Nov 2SEATTLE Nov 5
SANTA CLARA Nov 7DENVER Nov 9
Best Practices 2008: SSPA's Must-Attend Event starts May 4!
Join us for the SSPA Best Practices 2008 conference, May 4 – 6 in Santa Clara. This year’s theme is Essential Elements of Support and will address the core fundamentals that, when executed well, can help take you from break-fix to breakthrough support.; Bring your entire team to this valuable event that will have more than 70 unique sessions.; You’ll leave with practical solutions, tested methods and new ideas —best practices you can apply as soon as you return to the office.;; Technology Services Europe 2008: April in Paris
The 22nd Annual Services Leadership Institute The 22nd Annual Services Leadership Institute
March 24-26, 2008
W. P. Carey School of Business
Arizona State University, Tempe, AZ
An exclusive "mini-MBA" program on delivering on your customer's true expectations and competing through your service offerings. You will benefit most from attending this program if you are a:
- Marketing, Operations or Business Development Executive, New Product or Service Developer
- Marketing Manager
- Customer Service or Customer Advocacy Manager, Strategic Planner, Business Development Manager,
Service Operations or Service Quality Manager
...or a professional of any kind who must understand how to use services as a source of competitive advantage.This event typically sells out as it is limited to only 55 seats. For registration information and additional information, visit http://www.wpcarey.asu.edu/institute or contact:
Alicia Holder, Director, Business Partnerships
Center for Services Leadership
alicia.holder@asu.eduCall for paper: ICSS 2009------ Beijing, China
ICEIRD, 24-25 April 2009, Thessaloniki, Greece
Call for Chapters - The Science of Service Systems Call for Chapters
An open invitation to the Service Research and Innovation Community to submit a chapter proposal by November 15th.
The on-line Call for Chapters provides details and an outline of topics of interest.
1);;;; The Science of Service Systems intends to stimulate discussion and understanding by presenting theory based research with actionable results.
2);;;; Service Systems Implementation intends to stimulate discussion and understanding by presenting application-oriented,and case study-oriented research with actionable results.
For More Information:
http://wpcarey.asu.edu/is/upload/CFC_Service-Systems-Books_Springer_DemirkanSpohrerKrishna_Oct-1-2008.pdf
CFP AMCIS 2009 mini-track 'Aligning Business and IT Service Management' Call for Papers for the Mini Track
Technology Services Europe 2009 Mark Your Calendars....Technology Services Europe 2009
The 2008 Technology Services Europe conference focused on the
SRII Annual Service Science & Service Innovation Awards With services stepping to up to the plate as the leading economic driver in the marketplace, businesses, government, and academia continue to increase their service research and innovation efforts. Without research and innovation, the gap between customer demands and the industry’s ability to deliver value poses serious competitive and economic threats. And without solid avenues for promoting and highlighting the advancements being made, we lose an essential opportunity for stimulating interest and growth.
The SRII, in conjunction with leading global organizations and academia, announces its inaugural Awards Program. This program stimulates, promotes, and encourages continued collaboration in service research between industry, university, and government organizations. Its key objective is to shine a bright light on those that are leading the way in services advancement.
One cash award will be presented for each of the award categories listed below .; Finalists and Winners will be acknowledged at one of two conferences:; 2009 Technology Services World in Santa Clara, CA on May 4-6, 2009 and Frontiers in Service Conference in Honolulu, Hawaii on October 29 - November 1, 2009.; Additionally, award finalists and winners will be publized via various press releases and through the SRII online community (SRIC).
If you are interested in learning more about this program, visit the homepage of this website.;
If you are interested in participating, send in the attached submission form today by the deadlines listed below.
- Service Science Partnership Award - Due on or before February 28, 2009
- Service Innovation Practice Award - Due on or before April 1, 2009
International Symposium on Services Science
MBA concentration in Services: are their jobs for students?
I am a professor in Management Information Systems (MIS) at RIT.; In our MBA curriculum students take a common core of courses to provide general business knowledge and skills.; They also take 1 or 2 concentrations, where they take 4 courses in a related area.
We are considering a revision to our MIS concentration, currently very general, that will focus on service management, service systems, service-oriented architectures and IT support for business processes.
Are these areas appropriate for an MBA student interested in IT and services?; More generally, what skill set and knowledge should; an MBA graduate have to enter services organization and work in the areas of service implementation, innovation, delivery and management?; If they have this background, what types of jobs are they likely to be hired for, e.g. titles, responsibilities, industries, etc.
Thanks.
Jim Baroody
Saunders College of Business, RIT
Re: MBA concentration in Services: are their jobs for students? You should compare notes with Steve Kwan at San Jose State University -- http://www.cob.sjsu.edu/kwan_s/297D/297DS09.htm
-Jim Spohrer
IBM
Call for Abstracts: Research Advances in the Service Science – INFORMS 2009
Call for Papers: Service Oriented Enterprise HICSS 2010
SPECIAL ANNOUNCEMENT: Kris Singh to lead SRII as President
Dear SRII Member,
As you know the SRII has now been in existence for over two years and the team has done a good job in creating global awareness and senses of urgency for driving Service Research & Innovation.
To take SRII to the next level (SRII 2.0), the SRII Board is pleased to elect Kris Singh as the President of SRII effective immediately.; For more information and to see the message from the President, please go to:; http://www.thesrii.org/presidents_page.asp
Kris Singh, Strategic Programs Director at IBM Almaden Service Research has been working with our current SRII Advisory Board for the last few months and has developed an overall strategy for taking SRII to the next level.; He has received very strong support for his plan from our industry partners, other Service professional organizations as well as academia.
In coming weeks Kris will be communicating the details of the SRII executive management team to the SRII member community.;;
Please join us in welcoming Kris as the President of SRII and we look forward to your continued dedication and support for SRII.
Jim Spohrer, SRII Chair
JB Wood, SRII Chair Emeritus
NEW SSME Lecture Series to Start in San Francisco Bay Area.
ANNOUNCING SSME Lecture Series in the greater San Francisco Bay Area:Aberdeen and Chief Service Officer (CSO) Summit
National University of Singapore focus area Service and Innovation Management
Service-Oriented Computing, a European perspective
Evolving Perspectives on Service in India
Ireland hosting International Services and Innovation Conference
Finland Tekes SERVE Program
INFORMS and Service Innovation
Finland ServiceForum07 and more ServiceForum07
Date: October 29-30
Place: Museum Centre Vapriikki, Tampere, Finland
Knowledge-intensive service firms and their innovative business ideas have an increasing impact on our society. While the research on knowledge-intensive services is increasing, there is also growing demand for new knowledge about service business and firms.
The internationally oriented ServiceForum 07 invites service researchers, business practitioners and policy makers from Nordic countries as well as from other countries in Europe to share their knowledge and ideas and to discuss relevant questions and approaches.
Also, in the news
Thomas J Buckholtz Blog on Service Science
US Presidential Candidate Hillary Clinton's Innovation Agenda, with mention of Service Science
For more information:
https://www.tut.fi/index.cfm?mainsel=15676&sel=15676&Show=24318&siteid=164&CFID=69508013&CFTOKEN=29913476
http://thomasjbuckholtz.wordpress.com/2007/08/23/attended-nextnow-meeting-regarding-service-science/
http://www.hillaryclinton.com/news/release/view/?id=3656
Message Edited by JimSpohrer on 10-17-2007 09:25 PM
Message Edited by JimSpohrer on 10-17-2007 09:26 PM Tampere, Finland will host ServiceForum07 on October 29-30. Other recent mentions of service science in the news.Frontiers in Service - Presentations and Abstracts
Check out the presentations and abstracts from the 2007 Frontiers in Service conference.
Don't miss 2008 Frontiers in Service -- it will be in Washington, DC in early October 2008. It is not to early to get your abstract submissions ready to go for early next year.
For more information:
http://www.rhsmith.umd.edu/ces/presentations2007.html
Thanks to all who participated in making the 2007 Frontiers in Service conference a big success.
Re: Frontiers in Service - Presentations and Abstracts Here is the link to use:
http://www.rhsmith.umd.edu/ces/presentations2007.htmlUK BAE/EPSRC Service and Support Engineering Solutions Program
BAE Systems/EPSRC Strategic Partnership: Service and Support Engineering Solutions
While the important deadlines have already passed, this website, documents, and initiative provide a model for industry-government collaboration around applied service research and innovation priorities.
"2.0 Context
BAE Systems is a global defence and aerospace company delivering a full range of products and services for air, land and naval forces, as well as advanced electronics, information technology solutions and customer support services.
BAE Systems is interested in developing cross-sector learning to enhance its leadership position in providing long term end-user services from the ‘through life management’ of complex assets and capabilities. BAE Systems seek to consolidate Service and Support research activities in an integrated approach, thereby developing sustainable asset capabilities. Pull-through from related research, particularly in the field of service provision, is anticipated from numerous cross sector applications, for example:
transport e.g. service provision of rail networks
healthcare e.g. provision of radiological services
petrochemicals/ pharmaceuticals e.g. the management of complex and hazardous plants
civil aviation e.g. through life management.
3.0 The Service Support Challenge
A key feature of this call is to identify and categorise the main research challenges, in technology, processes, interfaces, integration, architectures and human interaction that underpin the business requirements. It is envisaged that the research programme will be based around three thematic activities:
I. Developing a business proposition for highly integrated networks.
II. Significantly improving asset supportability through technology innovation.
III. Enabling the industrial transformation towards service provision with regards to both
the cultural and behavioural shift.
Key to achieving these requirements is the need to develop an integrated service culture with an ability to sustain, develop and support service performance of complex assets across a dynamic supply network. The research challenges proposed are:
How can assured, but agile support (including repair, maintenance and upgrade) and
logistics networks be established, optimised and sustained?
How can the life-cycle costs associated with the sustainment/ support of complex delivery
systems be minimised?
How can the business proposition and the relationship across several product and service
providers be structured?
How can the entire operation be transformed to embed a service culture - ‘servitisation’?
How can modelling visualisation technology be applied to meet the service and support
challenge?
\How can capability be accurately modelled?
How can assets across a dynamic supply chain be developed and sustained ‘through life’
via improved maintenance and support?
How can minimum information be effectively utilised for both logistics and asset
maintenance?
How can system safety be assured in an information poor environment?"
For more information:
http://www.epsrc.ac.uk/CallsForProposals/Archive/BAESystems.htm
A nice example of the type of program that SRII would like to see more of can be found at the BAE Systems/EPSRC Strategic Partnership: Service and Support Engineering Solutions website.Japan's University of Tokyo Announces Academic-Industry Service Innovation Collaboration
Collaborational Research Project for Service Innovation
"The purpose of this project is to foster collaborative research for innovation of services by establishing cooperative relations among scientific research in the University and technical development in industries. To achieve such innovation by comprehensively understanding the intangible, heterogeneous, simultaneous, and perishable characteristics of services, it will be necessary to establish a scientific methodology that takes these characteristics into consideration.
For that purpose, we plan to tackle various areas, such as quantitative analysis of objects, mathematical modeling, optimization, and emergent of services."
quoted from website note fromDr. Masato Takeichi, Chairman and Professor,
Graduate School of Information Science and Technology, University of TokyoFor more information:
http://www.ducr.u-tokyo.ac.jp/en/2006service_innovation/messages.html#s2
The Division of University Corporate Relations, University of Tokyo, inaugurated a Collaborational Research Project for Service Innovation...Cambridge University SSME Report - Feedback requested
Cambridge SSME Discussion Document
The discussion document provides provides recommendations to business, academics, and government policy makers, and invites feedback from the service research and innovation community (prior to Nov 30) in preparation for distributing the final whitepaper to universities, governments, and businesses around the world.Succeeding through Service Innovation
Developing a Service Perspective on Economic Growth and ProsperityService systems form a growing proportion of the world economy and are changing the way businesses, governments, families and individuals work. This document seeks to identify some of the issues facing stakeholders as they attempt to design, build, operate, sustain and dispose of service systems over the lifecycle. It focuses on the development of people with the skills and service mindset to make service systems more efficient, effective and sustainable, and addresses the types of expertise and knowledge required for service innovation.
For More Information:
http://www.ifm.eng.cam.ac.uk/ssme/
US News Smart Choice - SSME
The 2008 edition of US News' Best Graduate Schools identified two hot areas of engineering for the future...
Smart Choices
ENVIRONMENTAL ENGINEERING. It's a growing field, and engineers are needed to clean up existing pollution problems and prevent future ones.
SERVICES SCIENCE, MANAGEMENT, AND ENGINEERING (SSME). This emerging discipline is getting a big push from industry, including IBM and Hewlett-Packard. SSME combines engineering, computer science, economics, and management to improve the service sector.
For More Information:
http://www.usnews.com/usnews/edu/grad/articles/brief/gbeng_brief_2.php
The 2008 edition of US News' Best Graduate Schools identified two hot areas of engineering for the future... Global Employment Trends 2007 Global Employment Trends 2007 was released by the International Labor Organization (ILO).
"In 2006 the service sector’s share of global employment overtook agriculture for the first time, increasing from 39.5 per cent to 40 per cent. Agriculture decreased from 39.7 per cent to 38.7 per cent. The industry sector accounted for 21.3 per cent of total employment."
"The International Labour Organization is the UN specialized agency which seeks the promotion of social justice and internationally recognized human and labour rights. It was founded in 1919 and is the only surviving major creation of the Treaty of Versailles which brought the League of Nations into being and it became the first specialized agency of the UN in 1946."
For more information:
http://www.ilo.org/public/english/region/asro/bangkok/public/releases/yr2007/pr07_02sa.htm
The International Labor Organization released a report on Global Employment Trends 2007 earlier this year. For the first time, the number of people employed in the service sector (40%) is greater than in agricultue (38.7%), with manufacturing making up the rest (21.3%).... Service Innovation by Design Service Innovation by Design
10/15/07 - 10/17/07, Palo Alto, CA
Co-sponsored by MSI & Corporate Design Foundation"Design has received growing attention as an important resource and catalyst for product innovation. However, the principles of design apply not only to physical products, but also to services. This conference, co-chaired by Peter Lawrence of the Corporate Design Foundation, will explore how emerging developments in the use of design and design thinking can lead to true innovation in services and customer experience. The focus of the conference will be on how user-centered design can help firms identify valuable service innovation. Case examples and relevant academic theory will be presented and discussed."
For more information:
Susan Stucky, my IBM colleague focused on service design, sent the following information about an upcoming conference in mid-October in Palo Alto... Collaborative Web Service Irving wrote in his blog item "IT-based Collaboration and the Evolution of Work": "Beyond back-office automation, personal productivity and customer self-service, I believe that the collaborative Web is now ushering us into the next major phase in the evolution of work, especially as it applies to services. Services essentially involve people interacting with each other - e.g., healthcare providers and patients, teachers and students, financial advisors and clients. It has been very difficult to apply IT to these activities because the human interactions are an essential part of the work, and the unstructured, highly variable nature of these interactions defies automation, no matter how powerful the computers are."
http://www.msi.org/conferences/conferences.cfm?conf=78
More information:
http://www.irvingwb.com/blog/2007/09/it-based-collab.html
Irving Wladsky-Berger's blog item on "IT-based Collaboration and the Evolution of Work" struck a positive chord...Self Service Economy
The Forbes article by DAN CATERINICCHIA is a nice review of where Kiosks are being used and the gradual growth of the self service economy..."Mobile commerce," which involves tapping a credit card "wand" or cell phone against a kiosk at a gas station is offered by some U.S. companies, but is more the norm in Japan and some parts of Europe, said Craig Johnson, president of Customer Growth Partners, a retail consultancy in New Canaan, Conn.
"The technology is here now, it's just a question of companies providing it and then consumers" buying in, Johnson said.
For more information:
http://www.forbes.com/feeds/ap/2007/08/02/ap3983681.html
The importance of self service technology such as kiosks is gradually growing. Dan Caterinicchia has a nice article on Forbes...
US Innovation Investment Act
§The National Competitiveness Investment Act
House and Senate have voted to approve on August 2nd,, 2007§§ SEC. 1106. STUDY OF SERVICE SCIENCE.4(a) Sense of Congress- It is the sense of Congress that, in order to strengthen the competitiveness of United States enterprises and institutions and to prepare the people of the United States for high-wage, high-skill employment, the Federal Government should better understand and respond strategically to the emerging management and learning discipline known as service science.4(b) Study- Not later than 270 days after the date of enactment of this Act, the Director of the Office of Science and Technology Policy, through the National Academy of Sciences, shall conduct a study and report to Congress regarding how the Federal Government should support, through research, education, and training, the emerging management and learning discipline known as service science.4(c) Outside Resources- In conducting the study under subsection (b), the National Academy of Sciences shall consult with leaders from 2- and 4-year institutions of higher education, as defined in section 101(a) of the Higher Education Act of 1965 (20 U.S.C. 1001(a)), leaders from corporations, and other relevant parties.4(d) Service Science Defined- In this section, the term `service science' means curricula, training, and research programs that are designed to teach individuals to apply scientific, engineering, and management disciplines that integrate elements of computer science, operations research, industrial engineering, business strategy, management sciences, and social and legal sciences, in order to encourage innovation in how organizations create value for customers and shareholders that could not be achieved through such disciplines working in isolation.
For more information:
http://science.nsta.org/nstaexpress/nstaexpress_2006_10_02_billsections.htm
This week the US Congress (House and Senate) voted to approve a new innovation bill. It now goes to the President. Section 1106 speaks to need for the Study of Service Science...Re: US Innovation Investment Act
The President signed the above bill into law:
8/2/2007 Conference report agreed to in Senate: Senate agreed to conference report by Unanimous Consent.
8/9/2007 Signed by President.
8/9/2007 Became Public Law No: 110-069
All the details are available at:
http://thomas.loc.gov/cgi-bin/bdquery/z?d110:h2272:Re: US Innovation Investment Act
This is the first step in a process. A committee will be stood up (industry and academics) and they will meet and discuss the issues of research, education and training in Services Science. So one issue is "who will be serving on the committee." I have some nominees -- but committee members are usually drawn from the 2100 members of the Academy of Sciences. After the committee discusses issues, they issue a report. That report then is the link to getting NSF and other agencies to initiative funding programs. so we are a bit of a ways away from federal research funding -- but getting closer.
LyndaRe: US Innovation Investment Act
By the way check this company MDFI. Their stock is set to increase because of their association with Apple iphone and Complete Care Medical. Find more about this company and stock http://www.growurmoney.com/medefile/Re: US Innovation Investment Act
Proctor Reid at NAE has been collecting some candidate names, as well as Susan Tuttle in IBM's Government programs. Ideally they are NAS/NAE members or other people with top industry, academic, or government reputations in the area of service research and service innovation.SSME net UK
Linda Macaulay writes about:
"SSMEnetUK which is an EPSRC funded network of UK researchers interested in Services Science Management and Engineering (SSME). The network was launched officially in June 2007. The purpose of this website is to introduce the rationale behind the formation of the network and to enable researchers to register their interest."
This month (July 2007) there have also been a number of other events in the UK, including:
1. Lucy Kimbell at Oxford University lead a Service Design Workshop.
2. CITRIS ran an event in London and Ravi Nemana spoke on SSME and organized a Work Session.
3. POMS Conference was hosted by Chris Voss at London School of Economics.
4. Mike Gregory, University of Cambridge, and Kevin Bishop, IBM, hosted an SSME Symposium which Guangjie Ren, Cambridge, and Steve Street, IBM, helped to organize, and which should produce a roughly 20 page whitepaper on SSME shortly.
For more information:
http://www.ssmenetuk.org/index.asp
http://www.lindamacaulay.com
http://www.sbs.ox.ac.uk/faculty/Kimbell+Lucy/
http://designingforservices.typepad.co.uk/designing_for_services/service_design/index.html
http://www.citris-uc.org/CITRIS-in-Europe-2007
http://list.informs.org/pipermail/msom-society/2007-March/000154.html
http://www.london.edu/operationsandtechnologymanagement/chrisvoss.html
http://gow.epsrc.ac.uk/ViewGrant.aspx?GrantRef=EP/E056377/1
http://www.ifm.eng.cam.ac.uk/people/mjg/
(Thanks to Linda Macaulay for the pointers)
Linda Macaulay, University of Manchester, directed me to the SSMEnetUK (http://www.ssmenetuk.org/index.asp). More about SSMEnetUK, and other SSME activities in the UK during July 2007 inside. Read more... Service Operations, Logisitics, and Informatics (SOLI '07) Robin Qiu write...
"Program Highlights:
Keynotes: Prof. Morris Cohen, Wharton School, University of Pennsylvania; Dr. Brenda Dietrich, Director, IBM, President of INFORMS; Prof. Matthew Realff, Program Director, Enterprise Service Engineering, NSF.
US NSF Service Research Workshop and Visionary Panels/Sessions : More than 20 worldwide leading scholars and professionals have been invited, including Professors from MIT, Harvard, Penn, UC Berkeley, Stanford, USC, Yale, PSU, Maryland, Arizona, RPI, UC Los Angels, Georgia Tech, etc., Professionals from IBM, Sun Microsystems, SSPA, Unisys, HP, etc. (NSF workshop will be held in parallel with the conference).
Sponsored by: IEEE/ITSS, Technical-sponsored by: Chinese Academy of Sciences and INFORMS
Loews Philadelphia Hotel, 1200 Market Street, Philadelphia, Pennsylvania 19107, USA."
For more information:
http://www.ezconf.net/index.php?co_id=2
(Thanks to Robin Qiu for the information)
SOLI 07
Robin Qiu, Penn State University, sent a note about SOLI '07 -- the 2007 IEEE/INFORMS International Conference on Service Operations, Logistics, and Informatics, August 27-29, 2007, Philadelphia, USA. Read more... Management of Engineering and Technology (PICMET '07)Symposium
Tugrul Daim writes.. "We are holding a one-day symposium to define the research agenda in Management of Technology as a contributor to Service Science Management and Engineering, It will be held at the Hilton Portland Hotel and Executive Tower on Sunday, August 5, 2007, immediately preceding the technical program of PICMET’07 (Portland International Conference on Management of Engineering and Technology) Conference. We will have key leaders from academia, industry and government to present their ideas in the morning and to lead the discussions in the afternoon. The discussions will be focused on identifying the critical research needs in Technology Management in the Service Sector. The results will be presented to the entire PICMET’07 participants toward the end of the conference, and will be published as a report to be submitted to NSF. PICMET Portland International Conference on Management of Engineering and Technology just completed its 15th year with a recent conference in Istanbul, Turkey. The next conference will be held in Portland, Oregon on August 5-9 2007. Around 300 papers will be presented at PICMET’07. Approximately 600 attendees from more than 40 countries are expected to attend the PICMET ’07 conference. Typically, 70% of PICMET participants are researchers, 20% are industry executives and 10% are government officials. "
For more information:
http://www.picmet.org
(Thanks to Tugrul Daim for the information)Tugrul Daim, Department of Engineering and Technology Management, Portland State University, sent me a note about the upcoming service science workshop and presentations next week at PICMET Conference (http://www.picmet.org): "PICMET '07 (Portland International Center for Management of Engineering and Technology) Symposium and Conference will be held August 5 - 9, 2007 at the Hilton Portland Hotel and Executive Tower in Portland, Oregon ." Read more... Hidden Innovation See the video of Alistair Darling's speech on Hidden Innovation provides some nice examples of the connection and importance of service innovation to all other types of innovation that impact business and society.
URLs
http://www.nesta.org.uk/mediaplayer/index.aspx?id=71
http://www.nesta.org.uk/informing/policy_and_research/highlights/hidden_innovation.aspx
http://www.berr.gov.uk/files/file39965.pdf
http://www.nesta.org.uk/assets/pdf/hidden_innovation_report_NESTA.pdf
http://en.wikipedia.org/wiki/Alistair_Darling
(Thanks to Chris Francis, Government Programmes, IBM UK)
Often service innovation is "hidden innovation." The UK's National Endowment for Science, Technology and the Arts (NESTA) website hosts a great talk by Alistair Darling that makes this point.... Thailand's IT Service Curriculum Sirindhorn International Institute of Technology of Thammasat University, Chulalongkorn University, Silpakorn University, Rangsit University, Rattana Bundit University, Mahanakorn University of Technology, Sripatum University, and Asian Institute of Technology, the National Science and Technology Development Agency (NSTDA), and the Software Industry Promotion Agency (SIPA) and IBM Thailand Company Limited, are among those engaged in SSME discussions.
Services Sciences, Management and Engineering (SSME) is one approach to integrating a variety of disciplines, including areas in engineering, social sciences and management, to properly focus education and research on services.
For more information:
http://www.itsc.mut.ac.th
(Thanks to Kriengkrai Bhuvanij for the pointer)
A lot of government, industry, and universities are working together in Thailand to create the skills needed for the next generation projects in Thailand... OGC Best Practices The OGC makes every effort to collate and validate guidance from proven global experts in their respective fields, on topics such as:
» IT Service Management - ITIL
» Project Management - PRINCE2
» Risk Management - MoR
For more information:
http://www.best-management-practice.com/
(Thanks to Alex Hernandez of Plexent for the pointer)
The UK trip is proving to be quite interesting. The British Government (Office of Government Commerce - OGC) has created a best management practice web site that covers IT Service Management topics such as ITIL (Information Technology Infrastructure Library)and more... Services on cyber-infrastructure and sensor networks Eleni Stroulia, Associate Professor and Outreach Program Director, Department of Computing Science recently provided a pointer to their new service science activities at U Alberta.
ActivitiesServices on Cyber-infrastructure
What is clear from exploring their website is that service innovation is as much about business model innovation as technical innovation -- and in fact the two coevolve.
For more information:
http://www.cs.ualberta.ca/~ssrg.
http://www2.gov.ab.ca/home/NewsFrame.cfm?ReleaseID=/acn/200706/21734730C2F11-E310-9021-96115CF7338857D8.html
(Thanks to Eleni Stroulia and Bernie Kollman for pointers)
Service science is taking root in Canada at the University of Alberta. Researchers there see great potential for the coevolution of new business models as the technology capabilities of the network expand...
Service Science Discipline Classification System
Claudio Pinhanez of IBM Research has produced the first discipline classification system for service science...SSME - Service Science, Management, and Engineering
Discipline Classification System DRAFT v 0.2A.A, General1.1. SSME Education2.2. Research in SSME3.3. SSME Policy4.4. History of Services5.5. Services Market6.6. MiscellaneousB.B. B. Service Science1.1. Service Theory2.2. Economics of Services3.3. Mathematical Models of Services4.4. Services as Value Co-Creation Systems5.5. Services as Dynamic Systems6.6. Services as Multi-agent Systems7.7. Services as Customer-Intensive Systems8.8. Service Complexity Theory9.9. Service Innovation Theory10.10. Service Science Education11.C. C. Service Engineering1.1. Service Operations2.2. Service Optimization3.3. Service Systems Engineering4.4. Service Supply Chains5.5. Service Engineering Management6.6. Service Systems Performance7.7. Service Information Systems8.8. Service Standards9.9. Assetization of Services10.10. Service Engineering Education11.D.D. Service Management1.1. Service Marketing2.2. Service Operations3.3. Service Management4.4. Service Innovation Management5.5. Service Leadership6.6. Service Quality7.7. Service Lifecycle8.8. Human Resources Management9.9. Customer Relationship Management10.10. Service Accounting11.11. Service Sourcing12.12. Services Law13.13. Globalization of Services14.14. Service Management Education15.E.E. Human Behavior in Service Systems1.1. Service Systems Evolution2.2.. Behavioral Models of Services3.3. Decision Making in Services4.4. People in Service Systems5.5. Organizational Change in Services6.6. Measurement and Incentive in Services7.7. Customer Psychology8.F.F. Service Design1.1. Service Design Theory2.2. Service Design Methodology3.3. Service Representation4.4. Aesthetics of Services5.5. Service Design EducationG.G. Service Arts1.1. Service Arts Theory2.2. Services-Inspired Art3.3. Traditional Service Arts4.4. Contemporary Service Arts5.5. History of Service ArtsH.H.H. Service Industries1.1. The Service Industry2.2. Information Services3.3. Business Services4.4. Professional Services5.5. Business Consulting6.6. Customer Relations7.7. Maintenance and Repair8.8. Public Services9.9. Social Services10.10. Health11.11. Hospitality12.12. Transportation13.13. Retail and Wholesale14.14. Financial15.15. Entertainment and Media16.16. Religious and Spiritual Services17.17. Other Service Industries
(Thanks to Claudio Pinhanez for this Draft)
Claudio Pinhanez of IBM Research has produced the first discipline classification system draft for service science...
Re: Service Science Discipline Classification System
Hi Jim,
Would it be a good idea to use this classification as a starting structure for the SRI forums page. I get lost more and more by the intruiging titles :-)Re: Service Science Discipline Classification System
OK - I passed on the suggestion.Re: Service Science Discipline Classification System
Hello, Jim:
This SSME - Service Science, Management, and Engineering Discipline Classification System DRAFT v 0.2 looks great. Might a possible "next step" involve groups of researchers and practiioners forming clusters, each of which would focus on a specific top-level sub-area? For example, one cluster could begin to formalize, say, the "General" sub-area; another cluster could do something similar for the "Service Science" sub-area, and so on.
Your thoughts on this would be greatly appreciated.
Thanks!
Michael W. Totaro, Ph.D.
University of Louisiana at Lafayette
miket@louisiana.eduRe: Service Science Discipline Classification System
I think this is a good idea.Service Science in Greece/Crete
Christos N. Nikolaou sends word of the First International Workshop and Summer School on Service Science, Management, and Engineeringhttp which created plans for a second meeting next year in Sicily.
Some of the topics that were presented and discussed during the first workshop included:For more information:
- Architecture of Global Service Businesses -- Functions, Processes, and IT
- The roles of value propositions and value networks in global service business architecture
- Models and tools to support global service business architecture and implementation
- Lifecycle management of business processes
- Monitoring business performance
- Quality of Service and Business Process
- Long Running Business Processes
- Education for service and IT management
http://ssme.tsl.gr/
(Thanks to Christos Nikolaou for the pointer)
Christos N. Nikolaou sends word of the First International Workshop and Summer School on Service Science, Management, and Engineering... Re: Finland ServiceForum07 and more I appreciate that Jim made this reference to my post and that people have used his reference to access the post.
Permit me to note also that I commented (per Jim's suggestion) regarding a document "Succeeding through Service Innovation," posted those comments (at http://thomasjbuckholtz.wordpress.com/2007/11/08/responded-to-request-regarding-succeeding-through-service-innovation/ ), and hope that people and 'service science' will benefit from the comments.2008 Welcome
The 2nd annual Service Innovation Design & Development conference
The event is scheduled for March 31-April 3, 2008 at The Westin San Diego.
- Gain access to THE gurus in service innovation. Meet them face-to-face, ask them questions in this relaxed setting.
- Hear dynamic perspectives from a diversity of industries: financial services, insurance, retail, healthcare, computer hardware & software, business services and technology
- This is not a lecture hall. Put learnings into practice through the multiple ideation and interactive sessions
- Engage in valuable peer-to-peer networking sessions starting with speed networking, a scavenger hunt, 8 networking breaks, 3 three-course luncheons and a cocktail party.
- Explore how to reduce NPD risk or How to Invoke Voice of the Customer in Service Innovation by signing up for a half-day workshop.
- New multi-speaker symposium on "Mastering the Service Innovation Process” will arm you with a clear understanding of the process form new service conceptualizing to taking a service to market.
- Came last year? Delight in 95% all new speakers that will give you even more tools that you can add to your innovation plans.
For more information:
http://www.iirusa.com/serviceinnovation
It's good to see the new community website. SRII was launched in 2007, and 2008 will be a year for growing the community membership and the amount of content on the site. There are many conferences coming up in 2008 that may be of interest to the community. One of the firt to find its way into my inbox is the 2nd annual Service Innovation Design & Development conference, described below a bit more...Service Research as a Source of Innovation
How can service research lead to service innovation, and how are results measured?
Ulrike Reinhard, attended one of our meetings at the Almaden Research Center in San Jose, CA that deal with Navigating Complexity, and she interviewed me about service research and service innovation. Here is her blog entry on service research.
For More Information:
http://blog.whoiswho.de/stories/8002/
http://www.almaden.ibm.com/institute/
Here is a short interview I gave last year on the topic of service research as a source of innovation... Re: US Innovation Investment Act Looks like different drafts of this have shifted the Service Science to Section 1005. Here are the pointers:
Here is the best URL for the America COMPETES Act, which includes Section 1005 on the Study of Service Science:
The best place to search for these kinds of things -- is Open Congress (http://www.opencongress.org/)
http://www.sourcewatch.org/index.php?title=America_Competes_Act
Version 5 - the final one that passed both houses of Congress and the President signed:
http://thomas.loc.gov/cgi-bin/query/D?c110:5:./temp/~c110nPy6Rp::
Section 1005:
http://thomas.loc.gov/cgi-bin/query/F?c110:5:./temp/~c110nPy6Rp:e19768:
SEC. 1005. STUDY OF SERVICE SCIENCE.
(a) Sense of Congress- It is the sense of Congress that, in order to strengthen the competitiveness of United States enterprises and institutions and to prepare the people of the United States for high-wage, high-skill employment, the Federal Government should better understand and respond strategically to the emerging management and learning discipline known as service science.
(b) Study- Not later than 1 year after the date of the enactment of this Act, the Director of the Office of Science and Technology Policy shall, through the National Academy of Sciences, conduct a study and report to Congress on how the Federal Government should support, through research, education, and training, the emerging management and learning discipline known as service science.
(c) Outside Resources- In conducting the study under subsection (b), the National Academy of Sciences shall consult with leaders from 2- and 4-year institutions of higher education, as defined in section 101(a) of the Higher Education Act of 1965 (20 U.S.C. 1001(a)), leaders from corporations, and other relevant parties.
(d) Service Science Defined- In this section, the term `service science' means curricula, training, and research programs that are designed to teach individuals to apply scientific, engineering, and management disciplines that integrate elements of computer science, operations research, industrial engineering, business strategy, management sciences, and social and legal sciences, in order to encourage innovation in how organizations create value for customers and shareholders that could not be achieved through such disciplines working in isolation.Re: Service Research as a Source of Innovation
In the interview you state that as a people business one of the two things you want to do is to increase the knowledge of the people of your company. I wonder if that is really the whole point as that goal is generally related to universities. Isn't is more the case that people intensive companies should manage the balances between developing people's knowledge (including experience & skills) and getting this applied in a commercial setting. Or even better: developing knowledge on the job?Re: Service Research as a Source of Innovation
Harold,
Well said - and you are of course quite right, when you commented -- "Isn't is more the case that people intensive companies should manage the balances between developing people's knowledge (including experience & skills) and getting this applied in a commercial setting. "
-JimINFORMS Service Science Section
INFORMS Service Science Section
Robin Qiu writes about 2008 plans for INFORMS Service Science section. Subscribe to these to stay current with Service Research and Innovation topics:
I have found the following subscriptions to be especially relevant to Service Research and Innovation... Measuring Service Sector R&D Measuring Service Sector Research and Development
RTI prepared a report for NSF & NIST in March of 2005 that provides information on R&D investment and recommendations for improving the measurement of service sector R&D spend...A Certification Challenge for SOA technologies
Challenge on Automating Web Services Mediation, Choreography and Discovery
Charles Petrie of Stanford's Computer Science Logic Group has brought to my attention the following interesting challenge, inviting the technical community to show what their web service mediation, discovery, and composition technologies can really do...IBM Systems Journal on SSME
Service Science, Management, and Engineering (SSME)
The latest IBM Systems Journal delves into SSME (Service Science, Management, and Engineering). Check it out.Aberdeen SOA and Web Services Applications Report
Improve Performance of SOA and Web Services Applications
Michael Dortch's report of "Performance in a Service Oriented Architecture World" is a worthwhile read...Cambrdige-IBM SSME Report
Succeeding Through Service Innovation
Calling for a new focus on Service Innovation, The University of Cambridge and IBM have just released a report that lays the foundation for a science of service systems, and calls for doubling the amount of funding for service research and education....Almaden Institute: Innovating With Information
Innovating with Information
About 20 minutes ago, I helped to kick off the 2008 Almaden Institute on the topic "Innovating with Information." I'll add comments to this item periodically over the next two days with points of interest, I'd like to share with the SRII community...Re: Almaden Institute: Innovating With Information
Hal Varian, Chief Economist Google
Innovation, Components, and Complements
Understand innovation as a "combinatorial search" by many entrepreneurs working in parallel -- assembling resources: pieces of technology (components), partnership relations (complements), etc.
The system is valuable, not just the individual components. For example, network effect in fax machines.
radio competition for business models - tax (BBC), donation (NPR), advertising (Most Radio), etc.
advertising requires scale to work (giant micropayment system)
In a system, incentives or motivation problems:
How do you divide the value between the complementors? to get more growth? to get higher quality? to get more productivity? to get more compliance? to get more innovation?
In a system, coordination problems:
e.g., leader-follower (IBM), coleaders-followers (Microsoft-Intel), absorb-M&A (hard-Sony-Columbia BlueRay advantage?)
Pixar component DB - colors, sounds, gags, etc.
complementors: if coordinate, may be prices down
substitutes: if coordinate, prices up
great example of blockbuster being out of the top-selling videos, changed when shift to revenue sharing model (nice example of optimization making service system better win-win-win, and shred information)
example: computer mediated contract (to monitor performance of the contract)
Question: How do we elegantly describe the combinatorial space for service system design?
Books
Information Rules: A Strategic Guide to the Network Economy by Carl Shapiro and Hal R. Varian
The Economics of Information Technology: An Introduction (Raffaele Mattioli Lectures) by Hal R. Varian, Joseph Farrell, and Carl Shapiro
Co-Opetition : A Revolution Mindset That Combines Competition and Cooperation : The Game Theory Strategy That's Changing the Game of Business, by Adam M. Brandenburger, Barry J. Nalebuff
The Visible Hand: The Managerial Revolution in American Business by Alfred D., Jr. ChandlerRe: Almaden Institute: Innovating With Information
Kris Pister, Dr. "Smart Dust"
Instrumenting the Planet for Intelligence: From Blue Sky to Business Impact
Story is three five year plans: Size, Function, Standards
Motes - under seats in auditorium, on remote control small planes, insides construction projects, in every room of a building
Low Data Rate WPAN Applications - building automation, insdustrial contol, poersonal healthcare, consumer electronics, residential lighting-heat, pc-peripherals
Issues: reliability, standards, easeofuse, power consumption, development cycles, node size
Since the tie of Marconi, this has been a good idea... but... reality is not there yet.
CSMA - Carrier Sense Multiple Access
TSMA - Time-Spread Multiple Access
Emerson "Smart Wireless" starter kit, shipping since Oct 2006
$1000 cost
10x cost for installation
12 other manufacturers, and costs are dropping
"Free invisible conduit" -- because wireless is scary
Pilots are revealing business impact - overheated components, etc.
applications
Industrial equipment - temperature, vibration
Parking monitoring - streetline networks (City Governments)
Pharmaceutical manufacturing
Energy Managment (Honeywell)
Perimeter Security (SAIC)
Next step: Location
Consumer applications
Apple-Nike - running speed upload to iPod
50 cent blinky rings
Books
Protocols and Architectures for Wireless Sensor Networks by Holger Karl and Andreas Willig
Ultra-Low Energy Wireless Sensor Networks in Practice: Theory, Realization and Deployment by Mauri Kuorilehto, Mikko Kohvakka, Jukka Suhonen, and Panu HämäläinenRe: Almaden Institute: Innovating With Information
Nagui Halim
Stream Computing: A New Paradigm to Gain Insights and Value
We all know there is a ton of data out there...
Few appreciate the data presents itself in very complex ways (many types and forms)
compounded by user needs are dynamic (equipment and apps - technology - changing too)
the system itself must respond to internal state changes
Stream computing concept - a next big step in computing
...breaking the store and process mode
... do the processing on the fly is System S
shipping yards, air traffic, pipelines, manufacturing processes over space and time, as well as e-Science applications
System S - from laptops to 10,000 processor
input connectors - processes - output connectors
audio, images, voice, VoIP, video, TV, financial news, radio, police scanners, web traffic, email, chat, GPS data, staelliete data, sensors, badge swipes, transactions, etc.
System S processing building blocks
classifiers, annotators, correlators, filters, aggregators
active scheduler that maps the flow graph to available hardware
the graph is a first class object in the system, and so it can be dynamically configured (congestion, failuer, etc.)
Example, stream processing on a river ecosystem
Example: financial traders making decisions, what market makers do, they see all the trades and set the price in realtime
Example: wafer processing - predicting ongoing quality (90% predictive accuracy, in one case)
Example: healthcare neonatal care - detect bacterial infection 24 hours sooner
Stream computing the next HPC (High Performanc Computing)
HPC for modeling and simulating
Stream computing for complex real-time processing
Requires a different programming model
very nice chart: automated decisions to human decisions, structured and unstructured information, analytics complexity - event correlation and pattern matching
decision latency - seconds, minutes, hours
questions
relationship to digital signal processing (DSP) field, and LabView - analytics level
what data to throw out in advance (filtering)
taxonomy of decisio making types
Related Books
Data Streams: Algorithms and Applications (Foundations and Trends in Theoretical Computer Science,) by S. Muthukrishnan
Learning from Data Streams: Processing Techniques in Sensor Networks by Joao Gama and Mohamed Medhat GaberRe: Almaden Institute: Innovating With Information
Ian Jennions,
Rolls Royce
Equipment Health Montioring service
civil aerospace, defence aerospace, marine, energy
55% service, 45% equipment
video: new thinking, joined up thinking
zero, algebra, algorithms --- asset management is key to future costs of systems (EHM systems)
integrate people and systems, between provider and customers (integrated partnership)
life cycle costing - equipment, logistics, fleets
value from integration - reduce redundancy, shared systems. comparateive advantage of division of labor
lowest cost of ownership over the life cycle
contract: 3 hours for flight info to be logged (really 15 minutes)
old business model - money from parts sale
reactive alighed integrated-- maturing model
shift risk from customer to the service provider
model of the business - intelligent agents
video: total care simulation
map of world, showing the flows of information and materials to deal with replacing an engine
value is what-if decision making
module level, but could go down to component level
integrated products and services (IPAS)
lots of service data, need to make accessible to the people who need it (new product designers, customer support service provider, service engineers overhaul shop)
data from processes, information in shared db, and knowledge in people's heads
from process, to repository, to people
8yr EHM savings is $60M
QUICK - build models of normality out of 10-12 dimensonal spaces
Building models of normality - and look for deviations from a signature
Quantiative User-friendly Intelligent Collection of Knowledge (QUICK)
Oxford University, Oxford-Biosignals, Rolls Royce
Novelty Thresholds - Bayesian EVT (Extreme Value Theory)
Future
system boundary - economic, safety, environmental impact...
bandwith-localprocessing traqdeoff
Books
Extreme Value Theory: An Introduction (Springer Series in Operations Research) by Laurens de Haan and Ana Ferreira
An Introduction to Statistical Modeling of Extreme Values by Stuart Coles
Product Lifecycle Management: Driving the Next Generation of Lean Thinking by Michael GrievesRe: Almaden Institute: Innovating With Information
Atul Arya, BP
The Business Value of Using Sensors
Decrease cost a little, greatly increases the opportunity
Technology and Behavior (Work Practice) changes
7 trillion barrels of old exist
we have used 1 trillion barrells so far, 1.2 trillion remain in existing fields
future technology might make 3.7 trillion barrels recoverable (maybe)
32 billion barrels per year used today
BP has 18billion barrels on the books, 42billion barrels non-proved reserves
4million barrels of oil per day - 1.4billion barrels per year
700 wells, 40+ assets (locations)
Vision: FieldoftheFuture (R) - improve 100,000 barrels per day, and make 1Billion new proved
Gulf of Mexico: complete integration of real-time data (total operations)
Axerbaijan: advanced collaboration environmentt (command center -> WoW/SL)
North Sea: Optimization of Sub-sea Operations
Vision: RefineryoftheFuture (R)
Future is more sour, sulphur rich oil (Canada and Venezula - but it is 10-20% cheaper)
Next generation logistics: filling a big tank is quite complex (able to model and simulate and monitor)
Remote plant modeling - operations in a corrosive atmosphere
Deployment of MOTE technology (Naperville outside Chicago)
processing feedstocks that others cannot process is a big deal
microfluidc models to make table top refinery systems
massively parrallel processing using micrfluid devices allows testing and build db before processing of deed stock
Related Books
Oil: An Overview of the Petroleum Industry by Robert Grace
Oil: Anatomy of an Industry by Matthew Yeomans
The Petroleum Industry: A Nontechnical Guide by Charles F. Conaway
Introduction to Microfluidics by Patrick Tabeling and Suelin ChenRe: Almaden Institute: Innovating With Information
Brenda Dietrich, IBM
Adding Value to Information via Analytics
Survey of Past
timeline of information/analytic service starting point
e.g., stock market crash > Moody's
Survey of Now - Known Questions
examples: supply chain, workforce management, carbon management
optimize the use of resources - displace consumption of resource, with better information and decision-making
supply chain - using excess inventoried parts to create new offerings for the market
workforce manager - IBM has 200,000 employees working for IBM customers (contract labor)
carbon view of supply chain - not the dollar view of the supply chain, but the environmental impact (service, quality, cost, carbon)
Green Sigma (TM) - Carbon Managment Dashboard
Using Analytics to Extract Information - Unknown Questions (boat load of data)
statisticians like to work with the data where the model for noise is known
NetFlix ($1M contest - indemnification clause)
KDD-Cup 2007
ASCOT - Automated Search for Collaboration Opportunities by Text-mining)
BANTER (Blog Analysis of Network Topology and Evolving Responses)
Future Directions - Enriching Information
information + analytics -> more information
predictions markets
colective intelligence harnessed
suck data off of exchanges and adding value to help better matching
personal benchmarketing - carbonfootprint.com, revolutionhealth.com, padi.com, ravelry.com
"download PDF was out of stock"
Related Books
Competing on Analytics: The New Science of Winning by Thomas H. Davenport and Jeanne G. Harris
Beyond the Balanced Scorecard: Improving Business Intelligence with Analytics by Mark Graham BrownRe: Almaden Institute: Innovating With Information
Chris Meyer, Monitor Networks
"Evolving Offers in an Instrumented Economy"
Jack Welch "When the rate of change outside exceeds the rate of change inside the end is in sight"
value-add-lifecycle - science-technology-business-organization
The Offer
product business and service business - are not separate, the new combinationis the offer
end of equilibrium - versus freeze-externality-refreeze
informatiionalization = speed + connectivity + intangibles
software blurs the product-service distinction
Alan Greenspan "Weight of US GDP is the same, but the value is increased by 20"
in what country, will software be first licensed to write prescription (it will not be the country the AMA is in)
laughter
"download the upgrade" to the dishwasher Miele 1996
capability is in people or in software
where is the value?
speed (doesn't take too long)
connectivity (anywhere, anytime)
intangibles (upgrade, remove distrations, sensations)
product - source of value (manufacturing process)
service - source of value (training and maintenance)
offer - source of value (platform) and designed to learn
life time of the customer need
adaptive offer - sense & response; learn & adapt
Honeywell: Adaptive Intelligent Recovery (learn the heat mass of the radiator)
Capital One
60,000 offers per year - what are they doing or what are they trying to do... measuring effectiveness of their models
BankInter
bank on ATM, PC, Cellphone, etc.
CRM watch behavior in each channel
match with demographic information
what should be next? when is the time to cross sell it?
knowledge of the customer is key - model of the customer
Instrumented world -- his car license plates from a vacation trip to Italy
self-organized traffic (bus and traffic light)
bus transit times reduced 15% in LA
light can advance or delay changing by 10 second
you can create a simulator or you can do experiments -- to know that 10sec leads to 15% improvement
Microsoft traffic clip
"created individual personalists for 819,000 road segment in the Seattle area"
moon shot of the machine learning project
Connectivity and Self-Organization
combinatorial optimization - Varian's talk (Stu Kauffman reference)
phase change from a static economy to an adaptive economy
BMW Ad - wheel spinning in snow storm
download patch to transaction control system
not just to one customer, but to all BMWs
and now you have an evolving offer
examples: honeywell, amazon, bankinter, google, queenBMW
worldview shift: from customer-problem to learning-opportunity
faceforce = facebook + salesforce.com
opensocial (google) <-> oracle (fusion 11g)
gaming the system -- parasites
this is the frontier, this is what people experiment with...
sence-respond-learn-adapt (management challenge is the adapt)
workshop: iHealth? Need an adaptive healthcare system
Related Books
Blur: The Speed of Change in the Connected Economy by Stan Davis and Christopher Meyer
Future Wealth by Stanley M. Davis and Christopher Meyer
It's Alive: The Coming Convergence of Information, Biology, and Business by Christopher Meyer and Stan DavisRe: Almaden Institute: Innovating With Information
This is an amazing forum and really cool that Jim is blogging the content highlights real time. THANK YOU Jim.Re: Almaden Institute: Innovating With Information
Panel
Chris Meyer, Monitor Networks
W. Brian Arthur - Sante Fe Institute ("Increasing Returns")
Nagui Halim - IBM
Ian Jennions - Rolls Royce
Ellen Levy - Silicon Valley Connect (VP Corp Dev and Strategy and LinkedIn)
MARIO - Mashup Automation for Realtime Invocation and Orchestra
Nagui Halim
DB is about the past events
MARIO is about the future events
Hurricane in the gulf --stock price impact
Growing an Intellgient Economy
W. Brian Authur, Sante Fe Institute
what are the commonalities of the stories coming out
machines, people, business processes -- all being sensed
generating a lot of information
information is linked
50 years ago the economy was about factories
now getting a ticket in the airport - and endless conversation?
the economy is developing a neural system
industrial economy developed a muscular system
not yet totally interlinked
no central brain
makes it an adaptive complex system - in Sante Fe Institute terms
if we have such a neural system, what are the possibilities?
design - optimal ways of responding -- rational via models, adaptive networks
definition of intelligence: sense environment and respond appropriately
autonomous intelligence -- can adapt and learn on its own
land mine example - sacrier than LA bus example
primitive sensors, primitieve responses, and simple rules
appears to be smart -- and yet it is autonomous agents/agent-based simulations
point out two things:
economy is genuinely evolving a neural system (a population of digital conversations)
there are limits on the demand side to what we want, and what we are willing to put up with
Ellen Levy, Silicon Valley Connect
Using social networking to your professional advantage
Life in an informatin-centric, connected world
it's not only what you know, it;s who you, and what they node
when the nodes in the network are people
social networks: fad or real
are spocial networks - professional or social, real relations or connections
information overload and fighting your inbox
I know someone in my companies knows, just not who
not all the smart people work for my company
social filtering has value when you know who the people and the relationships between them
establishing your identity
Cisco example
LinkedIn 1.9M F500 employees
IBM 116K , 71K alumni
LinkedIn allows you to own your identity on the web
Questins and answers
Company Profiles
Ian Jennions, Rolls Royce
Marine EHM example
learning from customers
Rollys Royce designed ships with enginee and propeller modules
trial vessels for customer learning experiences
Farsted and Rolls learned togethe
rpoint: learning with customers
question: innovation thru information, how to assess the hurtles to be overcome
- getting information (sensors 5 yrs ago, but not now; but maybe actuators are the limit)
- technology to turn it into value (limited bandwidth, reliability of wireless, reliability of power)
- inertial of existing behaviors (social barriers, information involved control; also a design that is acceptable; mindset; organizational metrics; reward actors when it is a bet)
- selecting and betting on innovation from portfolio
"either I measure it and I kill it, or I let it succceed and no one knows"
question: enlightening day, maybe we are leaving out the intangiblesRe: Almaden Institute: Innovating With Information
Martin Fleming, IBM
Innovating with Information
IT uses 2% of global energy
But it can be used to reduce the amount overall
Help clients succeed in a carbon conscious world
intelligent transfromation
intelligent utility networks
advanced water management
energy efficient IT facilities
carbon management design
issue: resistence to higher energy prices
business process, social, political point of view needed
more social science - economist
historic context - waves of transformation (Perez)
1. industrrial 1771
2. steam and rails 1829
3. steel and electrcity 1875
4. oil, autos,, mass production 1908
5. information and telecommunications 1940
Adam Smith
"The division of labor is limited by the extent of the market"
DoL = F(demand)
he hypothesized that the cost of transportation was going to drop
so market would expand
so greater specialization could be supported
---
today declining communication costs, and large size of market for information
World is Flat, Freidman
ten changes are complements
Varian - mini-global enterprise
Palmisam - global entrepreneur
Related Books
Technological Revolutions and Financial Capital: The Dynamics of Bubbles and Golden Ages by Carlota Perez
The World Is Flat 3.0: A Brief History of the Twenty-first Century by Thomas L. Friedman
The Wealth of Nations (Modern Library Classics) by Adam Smith, Robert B. ReichRe: Almaden Institute: Innovating With Information
Horst Simon, Dr. "SuperComputing"
Lawrence Berkeley National Laboratory
Using High Performance Computing to Drive Innovation and Knowledge Discovery from Petascale Data
http://www.top500.org/
Computational Science and Engineering (CSE) = data + supercomputers + statisticians
Key is global Distributed Interdisciplinary Groups
2003 turning point -- shift from source to sink (more data in, than data being sent)
Moore's Law is changing the attitude about scientific data (value -> obs data +, model data -)
more model's means we can just recompute - we don't have to store the data
however, real world observational data should not be lost -- it is what is real
Metagenomincs sequence of all the genes of every organism in an ecology
2006 Nobel Prize by Smoot & Mathers is now a MathLab student exercise!
Quantum Fluctuations and 13.7 billion years to today
Increasing Scientific Productivity - eliminate data manipulation and management overhead
80% data manipulations
20% scientific discovery
FastBit - tremendous speed up in ability to search scientific datasets
Also uses visualization systems
Application: CyberSecurity
42 weeks of connection records (281 GB of raw data)
found someone scanning ports - 9-10pm at night only
Tangent on grid computing --- succeeded
Earth Science Grid Analysis Environment
SuperNova Factory -- automation helped scientific discovery
(eliminate routine cognitive work - mostly done by graduate students)
ESNet - a high bandwidth swtich for large scale scientific data (commercial serivce applications?)
5Peta to the Home? don't want to say never...
Take Away: Big Data is driving Big Science
questions: world simulation connect economic and ecology simulator (basic research to get integration 6-8 years, and $10M)
Related Books
High Performance Computing: History, Concepts, and Implementation by Klaus Schmidt
Petascale Computing: Algorithms and Applications (Chapman & Hall/Crc Computational Science Series) by David A. Bader
The Grid 2: Blueprint for a New Computing Infrastructure (The Elsevier Series in Grid Computing) by Ian Foster and Carl KesselmanRe: Almaden Institute: Innovating With Information
Mark Dean, IBM
Serving the Next Billion: How Information can Drive New Opportunities in Africa
There are positive things going on - more stability than news shows
GDP growth is 5% annually
most nations are happy with 2% GDP annual growth
not as much as Brazil, Russia, India, China, but substantial
they want to build technology for Africa in Africa
help them be innovators
Tremendous amount of natural resources (agriculture, mining, oil, ores, cocoa beans, etc.)
Africa could be a very wealthy continent
need informal economy to transition into a formal economy
add value to the raw resources... how can this happen?
need to be exporters of finished goods
help innovate and create brands
only one or two branded chocolare and tea products from Africa
(from low cost resources to high value brands)
Informal Economires
much of it is barter
Big Cities - Africa will hae some of the biggest in the next two decades
transportation costs are about 10x
watch TV off car battery
business pickup, charge battery, and drop off (like milk in US 50 years ago)
people that do not have running water have a cellphone
charge cellphone on car battery
challenge for infrastructure
US and Europe have old instructure problem
In Africa, they do not have that problem
new fiber is being layed out all around the coast of Africa
Africa needs college level skilling of larger groups of people
want universities that rival the best in US -- the people helping are from those universities
IBM working to give Africa access to BlueGene supercomputers
mPresence
wireless infrastructure
personal and business transactions
delivering content and services
businesses developing for just the cellphone format
movies, advertisement, etc.
they only get 2% of the profit from the beans they sell
a wiki/cooperative will help them communicate about prices...
distributed cooperative
education down under the teaching tree ---
they want education, but they do not have water or toilets
remote public services
with education comes additional opportunity
closing concept: your cellphone being your wallet, credit card, passport, picture book...
would take a long time to recovery from a physical wallet
but would be easier to recover from the loss of a digital-wallet
Related Books:
The Fate of Africa: A History of Fifty Years of Independence by Martin Meredith
The Trouble with Africa: Why Foreign Aid Isn't Working by Robert CalderisiRe: Almaden Institute: Innovating With Information
Andreas Weigend
"New Consumer Data Revolution - Pay or Be Paid"
key question - is "who pays whom?"
How many people here work for Google?
trick question - we all do, if we use Google services
review of the many Google services, well beyond search and advertising
Example, Retail
GAP only knows where 70% of its inventory is?
transition from transaction economics to relationship economics
we get value out or we would not be doing it
questions for IBM
70s 10M people, experts digitize backoffice
80s 100M people, front office users interacats with backoffice
90's 1B people, Cusomters interact with firm
00's 1B peer-production
now: discovery, people, mobile, model current situation plus history
my bias: if data doesn't influence decision making, it doesn't have value
Example: access microphone and camera
IMMI: if you carry a microphone, they provide a service (every 30 sec, record 10 sec)
joke: shower, and candidate for shampoo and conditioner
Digital Networked Economy (Hal Varian)
FaceBook -- Friends for Sales (50M users on Facebook)
Key Question: "who pays whom?"
not in a HW revolution, not a SW revolution, we have a data Revolution (information relationship service revolution?)
"Pay as you Drive" (TM) insurance
spit into testtube -- to get my DNA analysis (what should insurance know)
JobScore -- interview records shared, give data to get data
companies hiring people share information
Web2.0
user focus, system engineered, network effects, transparency
the more I use my laptop - slower it gets
the more I use Amazon - the better it gets, recommendation system
perspectives - incentives
pay people
get volunteers (Wikipedia)
create self-interest (BitTorrent)
The Data Business: Who Pays Whom?
value of data proportionally to their impact on decisions
JigSaw -- buy and trade business cards
Loss of control -- gone.... getting CEO mobile phone number
Where do people go for information?
20 years ago TV
10 years ago search
now your relationships
Conversational Marketing....
Related Books
The Wealth of Networks: How Social Production Transforms Markets and Freedom by Yochai Benkler
Wikinomics: How Mass Collaboration Changes Everything, by Don Tapscott, Anthony D. Williams
Customer Intelligence: From Data to Dialogue, by Sean KellyRe: Almaden Institute: Innovating With Information
another related book:
The Dynamics of Service - Reflections on the Changing Nature of Customer and Provider Interactions (Examination of the Service Transaction From a Social, Psychological and Management Perspective) by Barbara A. GutekRe: Almaden Institute: Innovating With Information
Andreas has his students look at the issue of living on an instrumented planet:
http://stanford2008.wikispaces.com/5.+May+05%2C+2008Re: Almaden Institute: Innovating With Information
Ray Strimaitiss, IBM
The Need for Balance, Intellectual Property and Innovation
US Constitutional mandate for Intellectual Property - to promote progress in science and useful arts, exclusive right for a limited time
% of GDP in tangible assets and intangible assets - - crossover 2004
US Federal Reservce - Nakamura, Ned Davis Research
IP in the Limelight - a lot more media visibility these days
More/strong patents = more innovation?
Patents in the right area can lead to a lot of innovation - balance matters
increasing amount of patent litigation
if patents are too easy, then economic impact can be 7% of annual US R&D spend
Ford, Koutsky, Spivak
Top Defendants in US patent litigation: Microsoft, verizon, target, dell, Wal-Mart
Platinffs: 26% non-practicing entities (the "trolls"), 50% against large companies
(Source: Troll Tracker)
US patent reform
harmonization, patent examination process, infringement litigation
Balancing proprietary and open
Laws should not favor one or the other, but balance both
Need to balance innovation agreements between universities and businesses
the patent system fuels innovation
the patent system has not kept up with the shift to a knowledge based (digital network economy)
need innovation ot improve the patent systems!
Patent Quality Index
Collaboration: Patent Pledges
How can scientists help?
automate prior art search
comon software taxonomy and search of code/flow charts (not just text)
automated extraction of level of ordinary skill
analysis of patent quality index
central repository for patent commitments to standards organizations
shift from IP pretiction to maximizing IP value
question: business process patents? search prior direction?
Related Books
iProperty: Profiting from Ideas in an Age of Global Innovation by William Barrett, Christopher Price, and Thomas Hunt
Intellectual Property in the Information Age: The Politics of Expanding Ownership Rights by Debora J. HalbertRe: Almaden Institute: Innovating With Information
Jeff Kreulen and Scott Spangler, IBM Service Research
Intellectual Property Analytics: Turing Unstructured Information into Value
joke: it's about beating the competition (shows a patent diagram for a butt kicking machine)
From transaction to interaction business intelligence
Move from transactions to interaction (relationships)
Exists within a context -- and need to account for the context
how products evolve (dynamics/change)
how you want to behave (rules of the game)
enterprise ecosystem
CEO Survey on sources of information
Leveraging interactions in the enterprise ecosystem
Analytic Approach
understand the business objective
identify information sources
explore-understand-analyze
Explore (navigate large amounts of information)
Understand (taxonomies, synonms, classification, clustering, refinement, etc.)
Analyze (trending, co-occurence, network analysis, visualization, etc.)
EXAMPLE: SIMPLE TOOL
Strategy Information Mining Platform
based on Business Insight Workbench
focus on patent analytics
find companies that are really strong in an area
find companies that overlap
Example: Divestiture
Many-eyes visualization
Example Chemical Search
http://chemsearch.almaden.ibm.com/
COBRA - Corporate Brand and Reputation Analysis
Sentiment Analsis
IBM Jams - large scale brainstorm sessions
Service Delivery Insights for call centers
Scott Spangler -- Providing Context for Information
Blackberry Patents (judge threatened to shut down blackberry network if they did not settle)
Scott ran the five patents involved -- and understand it in context
Claims originality of Blackberry Patent
HBO TV Series - The Wire
goes beyond the police and criminal
education, judiciary, political all related...
and press is on a steep decline -- this threatens
"the bigger the lie, the more they believe"
Detective William "bunk" Moreland
Vegemite Ban Example
australian bread spread - yeast extract
story about ban of Vegemite in US happened
the long tail (tale) -- gossip
truth was one customs official got confused...
overwhelmed by misinformation
using text analytic you could have found the one bad source of information
big idea: credibility scoring (net cred)
main point: context is critical to understand information and make good decisions
Related Books
Mining the Talk: Unlocking the Business Value in Unstructured Information (IBM Press) by Scott Spangler and Jeffrey Kreulen
Competing on Analytics: The New Science of Winning by Thomas H. DavenportRe: Almaden Institute: Innovating With Information
Robert Merges, Berkeley
IP Policy for the Information Economy
Two main points
Point One; IP is not harmful or irrelevant to the information economy
Point Two: Current IP policy has problems that need to be solved
IP policy should stimulate real innovation, and discourage "rent seeking"
Rent = value someone else created
avoid entities using law to take resources away from the real innovators
Greenspan: shift from physical goods to ideas
IT investment double in last 40 years
this is the new physical infrastructure
latest trends
connectivity
collaborative possibliltiies
established players stuggling to keep up and change
distinction between information and rights
Rights versus the assets they cover
Myth: it is all IP (all information is IP)
John Perry Barlow - "Information wants to be free"
Robert Mergers, "Property wants to be property"
Larry Lessig, "We need to separate compensation from control" ("permission culture")
Wikipedia - "The Free Encyclopedia"
Question: What is the value of property right?
contracts get severed
borrowing or copying at the metalevel
IP Critics
- inventive aspect is oversold
- transaction costs will overwhelm any positive effect
Great thing about property
you gain flexibility
you can give some to some groups
you can keep some rights reserved
How do markets work for IP?
Related Books
Intellectual Property in New Technological Age by Robert P. Merges, Peter S. Menell, and Mark A. Lemley
Foundations of Intellectual Property by Robert P. Merges and Jane C. Ginsburg
Economics Of Intellectual Property Law (Economic Approaches to Law) by Robert P. Merges
The Wealth of Networks: How Social Production Transforms Markets and Freedom by Yochai Benkler
The Future of Ideas: The Fate of the Commons in a Connected World by Lawrence Lessig
Democratizing Innovation by Eric Von Hippel
The Democratization of Invention: Patents and Copyrights in American Economic Development, 1790-1920 (NBER Series on Long-Term Factors in Economic Development) by B. Zorina Khan
Entrepreneurship, Management, and the Structure of Payoffs by William J. Baumol
Good Capitalism, Bad Capitalism, and the Economics of Growth and Prosperity by William J. Baumol, Robert E. Litan, and Carl J. SchrammRe: Almaden Institute: Innovating With Information
Cynthia Dwork, Microsoft
Privacy: A Natural Resource to Be Preserved
Define a mathematical definition of privacy
Finding statistical correlations
noticing events
data mining tasks
official statistics
Hasn't this been done before
Yes!
NetFlix Recommendation system
Privacy thought: can we use data to identify people?
People can be identified even when personal data removed -- even movie buying patterns
Semantic Security against Eavesdropping
Statistical databases
Dalenius, 1977
Formalizes to semantic security
Semantic security for statistical databasaed is impossible
as soon as you have utility, you can watch the attacks
"attacks work even if Terry not in the db?"
Privacy definition idea is differiential privacy
instread of before versus after
look at the change in risk when someone opts in or out of the data set
Related Books
Advances in Cryptology - CRYPTO 2006: 26th Annual International Cryptology Conference, Santa Barbara, California, USA, August 20-24, 2006, Proceedings (Lecture Notes in Computer Science) by Cynthia DworkRe: Almaden Institute: Innovating With Information
Moidin Mohiuddin, IBM
Closing Remarks
Thanks to Eric Gabrielson who did a great job setting this up
And to Ann Peterson for logistics and arrangements
They were aided by others but their efforts were tremendous!
Innovating with Information
Life on an Instrumented Planet
Smart Services and the Information Evolution
Asymmetric Information: Spanning the Information Chasm
Intellectual Property: A Strategic and Information Service Dilemma
In recent years, the ability to capture, analyze and expose new and different types of information has altered economic and social outcomes both positively and negatively. For example, access to information has increased the quality of healthcare through improved diagnostics and more customized, targeted treatment options, but it has also permitted financial markets to create new, more targeted financial instruments such as sub-prime mortgages. Enterprises continue to demand more value to correspond to the greater availability of information. How will this value be realized?Skills and Competitiveness
EU KISA Skills Website, Survey, and Reports:
Both the EU and the US have recently released reports detailing some of the future skills needs of the knowledge-intensive service economy...Re: Almaden Institute: Innovating With Information
Thanks for the great notes. Most of the presentations are now available here - http://www.almaden.ibm.com/institute/agenda.shtmlNational University of Singapore focus area Service and Innovation Management
"Focused Research Areas -Service And Innovation Management
ISE research in Service and Innovation Management (SIM) focuses on the challenges of developing and introducing services and innovation. There exists a broad and diverse range of activities that are necessary for the successful undertaking of innovative product and service development. These range from the macro strategic aspects of R&D portfolio planning to the detailed operational issues of design decision. The theoretical basis for SIM research is drawn predominantly from the fields of statistics, organizational behavior, marketing, ergonomics, communication, and technology transfer. Interdisciplinary work involving the engineering, business, and social science disciplines are necessary to achieve significant progress in innovation."
For more information:
http://www.ise.nus.edu.sg/research_groups/engman/research-areas-SIM.html
Service research and education is finding its way into many discipline areas, including schools of Industrial and Systems Engineering and Engineering Management programs. Singapore's NUS highlights such a program. INFORMS and Service Innovation INFORMS Section on Service Science
The mission of the Section on Service Science is to promote and disseminate research and applications among professionals interested in theory, methodologies, and applications in Service Science, Engineering and Practice; and to provide a forum for the exchange of new ideas in Service Science, Engineering and Practice, which cuts across the fields of services business strategy and modeling, operations research, information technologies, industrial engineering, management science, social and cognitive science, work force management, and legal science, etc.
Also, INFORMS co-sponsored the 2007 Frontiers in Service conference.
For more information:
http://service-sci.section.informs.org/
The INFORMS Section on Service Science may be of interest to members of that community who are interested in service research and innovation. Re: INFORMS and Service Innovation Join INFORMS Service Science Section
Enroll as a member when you renew your 2008 INFORMS membership. Or, join the Section even though you are currently not an INFORMS member. More details information can be retrieved from the web page
http://service-sci.section.informs.org/Member.htm
FYI: Service Science Section has successfully solicited many clusters at INFORMS annual meeting in Seattle, please check it out: https://informs.emeetingsonline.com/emeetings/formbuilder/clustersessionlist.asp?clnno=1451&mmnno=167 "Finland Tekes SERVE Program
Serve - Innovative Services Technology Programme 2006-2010
Serve programme targets to increase and broaden the services development of the Finnish industry and to promote academic research in service related areas. Innovative service concepts and internationally competitive business models renew and strengthen the Finnish economy.
Service innovations – a definitionService innovation is a new or significantly improved service concept that is taken into practice. It can be for example a new customer interaction channel, a distribution system or a technological concept or a combination of them. A service innovation always includes replicable elements that can be identified and systematically reproduced in other cases or environments. The replicable element can be the service outcome or the service process as such or a part of them. A service innovation benefits both the service producer and customers and it improves its developer’s competitive edge.
For more information:
http://akseli.tekes.fi/opencms/opencms/OhjelmaPortaali/ohjelmat/Serve/en/etusivu.html
Another great example of the type of Service Research and Innovation program that SRII organization would like to see more of is Finland's Tekes SERVE Program. Evolving Perspectives on Service in India The speakers included:
Prof S Sadagopan,IIIT Bangalore (Keynote Address)
Dr Darlie Koshy, NID, Design Democracy by Service Design
Prof Jayanta Chatterjee, IIT Kanpur, Knowledge Services for Rural India
Prof Shankar Sastry, UC Berkeley, SSME Studies at Berkeley
Dr C Mohan, IBM, SSME Research Areas
Prof Y Narahari, IISc, Game Theory for Services
Prof Janat Shah, IIM Bangalore, Service Supply Chain
Prof Sunil Rai, SSME in Indian B-Schools
Presentations can be found at:
http://www.ssme.in/india.html
News reports included:
http://www.dnaindia.com/report.asp?NewsID=1105128
http://www.thehindubusinessline.com/2007/06/22/stories/2007062202722100.htm
http://epaper.timesofindia.com/Daily/skins/TOI/navigator.asp?Daily=TOIBG&login=voxbangalore
(Thanks to IBM's Ashutosh Dhanesha, University Relations & Outreach for the pointer)
India SSME 2007 was a full day event with 251 attendees from industry, academia, and government attending. Participants discussed the evolution from computer science to service science (Service Science, Management, and Engineering). Service-Oriented Computing, a European perspective Keynote by Jesús Villasante states:
"The evolution towards a service-based economy represents today more than 70% of the GDP in developed countries. This evolution is expected to continue and to influence our lifestyle in the coming decades but the full potential of the service-based economy can only be grasped if it builds on new technologies for the design, development and operation of new services and service platforms. This trend towards a service-based economy is a challenge to everybody and a new opportunity for Europe to position itself at the centre of innovation in this global race. European research and industry should play a key role in the establishment of the future IT service platforms, notably by influencing global standards, and contribute to the development of the capabilities required for Europe to design and deploy innovative services in order to remain competitive in our new globalised and knowledge-based world."
Read more: http://ercim-news.ercim.org/content/view/240/401/
(Thanks to Gavriel Savendy for the pointer)
The European Research Consortium for Informatics and Mathematics (http://www.ercim.org/) just published a special issue on Service-Oriented Computing. Jesus Villasante, European Commission, DG Information Society and Media, Head of Software & Service Architectures and Infrastructures Unit, presented the keynote. What will the service platforms of the future be in a globalized and knowledge-based world? Amazon, eBay, Google, Yahoo, Salesforce.com are here today. SecondLife and many others are working their way onto the stage as well... Aberdeen and Chief Service Officer (CSO) Summit
"Aberdeen’s Global Chief Service Officer’s Summit (CSO) This is the preeminent education and networking summit exclusively for senior-level customer service, finance, supply chain and operations executives to accelerate strategies for post-sales service transformation. The summit will host a world-class roster of senior-level service chain executives and thought-leaders to tackle such issues as Managing the Transformation from Product-Dominant to Service-Centric Operations, The CFO's View of Strategic Service Management, Globalization of the Service Chain, and Managing Performance in the Integrated Service Chain."
The 2008 CSO Summit will be Oct 8 - 9 in Boston. Check back for the 2008 CSO event web page and registration information.
For More Information:
http://www.aberdeen.com/events/live/2008/
Aberdeen Group is a useful source of information about service innovation topics, and annually hosts a Global Chief Service Officer's Summit (CSO).
Australia: Service Innovation Roadmap
Science and Technology-led Innovation in Services for Australian Industries
The Australian SIR report has an excellent executive summary that concisely lays out the Situation, Complications, Questions, Conclusions, Proposed Responses, and Recommendations:
Recommendation 1: Establish science and technology-led services innovation as an important priority of Australia’s National Innovation System Services innovation should become a major national
Recommendation 2: Strengthen the connections between services business and our science and technology base
Recommendation 3: Address the growing skills shortage in Australian services industries
Recommendation 4: Stimulate services innovation through Government ‘raising the bar’ as both a customer for, and provider of, services and through the establishment of national support infrastructure
The working group members who created the report include:
A key call-to-action
of the Cambridge University SSME report is for nations and businesses to create Service Innovation Roapmap (SIR) reports. A prominent Australian SIR report is entitled: "Science and Technology-led Innovation in Services for Australian Industries" ...Finland's Innovation University: Aalto University
Innovation University: Aalto University
Service Factory Workshop
The working group of around 30 participants, drawn from Helsinki University of Technology (HUT/TKK), Helsinki School of Economics (HSE) and University of Art and Design Helsinki, (UIAH) as well as business and government, was called to order by Timo Saarinen (Vice Rector, HSE),; who laid out a preliminary roadmap for developing the Service Factory theme, and also introduced the concept of an "hour glass shaped graduate" who would have broad communication skills across the disciplines represented by the three schools (the wide base), as well as deep knowledge in one specialized area (the narrow middle), and finally practical experience for applying that in on real world projects across business and societal functions (the wide top).; He offered this as an evolution of the notion of "T-shaped professionals."
Three breakouts on topics of teaching, research, and innovation followed the morning speakers.
Markku Tinnila (HSE), with a background in service business processes, lead the discuss on "teaching."; The concept of the "hour glass shaped graduate" was discussed again.; I contributed that Steve Kwan of SJSU and I had written a paper on Service Science Management Engineering and Design (SSMED) and outlined a high level overview of different disciplines that should eventually be integrated to create the body of knowledge that service scientists should know, along with service system design lab networks (ServSys DLN) for practice on real world, virtual world, and simulated world experiences creating, improving, and scaling service systems.; The paper includes over 200 annotated references, including many of the top service textbooks.; The 200+ annotated SSMED references are available on-line.
Paul Lillrank (HUT/TKK) lead the discussion of on "research."; He presented a 2 x 2 table that classified different types of scientific endeavors (different from the well known Pasteur's quadrant of Donald Stokes), and spoke of the complementory models of inquiry that technology, business economics, and art design bring to the challenge of innovation (creating new concepts and possible worlds that impact real world cultures in often suprising and transformative ways).; I've enjoyed reading about Paul's perspectives on service research, education, and innovation before, and found this latest discussion lively and engaging.; It is important to know that while Paul is in a technology school, he has a social science background, which serves him well in the area of service research.
Lasse Mitronen (Kesko) and Richard Straub (IBM, HSE) lead the discussion on "innovation."; Open innovation was of course an important topic of discussion.; Also, in an earlier presentatin, Lasse Mitronen presented some fascinating data from the retail service industry about the relative amount of time that production, distribution, and customer-consumer played -- indicating that less time is being spent in production and distribution and more time in customer-consumer related activities.
The Service Factory Idea
"Service business teaching and research environment - Service Factory as the future ... laboratory?
The Aalto University will be established on August 1, 2009, when the Helsinki University of Technology, Helsinki School of Economics and University of Art and Design Helsinki form a single new university, on these three impressive pillars, with the concept of a Service Factory as one important new theme. It is named in honor of the Finnish architect Alvar Aalto. United, the research institution, will be in a better position to architect innovations for the 21st century that fuse and infuse technology, business, economics, and design to create new research, new practice, and potentially new market and societal opportunities.
Glushko on Service Systems
Service Systems in Taiwan and Taiwan as a Service System
by Bob Glushko
"This week I've been in Taiwan at a Service Science Faculty Workshop at the National Tsing Hua University in Taiwan Bob Glushko of the I-School at Berkeley wrote an interesting blog based on his recent trip to Taiwan... Summer SchoolService Engineering and Management Summer School 2008
The Department of Industrial Engineering and Management at Helsinki University Before the summer ends, consider Service Engineering and Management Summer School...Open SSMED
Open SSME!
"IBM puts the clarion call out for the next generation of innovators..."
;* Jim Spohrer
;;;;; Director, Almaden Services Research, IBM
;;;;;;
;;; * Lynne Rosansky
;;;;; Vice Provost, The Levin Institute
;;;;;;
;;; * Mohammed Ghriga
;;;;; Dean, School of Business, Public Administration and Information Sciences, Long Island University
;;;;;;
;;; * Guido M. Rey
;;;;; Scientific director of SSME program
;;;;; Scuola Superiore Sant'Anna
;;;;;;
;;; * Aaron Quirk
;;;;; WebSphere Application Server developer, IBM, and master's degree graduate, North Carolina State University
For More Information
http://www.ibm.com/ibm/ideasfromibm/us/compsci/20080728/index.shtml?sa_campaign=message/ideas/leadspace/all/SSMEflash
IBM and academics talk about the emerging field of study known as SSME or, more recently, SSMED (Service Science Management Engineering and Design)...Re: Cambrdige-IBM SSME Report
Also, do not miss Jim's BusinessWeek podcast interview about the report:
http://www.businessweek.com/mediacenter/podcasts/innovation/innovation_04_29_08.htmThe Future of Service
Reaching the Goal: How Managers Improve a Services Business Using Goldratt's Theory of Constraints
By John Ricketts, IBM Distinguished Engineer
What will the future of service be?; Far more systematic approaches to increasing productivity and innovation in knowledge-intensive service activities.
Especially for complex Professional, Scientific, and Technical Services, which form the core of the knowledge economy and are very people intensive, the twin challenges are productivity and innovation improvements.; US employment in Professional and Business Services is growing even faster than jobs in Healthcare Services (US Bureau of Labor Statistics).
"Reaching the Goal" provides foundational insights for practitioners and John Ricketts, Distinguished Engineer in IBM Global Services, provides a glimpse at the future of service in his new must-read book "Reaching the Goal: How Managers Improve a Services Business Using Goldratt's Theory of Constraints." This book provides an important piece of the foundation for service as a science. Philippines and SSMEDPhilippines SSMED Conference
(Note that the "D" added to end of SSME stands for Design)
Agenda
Presentation Downloads
Executive Summary
"There is a shift in the global economy and the world is becoming a Alejandro P. Melchor III, IBM Philippines, Governmental Programs Executive provides an update on Service Science, Management, Engineering, and Design conference in the Philippines. Offshoring and outsourcing opportunities are highlighted, in the context of presentations that contribute to the formation of a national Service Innovation Roadmap (SIR) report. See conference agenda and presentation downloads, after reading executive summary below... Institute for Business Value ReportsInstitute for Business Value
"By understanding weak signals and early indicators of industry transformation, we help our clients to be ahead of the pack.”
I find myself often providing pointers to service science colleagues on the following three IBM reports, so I decided it was time to blog about them. IBM's Institute for Business Value (IBV) is most famous for its comprehensive CEO survey. IBV also has several reports that all service scientists should read. One is on business model innovation (value propositions between service providers and their customers), the second on service innovation maturity, and the third on CBM (Component Business Models) or industry models of customers that include KPIs (Key Performance Indicators) for all the major business components/service system entities that make up a business. Three BooksThree Books: Value Merchants, Internet Commerce Metrics and Models, and Reaching the Goal
1. Anderson et al (2007) Value Merchants: Demonstrating and In the past two weeks, I've pointed several dozen people to the following three books: Anderson's "Value Merchants" which is a must read for understanding value proposition creation, demonstration, and documentation, Jaganathan's "Internet Commerce Metrics and Models" which is older but still highly relevant to today's readers and reminds me of CBM or Component Business Modeling in many ways, and Ricketts "Reaching the Goal" which is on my top five list for service science textbooks, especially at the masters level. See my annotated references of them attached, and a very short description of each below. Service Conferences - What do you think?Service Conferences
My IBM Research colleagues try to attend these three:
1. Frontiers in Service Conference (http://www.rhsmith.umd.edu/frontiers2008/callforpapers.html)
2. IEEE Services Operations, Logistics, and Informatics (SOLI) (http://www.ssglobal.org/2008/)
3. Business Process Management Conference (http://emma.polimi.it/emma/showEvent.do?idEvent=22)
For service computing, they also try to attend these:
1. ICSOC (International Conference on Service Oriented Computing); http://www.icsoc.org
2. ICWS (IEEE International Conference on Web Services); http://conferences.computer.org/icws
3. SCC (IEEE International Conference on Services Computing); http://conferences.computer.org/scc
Please comment on this blog post with your top service-related conferences.
Also, are there too many conferences? What would the ideal conference be like? What topics?
By the way, hope to see you at Frontiers in Service in Washington DC the first week of October.
I would like to find out about people's top service-related conferences. Please see some of the one's my IBM colleagues mentioned below... and then add your own top 3-5 list as a comment to this blog item. Thanks... SSMEnetUK WorkshoipSSMEnetUK Workshop
Establishing SSME as a new academic discipline: Thought Leadership WorkshopLinda Macaulay, Professor of System Design, at Manchester Business School recently wrote about an upcoming SSME Workshop to be held September 17th and 18th 2008 in Manchester, UK... The Service of Healthcare
Innovation in Services Conference: The Service of Healthcare
"Healthcare is a service industry, but one that is strained to the breaking point Ravi Nemana, CITRIS Executive Director of SSME at UC Berkeley, writes about the upcoming, second annual, Innovation in Services Conference: The Service of Healthcare, to be held September 17-18, 2008 at Berkeley... U.S. National Innovation System, 1970-2006Where Do Innovations Come From? Transformations in the U.S. National Innovation System, 1970-2006
By Fred Block Ravi Nemana, CITRIS Executive Director of SSME at UC Berkeley, recently gave me a pointer to the ITIF report "Where Do Innovations Come From? Transformations in the U.S. National Innovation System, 1970-2006." Turns out collaboration is increasingly the key to successful innovations that matter... South Africa Engineering Service ScienceEngineering Service Science in a Rapidly Changing Economy
An INCOSE Tutorial presentation by Richard Weeks
"To provide delegates with an awareness of the trends associated with global services and South African dual manufacturing and services and services economy and the associated management implications thereof."
For More Information:
http://www.incose.org.za/downloads/INCOSE%20SA%20Conference%202008%20Tutorial%20Details%20rev1.pdf
Richard Weeks of South Africa ran an INCOSE tutorial, a few weeks ago, on the topic of "Engineering Service Science in a Rapidly Changing Economy"... Innovation EconomicsInnovation Economics: The Economic Doctrine for the 21st Century
"While the U.S. economy has been transformed by the forces of Stephen Ezell of the ITIF (The Information Technology and Innovation Foundation) recently wrote to me about an upcoming "Innovation Economics" meeting in Washington DC on September 25. Stephen was one of the co-authors of PeerInsight's "Service Innovation" report some time back... Re: Service Conferences - What do you think?Thanks to Jim Spohrer!
Academics really appreciated his keynote at the IFIP 8.2 (www.ryerson.ca/~ifip82) Working Conference on 'IT in the Service Economy' in Toronto in August 2008. As one of three high-profile keynote speakers, Jim's expertise and appearence inspired academics and practitioners alike. Especially, his illustration of the mapping of business processes by IBM was impressive.
We really look forward to see another 'Spohrer Keynote' at the WeB 2008 (www.web-2008.org/) Workshop on Designing eBusiness Systems - the workshop preceeds directly the International Conference on Information Systems (www.icis2008.org) in Paris in December 2008.
See you there!IT Service Management Forum
John Matthews of Comscient provided a heads up on itSMF Forum 08 meeting in San Francisco Sept. 7-13. IT Service Management Forum internation chapters promote may IT service management topics, including ITIL v3...
"Event Program John Matthews of Comscient provided a heads up on itSMF Forum 08 meeting in San Francisco Sept. 7-13. IT Service Management Forum covers many topics, including ITIL v3... Netherland's Service Innovation Roadmap (SIR) reportNations, businesses, and other organizations that understand the importance of service innovation are developing Service Innovation Roadmap (SIR) reports.;; The Netherland's Telematica Institute talks about the greatest challenge of the coming decade...
Service innovation and ICT: Vision and Ambition
"A consortium of companies, public organizations and knowledge institutes Nations, businesses, and other organizations that understand the importance of service innovation are developing Service Innovation Roadmap (SIR) reports. The Telematica Institute talks about the greatest challenge of the coming decade... Competitiveness in Science and TechnologyThe debate around national competitiveness in science and technology is a complex one, for sure, with many dynamic factors that suggest no easy resolution or policy fixes.; Nevertheless, for those interested in these types of debate, the recent ITIF response to a Rand report on US Competitiveness in Science and Technology provides a nice summary of arguments on both sides of the issue.
ITIF response to Rand
"Is the Clarion Call Warranted?; The Rand authors make four key arguments to allay concern that U.S. S&T leadership is imminently threatened:
1) Previous warnings that U.S. S&T competitiveness was under threat proved to be false alarms, as evidenced by continued U.S. leadership in the field over the past three decades, so current warnings must likewise be groundless;
2) the concern about S&T competitiveness is misguided, because downstream innovation is more important than upstream innovation
and because countries do not really compete anyway, only their companies do;
3) the globalization of innovation is an asset, not a threat, to U.S. innovation and S&T leadership; and
4) whether or not national competitiveness in S&T is a legitimate topic, the United States is in fact currently the world leader in science and technology, so there is little cause for alarm.
We ITIF consider the first four arguments in turn, along with a fifth, not explicitly stated in the report but implicit in its reasoning, that trends demonstrating an eroding U.S. advantage (where that advantage persists) are generally not of impending concern.
...RAND’s report contains serious structural and analytic flaws that misread the fundamental position of U.S. science and technology, and economic, competitiveness. While this ITIF brief is not a definitive response – ITIF will release a comprehensive report this November detailing the state of U.S. competitiveness vis-a-vis leading European and Asian countries – it provides an overview of what we believe to be the report’s key limitations."
For More Information:
http://www.itif.org/files/2008-RAND%20Rose-Colored%20Glasses.pdf
The debate around national competitiveness in science and technology is a complex one, for sure, with many dynamic factors that suggest no easy resolution or policy fixes. Nevertheless, for those interested in these types of debate, the recent ITIF response to a Rand report on US Competitiveness in Science and Technology provides a nice summary of arguments on both sides of the issue. Service Marketing Textbook HOTP>Christopher Lovelock, Jochen Wirtzand Patricia Chew just published an important new book: Essentials of Services Marketing.;
It is a concise text with lively, full color illustrations, and uses an intuitive integrating framework which makes the world of services easily accessible to anyone with a basic understanding of marketing management and its 4 Ps. The extensive use of conceptual models such as the Flower of Service, the Wheel of Loyalty and the Service Talent Cycle help readers visualize how the service pieces fit together.; The book's strongly managerial perspective is grounded in solid academic research and provides practical management applications reinforced by many vivid examples.; Two sample chapters can also be downloaded.
Services marketing instructors can request a review copy from jochen@nus.edu.sg.
For those of us who had the pleasure of knowing Christopher Lovelock, one of the true pioneers of service research and education, we are pleased to see his influence live on, and impact a new generation of students, researchers, and practitioners.
;
For More Information (including sample chapters):
http://www.amazon.com/Essentials-Services-Marketing-Christopher-Lovelock/dp/9810679955/ref=sr_1_4?ie=UTF8&s=books&qid=1220955840&sr=1-4
Christopher Lovelock, Jochen Wirtz and Patricia Chew just published an important new book: Essentials of Services Marketing -- with full color illustrations, hot off the press (HOTP)! Ireland Service Strategy ReportBarry O'Brien, IBM Government Programmes Executive, provided a pointer to "Catching the Wave - A Services Strategy for Ireland."; Barry was a member of the advisory group for this report submitted to Ireland's; Minister of Enterprise, Trade & Employment.; A very nice example of a national Service Innovation Roadmap (SIR) report as called for in the Cambridge SSME report, with an excellent list of recommendations....
Recommendations from Catching the Wave - A Services Strategy for Ireland
Recommendation 1.1: Improve coverage and quality of services statistics, to better inform public policy in the service economy.
Action: Central Statistics Office
Recommendation 3.5: Improve the process for developing Ireland’s international trade negotiating stance by establishing a formal, ongoing consultation mechanism.
Action: Department of Enterprise, Trade & Employment
Recommendation 4.2: Provide integrated inter-disciplinary education for service activities along the lines of the Services Science, Management and Engineering programmes offered in the US and the UK.
Action: Higher Education institutions.
Recommendation 5.1: Extend Ireland’s national innovation policies and strategies to encompass innovation in services and continue the progress made in implementing the Strategy for Science, Technology and Innovation 2006-2013 (SSTI).
Action: Department of Enterprise, Trade & Employment
Recommendation 5.2: Promote the development and use of open standards and, where possible, specify the use of open standards in public procurement.
Action: Department of Enterprise, Trade & Employment, National Standards Authority of Ireland, Government departments and State agencies.
Recommendation 5.3: Identify, develop and put in place business support measures to promote R&D and innovation capability in services companies and to facilitate the development of services by manufacturing enterprises. The TEKES SERVE programme should be considered as a model.
Action: Enterprise Ireland, IDA Ireland.
Recommendation 5.4: Provide structured supports to develop an institutional capacity for R&D in services.
5.5.1 Promote research of relevance to the service industries through the explicit involvement of services companies in Centres for Science, Engineering & Technology (CSETs) and Strategic Research Clusters (SRCs) across the domains of ICT, Biotechnology and Energy.
Action: Science Foundation Ireland.
5.5.2 Facilitate the establishment of industry-led Competence Centres for services to stimulate research in services and collaboration between services companies and the research community.
Action: Enterprise Ireland and IDA Ireland.
Recommendation 5.5: Expand the national R&D Tax Credit scheme to include services R&D and innovation by:
Redefining R&D for the purpose of tax credits so that it encompasses services R&D; and
Developing an R&D tax credits mechanism for services that is based on international good practice.
Action: Department of Enterprise Trade & Employment, Department of Finance.
For More Information:
http://www.forfas.ie/publications/forfas080912/forfas080912_services_strategy_background.pdf
http://www.ifm.eng.cam.ac.uk/ssme/
http://www.forfas.ie/publications/forfas080912/forfas080912_services_strategy.pdf
Barry O'Brien, IBM Government Programmes Executive, provided a pointer to "Catching the Wave - A Services Strategy for Ireland." Barry was a member of the advisory group for this report submitted to Ireland's Minister of Enterprise, Trade & Employment. An excellent example of a report that can be considered a first pass national Service Innovation Roadmap (SIR) report, with an excellent list of recommendations. Swiss Institute of Service ScienceChristoph Heitz wrote to me about the Swiss Institute of Service Science.
Swiss Institute of Service Science
"The Swiss Institute of Service Science is dedicated to the emerging Service Science and Services Engineering disciplines. It is a joint venture of the School of Engineering at Zurich University of Applied Sciences, the Geneva School of Business Administration at the University of Applied Sciences Western Switzerland, and the School of Applied Psychology of the University of Applied Sciences North-West Switzerland. The member institutions have gathered together to cover the full spectrum of required competences and skills and to offer enough resources to develop complex projects in this interdisciplinary field."
Mission Statement
Christoph Heitz wrote to me about the Swiss Institute of Service Science. Service Science 101Service Science 101
Service science, an integrative science, is The Frontiers in Service conference gets better each year, and about 350 people attended this year's conference in Washington, DC. Service science was again a hot topic of discussion. The conference brings together service researchers and practitioners from all over the world, and from numerous academic disciplines. Based on many of the conversations I had at the conference, below I provide a service science 101 summary (with references)... The Science of Service SystemsCall for Chapters
Dear Colleagues,
Hello!; I am serving as a co-editor of two volumes of books on Advancement of Services Systems (the Science of Service Systems, and Service Systems Implementation) in the Service Science: Research and Innovations (SSRI) in the Service Economy Book Series.; My co-chairs, Jim Spohrer (IBM) and Vikas Krishna (IBM), and I are writing to internationally renowned scholars, practitioners, and policy makers in hopes that you will consider submitting a chapter proposal to our edited books.;
We have already received a great deal of interest, and your contributions would help us improve the quality of the books.; The deadline for submitting brief chapter proposal is coming closer: November 15, 2008.; Please consider submitting your work if it is related to any of the specific topics listed in below and/or if you feel it addresses visions of the future of service systems.; We thank you, in advance, for your valuable contribution. Please let me know if you have any questions or need additional information.; We look forward to receiving your submission!
1);;;; The Science of Service Systems intends to stimulate discussion and understanding by presenting theory based research with actionable results.
2);;;; Service Systems Implementation intends to stimulate discussion and understanding by presenting application-oriented, design science-oriented (artifacts building: constructs, models, methods and instantiations) and case study-oriented research with actionable results. This will illustrate how the techniques described can be employed in large scale, real world examples that are developed to match the theoretical and practical presentation. Furthermore, the case studies will help visualize service systems along the four key dimensions of people, information, technology and value propositions which can help enable better integration between them towards higher value propositions.
Please see details of the call for chapters at
http://wpcarey.asu.edu/is/upload/CFC_Service-Systems-Books_Springer_DemirkanSpohrerKrishna_Oct-1-2008.pdf
;
Regards
Haluk Demirkan, Assistant Professor
W. P. Carey School of Business
Department of Information Systems
Arizona State University
Main Campus PO BOX 874606
Tempe, AZ 85287-4606
phone (480) 965-9067 fax (480) 727-0881
haluk.demirkan@asu.edu
For More Information:
http://wpcarey.asu.edu/is/upload/CFC_Service-Systems-Books_Springer_DemirkanSpohrerKrishna_Oct-1-2008.pdf
An open invitation to the Service Research and Innovation Community, please consider submitting a chapter proposal by November 15th. The on-line Call for Chapters provides an outline of topics of interest. Read more... Re: Service Science 101I agree that it's a very interesting and positive development of the academic curricula and research enterprise underway. What I would like to know, is whether this development also affects the way people (policy makers, university management, the broad research community itself) look upon the commercialization process and economic potential of academic research, as embodied in e.g. the TTOs. Is this new body of knowledge regarded as a carrier of value in itself, or is it still viewed upon as a support to technological innovation/licensing/spin-outs? It would be intresting to see a list of good practices for transfer/commercialization initiatives with a SDL perspective integrated/applied.
Declaration of Interdependence
Declaration of Interdependence for a Smarter Planet
Robin Qiu asked me to write a first editorial for the newly launched on-line Service Science journal. As I was thinking about what to write about, a speech by IBM CEO Sam Palmisano came to mind. His speech calls for the creation of a Smarter Planet in response to the current global challenge. As soon as I wrote my editorial, which is entitled "Welcome to Our Declaration of Interdependence," a play on the ubiquitous 'welcome to our website,'; I received a note from IBMer Craig Nygard pointing me to an on-line video of Palmisano's Smarter Planet speech. I also found an excellent blog by IBMer Keith Instone that also points to an easily accessed version of the speech on the Council of Foreign Relations website.
Is a Smarter Planet a more interdependent planet?; How are smart systems like service system entities and service system networks?; How can the balance between interdependence and independence be maintained in a Service World on a Smarter Planet?
Here are some of the questions that people asked IBM CEO Sam Palmisano after his speech:
Questions (my paraphrasing):
1. What is the fundamental vulnerability of a Smarter Planet (globally integrated intelligent planet)?
2. Peter Drucker said in 1994 "In the 21st Century, there will not be poor countries only ignorant countries."; Who will be the winners and losers on this Smarter Planet?
3. Smaller companies develop much of the global innovation, most with many resource constraints.; Governments are focusing on bailing out larger companies. What can be done to stimulate the smaller companies on a Smarter Planet?
4. Many innovation were developed originally for military use. Given government and business focus on innovation, and creating a Smarter Planet, how do we ensure an inclusive process that involves all stakeholders, as well as to make sure dangerous capabilities do not fall into the wrong hands?
5. A Smarter Planet is consistent with globalization, but is it also consistent with the counter-movement towards more local autonomy of stakeholders?
6. What can government do to help create a Smarter Planet and what are the main impediments (e.g., legal) to a Smarter Planet?
7. What kind of training for the next generation of leaders is needed on a Smarter Planet, in order to do more with less?
Generating perspectives and answers to these seven questions is a good challenge for the emerging service science community.
Why is Change Hard?
Why is Change Hard?
A new study of 1,500 executives in 15 countries reveals that 60% of change projects do not deliver as planned.; Transformation services, that is, services to change businesses and government agencies are in demand. However, businesses and government agencies are some of the most complex service systems.; Service systems are dynamic configurations of resources, including people, technology, shared information, and organizations. We projects do not deliver as planned. Transformation services, that is, services to change businesses and government agencies are in demand. However, businesses and government agencies are some of the most complex service systems. Service systems are dynamic configurations of resources, including people, technology, shared information, and organizations. Why is change so hard?Re: Why is Change Hard?
These lessons could also be applied to the hard task of changing academia to develop the SSMED discipline itself - i.e., success is more likely with "realistic awareness of the challenges involved" and by "building awareness of project complexity ... and developing ... long term tools, methods and capabilities."Re: Why is Change Hard?
Jim,
Good stuff, but also a question. Can 100% success be expected from change initiatives? Or should we strive for 80% failure because else we run the risk of lowering ambition to raise the succes level.
Personally I'm an advocate of taking a SaveFail approach to change; i.e. start many small initiatives, stop those that develop negative patterns fast and document these ase bad-practices, celebrate successes and build on them trying new variations; beware not to go into the best practices alley.Re: Declaration of Interdependence
Manuel Mora writes: "Professor Brian Quinn (Dartmouth College) in his book on Intelligent Enterprises (1992, Free Press), can be considered a pioneer of such economic model. It is possible that most references to the "service-oriented economy shift" come from him."Re: Why is Change Hard?
Two wonderful comments:
Yes, the SSMED discipline task change could benefit.
Yes, 100% success is probably not the target, too conservative and not optimal learning rate.Concinnitas Service Science Prize
Concinnitas Service Science PrizeEntries to competition@concinnitas.co.uk by May 1st 2009.
With the increasing importance of Services Science, concinnitas are Richard Taylor writes about "with the increasing importance of Services Science, concinnitas are pleased to announce a prize of £500 for the best student (undergraduate or postgraduate) report on the application of Services Science." The Richard Normann Prize The Richard Normann Prize
The prize rewards outstanding insights into the service economy, value-co-production, and business innovation and change.; Richard Normann's book "Reframing Business" is required reading for all future service scientists interested in value-creating systems...
"The Prize for 2008 of £500 may be awarded to a doctoral student, an Another important service research prize is the Richard Normann Prize. The prize rewards outstanding insights into the service economy, value-co-production, and business innovation and change. Richard Normann's book "Reframing Business" is required reading for all future service scientists interested in value-creating systems... Engineering for a Changing WorldEngineering for a Changing World
"Powerful forces, including demographics, globalization, and rapidly Dean Richard Schoephoerster of the College of Engineering, University of Texas at El Paso recently visited IBM Almaden and San Jose State University to discuss SSME (Service Science Management Engineering). When Dean Schoephoerster saw the Cambridge-IBM SSME report, he encouraged us to review "Engineering for a Changing World: A Roadmap to the Future of Engineering Practice, Research, and Education" by James J. Duderstadt, President Emeritus and University of Professor of Science and Engineering at the University of Michigan. The report is part of the Millennium Project of University of Michigan... Italian Forum on ServiceTHE 2009 NAPLES FORUM ON SERVICE
The 2009 Naples Forum on Service will explore service-dominant logic, service science, and network theory, and is scheduled for Capri June 16-19, 2009.; For those who would like to participate, now is the time to submit proposed papers.
Call for PapersWe invite papers addressing the three themes of the conference – S-D Cristina Mele of the University of Naples wrote to me about the call for papers for the upcoming 2009 Naples Forum on Service, which will explore service-dominant logic, service science, and network theory, and is scheduled for Capri June 16-19, 2009. For those who would like to participate, now is the time to submit papers... A Manufacturer At Your Service
Rolls-Royce: A Manufacturer At Your Service
A great example of the use of knowledge-intensive service activity within a manufacturing firm.; Also a great example of "a smarter planet" type capability.; Manufacturers can co-create value with their customers if they can gather information together and use it to improve system performance and the economics of providing a service.
Rolls-Royce jet engines are used by many airlines, and streams of data from around the world arrive at Rolls-Royce global operations room 24 x 7.
"Rolls-Royce’s global operations room in Derby, with 24-hour news Ahmad Zandi sent me a pointer to this fascinating story about Rolls Royce, a manufacturer at your service - and a manufacturer helping to create a smarter planet... Taiwan Service Science and Innovation ConferenceThe First International Conference on Service Science and Innovation
When: August 11-12, 2009
Where: Taipei, Taiwan
"Conference Aim and Objective
Dr. Fu-ren Lin, Professor and Director, Institute of Service Science, National Tsing Hua University, Hsinchu Taiwan recently wrote with information about "The First International Conference on Service Science and Innovation" on August 11-12, 2009. Re: Service Science 101Yes, I think the Cambridge SSME report (http://www.ifm.eng.cam.ac.uk/ssme/) provides an affirmative answer -- people should look upon academic research in many areas (not just technology) as a source of service innovation -- commercialization process and economic potential of academic research should be enhanced by an appreciation of service science.
Re: Service Conferences - What do you think?
Yes, IFIP is very relevant! One can see so much convergence as information systems and service system researchers compare notes!INFORMS Service SIG
First, here is an upcoming meeting that may be of interest:
2009 INFORMS Conference on O.R. Practice
Applying Science to the Art of Business
http://meetings.informs.org/Practice09
April 26-28, 2009, Sheraton Phoenix Downtown, Phoenix, Arizona
Here are several other pointers that may be of interest:
A number of colleagues are thinking about city design and sustainability.
http://www.integralcity.com/DiscoveryZone/#Anchor-Meshworking-14210
http://smartgrowth.org/Default.asp?res=1280
http://en.wikipedia.org/wiki/Ecosystem_services
;
Gary Metcalf, President of Interconnect and former President of ISSS, and I had the opportunity to discuss the evolution of complex systems.
;
Professor Jennifer Wilby writes about the upcoming ISSS conference and to submit abstracts for review:
http://isss.org/world/brisbane-2009
http://journals.isss.org/index.php/index/index
;
Dr. Joseph O. Okpaku, Sr., President and CEO, Telecom Africa International Corporation writes about Project R&D and Towards an African Renaissance. "Project R&D aims to create products and services that will simultaneously respond to critical needs and demands of the African society and economy, and provide innovative solutions to critical demands and challenges of the world-at-large.”
;
Professor Dundar Kocaoglu, Engineering & Technology Management Department, Portland State University has a seminar series with many interesting talks available on-line.
URL: http://www.etm.pdx.edu
;
Professor Hiro Matsusihta, Graduate School of Technology Management
Tokyo University of Agriculture and Technology, is working on a graduate course encompassing service planing, service development and service management.; He is also working on; a grounded theory of health service processes and offerings.
URLs:
http://blog.goo.ne.jp/humanservice/ http://www.amazon.co.jp/gp/product/images/4818005509/ref=dp_image_0?ie=UTF8&n=465392&s=books
;
Professor "Jim” Kijima of Tokyo Tech’s Decision and Systems Sciences group emphasized the importance of a shared model for co-experience that can lead to co-elevation and co-creation of value when service system entities interact.; Professor Kijima is interested in service science from the dual perspectives of social value creation and systems science.
URL http://www.valdes.titech.ac.jp/~kk-lab/overview/kijima.html
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Michelle Grainger Smith of North Carolina State University writes about the CIMS (Center for Innovation Management) that looks at product & service, process, and business model innovations.
http://cims.ncsu.edu/
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Siemens Corporate Technology group in Munich Germany is working on a foresight project entitled "Professional Education 2020.”; SSMED and T-shaped people trends are relevant.
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Professor Stephen Kwan, Management of Information Systems, School of Business, San Jose State University writes about a new report: The Information Technology and Innovation Foundation just published a report: The Atlantic Century: Benchmarking EU and U.S. Innovation and Competitiveness. The report is accessible at:
http://www.itif.org/
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