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Digital Transformation is currently one of the key trends amongst field service organisations in all industry verticals, but it is a revolution that has been building for a long, long time writes Laurent Othacéhé, CEO, Cognito iQ. 

Field service is undergoing what is in my opinion the biggest change the industry has seen in the last 25 years.

All of our customers, across a range of industries, want to talk to us about Digital Transformation, and how they can use digital technology to fundamentally transform the way they interact with their customers, and not just about the operational ‘nuts and bolts’ of delivering a service to them.

Some customers are only at the beginning, taking small steps towards transformation by, for example, moving away from traditional software ownership models towards cloud-based products and services, such as MS Office 365. Others are further along, with strategies that embrace technologies such as IoT, big data and AI.

But regardless of their progress, at the heart of all of these conversations is the recognition that Digital Transformation will bring them closer to the goal of providing exceptional field service.

The Art Of Field Service Ops
I often think that the role of a Field Service Manager is a complex mix of art and science, with a bit of magic thrown in for good luck.

Decision making needs to adjust constantly to changes in conditions – a sudden unseasonable cold snap, for example, or a contract with a new customer. Just as service delivery metrics point to success, something changes, and there is a whole new dynamic.

Without knowing what combination of factors triggered the change, it’s hard to know how best to respond.
Get the reaction to an emerging threat wrong – too great or too small a response – and the complex balance of the operational ‘ecosystem’ can be thrown out.

Recovering that balance and restoring the conditions required for ‘flawless’ field service can prove costly and time consuming.

Data doesn’t drive decisions
Most organisations capture a range of sources and types of data - workload planning, resource availability, schedule efficiency, service outcomes, customer satisfaction levels, asset profitability – and many are integrating new types, such as that offered by IoT.

However, this data is rarely delivered in the right form to support decision making, meaning that managers spend too much time aligning and manipulating data from disparate sources. Even then, many are frustrated to find that the root cause of issues is still unclear and the likely outcome of any decision is still uncertain.

AI, machine learning and predictive analytics
This is where the latest technologies, such as AI, machine learning and predictive analytics come in.

Valuable insights into the performance of an operation often lie at the intersections of these various datasets; these technologies can enable decision support applications to identify underlying patterns of performance in the Field Service operation, including long and short term trends, that were simply too complex for traditional applications to uncover. This is increasingly true as much larger data sets such as IoT have come online in recent years.

"Field service is undergoing what is in my opinion the biggest change the industry has seen in the last 25 years..."

This deep understanding of performance, combined with the power to highlight exceptions in real-time, enables the operations team to see the correct course of action to address each challenge as it arises. And beyond simple advice, these technologies make it possible for applications to automate ‘learned’ responses to common patterns of exceptions that occur.

The next generation of decision support
This next generation of applications will be used strategically to analyse, for example, which factors within a field service operation make engineers productive, and which inhibit productivity. Some of these factors will be within the control of the engineer, in which case performance can be addressed with initiatives such as better training or incentives.

Others will relate to company processes, in which case the applications will suggest tactical improvements, the impact of which can also be measured. Others still will be external factors which can’t be changed, but can be allowed for in planning and scheduling.

Such applications will be programmed with a knowledge base, but will be learning all the time, as the outcome of each decision is fed back into the performance data, effectively automating the process of continuous incremental improvement. This will take some of the challenge of blending art and science out of the hands of the Field Service Manager, leaving them free to concentrate on other activities.

Not just software suppliers
It is clear that this massive change in the industry requires those of us who supply and partner with field service companies to change too. We can’t just be technology suppliers.

We have to embrace our customers’ goals and work with them to add value; to weave their transformation strategies into the fabric of our products and services and to bring to the table our own blend of art, science and, yes, a little magic too.

Laurent Othacéhé is CEO at Cognito iQ.

Is your organisation digitally determined or are you amongst the 54% of companies who are currently digitally distraught? Sarah Nicastro, IFS, reflects on some of the common errors to avoid when approaching digitalisation...


In a recent blog titled You Need a New Digital Transformation Playbook, published by IDC, author Meredith Whalen reveals that based on a recent study of digital leaders, 46 percent are what IDC refers to as “digitally determined” while 54% are what IDC calls “digitally distraught.”

It doesn’t surprise me that such a large percentage of organisations fall into the “distraught” category – true digital transformation is a massive undertaking that can prove daunting and frustrating at times. In an effort to alleviate some of the headaches that can come along with such a major initiative, I’m going to share four common missteps I see organisations make related to digital transformation:

#1: Overlooking the Cultural Implications of Digital Transformation
If you think of digital transformation as strictly a technology initiative, you are starting off on the wrong foot. Digital transformation requires just as much cultural change as it does technology use, yet this piece of the puzzle is commonly overlooked for a variety of reasons – leaders assume employees will just “get it,” carving out time for cultural change management seems to slow down progress, or companies just aren’t sure how to tackle such a cultural shift.

I assure you, making an effort to get the cultural part of digital transformation right will pay dividends. I’ve heard countless tales of efforts gone wrong because the employee wasn’t bought in on the concept or properly trained on the tool introduced.

Key areas to focus on are to communicate clearly and regularly with all employees on the need and objectives for your transformation – implement a feedback loop with your employees and listen to what they have to say. Be selective about the technology you adopt as part of your effort – if the tool doesn’t meet the needs of your workforce or
is difficult to use, adoption will suffer. Investing in tools that do what they say they will and deliver an experience your employees actually value will build their trust in your digital transformation efforts. Finally, continually monitor adoption and “take the temperature” of your employees to course correct your efforts as needed.

"Making an effort to get the cultural part of digital transformation right will pay dividends..."

 

#2: Failing to Set a Solid Digital Transformation Foundation
It’s all too easy to become enamored by some of the ultra-cool facets of digital transformation and gloss over some of the basics. But for true digital transformation to be successful, you have to walk before you run.

You have to ensure you’ve laid a solid foundation of basics from which to build your digital repertoire. While not as sexy as AR and AI, effective and efficient communication, bulletproof scheduling and routing, and solid work order management are examples of more basic technology that simply has to be mastered before being built upon.

As you evaluate your foundation, think about the past — what do you have in place already that is working well; the present — what you want to accomplish in the near term; and the future — what you want your digital portfolio to look like five years from now. This will help you visualise the evolution of how you build on what you have to get where you want to be, or will help you to identify changes you need to make to your current systems before building upon them.

#3: Defining YOUR Desired Digital Transformation State
To achieve digital transformation success, you MUST realise that your desired end state will be unique. I’ve seen organisations get off track because they see what ABC Company is doing and make every effort to replicate their success, rather than tailoring the approach to their own business. It’s fine to look around you for inspiration but staying in your own lane is critical to your success.

Start by defining your business goals, by visualising what YOUR desired digital transformation state looks like (and of course agreeing upon this vision organisation-wide). Each businesses’ end goal is going to be individualised, as well the approach for getting there – no two companies can follow the exact same path.

Once you have your goals set and vision articulated, focus then on only the technologies that will get you there – don’t allow yourself to be sidetracked by the new, shiny thing that will ultimately bring no value to your business but looks really cool. Stay focused and measure your progress to that desired state.

#4: Racing to Reach The “End Goal” of Digital Transformation
I’m here to break it to you: you’ll never reach the end of your digital transformation efforts. The “end goal” is a myth; it doesn’t exist. The reality of digital transformation in the technology age is that it will keep going, and going, and going.
This means you have to work to perfect the art of ongoing cultural adaptation, business goal setting, and technology adoption – because you’ll be adding on to and tweaking your digital transformation efforts from now until the end of time.

Don’t let this overwhelm you – the foundation you are setting will equip your entire organisation to make future adjustments and additions far more seamlessly.

While there is no true state of completion, the race is on to make progress and remain competitive.

Sarah Nicastro is Director of Service Management Business Development at IFS.

Marne Martin, CEO of ServicePower explains why the connected customer is far more than just a marketing buzz phrase and focuses on the benefits of a truly unified platform...

In today’s consumer-centric economy, companies must do more than manufacture solid products for the home or business. Consumers consider the entire product lifetime value, from point of sale to the service experience, when deciding to buy.

They rely on sources other than brick and mortar showrooms to research and select products, often going to the web and most importantly other consumers’ reviews of products online. The connected consumer is no longer just marketing speak, and customers expect a differentiated service experience also from their connected devices or equipment.

What defines good service?

Whether providing service to a connected home or business, or simply on a faulty appliance or television, inspecting a wrecked automobile or damaged roof, installing a security system or a delivering healthcare supplies, ‘good service’ encompasses more than simply referring a consumer to a call center and then a service employee or contractor who may or may not call to schedule an appointment.

That model started changing in the early 1990’s with the growth in adoption of field service management software. Today, consumers expect more of service providers than scheduling an appointment and waiting for a technician to arrive.

What defines a great service experience?

A great service experience relies on improving the entire service lifecycle by providing Faster, Smarter Service on a Unified platform. The best field service management software supports the entire lifecycle, empowering consumers to digitally engage with you, enabling field technicians to deliver personalised service and providing a unified platform with modular functionality on which service operations can continuously optimise ongoing service delivery.

Let’s discuss how each below offers a digital, connected process that is differentiated from that of old.

Digital Engagement

Consumer engagement is critical to faster service. Providing an intelligent digital experience which enables customers to book appointments at their convenience with your trained and credentialed workforce, check status, communicate with technicians and track their locations is expected in today’s digital economy.

You also need one place that diagnostic data and added triage information available from the customer or the connected device or piece of equipment, service history, asset information that is easily available for both the customer and the technician. The days are gone where you want to send a technician out for something that can be handled remotely. Likewise, customers want to do more online, such as registering product purchases, buying additional products and services, and posting reviews of the service experience.

 

Consumers can research purchases and buy online, right now. Their expectations for service post-sale is exactly the same, and they also want their service experience to be ideally such that they want to buy more from the product or service brand.

The best field service management solutions easily engage consumers where, when and how they desire with the service contract provider.

Technician Enablement

Field service technicians, insurance adjusters, installers, delivery personnel- they are the heart and the face of the post-sale experience. As service industry employees, it is in their very nature to want to do well by your customers, to be faster and smarter at their jobs, so that they can delight every customer and walk away feeling accomplished. Enable them with the tools to do so as generally speaking, customers and technicians want the same thing – more up-time and better first time resolution rates.

Field service management and mobile software enables your teams to deliver faster, smarter service. Customer engagement software provides an end-to-end digital experience.

Artificial Intelligence-based scheduling software automatically positions techs for success, selecting the best resource for every job, and scheduling shorter, realistic service windows that techs can achieve, making service delivery faster for consumers. IoT integration revolutionises the service model, allowing field techs to proactively service and maintain products before they fail, and predicting future service requirements such that service contracts can be used to extend product life-cycles beyond the traditional break-fix model.

 

Mobile software with access to assets, inventory, service history, information and expert resources makes techs smarter at every appointment, armed to resolve issues through personalized service delivery, and adding value for consumers through additional services which improve the long term value of every product.

Unified Platform

Field service and mobile workforce management software set the stage for faster, smarter service delivery with a Unified - and integrated - platform.

Functional groups ranging from manufacturing and quality, to IT, marketing and sales, customer service and field service delivery require a unified platform which supports the full customer service lifecycle.

A unified platform improves your organisations ability to deliver faster, smarter services with employees, contractors or both, increasing service capacity and decreasing time to service. It can also standardises onsite process with configurable mobility, while decreasing the cost of service with schedule optimisation and dynamic, logic based contractor dispatching. No longer do you want to be making myopic decisions that don’t enhance your brand and the service experience for your customers.

 

A unified platform improves the process of performing service on your behalf for contractors, creating a faster, smarter model through integrated warranty claims management, which also reduces claim costs and fraud, ultimately better protecting warranty reserves.

A unified platform is the basis on which a great consumer experience is executed.

Transformational Service

The customers’ service experience with your organisation can be transformational.

Delivering faster, smarter service using a unified platform enables your field technicians to drive a better experience for your customers.

Customers experiencing great service become your most effective marketing and sales tools, loudly evangelizing about their experience through positive reviews, increasing sales, brand loyalty and long term service revenue.

ServicePower’s field service management solution empowers any organisation with a mobile workforce to deliver Faster, Smarter Service, while providing a Unified experience for customers, field technicians and your organisation.

We also offers a fully managed network of 3rd party service providers to enable rapid and high-quality on-demand “spill-over” servicing at peak times and in hard-to-reach locations across North America and the Europe.

 

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