Michael Blumberg, President of the Blumberg Advisory Group looks at how Augmented Reality can quickly become a standard part of the very fabric of field service delivery...
ARCHIVE FOR THE ‘features’ CATEGORY
May 11, 2017 • Features • Augmented Reality • Future of FIeld Service • Michael Blumberg • FieldBit
Michael Blumberg, President of the Blumberg Advisory Group looks at how Augmented Reality can quickly become a standard part of the very fabric of field service delivery...
The importance of service to the manufacturing sector
Industrial Machinery and Equipment (IM & E) manufacturers form an integral part of the manufacturing supply chain as their equipment plays a critical role in the automation of production processes such as shaping, extruding, moulding, crimping, cutting, folding, etc.
In addition, every manufacturing process has its own set of specialised machinery. For example, manufacturing equipment in the food processing industry is different from equipment found in the apparel manufacturing industry.
These machines must perform at very high levels of reliability to keep manufacturing processes operating at optimal levels of productivity.
The lost value to manufacturers of machine downtime is extremely high. It is not atypical for a manufacturer to lose hundreds of thousands of dollars a day in lost revenue due to machine downtime.
Challenges to keeping factories running
Providing fast and efficient service in the industrial machinery world is no a small feat for equipment service providers. Diagnosing and resolving equipment problems quickly is challenging when the machinery is highly complex, the installed base is relatively low and plants are scattered worldwide. Service organisations of IM&E manufacturers are usually staffed by a small cadre of field service engineers (FSEs) and technical experts. IM &E FSEs often possess deep subject matter expertise in some but not all product lines.
The FSE who assembles and installs the machine is often the same person who diagnoses the problem and initiates corrective action.
Tribal service knowledge, where knowledge that rests in the minds of individual FSEs is shared with others through verbal communication, is the norm within the IM &E service market.
Furthermore, machines often have a long service tail and be in operation for 10 or 20 years. Thus, there may be no one at the customer’s site who has the knowledge to maintain the equipment properly. Tribal service knowledge, where knowledge that rests in the minds of individual FSEs is shared with others through verbal communication, is the norm within the IM &E service market.
The Service Conundrum
IIM&E manufacturers typically help customers resolve service issues by first attempting to diagnose and resolve problems over the telephone and prior to dispatching a FSE to repair the machine. However, there are certain times when the service expert cannot resolve the issue remotely. In other cases, the remote service expert may not understand what the customer is describing over the telephone or vice versa, or maybe the technician simply needs to see the problem for himself.
When situations like these occur, the FSE must travel to the customer’s site to troubleshoot, diagnose, and resolve the problem.Onsite travel is both time-consuming and expensive. It may involve a flight to another country and days at the customer site to resolve the issue. Capacity constraints may prevent that technician from traveling to the customer’s site. Also, if the FSE is at the customer’s site, no one else may be available to handle incoming requests from other customers.
At times the IM&E service provider may send an alternative FSE. There is a chance that the FSE who arrives onsite may not have seen this issue before and needs additional assistance to resolve the problem. In this case, the FSE assigned may need to telephone a more experienced technician for back-up support.
Other challenges include the fact that many IM&E manufacturers do not charge for service.
Furthermore, lengthy road trips add significantly to operating costs and place a great deal of stress on technicians.
From Road Warrior to Service Hero
Fortunately, IM&E Manufacturers now have a solution to their challenges; Augmented Reality.
By using smart glasses or a smart phone, machine operators at the customer site can capture a video image of the equipment and then transmit it to the equipment manufacturer’s service technician at another location.
If it is a relatively simple issue, for example one that can be resolved through a customer replaceable unit, the remote support specialists can send images, text, and annotated repair instructions back to the customer so that the customer can resolve the issue himself.
This saves time and money, as downtime and lost productivity is minimised for the customer. A live chat session can also be opened so that the customer and technician can communicate in real-time.
Considering FSE travel and per diem costs (e.g., meals, hotel, etc.) to another country can be quite expensive, savings from providing remote support through an AR platform can add up to thousands of dollars per service event.
This is a huge savings given the fact that a large percentage of service issues are the result of enduser (e.g., machine operator) error.
[quote float="right"]With AR, the remote service specialist can obtain rich contextual information about the machine problem, isolate or identify the fault, and then determine what skills and parts the FSE needs to have with him when he arrives onsite.
Fieldbit, Ltd., a leading provider of AR solutions, has been able to help its customers in the IM &E market improve remote resolution rates by as much a 50% AR solutions like those provided by Fieldbit also make it possible for IM & E suppliers to improve first-time fix rate. Repeat visits to solve the same problem are costly for the IM &E service provider not to mention stressful and embarrassing to their FSEs.
Normally, if the FSE lacks proper parts and/or skills to enable a fix, he must return or wait onsite until the correct resources are supplied.
However, with AR, the remote service specialist can obtain rich contextual information about the machine problem, isolate or identify the fault, and then determine what skills and parts the FSE needs to have with him when he arrives onsite.
The FSE can also use the live chat to communicate with the remote support specialist while onsite if additional troubleshooting and diagnostics are required. Utilising AR to improve FSE proficiency minimises the percentage of times onsite service calls are broken or extended due to the lack of spare parts or skills, thus improving “First Time Fix” rate.
Another practical application of AR solutions like Fieldbit is in the creation of a self-learning knowledge base. Remote support specialists can use the platform to develop and record step-by-step repair procedures for resolving equipment issues that are stored in a searchable database.
When a customer or FSE encounters a similar situation, he can search the database for the right solution.
The technical learning curve is shortened and on-the- job training time can be reduced by as much as 40% using this approach.
Recognising the high value in use for machine uptime and the tremendous impact Augmented Reality plays in cost avoidance, many end-users have begun to monetize their investment in these platforms.
For example, Fieldbit’s customers include downloadable, one-time-use licenses for Fieldbit Hero™ in the service level agreements they sell to their end customers (i.e., machine users).
These end customers can of course purchase additional licenses when they need them.
However, the benefit is clear: AR not only improves customer satisfaction and reduces service delivery costs, but drives additional profit to the service provider’s bottom line.
Be social and share this feature
May 11, 2017 • Features • Michael Blumberg • WBR • Bill Pollock • Blumberg Advisory • ClickSoftware • IFS • Sara Mueller • servicemax • servicepower • Software and Apps • Strategies for GrowthSM
Within the last twelve months we have seen a sudden rush of Merger and Acquisition activities within the field service sector with many major brands including ServiceMax, ClickSoftware and most recently ServicePower all being acquired. So why has...
Within the last twelve months we have seen a sudden rush of Merger and Acquisition activities within the field service sector with many major brands including ServiceMax, ClickSoftware and most recently ServicePower all being acquired. So why has the field service sector suddenly become such a hotbed for investment and what does it mean for the innovation in our industry?
Kris Oldland, Editor-in-Chief, Field Service News reports...
I’ve referred to field service as a sector at times as a ghost sector because despite field service impacting almost everyone, and it crossing across almost all verticals outside those who work within our horizontal sector the role of field service management and certainly the tools that those in this field use are relatively unknown.
Yet, it seems that over the last few years someone, somewhere has certainly started paying attention.
Of course, the growing trend within global manufacturing circles towards embracing servitization has put service front and centre whilst various projected estimates of the value of the Global FSM market ranging from $5BN to $25BN will of course be flagged up on the radars of money men, and it certainly seems that the field service sector has come under more of a spot light than it has in its recent past.
“This is occurring for several reasons,” explains Michael Blumberg, President of the Blumberg Advisory Group, when I asked him why it seemed Field Service Management providers had recently become hot targets for prospective investment.”
Field service businesses tend to be less susceptible to changes in the economy - Michael Blumberg
“Second, field service businesses often generate a recurring revenue stream (e.g., service contracts) which is also something that is very attractive to investors and also field service providers often hold a defensible market position because of their long-term relationship with customers and unique capabilities.”
“When a company acquires a field service provider they also acquire its customer base which provides a captive market for cross-selling and up-selling additional products and services.”
“Finally and most importantly, field service is usually a basic offering and building block in delivering a subscription based, product-service model (think Servitization) to customers.”
With so many key reasons why field service solution providers are an attractive proposition isn’t the recent run of acquisitions somewhat overdue?
Bill Pollock, President of Strategies for GrowthSM, certainly thinks so.
“It should have happened years ago!” He proclaims when I put this question to him.
“However, the acquiring organisations seemed to have other priorities in mind with respect to broadening and strengthening their existing offerings, and tailoring them to a more narrowing-defined market space.”
Remember, there were days, way back when – when a Field Service Management (FSM) solution provided only the functionality required to run a services operation – but not a services business - Bill Pollock
“It’s a bit different today. As more and more software providers expand their offerings to run the entire business, they now market themselves as offering a “new” type of platform for doing so.”
“In general, it will be those organisations that move into (or buy into) the field services arena – for all the right reasons – that are most likely to be successful. That is, if a field service functionality makes sense as a logical extension of their existing offerings, then they will be more likely to succeed.
However, those that attempt to “ram their way” into what is already a fast growing and vibrant market sector, some without even having a complete FSM offering, will find themselves “busted” in the eyes of their targeted market base.”
Meanwhile, Sara Mueller, Field Service Portfolio Director, Worldwide Business Research believes that the fact that service has increasingly become a key battleground for competing companies is another key reason why the FSM sector as a whole is gaining more and more attention.
“Since many products have become largely commoditised, service is the competitive differentiator for organisations.” She begins.
Technology is dramatically shifting the performance of service organisations, allowing them to grow exponentially - Sara Mueller
“While technicians are an integral part of field service, technology solutions are necessary to minimise human error, capture the knowledge of and account for the retiring baby boomer generation of head technicians, even to keep technicians safer on the job.”
Mueller’s point however does perhaps reveal a potential double-edged sword.
Innovation in technology and service delivery have become wonderfully entangled within the last decade - which is why many companies have been able to move towards outcome based contracts, and why service is beginning to outgrow the ‘aftermarket’ tag and become a key revenue stream now being discussed much more seriously amongst the C-Suite.
This is of course a fundamental reason why our FSM solution providers have become such attractive investment options. However, could the very innovation that put the sector on the map dry up when independent, entrepreneurial tech companies get swallowed up by larger organisations?
Pollock certainly doesn’t think that we need to worry about the level of technology available to field service organisations failing to meet requirements at any point in the near future however.
“The currently available technology, coupled with newer technology that always seems to be lurking “just around the corner”, is already sufficient to meet (and exceed) all of the FSO’s requirements for managing their field service operations – and then some! It’s already here!” He comments.
The global services market is not likely to experience a plateau in terms of recognition, adoption and/or deployment of these new technological advances anytime soon - Bill Pollock
“This accelerating growth is likely to bring more FSM provider suitors to the forefront rather than less. For example, three or four years ago, how many field service managers thought that Microsoft would acquire itself into the fray? Many industry analysts missed the signs that Oracle was about to acquire TOA Technologies. However, with several major players already having acquired, licensed and/or organically entered the field services market, the question arises: Who will be next?
On the demand side, where has Apple been? What about SAP? What about any of the large, global, systems integrators? On the supply side, what, if anything, will ultimately happen with ClickSoftware? What about the “tried and true” historical vendors, like Astea? And what about all of those Venture Capital and investment firms that seem to be gobbling up one FSM vendor after another?”
Indeed, Mueller’s view also supports the assertion that the current technology is certainly sufficient to meet the growing needs of service delivery.
“The field service management technology today can accomplish remarkable results and drive business transformation. But service organisations are at widely varying degrees of adoption and sophistication, and are looking for more diversity in solution offerings in order to find the right choice for their priorities and budgets.”
However, she also sees the innovation at the heart of our industry as a key driver for continued technological innovation as well adding, “Just as customer needs keep evolving, FSM solutions will need to do so as well.”
And this latter point is also echoed by Blumberg.
There will always be lean, nimble, start-up companies focused on FSM that drive innovation and fill any void created by M & A - Michael Blumberg
“I’ve been a consultant to the Field Service Industry for over 25 year and have experienced several M & A cycles, and this is exactly what has happened. It is also very unlikely that innovation will plateau even within larger software companies who have acquired FSM solutions. To quote management guru Peter Drucker, business has only two functions… innovation and marketing.
This a basic tenant of business. Without innovation, companies lose their relevancy and competitive edge.”
So whilst the consensus is that the current M&A cycle won’t lead to any halt in the ongoing development of technology to support field service, one message does seem to be coming out of each of the field service providers acquired and that is reference to the future of FSM solutions being part of wider platforms.
But how far will the FSM platform go? Will we ultimately see FSM become as integral to business systems as ERP and CRM?
Mueller for one believes that this is where the future lies.
“It can be as integral to business as ERP and CRM systems.” She comments
“Given that service is a competitive differentiator for these organisations, FSM platforms are essential to provide the level of service now being expected from customers. The experience a customer receives through field service is often how they will shape their opinion of the product and whether they will buy again. Field service is the front line of the organisation and FSM ensures the experience with field service is ideal.”
Pollock, however, disagrees.
For the time being, FSM will likely remain subservient, in most cases, to CRM and ERP - Bill Pollock
“The difference between an FSM solution and an FSM platform is that the former is essentially used to run the services operations, while the latter is used to run the entire business. As far as marketing and market positioning go, doesn’t “platform” sound more important than “solution”, anyway?”
“CRM-based solution providers have long touted their products as full “platforms” that may be used to run an entire business; ERP-based solution providers have essentially marketed their offerings in the same manner. By incorporating an FSM solution into their respective offerings, they can now all claim (and, probably, rightfully so) that their offerings represent a complete (or near-complete) platform upon which future services functionalities can be built – whether strictly in support of field service operations, or any other business activity.”
“However, it is not necessarily a “slam-dunk” that FSM will become as integral to business systems as ERP and CRM, as not all businesses have field service offerings – while all have (or should have) an ERP and/or ERP capability.
Further, as remote and predictive diagnostics, powered by the Internet of Things (IoT) and Augmented Reality (AR), make further footholds in the general services arena, running a field service operation may become more important, while become less cumbersome to run (and, as such, more likely to be outsourced, possibly, to a third party).” Pollock concludes.
“FSM software is already an integral part of business systems among those companies that operate Field Service as either a strategic line of business or a profit centre. And there’s the rub, many companies that service products do not have requirements for FSM functionality.” comments Blumberg.
I find it interesting that there are no fully integrated, end to end FSM platforms on the market today that include the complete array of functionality for managing a Field Service Organisation - Michael Blumberg
“If an FSO wants to implement such as solution, they often must deploy multiple enterprise systems and point solutions from different vendors. In addition, FSM functionality usually needs to interface with other enterprise system platforms such as CRM, ERP, and most recently IoT to obtain critical data to complete the service transactions,” he adds before summarising.
“On the other hand, I certainly see a need in the market for standalone, functional robust FSM platforms. In fact, I have been advising both private equity groups (PE) and software developers for the last 20 years to make investments that achieve this outcome. Unfortunately, given market dynamics, capital requirements, and technology considerations, it unlikely that PE or software developers will invest the necessary resources to create such a platform.”
“Therefore, it is likely that FSM functionality will continue to remain an add -on purchase to existing enterprise systems.”
Be social and share this feature
May 10, 2017 • Features • Management • Nick Frank • Digital Transformation • Si2 partners
If the key to adoption of new technologies in Field Services lies more in people than technology itself, then embedding the self-learning DNA gene must be the priority for all organisations wanting to be winners writes Nick Frank, Si2 Partners...
If the key to adoption of new technologies in Field Services lies more in people than technology itself, then embedding the self-learning DNA gene must be the priority for all organisations wanting to be winners writes Nick Frank, Si2 Partners...
Previously we have observed that those field service organisations that have been able to quickly adapt to the fast evolving digital environment display a common trait “the self-learning gene”.
This is the innate ability to continually move through the problem, solution, problem, solution learning loop that propels organisations forward, such that they are comfortable experimenting with new approaches, have an outside-in perspective, are able to solve problems systematically and generally embrace change as an exciting part of business life.
There are many change methodologies that can be used to achieve this goal, but if leaders are not careful, they can find themselves hiding behind the process.
Perhaps harder to grasp is that there is no defined roadmap to follow, but there are guidelines, which we can apply to our particular situation. If you want to achieve a high performing, adaptive organisation through developing your ’self-learning genes’, then these are seven principals you may consider:
Communicate, collaborate and communicate again:
This is the mind-set of leadership change. Get comfortable with being out there, in front of your team providing a clear direction, but with the clear understanding that it is your team members who will deliver a great solution.
As Dwight Eisenhower US president and Army General said: “Leadership is the art of getting someone else to do something you want done, because they want to do it”
Ensure your team has a sense of purpose:
A sense of purpose is what drives us all forward in both a private and work environments. It comes from 3 perspectives:
- Know why we are here!
- Feel that the business we work for stands for the things we believe in
- That there is consistency between what a business says and what it does.
By constantly focussing on these three elements, sharing experiences, best practices and success stories people start to believe in an organisations purpose.
Focus on the language of solutions:
It is hard for many English speakers to appreciate, but language is the gateway to understanding culture. Without speaking French, it is challenging to truly understand what it means to be French. The same is true in companies, which means achieving a common solution focused language is a critical step in embedding a ‘way of thinking’ within the DNA of the organisation.
For example a phrase that was embedded in me while I was running a Field Service organisation was “Fix yourself, before you fix your customer”. It was used and applied to every person in the organisation and is still used today!
Be a role model in what you say and do:
It is important to remember that you cannot tell people how to think. They have to figure that out for themselves. The only tools you have is to influence your team by what you say and what you do! A great examples would be the key performance indicators you focus on to manage your business. These say a lot to your people about what are your priorities.
Relentless follow up and training:
Evolving a company intrinsic DNA is not a one shot event. It’s a journey, its relentless, be prepared for the long haul. In small teams it is possible to drive this as a manager, but within larger organisations, a more formalised programme is required to touch every individual.
Training and support programmes that emphasis and re-emphasis solution thinking should be embedded into your annual budget if you are really serious about change.
Be open to Outside-IN thinking:
It’s a sad fact, but people will often listen more to people outside their immediate organisation, whether that be another department, customer or consultant. Be aware of this and use it to your advantage to influence and embed the ‘Self-Learning gene’ in your people
Be prepared to manage people out of the organisation:
Sometime people for whatever reason are not prepared to change. In my experience more people than you might think can live with change (I am an optimist), but when it’s clear that its not working, be prepared to be ruthless and actively manage poor performers out of the organisation.
In a short article it is difficult to fully discuss all the aspects of the self learning culture and why it is important. So in co-operation with Field Service News, we propose to organise a virtual round table later in the year to discuss with peers how to embed the ‘Self-Learning gene’ into your organisational DNA.
If you would like to participate, please contact either Kris Oldland or Nick Frank.
Si2 ON-Demand is a unique advisory and support service that enables top performing leaders to solve problems and get things done, quickly, easily and cost effectively.
Be social and share this feature
May 09, 2017 • Features • Inventory Management • Kieran Notter • Product Lifecycle • Internet of Things • IoT • servicemax • Servitization • Parts Pricing and Logistics
Kieran Notter, Director, Global Customer Transformation, ServiceMax from GE Digital, takes a fresh look at some perennial problems...
Kieran Notter, Director, Global Customer Transformation, ServiceMax from GE Digital, takes a fresh look at some perennial problems...
Field service management hit the headlines in 2016 as automation, the Internet of Things and servitization reshaped the way we service and maintain capital assets.
These trends have now trickled down to the supply chain, providing a fresh approach to age old headaches. In this article, we look at five areas of friction in the supply chain and how combining field service management with assets is solving them.
The Inventory Tug of War
CFOs will always push for lower inventory levels to free up cash flow and reduce the risk of obsolescence. Yet Service Directors want higher inventory to increase First-Time Fix rates, reduce internal costs, improve productivity and raise customer satisfaction.
The supply chain is between a rock and a hard place trying to balance between two opposing arguments. So what’s the solution? In a word, knowledge.
The supply chain is between a rock and a hard place trying to balance between two opposing arguments. So what’s the solution? In a word, knowledge.
Expensive, Unplanned Freight Costs
Knowing the frequency of parts that fail, and the correct intervals for preventative maintenance visits reduces freight costs with fewer ‘emergency’ shipments. However, the biggest saving here is actually in reducing the parcel count itself. If you know what parts you are going to need and when, you can consolidate shipments, sending them direct to the technician in advance.
At a basic level, just knowing where your assets are means you can position the inventory in more strategic locations to reduce costs and increase availability.
Product Lifecycle – The Delayed Curve
A supply chain is expected to cover the assets through their lifecycle. However, if you cannot see if the install base is growing or shrinking, you can’t align inventory accordingly.
That means it’s on a delayed curve which will either result in back orders for new product ranges as the planning tries to catch up or obsolete stock for products as they come to the end of their lifecycle, and usage slows down as planning has not reacted quickly enough.
Addressing this issue also means you get insight into the true profitability of a contract or product.
Likewise, knowing the top 20 required shipments rather than just focusing on the 200 makes a huge difference to how a supply chain can react and prioritise their efforts and resources. This also gives a much more focused supply to the field service organisation and the customers with the most need.
Back Orders After The Fault Is Fixed
When parts are ordered direct to the fault on the machine, a small change in process and practice can pay huge dividend – cancel back orders once the fault has been fixed. This may not work for all businesses but it will work for many.
In most cases, back orders are left for the supply chain to fulfil, even though the technician has fixed the issue with a borrowed unit from a colleague or fixing the part rather than the assembly ordered. If the original back order is left, the other technician who lent the part is now second in line to get it returned, which has a knock-on effect with a ‘not required’ demand outweighing a potential ‘urgent’ order.
Also, if the original back order is shipped to the customer and the customer’s machine is up and running, then parts are often lost. One company who introduced this practice (less customer fit parts) reduced their back orders by 52%.
IoT (Internet of Things) – The Holy Grail of Condition-Based Service
Many companies are now firmly into the IoT realm and benefitting from the data that is being provided.
From smart sensors telling them what parts need replacement before an issue arises to optimum intervals between preventative maintenance.
Using this voice of the product alongside customer demand means you can plan your inventory to not only be available before a fault arises, but also plan the consumables and after sales items to a level that has not been seen before.
This moves you into the servitization market with confidence and a predictable profit margin.
Without asset knowledge, you are essentially working as a ‘demand’ chain and within the limitations of technicians’ ad hoc tasks to manage any intelligent levels of inventory at your locations.
Without asset knowledge, you are essentially working as a ‘demand’ chain and within the limitations of technicians’ ad hoc tasks to manage any intelligent levels of inventory at your locations.
You will always be behind the curve.
Some companies with high volume and low SKU’s can manage with this model, but all businesses will benefit from more real time data and the ability to not just pre-empt future requirements, but act on them.
Be social and share this feature
May 05, 2017 • Features • Management • beyond great service • Jim Baston
Jim Baston continues Charlie’s journey as the serialisation of his service oriented book beyond Great Service continues...
Jim Baston continues Charlie’s journey as the serialisation of his service oriented book beyond Great Service continues...
If you missed the earlier parts of this series you can catch up by clicking here
Last time, we saw Charlie come to the realisation that proactive recommendations by his technicians must be positioned as an integral part of the service provided. The challenge now is to get everyone on the field service team to enthusiastically embrace the idea. Ken, Charlie’s service supervisor, is instrumental in helping Charlie uncover two of the possible hurdles that could sabotage their efforts.
Still debriefing the earlier service meeting, Charlie tries to sum up what they have uncovered: “So you’re saying that we need to help our technicians realize that discussing opportunities they feel are in the customer’s interest is a service, and not a sale. In other words, you’re recommending that we not teach our service people to sell, but rather that we should teach them to serve.”
“Right!” responds Ken. “By and large our service people resent being considered salespeople, so a big hurdle to our success is going to be getting our technicians to understand the difference between ‘selling’ and ‘serving’.
The fact that making recommendations they believe will truly help the customer may, at first glance look like selling, but it‘s really one of the most important services they can provide.”
Charlie goes over to the whiteboard in his office and writes: Hurdle – Service person’s view of the salesperson. Solution – Show them that they are serving, not selling. “This is great, Ken. Now that you have explained this to me, it makes sense. It seems obvious, but I have never thought of it in this way before. I can’t wait to get started.”
Ken smiles. “Not so fast, Charlie...while you’re at the whiteboard, put a # 1 beside the hurdle that you have identified, and below it write, Hurdle # 2.”
“You mean there’s another one?” asks Charlie.
“Several. After Hurdle # 2 write: The customer’s image of the service technician.” Charlie writes this down and looks quizzically at Ken. “I don’t know what you mean.”
The customer trusts the service technician to give them objective advice based on their skill and expertise
“The logic goes something like this. Our technicians have great relationships and our customers trust them. If we can get the techs to just put a little more effort into selling more of our products and services to those trusting customers, then they will be successful in building more revenues and profits without adding to our overheads. Unfortunately, from my experience this doesn’t work—at least not in the long term. When the customer senses that they are being sold, they become confused—and rightly so—about the service technician’s intent. The technician starts to look like a salesperson.
In the mind of the customer, the technician has just changed from being a ‘trusted advisor’ to just another ‘salesperson’ and the relationship advantage is lost.”
To address these hurdles, Ken points out that the solutions for both of these hurdles are the same.
Show the field service technician that any new business opportunities they identify should be based solely on solving the needs of the customer
Thinking about your business:
- Would your customers say that they are uniquely better off by dealing with you?
- How do you continually remind your customers of the unique value you are providing?
- Does your field service team see their role in speaking to your customers about your company’s capabilities as:
- A valuable service?
- A selling task?
What other hurdles exist that would prevent your technicians from providing this valuable service?
Next time we will look at two more hurdles that Charlie will need to address if he is to be successful.
Be social and share this feature
May 04, 2017 • Features • Ali Ziaee Bigdeli • aston university • Future of FIeld Service • Servitization • Servitization Conference
Ahead of this year’s Spring Servitization Conference, Dr Ali Ziaee Bigdeli explores three key reasons why companies should be considering a move towards servitization...
Ahead of this year’s Spring Servitization Conference, Dr Ali Ziaee Bigdeli explores three key reasons why companies should be considering a move towards servitization...
One of the questions that keeps coming up when I talk about servitization is “what are the key examples that really demonstrate the scope of this concept?” There are many examples in the B2B world, where the concept originally took hold, but increasingly examples are emerging in the B2C world, and I often find that these examples that touch people’s daily lives as consumers help to make the point.
Examples of servitization first emerged in the development and delivery of Business-to-Business (B2B) offerings. In this regard, debates almost invariably refer to Power by the Hour, the pioneering engine maintenance solution introduced by Rolls Royce in the early 1960s.
Necessitating extensive changes to processes, structures, technologies and personnel within Rolls Royce, this iconic service provides a perfect example of the experiences and ambitions of many manufacturers who embrace a servitization-based business model. It also had a fundamental legacy in terms of altering the way that customers contract with the company, with a move away from the transactional purchase of equipment towards a 10-year contractual relationship.
More and more manufacturers are moving towards this initiative. Other B2B examples include Alstom’s TrainLife Services. In this, French group Alstom provides the train with a bundle of repair and maintenance services and charges the operators (such as VirginTrains) based on the miles travelled through 15-20 year contracts. Xerox’s Print Management system offers a services and copier bundle which charges customers based on the number of papers they have copied or printed, and MAN’s pay-per-kilometre programme does a similar thing based on the distance its trucks are driven.
The extension of servitization into a product like tyres, which on the face of it is a ‘simple’ and commoditised product, shows just how widely applicable the idea is.
This will aim to use new technologies such as predictive analytics to help truck fleet managers better handle how their vehicles are used. The common thread is that the outcome is not the sale of a product, but capability delivered through the performance of the product.
The extension of servitization into a product like tyres, which on the face of it is a ‘simple’ and commoditised product, shows just how widely applicable the idea is.
As I mentioned in my introduction, the concept is also slowly-but-surely getting into the Business-to-Customer (B2C) level too, where it touches our everyday lives. You may have experienced something like it if you have ever gone for a new car on a Personal Contract Purchase (PCP) contract.
It is basically a leasing model, in which the car manufacturers charge their customers based on the estimated mileage for a fixed period, rather than just the price of the asset. Repair and maintenance are usually included in these contracts, meaning that the customers would only need to fill the tank and enjoy the drive.
Other examples include Brompton, the British manufacturer of popular folding bikes, now rents the bikes via docks across the UK to provide a more hassle-free option; Daimler’s Mercedes Me platform which remotely notifies drivers if the car requires maintenance or repair work; and OTIS’s Remote Elevator Monitoring (REM), which provides safety and continence 24/7 through the data collected, recorded and analysed from the lift. In this, the manufacturer enables to detecting trapped passengers, collect lift performance data, communicate lift performance data to Otisline, and establish a voice link from the lift car to the Otisline or another manned location.
These examples may lead to the question of why is it critical for manufacturing firms to move towards servitization? I can think of three principal reasons:
1. Growth and sustainability.
Through the development and delivery of advanced service offerings, the manufacturer enables its customers to achieve their key strategic aims. This focus on helping customers to achieve their own Key Performance Indicators (KPIs) is how these manufacturers are differentiated from competitors, and delivers business growth and sustainability for both themselves and their customers.
For manufacturers it generates long term contracts, closer relationships with customers, new business opportunities and revenue streams, and an enhanced image and market differentiation. The customer is able to realise greater value from its operations, better understand and predict its costs and financial profile, and potentially have the opportunity to scale-up operations.
2. Locking-out competitors.
Today, more and more technology-focused intermediaries are moving into the product manufacturing space and disrupting their value networks.
Indeed, significant disruptions are already happening in some sectors. For instance, the technology giant Uber is moving into the long-haul transport business with a new division called Uber Freight, in which the shipper directly connects with the truck, challenging the traditional business models of all stakeholders in this network from manufacturer through to user. Servitization strategies push manufacturers to move towards collaboration with other members of the network (e.g. distributors, suppliers, supplier of suppliers, technology vendors, and customers) and this will create a resilient barrier that inhibits the entry of new players.
3. Sharing risks of new technological innovation.
Manufacturing firms generally perceive implementation and adoption of advanced services as a high-risk strategy, perhaps due partly to a traditional product-based mind-set. The perceived risks are operational (e.g. capacity constraints, human resourcing and leadership issues), strategic (e.g. decline in competitiveness, reputational issues) and financial (e.g. direct negative impacts on profit, revenue and market share).
As with any new initiative, manufacturing firms that start to compete through services must internalise new risks. In this respect, the alignment of the incentive with other stakeholders in the value network enables risk sharing and mitigates unnecessary costs.
There are so many aspects to servitization; the benefits are quite well documented, but the challenges of adopting it are numerous, and our understanding- both as researchers and practitioners in industry trying to make an influence change- of how to overcome these is still developing.
This month I’ll be heading to Lucerne for the annual Spring Servitization Conference.
Over the past few years it’s become a key event in the calendar for researchers and thought leaders who want to share and progress their knowledge and understanding of how the theory of servitization can be applied in practice to manufacturing businesses around the world.
This year, I’m looking forward to the discussion on research topics such as: The impact of top management team composition and past performance on servitization; changing the revenue model for individual services; assessing your readiness for servitization with a diagnostic tool to measure service capacity, as well as industry keynotes from representatives of Sulzer Rotating Equipment Services, Testo Industrial Services, ABB Turbo Systems and Ali Group.
You can join the conversation by coming along to the conference, it’s running from 15th-17th May, and more details and registration are on the website https://www.advancedservicesgroup.co.uk/ssc2017w
Be social and share this feature
May 03, 2017 • Features • Astea • Kevin McNally • Kony • Mark Homer • Paul Whitelam • ClickSoftware • Deb Geiger • Exel Computer Systems • Rue Dilhe • servicemax • Software and Apps • Steve Luong • Asolvi
Competition in the Field Service Management Solution sector is fiercer than ever and new technology is constantly emerging. So we asked a series of industry experts what we should expect of our FSM solution today and what should we look for in a...
Competition in the Field Service Management Solution sector is fiercer than ever and new technology is constantly emerging. So we asked a series of industry experts what we should expect of our FSM solution today and what should we look for in a provider?
Features as Standard?
With the amount of functionality in standard FSM applications constantly improving, new innovations quickly become standard features. With this in mind what is the baseline level of functionality we should expect from an FSM solution? I.e. Should a solution include a mobile piece, scheduling, parts management?
Rue Dilhe – Managing Director, Exel Computer Systems explains their solution as being predominantly aimed at “established SME’s within the service industry, these companies are, generally speaking, well aware of the benefits available from a full breadth system.”
“The baseline functionality the majority of our prospective clients look for encompass pretty much all of the technologies and functionality offered. If we are able to show them functionality they weren’t aware of, such as configurable user dashboards displaying pertinent KPIs and reports, then these soon make it onto their requirements list, ” he adds.
“We expect the following to make it onto the majority’s ‘must have’ list: fully integrated solution, a dynamic/assisted scheduler, real-time information, remote engineer application, management reporting, user pertinent reporting, document management, call/case centre management, service oriented CRM, job information and technical documents pushed to engineer device, customisation tools, workflow tools, financial management and the ability to invoice on-site. Not to mention, the preference to partner with a well-established solution provider.”
For Kony, the focus is perhaps more understandably on mobile, as Steve Luong, Sr. Director of Product Marketing, explains.
“Although there are many FSM solutions in the market that address different needs, back-office capabilities such as scheduling, parts & inventory management and team allocation are commoditised features now.”
Mobile is now a critical functionality in modern solutions, with native apps providing a better user experience and performance over others -Steve Luong, Kony
Tesseract’s Kevin McNally, comments “In our experience, customers are looking for a best of breed service solution.”
“This includes service contract and asset management, service call taking and scheduling, planned maintenance control, stock & logistics management, quoting, job costing/invoicing and Engineer mobile communication. We are also seeing the requirement to control internal workshop / repair centres as a growth area requiring a different solution to that of field processes.”
“One of the often-forgotten areas of a solution is reporting,” he continues.
“The ability to report on any piece of data is crucial and a reason many companies are looking for change. Our customer’s clients have also become more demanding, and the ability to communicate externally also needs thought, whether that is a web portal, client reporting or direct data integration.”
Deb Geiger, VP Global Marketing, Astea International points out that there is not a 1 size fits all requirement for field service.
“I think that it all depends on the individual needs of the organisation in regards to baseline level of functionality. For example, if a company manages a mix of internal and external subcontractors then the base of functionality also needs to include third party vendor management capabilities,” she comments.
“But at a general level, the most basic elements of FSM solution should have the ability to manage service contract and entitlement information; asset/equipment information; scheduling, parts management, mobile (online & offline), customer self-service, and performance management/reporting as well as ability to configure solution without coding.”
Any field service management solution worth its weight should handle work planning and scheduling - Mark Homer, ServiceMax
However, he goes on to add that “as field service management evolves to become more integrated in other aspects of the industrial economy and proves a necessary lynch pin of optimising the performance of industrial equipment, these basic functionalities will progress to include more advanced features.”
Again scheduling and mobility are tow key components that are expected by ClickSoftware’s Paul Whitelam, Group VP of Product Marketing “Baseline capabilities for FSM consist of scheduling and mobility (specifically communication with the field and task execution support). Beyond that there are certainly additional aspects such as planning, forecasting, customer engagement, analytics and so forth, but as Field Service Management software becomes increasingly sophisticated, thinking in terms of feature sets can be something of a red herring,” he explains.
“In particular, there are non-functional aspects such as open APIs and extensibility, as well as the deployment model that can have a huge impact.
For example, software delivered via multi-tenant SaaS can offer a significant advantage in terms of agility and speed of deployment. More so than a feature list, it’s the way in which technology is combined with processes and people that delivers business advantage.”
Buying for the future...
So, whilst there is of course a variety of different elements that different experts think of as standard requirements, there are indeed some universal core functionalities that should now be embedded within any FSM solution, with these primarily being some scheduling automation, a mobile tool for engineers in the field and dashboard or similar reporting tools for monitoring what is of course a mission critical part of the business.
But one thing that is certain in our industry is that technological innovation is never far away. Whether it be connected devices, quantum annealing, or augmented reality every where we look there are technologies being intrinsically linked with field service that could change the way we approach service delivery entirely.
So given the constant development of technologies within field service management solutions, what steps should field service companies take to ensure that the solution they opt for is future proof?
Exel’s Dilhe explains that from their experience “from the outset, prospective clients are usually pretty confident they want a common, ‘out-of-the-box’ solution, and this is true for maybe 90% of the implemented solution, the remaining 10% however, the client can usually see a benefit in configuring the solution to the way they work now, whilst having the ability to adapt to how they may work in the future. It is for this reason that within the Eagle Field Service solution Exel provide a customisation tool-kit.”
“Customisations can range from the introduction of simple validation on fields to new panels and scrolling data sets for data entry and data display. Clients are able to extend any table by adding any number of columns for storing additional information, these can be managed from within the software without the need to make any manual database changes.”
Of course customisation sits at the very heart of the Kony offering also however, it is the pedigree of the platform and the provider themselves that offer the best glimpse of how future proof a solution is in the eyes of Luong.
He comments: “To ensure solutions they opt for are future proof, field service companies should look at solutions that have a strong technology stack supported by an underlying platform and cloud. These characteristics will allow for rapid implementation but more importantly, enable simple and fast updates to adapt to a quickly changing marketplace.”
“Additionally, understanding the solution provider’s roadmap and view of the market will ensure alignment between the field service company and provider into the future."
For McNally the responsibility should be shared by the providers and their customers.
The “Internet of Things” may be viewed by some verticals as a distant reality but equipment such as coffee machines, compressors and many other products viewed as “unconnected” are today providing useful data - Kevin McNally, Tesseract
“As an example, the “Internet of Things” may be viewed by some verticals as a distant reality but equipment such as coffee machines, compressors and many other products viewed as “unconnected” are today providing useful data. This information is allowing providers to be both reactive and proactive in their service delivery. It is vital that companies understand the data and use this as a competitive edge.”
“It can seem unfathomable for small and medium size service providers to understand the complexities of new technologies but suppliers should be assisting their customers on their future requirements and helping them understand the benefits, as these may already be “out of the box” based on previous implementations within that vertical market.”
This sentiment is echoed somewhat by Geiger who explains that when selecting technology we can’t just think of today.
“What is right for companies at the moment, might not suit as their business grows and evolves. It’s important for businesses to not only to understand their immediate need but to get the full picture of their objectives so that companies can find a solution that will support them today but also in the future. Even if an organisation may have very limited requirements today, it is much easier to start with a platform solution that has rich capabilities and a high level of configurability instead of a solution that just meets the requirements for today.”
“By leveraging a solution that offers a high-level of configurability, it is very easy for companies to remove fields or turn features “off” with a feature-rich solution, to get the base feature set to support their needs today. But as their business model changes, they have the tools to quickly adapt the solution without having to pay for customisations or having to wait until the software vendor adds specific features to a roadmap if they even decide to add those features at all.”
“You never know what is around the corner, so you need a solution that gives you the flexibility to add functionality as and when you need it.”
For ServiceMax’s Homer however, the answer is simple - the future belongs to the Cloud.
“Because field service organisations rely on remote workers for the majority of the information needed to run their business, flexible and constantly updated cloud-based software is a must – and a pre-requisite for mobile synchronisation and offline capabilities,” he asserts.
“And when it comes to enabling field personnel, companies need to seek out vendors with proven mobile capabilities. They need to find providers who continually invest in the latest mobile architectures for deployment ease and full functionality across all mobile platforms.”
“Lastly, and most importantly, customers need a platform that grows with them. They need a system that easily supports configuration with workflow management that organises standard operating procedures not only in the office, but also in the field. And it should all work together to keep service delivery consistent from the office to the field.”
Cloud-first is again echoed by ClickSoftware’s Whitelam, who also sees the need for field service companies to keep their finger on the pulse n terms of how emerging technology could impact their vertical markets.
Ensure your FSM solution is highly configurable, and not limited to a particular data model - Paul Whitelam, ClickSoftware
Indeed Whitelam lists the following as the key to ensuring a future proof approach are:
- Move to cloud-first solutions which enable fast, seamless, and frequent updates to the latest feature sets and enhancements—something all but impossible with on-premises installations.
- Adopt systems with open APIs and extensibility so that new capabilities—be they IoT enabled devices or Augmented Reality goggles—can be easily adopted in a modular way.
- Ensure your FSM solution is highly configurable, and not limited to a particular data model. For example, IoT devices represent a new set of inputs or variables to be incorporated into your operations. Having a generalised approach to data management, coupled with the processing power of a cloud platform enables companies to translate this data into actionable—and automated—improvements.
Solution provider support?
It is interesting to note that many of the experts that we spoke to identified a shared responsibility between vendor and customer to understand the technology trends and establish a sensible roadmap of FSM technology to implement.
Of course in any industry where the product is as absolutely vital to business operations one would expect a consultative approach from solution providers, but this willingness from many such providers to engage with and in many ways educate the market.
This leads us to question what other factors, aside from feature set and cost, should field service companies take into consideration when selecting a solution provider?
At Exel would prefer to see the selection process as the client choosing a business partner, instead of supplies,” replies Dilhe.
It makes sense to ensure you choose a solution provider that can meet your company’s needs, both now and into the future -Rue Dilhe, Exel Computer Systems
“With a 32 year history of implementing our solutions and supporting our clients, we feel our services far exceed those provided by a reseller,” he concludes.
McNally is certainly on the same page here also .
"The implementation of a system should be viewed as a partnership,” he opens, before adding “and partnering with an experienced provider who has a track record of delivering both technology and functionality is of key importance.”
“A strong vision and roadmap is also vital, because implementing a system should be viewed as a long-term relationship. Speaking with reference customers can be a useful exercise. The software is only one part of the picture, implementation and support are also just as important as is the relationship between the two teams.”
Choosing a provider whose vision aligns with the field service company is key states Luong.
“Field service companies should understand how a provider plans to leverage new technologies and smart services such as IoT, sensors, beacons, image recognition capabilities, integration with cloud services or other public services such as maps, storage, identification,” he says.
“These technologies and services can totally transform existing business processes to make them more efficient, driving costs down while improving customer loyalty by providing a better overall experience.”
“As service continues to become a key differentiator, companies need a partner who understands service – a specialist who can help them get the very best from the software platform, and give them the tools to take service to the next level.” Geiger adds.
With something as mission critical as a company’s service business, it is worth the time and effort to ensure successful deployment and adoption - Deb Geiger, Astea
“Many solution providers therefore pride themselves on the speed on their on-boarding process – to get companies up and running on their solution in a matter of weeks. However, aiming for speed often comes at the expense of quality – things overlooked, staff not fully trained, and opportunities missed”
“A quick on-boarding process may potentially cause more problems than it solves. With something as mission critical as a company’s service business, it is worth the time and effort to ensure successful deployment and adoption.”
“Additionally it is important to look at service solutions holistically. There are many cool technologies and new capabilities are entering the market constantly. It is critical to look at all of these solutions in a holistic manner and the value that they will provide to the service business.”
“It is imperative that the solutions share data intelligently between applications, allowing operatives to make decisions and take action with full insight into the situation,” she concludes.
For Homer, another consideration is that “field service organisations need to consider time to market, as with any other investment in enterprise software.”
“Implementation time, employee adoption, and training all need to be looked at critically as they all impact the return on investment. Software vendors should have good options for buyers to evaluate these aspects of their products, as well as a very good understanding of the nuances of the service domain. Without service expertise, product development capabilities can stall and implementation projects can run over budget.”
Finally, Whitelam believes that besides features and costs, field services companies should strongly consider a number of other factors when selecting their FSM solutions including:
- Company viability and focus: Look for external proof points and proven implementations. To what extent is the company focused on FSM?
- Vision: What does the roadmap look like? Does this align to the way you think about your field service business going forward?
- Experience: Has the company worked with companies like you before?
- The Team: This is a long-term partnership, where a strong relationship can lead to great things. Is this the team you want to partner with?
- Support: What kind of ongoing support is available? 24/7? Global? Will this vendor be responsive and strive for your success?
Indeed it seems that whilst the features of field service management solutions are ever evolving, the selection of the right tool for your business should look far beyond a summary list of features on your wish list and ask what can the provider do to make this a partnership that works both as soon as possible after implementation and also in the future.
The right solution is there for you, just look with open eyes.
Be social and share this feature
May 02, 2017 • Features • resources • White Papers & eBooks • ClickSoftware • ebook • Field Service Engagement
Resource Type: eBook Published by: ClickSoftware Title: The Roadmap to Field Service Engagement
Resource Type: eBook
Published by: ClickSoftware
Title: The Roadmap to Field Service Engagement
Synopsis:
Field service customer expectations are higher than they have ever been. Companies are promising a great customer service experience, but only some are delivering it.
When a customer receives good service from one company, it sets the bar higher for everyone. The customer will expect – or at least hope – they receive the same level of service from you.
The last field service technician (from another company) called an hour before he got there. He was on time. He was clean. He was friendly and helpful. Now the customer calls you. Can you deliver at the level of the customer’s last experience?
To win in today’s field service landscape we must recognise that every interaction, however small, is an opportunity to create an impression. Are you ready to deliver greater value to customers all day, every day?
This detailed eBook published by ClickSoftware takes you through some key guidelines to help get you on a journey to establishment true field service engagement with your customers.
Overview:
So what exactly is field service engagement? According to ClickSoftware, publishers of this eBook field service engagement is both a mantra and a model and this model is designed to help field service organisations gain a competitive edge in an evolving service landscape.
Today’s technology stands to transform field service more rapidly than ever before and organisations that embrace new technologies stand to improve customer engagement exponentially. Many early adopters of advanced route mapping, augmented reality, the Internet of Things, and self-service are discovering the immediate gains these technologies unlock.
Unfortunately too many focus on the technology, and not the customer. If we want to prosper amidst advancements, we must prove fancy technology adds value to the end user. Today’s customers have unprecedented service options, and access to unfathomable amounts of data. As a result, the pace of change in platforms, solutions, and customer loyalty have never been faster.
The bottom line is too few field service management organisations are stopping to ask, “Exactly how will this new found customer behaviour impact my service?” It’s in direct reaction to these trends that this eBook outlines the Field Service Engagement framework to help field service organisations achieve new and lasting connections with their customers.
Across nearly 40 pages of detailed analysis and insight the eBook focusses on four key tenets that should be addressed to drive your field service delivery forward and push customer engagement levels higher.
These are:
- Disrupt what isn't working
- Unlock Service Interactions
- Operationalise human potential
- Optimise the experience
[/unordered_list]
Although it covers a lot of ground this eBook does a great job of breaking down the information into highly digestible chunks and focusses on the most salient points in a concise and extremely well thought out manner and should be essential reading for any field service professional who is tasked with either raising customer satisfaction KPIs, service profitability or both.
Be social and share this feature
May 01, 2017 • Features • Jan Van Veen • Momentum • research • Research • resources
Jan Van Veen guides us through the findings of the research his organisation have recently undertook to establish what drives momentum and continuous improvement amongst service organisations...
Jan Van Veen guides us through the findings of the research his organisation have recently undertook to establish what drives momentum and continuous improvement amongst service organisations...
More and more manufacturing companies are recognising the huge potential in services and understand that pursuing these opportunities, is not easy.
Growing a solid service business, affects its business model, and therefore requires active support and buy-in, with the service department- from many stakeholders and the management board.
As a business leader, you are likely to recognize the following:
- Ongoing performance issues with few adequate and sustainable interventions.
- A slow execution of strategies and projects, with limited results.
- Too little attention for preparing future success in a rapidly changing corporate world.
- Lack of collaboration and alignment between departments.
- Lack of ‘buy-in’ for driving service business.
- Lack of members, within an organisation who understand the impact of IoT, Big Data, cognitive computing, and globalisation- failing to actively to collectively upon it.
In my experience, the biggest obstacle for companies is their ability to adapt to, and drive necessary change. Common approaches, such as change management and leadership, more communication and training, stronger business cases, and increasing the ‘sense of urgency’ has unfortunately made little difference.
But, just imagine how it would be if everyone in your company was eager and passionate about driving changes, adapting to them and seizing new opportunities. If colleagues from all departments joined forces and collectively got things done.
Imagine not needing to push, mould, or fight resistance.
What if your people were so engaged and committed that they naturally drive success and change? This may sound unrealistic, but what if you could actually achieve it?
This very idea inspired me to investigate into manufacturing companies. I delved into the ‘key success factors’ for quicker, easier, change and adaptation.
Not only was this for long-term business and service innovation, but also streamlined strategy execution, project implementation, and immediate intervention for performance related issues. My aim was to find the root cause for the lack of change, growth, and adaptability in businesses.
During the year 2016, I conducted research with a range of manufacturers.
Most of the 89 participants in the research were manufacturing and technology companies in the for B2B sector.
They ranged in size from 500 to over 10,000 employees, and into multi-billion US dollar annual revenues. They are typically driven to make significant changes by external influences such as Internet of Things, Big Data, algorithms, commoditisation, globalisation, and so on.
The Findings:
The results of the research indicated that most companies lacked ‘momentum’ for continuous change and adaptation.
Typical symptoms of this are:
- Inadequate levels of collaboration between departments and teams.
- Inadequate levels of coherence of initiatives and strategies across the organisation.
- Inadequate levels of engagement from employees.
The organisations still maintain the traditional ‘top-down’ plan and control management approach,Inadequate levels of engagement from employees which induces resistance to change, therefore reducing ‘momentum’.
The most successful companies withhold more momentum, and are more capable in adapting to, and driving change- making them thrive. Typically, they benefit from higher growth figures, stronger service businesses, better customer loyalty and higher people engagement.These companies have adopted stronger ‘sense and respond’ management practices, which prevent resistance towards change, from the existing status quo.
So, what is Momentum?
An organisation has Momentum when its people are fully engaged. They continuously drive change and sustainable growth in line with an overall strategy but without detailed centralised control. They have an emotional connection to a bigger purpose and feel confident to make interventions in products, services, business models and performance. They are sensitive to threats, opportunities and obstacles and quickly adapt to them. Above all, they are eager to work as one team and use change to generate energy, not burn it.
How to get more Momentum?
The research report provides an overview of the Momentum Framework, which is based on the best practices from the most successful companies.
This document describes the following topics of the Momentum Framework:
- The three Momentum Perspectives, driving the underlying philosophy and culture.
- People drive change
- Capabilities drive performance
- Future success lies beyond business as usual
- The Momentum Practices, consisting of the following three sections:
- Compelling direction
- Strategic dialogue on all levels and across all departments and teams
- Continuous learning, as an organisation and individual
Are you interested in driving more Momentum for easier and efficient ongoing change, just like the industry leaders? Download your free report now @ www.moremomentum.eu/report
Field Service News is published by 1927 Media Ltd, an independent publisher whose sole focus is on the field service sector. As such our entire resources are focused on helping drive the field service sector forwards and aiming to best serve our industry through honest, incisive and innovative media coverage of the global field service sector.
Leave a Reply