Today, on Earth Day, IFS announces its promise to sustainability through a plan to improve the company’s own operations, enable customers to achieve their sustainability goals, as well as influence the industry at large to improve its accountability to our environment.

IFS’s values, culture, and business model are linked to its vision to provide the best possible experience to its customers. The relationship between this vision, leading by example and providing sustainability technology are key to systematizing a sustainable mindset and behavior.

The multi-year plan lays out the company’s stepped approach and commitments for the next three years and brings IFS’s long-term thinking on the importance of sustainability internally and its ecosystem and owners to the fore.

The three-year plan will create positive impact in IFS’s own business, its customers’ and through industry-wide action

The stepped approach will be established around three core pillars:

1. Our own business

In line with the United Nations Sustainable Development Goals, IFS has identified several areas where it increase its focus for greater impact.

• Education – the IFS Education Program already works with nearing 80 universities and higher education institutions globally. The program provides scholarships, grants, IT equipment, as well as practical knowledge through internships and mentorships for students. Over the course of the next three years, IFS plans to expand the program to 150 institutions globally.
• Carbon emissions – in a program started in 2019, IFS committed to reducing its carbon footprint in part through consolidating its real-estate and improving the green credentials of its properties. From mid-2019 to date, IFS has reduced the square meterage of its global real estate by 9.5 percent, shrunk its car fleet by 86 percent versus 2019 and is committing to reach carbon neutrality by 2025.
• Philanthropy – IFS champions and partners with the IFS Foundation to alleviate poverty and other social ills in Sri Lankan rural villages - Sri Lanka is home to the largest proportion of the IFS workforce. The IFS Foundation’s mission is to help improve the living standards of people in the countryside by addressing aspects of health, water and sanitation, education, and economy, and resulting in a self-sustained community. Corporate social responsibility (CSR) initiatives in Sri Lanka have already improved the lives of over 3,000 people. IFS supports the IFS Foundation’s planned expansion to encompass additional areas within remote and rural areas of Sri Lanka.
• Developing an Impact Mindset: IFS is looking for ways to further accelerate its employee awareness of and contribution to the sustainability agenda. We will be introducing a framework to trigger people's mindsets and to guide engagement. The framework will drive how the company is making it possible for its employees to impact sustainability as individuals and assess how successful IFS is at engaging its workforce behind the Impact Mindset.
  • Volunteering – all employees are given the opportunity to invest one workday a year to support a charitable cause of their choice. In 2023, we strive to have the equivalent of three years’ worth of work invested by our employees
  • Employees – IFS has set the bar high against peers in the industry in terms of diversity in employee mix sets. For example, women make up 34 percent of the business, above the industry average for tech
    • We will continue to drive grass-roots programs such as the IFS Education Program to foster diversity across the industry
    • The health and wellbeing of employees remains top of mind, with a new program being launched for employees across the world and measured by twice annual employee surveys
  • Governance – IFS has always maintained policies on Human Rights and Anti-Slavery and will further ensure that this is not only in line with UN criteria and reporting and but also pervasively included in the education of its employees.

2. Our customers’ businesses

Increase energy efficiency: In March 2021, IFS launched IFS Cloud, is a single platform that IFS customers can deploy on premise or in the cloud in a modular way taking advantage of the latest technologies and thus reducing needless computer processing and storage. When deployed in the cloud, such as on Azure, IFS Cloud is 52-79 percent more energy efficient than compute equivalents deployed in traditional data centers, and storage is 71-79 percent more energy efficient than storage equivalents deployed in traditional enterprise data centers*.

Sustainability technology to give back: Recognizing the need and pressures many customers must monitor, manage, and report on their own sustainability goals and commitments, IFS is producing a new module within IFS Cloud specifically for sustainability management. With so much information held within the value chains that IFS Cloud connects, this new module will be offered as standard, to all IFS Cloud customers in late 2021. IFS will donate a share of the license revenue generated by the module to sustainability causes.

Innovation for sustainability: To propel the ideation and delivery of added sustainability scenarios for IFS Cloud, a yearly hackathon will be launched on the 21^st April and will run for three days across Earth Day (Thursday 22^nd April). Teams from all over IFS’s research & development (R&D), customer-facing and internal divisions are taking part together with our partner ecosystem. Please contact us here if you are interested in joining one of our teams. IFS will also continue to strengthen its IFS Incubator program along the 10 principles are the key statements that describe how we implement sustainability at IFS at the corporate level, in our businesses and at the regional level.

3. Our industry at large

To raise awareness around the importance of sustainability at a macro level and to help improve its own approach to sustainability, IFS will be making two significant appointments, one internal in creating the role of Director Global Sustainability (ESG) and one external by appointing Lewis Pugh as its Sustainability Ambassador. Lewis Pugh is the UN Patron of the Oceans. Pugh will influence IFS’s sustainability plan, as well as engage with the IFS ecosystem to challenge and celebrate sustainability best practice.

Commenting on his appointment, IFS Sustainability Ambassador, Lewis Pugh said: “We need governments, businesses and individuals to all play a role in making positive change. I am pleased to be working with IFS whose team is clearly taking the issue of sustainability seriously. Having the ability to engage with their ecosystem of customers and partners presents an opportunity to have an impact at scale.” He continued, “Climate change is an existential threat to life on earth. We now need all hands-on deck to tackle this crisis.”

Darren Roos, CEO of IFS, added: “IFS has a long-term responsible approach to creating value for customers. By considering sustainability as an integral part of our business model we not only capture value creating opportunities, but we can mitigate risks so and stay on course to be successful in our sustainability strategy.” Roos continued, “The progress achieved over the last couple of years to improve IFS’s approach to sustainability has been meaningful, but with the launch of this multi-year plan we are making commitments and make ourselves accountable. This is meaningful to our customers, our employees, our owners and our community at large.”

To find out more about how IFS is helping customers achieve their sustainability goals, please visit: ifs.com/sustainability

Further Reading:

• Read more about Leadership and Strategy @ www.fieldservicenews.com/leadership-and-strategy
• Read more about Sustainability on Field Service News @ www.fieldservicenews.com/sustainability
• Find out more about IFS @ www.ifs.com/
• Read more about IFS on Field Service News @ https://www.fieldservicenews.com/ifs
• Learn more about IFS Commitment to Sustainability @ ifs.com/sustainability
• Follow IFS on Twitter @ twitter.com/ifs

IFS today announces the appointment of Johan Made as Chief Commercial Officer. In the newly created role, Made will be responsible for driving IFS’s growth strategy through inorganic investments and development initiatives, including mergers & acquisitions. The appointment is a further signal of IFS’s ambition to extend its leadership as the technology platform of choice for companies who want to create and deliver amazing moments of service for their customers. Michael Ouissi, IFS’s Chief Customer Officer will continue to focus on driving growth organically.

Made will join the IFS Executive Leadership Team at an important time of IFS’s growth journey. With the recent launch of IFS Cloud, IFS is well positioned to help more customers realize value faster and drive the cost of ownership down. The powerful technology is not only a new proposition for customers, but IFS Cloud is also changing how IFS operates, with twice yearly updates that will keep customers evergreen, a Voice of the Customer program that sets a new industry benchmark, and rapid innovation-to-impact capabilities. Together with his team, Made will help drive growth opportunities for customers and accelerate IFS’s own growth journey.

IFS strenghtens its executive leadership team to further improve commercial strategies and capabilities

Commenting on the appointment, Darren Roos, CEO at IFS, said: “Johan is a passionate leader who is known for helping people and companies achieve their best. We have worked together before, so I have seen him in action. Johan will be a great addition to my Executive Leadership Team, and I’m looking forward to seeing his contribution help us build on the momentum we have achieved in the market, as well as further improve our commercial strategies and capabilities”.

Johan Made, Chief Commercial Officer at IFS, added: “IFS has been on my radar for many years. However most recently I have seen the company transform into the most agile and customer-committed vendor in the industry – clearly this was something that was attractive to me. There is a lot of opportunity for further growth and I believe IFS has the right people, technology, and partners to move faster and add more value to its customers than any of its peers. These are the ingredients that enable IFS itself to deliver amazing moments of service to its own customers.” He continued: “With the continued support from EQT and TA, I am looking forward to putting in motion new strategic initiatives that will achieve strong value for our customers, partners and employees.”

Chairperson of IFS, Jonas Persson, said: “Adding the industry’s best talent is hugely important for any growth business like IFS. Having achieved 26% YoY growth in software revenue in 2020, it makes perfect sense to have Johan join us. He has a stellar track record, really understands the market, and is hugely passionate in the way he leads.”

Made joins IFS from Infor where he was EVP for North, West & East Europe. Prior to Infor, Made was Managing Director for SAP in Sweden, and has also held senior leadership roles at Oracle, Hyperion and IBM.

Find out more about IFS’s leadership team here.

Further Reading:

• Read more about Leadership and Strategy @ www.fieldservicenews.com/leadership-and-strategy
• Read more about IFS on Field Service News @ https://www.fieldservicenews.com/ifs
• Find out more about IFS @ www.ifs.com/
• Learn more about IFS Cloud @ www.ifs.com/corp/ifs-cloud
• Follow IFS on Twitter @ twitter.com/ifs

Jim Baston, President of BBA Consulting Group, continues his series on “supercharging” revenue generation through the field service team. After explaining the steps to define the service, in this fifth blog he looks at how to ensure the efficient engagement of the field service team.

In my previous blog, we considered the actions necessary to clearly define the service of our technicians making proactive recommendations. Now that we’ve defined the service we’re offering, it’s time to ensure that we have the support structures in place to ensure the efficient engagement of our field service team. There are a number of things to address here, so let’s consider three critical ones, processes, tools and training.

Processes

This is one that often gets overlooked, but we ignore it at our peril. Without a clear process, opportunities can fall through the cracks. When opportunities are not followed up in a timely fashion, this can cause embarrassment for the technician and send a clear signal that we’re not that serious about this new service of making recommendations. Some examples:

• How are opportunities captured?
• Who’s responsible for following up with the customer?
• What’s the tech’s involvement once the opportunity is identified?
• By whom and how is the technician kept informed of the status of an inquiry?
• Once a quote is issued, who is responsible for tracking outstanding quotations and inquiring into dormant ones?

Tools

What tools can be employed to help the field service team improve their efficiency? For example, what can be done to allow technicians to issue quotes in the field? How can opportunity status be relayed to the technicians so it’s readily available in a timely manner if needed? How can you alert technicians of outstanding opportunities so that they can follow up directly with the customer on their next maintenance visit?

Training

Most techs I know are comfortable engaging the customer in technical conversations, but fewer feel as comfortable talking about commercial issues. A tech that’s not comfortable discussing new opportunities with customers may avoid doing so. It’s important, therefore, that our technicians learn and gain comfort in conducting a conversation with the customer about products and services that will benefit them. A good training program and practice role plays can have a significant impact here.

Product and service training should also be considered. Often technicians have limited knowledge about their company’s capabilities beyond their own areas of expertise. If our techs don’t know about ALL of our products and services how will they identify an opportunity? And even if they have a general understanding of what we do, if they don’t have a conversational knowledge of a product or service they’ll likely avoid the conversation.

What hurdles stand in the way of fully engaging your field service technicians in making proactive recommendations that will help your customers to be better off?

How do your current processes and systems facilitate or detract from the implementation of your strategy to engage the techs in looking for opportunities to help your customers achieve their business goals?

Next time we will consider the interdependencies that we will rely on when making and delivering on our recommendations.

Reflection

Make a list of all the actions you can take to support your technicians’ efforts in making proactive recommendations that will help your customers to be better off. As you draft this list, think about each action’s impact on the following:

• How does this make the service easier for the technician?
• How does this minimize the amount of time required by the technician?
• How does this help improve the techs’ comfort level in completing this service?
• How does this help keep the technician informed?
• How does this prevent opportunities from falling through the cracks?
• How does this help ensure that every technician provides a comparable level of service?

Further Reading:

• Read more about Leadership and Strategy @ www.fieldservicenews.com/leadership-and-strategy
• Read more exclusive articles by Jim Baston @ www.fieldservicenews.com/jim-baston
• Connect with Jim Baston on LinkedIn @ linkedin.com/jimbaston
• Learn more about Jim Baston and BBA Consulting Group @ jimbaston.com
• Connect with Jim Baston directly by email @ jim@jimbaston.com

Across 2020 we saw a massive change in the field service industry. Some of the very fundamentals of field service delivery will have changed in many ways, possibly forever. However, while we reached this point perhaps sooner than expected, in the December/January edition of Field Service News, Kris Oldland, Editor,-in-Chief, Field Service News, made the case that much of what is being discussed as part of the 'new normal' has been developing in our sector as best-practice for a long time...

Remote service, servitization, embracing the blended workforce, customer-centricity and empowering decision making from the field have all been put forward as critical pillars of whatever comes next after recovery. However, we had seen examples from many innovative companies adopting these approaches long before words like bio-security and essential workers entered into the day-to-day lexicon.

Indeed many best practices were prevalent in the industry that have stood us in good stead against all of the challenges we have endured over the last twelve months. Not least of these has been an agile mindset that had begun to emerge amongst field service companies. This is almost certainly set to become a hallmark of business moving forward into a post-pandemic world.

"Companies have had to get comfortable in recent years, making faster decisions and completing more agile projects. Still, COVID amplified this need," Comments Sarah Nicastro, Vice President of Service Management Customer Advocacy at IFS. I believe companies will look to remain more nimble in the new normal than perhaps they had been previously.

Nicastro's comments are echoed by Laryssa Alexander, President Field Service Division, ECI Software Solutions, who added, "I think the key positive for field service businesses in 2020 was that ability to adapt and adapt fast.

"As businesses, we often talk about those next steps, those advances that either changes the way we work or are changing in the market - it can then take us a while to adapt to them. In this case, two strategic initiatives were available to them, diversification in terms of markets and customer segments as well leveraging automation across all solutions and customers to ensure they are streamlined and efficient.

"When faced with the pandemic - businesses couldn't just talk, they had to act, had to react, and you saw this in field service, especially through technology. Field service, in its very name and nature, is an industry that can't just work from home; it has always relied on field service agents to be out there on-site - carrying out their responsibilities in maintenance and care for customers.

"Therefore, to keep people safe, communication became even more vital and through initiatives such as push notifications, for example; integrated with the central ERP, field agents were able to be updated on appointments and update customers on appointments through an app including the steps needed to keep each other safe ahead of visits. Suddenly it became crucial to all our field service customers, not just those who had already made more forward-thinking investments. Innovation was suddenly second nature to all businesses - it's that survival instinct kicking in."

"During the next few years, infrastructure, and in particular the Cloud, is likely to be the main focus for field service businesses..."

- Laryssa Alexander, President Field Service Division, ECI Software Solutions

Alongside such natural survival instincts, however, we also saw the importance of a robust digital infrastructure. It has become clear that without an underpinning digital infrastructure, much of the agility and innovation we have seen throughout the pandemic would have been almost impossible.

Indeed, in many ways, we are fortunate that we had already begun our digital transformation journey in our sector some years ago. Of course, different companies would have been on different points in that journey; however, the pandemic's impact is that most of us will now find ourselves further down the path than we had planned at this point.

As we move into the new normal of our sector, it is more evident than ever before that technology will play an even more significant role than ever before. However, what has become hugely apparent is that field service organizations must ensure they have an infrastructure to support such evolution.

As Alexander continues, "During the next few years, infrastructure, and in particular the Cloud, is likely to be the main focus for field service businesses who will be looking to ensure the systems they have in place support and are scalable too, an ever-changing customer landscape and a more flexible team model. Ultimately to make sure they can offer the services their customers need. Agility and integration will be central to this, and a cloud-based ERP system provides the foundation for them.

"Due to the pandemic and lockdown restrictions introduced by world governments, many businesses had to look to short-term fixes to keep their field service business running and ensure their remote workforce had access to all the tools and information needed to carry out their roles and support customers.

"These changes will be needed long-term, and a more permanent solution will need to be found. ECI is already seeing field service customers in North America and Europe upgrade their ERP and switch their hosting to our cloud solution from on-prem - to ensure their business is future-proofed and able to operate more flexibly."

Indeed, the pandemic has not only sharpened our thinking in terms of how we can meet best-in-class service standards that we have seen before but also has forced us to embrace what for many companies were new ways of working entirely – particularly remote working, which a study by Field Service News Research revealed was something now over 75% of field service companies have offered to their clients, with two-thirds of these only have done so since the pandemic.

"These innovations have likely spawned from the greying of the average field service engineer and the need to overcome an impending knowledge gap across the global workforce..."

- Jon Arnold, VP of Sales, EMEA, RealWear,

As Jon Arnold, VP of Sales, EMEA, RealWear, explains, "Prior to the pandemic, remote service delivery was growing in demand as reliable, integrated and sophisticated technologies became more readily available.

"For example, through the use of head-mounted devices such as RealWear's HMT-1, remote field service technicians could receive real-time support for complex issues from specialists anywhere in the world. To keep up with demand, the past few years has seen a steady rise in Independent Software Vendors (ISV), ranging from small start-ups to major industry players. These companies have produced a range of solutions, covering the generally relevant remote mentor and collaboration use cases to highly specific scenarios such as IoT (Internet of Things) visualization and inspection or certification of maintenance procedures.

"These innovations have likely spawned from the greying of the average field service engineer and the need to overcome an impending knowledge gap across the global workforce," he adds.

Remote service is also an area Nicastro thinks will be critical in the next few years, with a concentrated focus in the industry on "advancing and refining efforts around remote service," she explains.

"Companies quickly ramped up the use of augmented reality and other remote service tools when the pandemic hit saw immense value in doing so, not just for business continuity but for business transformation. As things normalize, companies will be focused on determining how to cohesively integrate remote service into their service delivery strategy."

Another facet to this same focus area is going to be around how field service companies utilize such tools to overcome and improve their approach to existing challenges.

"The most significant topic for field service companies to focus on will be the need to train their local workforce," Arnold comments.

"Firstly, due to Covid-19, travel will likely be reduced both regionally and globally over the next two years making it difficult for industry experts to offer their assistance on-site."

Indeed, could it be that adopting such technologies and programs can also ease one of the most considerable pressures our industry has been facing for a long time before the pandemic, an ageing workforce crisis?

"Realizing what we're truly capable of, as individuals and as organizations is the single biggest positive we must take from the last twelve months..."

- Sarah Nicastro, Vice President of Service Management Customer Advocacy

As Arnold explains, "the aging workforce's impending retirement and their diminished attraction to constant travel makes training an increasing necessity. However, this will partially be mitigated by the new ease of part-time and home working; allowing for senior Engineers to supply support from home or a local office on a part-time basis."

Ultimately, the pandemic has impacted us all, yet there is always opportunity in the face of adversity, and we must harness this now as we look to the future.

"Realizing what we're truly capable of, as individuals and as organizations is the single biggest positive we must take from the last twelve months," explains Nicastro.

"This year has challenged us in ways we could've never anticipated, and we've come out of the experience stronger and with more perspective. This shows us we can do hard things and tackle obstacles head on."

"The pandemic is the single most disruptive global event to hit business and our wider society since the second world war; having forced many organizations to radically shift their working practices and trust their employees to get the job done with minimal supervision and local support," agrees Arnold.

"However, whether digital transformation was adopted by design or out of necessity, the resulting flexibility and speed of change that this has engendered, will not be given up by organizations focused on field execution nor by the employees who have shown huge value and adaptability to their respective companies during these challenging times."

The road ahead certainly seems more straightforward than the one behind us, but we still have much work to do. However, the opportunity for a future that outshines the past is in our own hands. Now the hard work begins.

Largest acquisition to date will increase Annual Recurring Revenues and provide entry into the UK logistics market with customers including Hermes, Transport for London and Argos.

UK-based Field Service Management (FSM) software company, Totalmobile, has announced it has completed the acquisition of Cognito iQ, a Newbury-based provider of workforce management and analytics technology, to add to its comprehensive suite of software solutions.

The market leading real time analytics solution provided by Cognito iQ collects data from multiple sources to provide a clear overview of operational performance. This enables even the largest and most complex of organisations to manage data in a more effective manner, empowering their customers - that include Hermes, Transport for London and Argos - to achieve continuous improvements in productivity and efficiency.

THE ADDITION OF COGNITO IQ PROVIDES TOTALMOBILE WITH A STRONG PRESENCE IN THE FAST-GROWING LOGISTICS MARKET

The acquisition of Cognito iQ enables Totalmobile to add a best-of-breed real time performance analytics capability to an already comprehensive suite of end-to-end Field Service Management technologies, enabling customers to manage data better and closely analyse ongoing operations via a control room that ensures services are being delivered efficiently and KPIs are being met.

This highly capable technology will be rebranded and launched as Totalmobile’s new ‘Analyse’ product, presenting a significant opportunity to offer the product to Totalmobile’s existing customer base of over 1,000 organisations, covering a range of sectors, including Government, Health and Social Care, Facilities Management, Infrastructure and Housing.

The addition of Cognito iQ also provides Totalmobile with a strong presence in the fast-growing logistics market, which has an increasing need for transformative and scalable technology due to a change in consumer behaviours accelerated by the Covid-19 pandemic.

Today’s announcement marks Totalmobile’s largest addition to date and its sixth acquisition in the last two years, delivering on a dual strategy of combining the most comprehensive suite of FSM products with deep sector expertise. It sets Totalmobile firmly on track to achieve its goal to become the world’s largest regional FSM company by the end of 2021.

Jim Darragh, CEO of Totalmobile, said, “In today’s world the ability to manage, analyse and then action operational data is critical for any organisation that is striving to provide an exceptional service. With today’s acquisition of Cognito iQ, I am delighted to announce that we have added a market leading real time analytics software solution that enables any customer to drive continuous improvement across their operations

In addition, this technology strongly complements our existing solutions which are providing our customers with mobile working, dynamic scheduling, job management, staff rostering and lone worker protection capabilities

The acquisition of Cognito iQ is the largest in the history of the company and comes shortly after the addition of utilities sector specialist GeoPal. This highlights the giant strides that we are making as we continue to accelerate our growth. I’m very excited about what the future holds and look forward to welcoming our new colleagues and customers to Totalmobile.”

Laurent Othacéhé, CEO, Cognito iQ said, “Totalmobile, with its uniquely strong position in the field service and mobile workforce management market, is the ideal springboard to take the revolutionary Cognito iQ products to market on a very large scale from day one. We very much look forward to joining the Totalmobile Group to accelerate growth and deliver transformational solutions to our customers.”

Further Reading:

• Read more about Digital Transformation @ www.fieldservicenews.com/digital-transformation
• Read more about Cognito iQ on Field Service News @ www.fieldservicenews.com/cognito-iq
• Find out more about Cognito iQ @ www.cognitoiq.com
• Learn more about Totalmobile @ www.totalmobile.co.uk
• Follow Cognito iQ on Twitter @ twitter.com/Cognito_iQ
• Follow Cognito iQ on LinkedIn @ www.linkedin.com/cognito-

IFS, announces it has signed a definitive agreement to purchase Axios Systems PLC, a global provider of cloud-based Enterprise Service Management (ESM) software. Recognized as a leader in IT Service Management (ITSM) and IT Operations Management (ITOM), Axios Systems has built a reputation for the quality of its omnichannel service management solution, which many of the world’s most respected brands rely on, including: Aviva, KPMG, FedEx and many more.

IFS is where service and value for customers come first. In the recent launch of IFS Cloud™ and in its growth strategy, IFS delivered on its goal to bring to market technology and industry-specific capabilities that support the customers’ journey to digitalization and help them evolve to become more outcome and service-led. More and more companies are turning to IFS to help them deliver when it matters most to their customers—at the Moment of Service.

Over the years, IFS has significantly invested in its Service Management business, which grew over 100 percent year on year in 2020. The acquisition of Axios Systems adds further depth to IFS’s capabilities with new ITSM and ITOM functionality that will help companies improve the design and automation of workflows, drive efficiency internally, and connect data across teams and systems to ultimately create opportunities to better serve its customers. The combination of IFS and Axios Systems is instrumental in extending IFS’s ambition to cement itself as the market leader in the Service space.

IFS further extends stronghold in service management with additional Enterprise Service Management capabilities

Like all elements of the IFS proposition, the customer can deploy Axios Systems’ Enterprise Service Management capabilities as a best-of-breed point solution or integrate it with other capabilities built into IFS Cloud. This puts IFS in a unique position to offer an end-to-end service solution that supports employees internally and in the field, as well as businesses as they deliver products, outcomes or indeed services. For the first time, customers will be able to connect both worlds and create a new level of visibility across their value chain so that they can delight customers in delivering great Moments of Service.

IFS CEO Darren Roos commented, “The acquisition is very significant for IFS: we are extending our Service Management proposition to help businesses address inefficiencies that can impact their ability to deliver delightful ‘Moments of Service’. Beyond process and workflow design and simplification, Axios and IFS together create visibility across internal and external siloes. He elaborated, “The ability to monetize service creates a competitive edge. Today customers want service: reliably and consistently, but there is a missing piece; companies need to be able to leverage customers, people and assets and not only articulate the true value but also ‘design for Serviceability’. With Axios, IFS is adding specific capabilities that bring visibility into the value delivered inside and out and highlight opportunities for ongoing improvements.”

Tasos Symeonides, CEO and Founder of Axios noted, “As the founder of Axios, I am proud that my family and team have successfully established a global and well-respected provider of enterprise service management solutions. We are not done yet; we want to keep working with the great customers we already have and add new ones. To achieve this, we needed to join forces with a global software player who is as passionate about service management, delivering value, and creating great customer experiences, as we are. In IFS we found the ideal strategic partner and are now playing a role in helping IFS extend its leadership in enterprise service management!”

With Axios Systems’ leading ITSM & ITOM solutions, companies can design, automate, and simplify workflows along the value chain and deliver amazing Moments of Service

Ray Wang, principal & founder of Constellation Research Inc commented: “Prospects and customers who see service as a differentiator will find value with this acquisition.  Most organizations seek the ability to connect IT and the back office to the front office and customer acting teams.  Bridging those silos and creating visibility with a rich ESM solution will help organizations drive service innovation and visualize the value.”

Axios Systems enjoys an international blue-chip customer base across the US, Europe, Middle East and LatAm, and has successfully fostered strong user communities to build advocacy and drive product enhancements. Customers in the commercial sector include Aviva, FedEx, Sobeys, EDEKA, KPMG; and in the public sector include UK & Scottish Governments, State of Maine, Dubai Courts, Saudi Post and Fife Council.

Both Axios and IFS are highly rated by industry analysts. IFS has maintained its stronghold as a Leader in the Gartner Magic Quadrant for Field Service Management Software every year since 2014. Axios is recognized as a Niche Player in the Gartner Magic Quadrant for IT Service Management Tools where Gartner highlights its strengths in customer engagement, strong focus on IT service management and impressive international customer base.

Further Reading:

• Read more about Digital Transformation @ www.fieldservicenews.com/digital-transformation
• Read more about IFS on Field Service News @ https://www.fieldservicenews.com/ifs
• Find out more about IFS @ www.ifs.com/
• Learn more about Axios Systems @ www.axiossystems.com/
• Follow IFS on Twitter @ twitter.com/ifs

Jim Baston, President of BBA Consulting Group, continues his series on “supercharging” revenue generation through the field service team. In this fourth blog he looks at identifying specifically what actions we need to take in order to define the service.

In my last blog, we identified the following list of possible steps we can take to ensure that our field service team is successful in generating new business opportunities:

1. Define the service
2. Support the initiative
3. Get buy-in from supporting divisions
4. Talk the walk
5. Tell our customers
6. Maintain focus

In this blog, we will look at the first step on our list – Define the service – and identify specifically what actions we need to take in order to do this.

Consider one of the maintenance services that you offer to your customers. Imagine for the moment that you left the details of what the service entails to each individual field service tech. What do you think would happen? One tech includes an oil change with every service. Another changes the oil every two services and a third does not change the oil at all. One tech makes certain adjustments and another doesn’t make any. In other words the service work completed (and therefore the service levels) varies depending on the tech that went to do the work.

Now think about how your customers will view your service offering. Will they be happy that the level of service provided would be determined by the person you send? Will they have confidence that they’re receiving “excellent” service? Will you keep them as a customer for long? Somehow, I doubt it.

So, if making proactive recommendations to customers is a service, then it’s important that we define what that service is, just as we would any other service that we provide. How are the proactive efforts of your field service team defined?

It’s best to start with defining specifically what we are doing. What is the service we are providing through the proactive efforts of the field service team? Why is this a service at all? What is the benefit for the customer?

Next consider what specifically we want the field team to do. Are there definite actions that we want them to take that will help them uncover opportunities to help? Are there certain questions that they should ask the customer? Are there any environmental factors that they should be on the lookout for?, etc.

What do we want them to do if they see an opportunity to help? Do we want them to bring it to the attention of the customer or simply record it on the work order summary for someone else to follow up? Will this expectation change depending on the size and scope of the opportunity? If they do bring it to the attention of the customer and the customer would like to explore the opportunity further, how is the opportunity captured so that nothing falls through the cracks?

And, remember to define the components of the service in terms of what the customer can expect. Can we be more specific about what the customer will receive? For example, our service might include an annual review of our performance with the customer. At the beginning of a contract, it could include a formal meeting where the key customer operational goals are identified and evaluate how we can contribute to these. Future meetings might involve reviewing the results of the proactive efforts of the field team over the past period, revisiting open recommendations and re-establishing operational goals for the coming year.

Reflection

Think about the product promotion efforts of your field service team. What can the customer expect when they sign up for this service? How will you describe it on your website?

Consider:

• Why is what you are asking your technicians to do a service (and not a sale)?
• Why are the field service team’s actions of benefit to your customers?
• What specific steps should all your field service technicians take to uncover and capture opportunities? For example:
  • Should they make a special effort to visit with the customer before the service begins? After the service is completed?
  • What questions should they ask?
  • Are there specific things that the technician should look for or listen for that might provide them clues for opportunities to help?
• When an opportunity is found, what specifically do you want the technician to do with the lead?
• How and where do you want the technician to record the opportunity?

Further Reading:

• Read more about Leadership and Strategy @ www.fieldservicenews.com/leadership-and-strategy
• Read more exclusive articles by Jim Baston @ www.fieldservicenews.com/jim-baston
• Connect with Jim Baston on LinkedIn @ linkedin.com/jimbaston
• Learn more about Jim Baston and BBA Consulting Group @ jimbaston.com
• Connect with Jim Baston directly by email @ jim@jimbaston.com

Jim Baston, President of BBA Consulting Group, continues his series on “supercharging” revenue generation through the field service team. In this third blog he looks at defining the steps to ensure that the proactive efforts of your field service team will be successful.

In my last blog, I spoke about how the success of our field team’s business development efforts will be dependent upon whether they accept that their proactive efforts are part of their service role and whether the customer sees value in their recommendations. We can do this when we take a service perspective. How? Treat revenue generation as the valuable service that it is and engage our technicians in the proactive promotion of our services in a manner that we would be proud to tell our customers about. Then, support our techs’ efforts as we would any other service that we offer.

Let’s look at this a little more closely. Imagine you are about to add a new service to your portfolio and you want to take steps to ensure it’s successful. For the purpose of this exercise, we’ll call the new service “Super Service”. The service you are about to add has the following characteristics:

• It complements existing services (does not replace any of the services you are currently providing)
• It’s a new concept – the customer needs to be educated on the value
• Some new knowledge and skills are required but your existing technicians can perform the service – no additional staffing required
• Existing tools and test equipment can be used – no significant capital equipment needed
• It has the potential to be highly profitable – efficiency in delivery is critical
• You must rely on another division within your organization to deliver a small part of the service
• Super Service has the potential to be a game changer

The question is: What specific steps will you take to ensure the success of this new service?

Take a few minutes to write down what steps you’ll take to launch this service successfully. Don’t worry about completeness of this list for now. We’ll come back to this list later. We only want you to start generating ideas about the steps you would include.

To successfully launch this new service, here is a list of possible steps we could take:

1. Define the service
2. Support the initiative
3. Get buy-in from supporting divisions
4. Talk the walk
5. Tell our customers
6. Maintain focus

Now, look at the description of Super Service once more. Notice that the Super Service described also applies to the actions of business promotion by our field service team. Through their recommendations for example, the their efforts can complement our existing services. Their actions will require explanation to our customers so that they understand the motive behind, and the value in, their efforts. Although some new knowledge and skills may be needed by the techs, no additional staffing will be required. In addition, there will be no need for any significant capital increases and the results of their efforts can be highly profitable. Finally, our field team’s promotion of products and services can be a game changer if we can help our customers see how they’ll be better off for those recommendations.

So, we can supercharge our techs’ revenue generation by treating their efforts as the valuable service that they are. This means identifying those things that we must do well in order to successfully encourage and support their efforts.

Our next step is to determine and apply the specific actions we’ll take. Using the list above, my next blog will look at some examples of actions we can take. Please note that the actions that we identify may not necessarily be the actions that you, in your specific situation will take. It’s the approach that is important here, so simply apply the same approach used here to your list.

Reflection

Go back the list of steps that you have created that will ensure that the proactive efforts of your field service team will be successful. Is the list complete? What’s missing? Rework the list until you assured that those steps cover all that is necessary for your success.

Further Reading:

• Read more about Leadership and Strategy @ www.fieldservicenews.com/leadership-and-strategy
• Read more exclusive articles by Jim Baston @ www.fieldservicenews.com/jim-baston
• Connect with Jim Baston on LinkedIn @ linkedin.com/jimbaston
• Learn more about Jim Baston and BBA Consulting Group @ jimbaston.com
• Connect with Jim Baston directly by email @ jim@jimbaston.com

In this final excerpt from a recent white paper published by Esri UK, now available at Field Service News, we look further at the importance of location intelligence and discuss how organisations can achieve optimised field operations.

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Last week, we looked at how Esri's ArcGIS platform can help companies in challenging situations, such as containing the spread of a plant disease and saving lives in humanitarian disasters. Today we look at two further case studies highlighting the importance of location intelligence and discuss how organisations can achieve optimised field operations

SUPPORTING DIVERSE AND VULNERABLE COMMUNITIES

With its diverse and varied population, Oxfordshire County Council aims to provide excellent services to all its residents while promoting equality and ensuring fairness.

The Challenge

Oxfordshire County Council’s GIS (Geographic Information Systems) team has an extremely broad brief to provide ICT support across the organisation, including Oxfordshire County Council’s Fire Rescue Service. This small team assesses requirements and requests, gathers business analysis and provides user support while building interactive dashboards and web and mobile apps for internal and external use.

The Solution

Under its Enterprise Licence Agreement, Oxfordshire County Council has been using Esri’s ArcGIS platform exclusively since 2017 as its corporate GIS infrastructure. This has enabled the GIS team to build out a greater number of requirements, more quickly and efficiently, and help transform service delivery.

In March 2019 the Safe and Well service went digital. Workforce for ArcGIS was used to coordinate and allocate daily visits before crews left their stations and questionnaires incorporating broader health messages from the public health team were built using Survey123 for ArcGIS. The electronic forms were filled in onsite at residents’ homes and when there was no signal or internet available, users could carry on working and save a copy of the form on their mobile device. When the devices were next connected, completed surveys were synced directly back to the database in the office so colleagues could see which assessments had been undertaken, and the data visible on a central management dashboard.

The Benefits

Supporting diversity

The redesigned service demonstrates Oxfordshire County Council’s responsibility as a Stonewall Diversity Champion, committed to sexual orientation and gender identify equality. In its second year of inclusion the Council now ranks at 127 (out of 503 organisations) in the Stonewall Workplace Equality Index, compared to its previous ranking at 220 out of 445.

Secure data collection

Users can confidently collect anonymous data, securely, enabling the Council to collect vital information which ensures that the service it provides residents is inclusive to those of all identities and orientations, as well as help the organisation climb the Stonewall Workplace Equality Index.

Saving time

The use of ArcGIS apps has significantly enhanced the efficiency of reporting in the field as well as back in the office. Firefighters making home visits report that the quality of their visits and range of services offered has improved, and they feel more confident and competent in carrying out their work. The administration process has also been streamlined as admin staff no longer have to input data collected from paper-based surveys, reducing the potential for human error.

OPTIMISING THE ROLE OF 60,000 VOLUNTEERS

Volunteers play an invaluable role in helping the National Trust to protect and care for the nation’s cultural heritage and natural landscapes. The not-for-profit organisation is now embracing crowdsourcing and is using ArcGIS in a series of ground-breaking pilot projects that will enable more people to get involved and make a valuable contribution to its conservation work.

The Challenge

The National Trust has over 60,000 volunteers who play a vital role in helping the charity to manage 250,000 hectares of land, 778 miles of coastline, 80,000 archaeological features and 28,000 buildings. The organisation wanted to optimise the role played by this enthusiastic group and find a way to engage even more people in its activities. At the same time, it wanted to show its volunteers the value of their contribution and help them to feel more involved in conservation projects

The Solution

The National Trust is now pioneering new ways to engage with volunteers using Esri’s ArcGIS platform. In a series of pilot projects, the organisation is beginning to use ArcGIS mobile solutions, including Collector for ArcGIS and Survey123 for ArcGIS, to allow volunteers to upload information from their smartphones and tablets to a central portal. Called ArcGIS Hub Premium, this portal provides secure, authenticated identity for huge numbers of volunteers, which allows them to see the data they have collected, in the context of the wider project. Volunteers can therefore appreciate what they have done and the value of their contribution to the National Trust’s conservation schemes.

In the first of the National Trust’s pilot solutions, volunteers in the Peak District are gathering data on the condition of archaeological features on National Trust land, including barrows, ruins and ancient quarries. They are then uploading and sharing this data via ArcGIS Hub Premium, helping the National Trust to build up a clearer picture of the condition of ancient sites that are rarely visited but are nonetheless important to the history of the nation.

The Benefits

Well-informed decision about conservation and maintenance

Over time, the use of the new ArcGIS volunteering apps will enable the National Trust to collect a larger quantity of high quality data, which it can use to support its decision making. In particular, the organisation anticipates that volunteers will be able to help it build up a far more comprehensive picture of the condition of assets and habitats, such as signs and ponds. It can then use this information to see where it should prioritise its conservation activities and how best to plan effective, proactive maintenance programmes.

More successful conservation projects

Although it is still early days, the National Trust already recognises that ArcGIS Hub Premium is a highly effective tool for improving collaboration with large numbers of volunteers and partners. In initiatives such as the Riverlands project near Manchester, the organisation expects ArcGIS Hub Premium to play a pivotal role in enabling large numbers of people to share data and work together. “It feels exciting,” Davies says. “Our pilots are putting crowdsourcing into practice and demonstrating how volunteering programmes can be managed more successfully in the future.”  

REALISING OPTIMISED FIELD OPERATIONS

A GIS enables the virtuous cycle of efficiency in field activities. Organisations use field operations apps to plan fieldwork based on geography and better coordinate job assignments. Field operations apps connect workers and activities in the field with the office. Real-time navigation tools reduce fuel consumption, save time, and improve customer satisfaction. Data collection apps capture accurate data in the field and feed it into the GIS to become part of the system of record. GIS monitors field activities and generates intuitive maps and dashboards. The GIS suite of focused field operations apps drives location intelligence that helps organisations make faster and better decisions.

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Further Reading:

Read more about Digital Transformation @ www.fieldservicenews.com/digital-transformation
Find out more about Esri UK @ www.esriuk.com

Read more about Esri UK on Field Service News @ www.fieldservicenews.com/esri
Follow Esri UK on LinkedIn @ linkedin.com/company/esri-uk
Follow Esri UK on Twitter @ twitter.com/esriuk