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In this, the latest edition of the Field Service Podcast, Kris Oldland, Field Service News, Editor-in-Chief, is joined by Marne Martin, CEO of WorkWave and president of Service Management for IFS about her new role with IFS as well as discussing whether the time has come to finally recognised Field Service Management systems as a standalone category such as CRM or ERP [hr]

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You know the feeling. Whether it’s a patch of water by your washing machine, or an alert from a failing substation, it’s that sinking certainty that something’s wrong and that you need an expert to fix it. From that moment, everything depends on what happens when you make that first call, or raise the ticket.

On the surface, the whole concept of customer service comes down to that feeling.

Do you want customers to experience a twinge of anxiety and annoyance when they contemplate contacting you? Or just a passing moment of irritation about the problem itself, because they know it will be easy to get it resolved quickly?

In this article, we’ll look at how consumer-facing and industrial organisations can use technology to make service a positive, brand-enhancing experience, that builds customer loyalty, reduces cost and creates profitable extra revenue.

We’ll also explore the idea of servitization, and the fact that, these days, the service is the product. Customers are buying outcomes, not products, and it’s great for your bottom line.

THE SINGLE VIEW: IT’S GETTING PERSONAL

Much is written about the difficulty of getting a single view of the customer, when they can get in touch through your website, your contact centre, your twitter feed and so many other channels.

It matters because your customers always have a single view of your organisation.

No matter how they connect, and no matter how the experience looks and feels, customers form an instant judgement of what your organisation stands for as soon as they make contact.

That one-in-a-million moment is your first and best chance to win their hearts and minds or, at least, calm their anxieties. An easy, personalised and effective experience sows a seed of loyalty that can blossom into revenue when they next come to make a purchasing decision.

You may have thousands or even millions of customers, but at any moment the only one that matters is the one entering a ticket on your service portal, or calling your service team.

SERVICE: THE NEW MINDSET

This single view across multiple channels is one of the primary drivers of digital transformation. Organisations are using technology to close the gaps between themselves and their customers.

Ideas around ‘customer focus’ have been around for decades, but there is a renewed momentum behind them now that customers have such high expectations and wield so much immediate power.

Online services such as Amazon and Uber have created simple, rewarding service experiences that customers now expect from almost every organisation, while a single comment, positive or negative, can be amplified in moments across multiple social media channels.

"Getting closer to customers requires more than a digital transformation. It calls for a change of culture across the organisation and a deeper understanding of the entire customer journey..."

But getting closer to customers requires more than a digital transformation. It calls for a change of culture across the organisation and a deeper understanding of the entire customer journey.

If your structure and processes do not reflect a customer-centric strategy, then you will struggle to deliver the value that you promise.

Any investment in building a customer relationship can be compromised in a moment by a call that is not answered quickly, or a technician who arrives late with the wrong equipment.

In this customer-centric competitive environment, service has become a defining differentiator, creating new opportunities for profitable revenue. Products are increasingly commoditised, with little to choose between them, so it’s the service that comes with them that can be the deciding factor when customers buy.

In some instances, this servitization transcends the product, so that customers pay only for the benefits, rather than the product itself. The operators of Amsterdam Schiphol airport, for example, pay for a guaranteed level of illumination, rather than investing in lighting systems. Philips and their project partners Cofely provide lighting as a service, retaining ownership of the products themselves.

The Schiphol example also highlights the fact that this is not just an issue for consumer-facing organisations. Service is equally critical in business-to-business markets, where failures of critical assets can compromise service level agreements.

This may lead to financial penalties and, worse still, reputational damage that may ultimately lose the contract altogether.

JOINING UP SERVICE

Turning service into a decisive differentiator relies on an end-to-end integration of every aspect of service delivery. Data needs to move freely from the customer endpoint – whether it’s a smartphone app, a chatbot, or any channel – to the back office systems that log the service delivery process.

Artificial intelligence is playing a big part in service optimisation now, with the internet of things helping to automate many routine processes. A sensor on a pump at risk of failure can automatically raise a ticket that schedules a maintenance job and checks the inventory for the right parts. The engineer can arrive on site with everything needed to complete the job in one visit, with minimal need for human intervention in the process.

Customers also want more control, with AI enabling self-service apps and web portals.

Rather than joining a call queue, customers can raise their own tickets and track their progress through to the moment the technician arrives. This also relieves some of the pressure on support center agents, who spend less time on routine calls and more time on more complex cases, which again contributes to great customer experiences.

FIND OUT MORE

IFS is a global leader in field service and contact centre technologies. We advise consumer and industrial organisations on strategy, change management and the implementation of our solutions for a complete, connected service delivery capability.

The modular, open architecture of our solutions allows you to introduce services as you need them, and to integrate them easily with industry-standard applications such as Oracle and SAP. We’ll help you make service a rich source of revenue and growth while boosting efficiency, increasing productivity and reducing costs.

Visit https://www.ifsworld.com/uk/news-and-events/one-in-a-million/

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Service management thought leader Sarah Nicastro joins IFS to drive recognition and growth in service

IFS, the global enterprise applications company, announces that Field Technologies Online Editor-in-Chief Sarah Nicastro will join IFS as Director of Service Business Development and Field Service Evangelist.

Sarah brings to IFS over a decade of experience covering the trends, technologies and business drivers that most impact end users of field service solutions. During her tenure at FTO, Sarah’s mission has been to help field service customers tell their stories. In her new role, Sarah will add to the in-house expertise to translate how IFS solutions address the challenges and pain points of savvy field service companies.

Marne Martin, President of IFS Service Management Business Unit and CEO of Workwave, an IFS company, shares her excitement, “With this appointment, IFS will be yet one step closer to our customers, as part of Sarah’s responsibilities include directly tuning into our customer community. Sarah will play a pivotal role in helping us achieve our growth targets, which are ambitious but entirely attainable considering the mix of great products, clients, talent and customer care at IFS.”

Commenting on her appointment, Sarah added, “I am very excited to join IFS, which is one of a small number of companies in the service management space I would consider working for. I know IFS as a strong technology vendor with an unmistakable passion for service management. I look forward to contributing with my expertise to help the company achieve its growth goals by focusing on the needs of the field service community.”

Read more about how IFS’s suite of service management solutions supports service organizations here: www.ifsworld.com/corp/industries/service/.

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Mark Brewer looks at how and why the two big technologies that are set to alter our industry forever are likely to converge...

To most people, the idea of a Digital Twin is largely just that - an idea. The concept may make sense, but they can’t be sure they’ve actually seen it demonstrated in the real world. Or at least not in any useful everyday purpose... yet.

It’s different for those working in Field Service.

Digital Twin is on everyone’s lips, an exciting buzzword that’s changing the shape of the sector and opening the door to new possibilities.

Forward-thinking Field Service organisations are already factoring it into their planning and monitoring activities and may even be deploying it where they can.

Why is Digital Twin such a hot ticket in our world?

Raising the game

The focus of Field Service centres on improving the reliability of an organisation’s assets. By enabling them to operate efficiently for longer, with less maintenance, you enjoy a greater return on investment while also spending less on upkeep and parts.

Clearly, the ability to accurately predict potential problems in those assets before they happen is a big help in achieving the above. Even more so, if steps can then be taken to not only rectify these issues but also provide a better experience for customers.

"A study by The Service Council found that four in ten incomplete service visits to fix equipment would benefit from the use of live video or AR..."

AR combined with the Internet of Things (IoT) does all this... which explains why the Field Service sector is so excited about it. The result is known as the Digital Twin – creating a bridge between the physical and the digital.

A study by The Service Council found that four in ten incomplete service visits to fix equipment would benefit from the use of live video or AR

Better connectivity, together with more accessible relevant tools were considered to improve the speed and quality of issue resolution - meaning that less pressure is put on company resources on-site.

A remote revolution

Thinking about practical examples, it’s not too difficult to see what a difference a Digital Twin would make, almost immediately.

Imagine you’re maintaining an elevator that’s installed in one of your customer’s offices.

Thanks to AR, your engineers can view a digital representation of that elevator, on their screen in your offices or on the road on their iPad, nowhere near the physical location of the asset. They can monitor operations virtually, from the comfort of their desk and without having to visit the elevator.

The 3D model on their screen is generated using engineering data with the output of the various sensors installed on the physical equipment augmented onto this. Some show power consumption, to see how efficiently things are running. Others might show spikes in voltage or the level of vibration and wear generated by the hoist as it runs up and down the building floors, whilst also indicating the number of trips completed and speed.

"On-screen augmentations and animated sequences give those involved an accurate visual indicator of any parts required, and how they may be assembled or disassembled..."

In short, it gives your engineer a comprehensive insight into the status and performance of the equipment.

When an issue does arise or a part needs replacing or upgrading, instead of having to drop everything and go directly to the site, they may instead be able to talk to a trained individual who may be based on-site, and direct them through the repair/replace process. Using a connected device such as an iPad or laptop, the on-site employee can share live footage and follow the remote engineer’s lead to perform the required maintenance.

On-screen augmentations and animated sequences give those involved an accurate visual indicator of any parts required, and how they may be assembled or disassembled. What’s more, the engineer can tag other team members who may either have useful knowledge to contribute or might just want to learn how to perform the task for next time around.

Sharing knowledge

Given that service parts and equipment are becoming increasingly complex and expensive, this process offers a great alternative for Field Service providers to continue providing excellent service while improving uptime and consequently saving customers time and money.

Moreover, it promotes the idea of ‘democratised knowledge’ - the sharing and passing on of vital skills and expertise from experienced engineers to workers that are onboarding. This way, as the seasoned workforce ages, their insights are therefore not lost but live on in even more tech-savvy younger employees. Which is a huge benefit when it comes to training and upskilling.

As said, the benefits of the Digital Twin in Field Service could be game-changing which is why so many of us in the industry are talking about it. Looking beyond predictive maintenance, the Digital Twin also opens up the opportunity to provide value-add recommendations to your customer in the use and operation of your equipment, as well as giving valuable insights to your own R&D organisation for future engineering changes.

What could the Digital Twin mean to you, your organisation and the service levels you are able to deliver to your customers? 

Mark Brewer, is Global Industry Director, Service Management, IFS 

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WorkWave a leading provider of cloud-based software solutions for the field service and last-mile delivery industries, today announced that it has been awarded a Brandon Hall Group Bronze Award for Excellence in the Best Advance in Talent Management Technology Implementation category for its rollout of Caliper and Caliper Analytics.

WorkWave partnered with Caliper to implement Caliper Analytics to guide its talent management decisions.

As a result of WorkWave’s rapid growth at all levels of the company, its leadership became aware of a clear need to facilitate objective conversations around development processes and ways to support its managers to have more constructive conversations with their direct reports. The Caliper Analytics platform enables WorkWave to leverage detailed personality data to develop new and existing employees, help managers have more effective conversations and fill roles in a rapidly expanding organization.

“As WorkWave continues to place an emphasis on becoming the leader in field service management technology, it is critical that we hire and develop passionate and talented employees who possess the right skill sets for the right positions,” said Marne Martin, CEO of WorkWave. “Through the use of Caliper Analytics, our talent team has been able to take a data-driven approach to WorkWave’s recruitment and development, allowing us to ensure that each person we hire is a great fit.”

“We are thrilled that our partnership with WorkWave has been recognized by the Brandon Hall Group, as we continue to provide them with a scalable, data-driven solution to support the company’s growth and market strategy through its valuable employees,” said Jacque Casoni, Vice President, Mid-Atlantic Region at Caliper.

The award entries were evaluated by a panel of independent senior industry experts, Brandon Hall Group analysts and executives based upon the following criteria: fit the need, design of the program, functionality, innovation and overall measurable benefits.

“Excellence Award winners personify innovation that drives business results. Our winners embrace the future and embrace change and the challenges that go with it,” said Rachel Cooke, Chief Operating Officer of Brandon Hall Group and head of the awards program. “It is amazing in reviewing these entries how organizations – both large and small – work across functions to make human capital management a valuable asset that enables business success.”

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Across the last few weeks, we've run a mini-series of excerpts of from the latest white paper from IFS we take a look at how communication is changing and technology is evolving.

In the first feature in the series, we looked at how when it comes to communications, Customers Want It Their Way . In the second instalment, we explored how Complexity Is a Distraction to Delivering your Target Customer Experience.

Now in the third and final excerpt in this series we discuss "How to Reverse the ‘It’s Getting More Complex and Expensive’ Trap" that so many field service companies can fall into...

Are improving your communication channels a key issue for you?! The full white paper on this topic available to fieldservicenews.com subscribers. Click the button below to get fully up to speed!

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So far we have explored two points of view: the customer and the advisor. The customer’s adoption of technologies that enables an always connected, real-time responsive lifestyle has set an incredibly high bar for organisations to match. In particular, smartphones simplify the business of getting things done. An obsessive design focus on ‘one-click access has set expectations for simple, immediate engagement.

"Choice in communication channels is often offered in a fragmented way. Tactical procurement of ‘the next channel’ means they operate without the ability to orchestrate conversational continuity across channels and devices..."

However, organisations are yet to match this sophistication. Choice in communication channels is often offered in a fragmented way. Tactical procurement of ‘the next channel’ means they operate without the ability to orchestrate conversational continuity across channels and devices.

A similar fragmentation has also occurred with enterprise CRM deployments. These have an enduring reputation for being hard to deliver. Scaled down ambitions then tend to target a more pragmatic focus on the individual needs of functional teams. This makes personalised service a much more complex task for advisors who are still expected to be knowledgeable about any event across a customer’s lifecycle.

Organising customer data by functional priorities has meant CRM is failing to keep pace with expectations for informed, low effort customer service engagement. Operationally it is just too hard for advisors to locate and assess the context of a customer’s situation on the fly. Both customer and organisation suffer in terms of poor customer experience and ROI.

Instead, this is how customer data should be used.

At the point of initial customer contact, a rich mix of relevant data is used for automated decision making. The aim is to direct customers to their ‘best’ resource. In an omni-channel context, this could be live assistance, self-service or proactive service. The triggers for selecting the ‘best’ resource will depend on the demands of each customer journey and how each customer reacts during that journey.

As a rule of thumb:

• Repeatable customer needs at definable points of a journey can be anticipated and therefore offered as a proactive service.
• Whenever things typically become complex, emotional or require some form of relationship nurture, live assistance is best.
• Anything else is a candidate for 24x7, instant self-service.

As far as live assistance is concerned, the ‘best’ advisor experience is that data and workflow is proactively pushed to them at the right points during each customer journey. The function of an effective unified desktop is to make the complex look simple. As a result, advisors are less distracted and can remain in full rapport with each customer and their needs.

This simplification demands a single screen of information that will adapt as the conversation flows. What previously required toggling across multiple screens is now condensed into a single overview - with duplicated and inconsistent data entry a thing of the past.

Some of this design intent is achieved through visual layout: for instance just one inbox for all voice and text enquiries, one view of interaction and transaction history etc. All of which makes for the kind of intuitive user experience that advisors already expect from their mobile technologies.

However, there is also some clever stuff that happens before any customer information is brought to the advisor’s attention. In the design quest of presenting only the most simple and relevant view, an advanced unified desktop will combine many data sources into a single stream.

As previously mentioned, holistic customer insight is seldom held in one system of record or offered by a functional view. And hard-won experience tells us that the ‘rip and replace’ strategy of turning many legacy systems into a single consolidated version seldom works out as planned.

"Modern ‘digital glue’ such as data aggregation models and APIs can ‘mashup’ multiple data sources and present the advisor with everything they need..."

Instead, there are less risky ways of achieving the same goal. Modern ‘digital glue’ such as data aggregation models and APIs can ‘mashup’ multiple data sources and present the advisor with everything they need.

Sometimes an even greater focus is needed around how customer information is organised and displayed. What about those instances when first-time resolution does not happen within a single session? Maybe the process that supports a customer journey inevitably takes time, such as making an application or a claim or trying to recover lost property. Maybe the customer or organisation has to find more information or do something else to reach a decision. All of which takes more time.

This is where case management comes into its own. It draws boundaries around this type of customer situation and attributes the relevant data, interactions, transactions and workflow for easy ongoing reference. This is especially important when there are multiple points of customer contact, which are progressed by different employees, who need to easily reference previous steps in the customer journey without expecting customers to provide the narrative.

This form of grouping is enabled by one of the defining functions of an omni-channel framework. So-called ‘universal queuing’ will organise all voice, text and workflow items into a single management system instead of treating them as separate queues. As a result, integrated views of activities over time are automatically generated and presented to the advisor, saving time and effort for all concerned. This ability is however untypical in a CRM centric approach.

Want to know more? The full white paper on this topic available to fieldservicenews.com subscribers. Click the button below to get fully up to speed!

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As part of a new mini-series of excerpts of from the latest white paper from IFS we take a look at how communication is changing and technology is evolving. In the first feature in the series we looked at how when it comes to communications, Customers Want It Their Way .At the end of that article we asserted that in truth, we live in a world of five generations of consumers and employees. The choice of communication channel is ours. We pick whichever works for us. And by the way, if you think letter writing is dead just ask any complaints team!

So what does this mean? Does it condemn organisations that want to do the right thing by their customers to every increasing cost? The answer depends on what generation of infrastructure you are using...

Are improving your communication channels a key issue for you?! The full white paper on this topic available to fieldservicenews.com subscribers. Click the button below to get fully up to speed!

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Data usage note: By accessing this content you consent to the contact details submitted when you registered as a subscriber to fieldservicenews.com to be shared with the listed sponsor of this premium content who may contact you for legitimate business reasons to discuss the content of this content.  

While a choice of voice and text has been available to all current generations, their accessibility and immediacy has been transformed over the last forty years: from landline to smartphone, from letter to instant messaging. Our preferences tend to be based on the dominant channel(s) within our peer group.

But before we start to look at that, there is another stakeholder’s point of view that needs to be included beyond that of the customer. No prizes for guessing that the advisors’ experience matters in equal measure. Once routing and triage business rules have matched customer need with the best qualified, available person, your advisors assume prime responsibility for the quality of outcome and the customer’s retained memory of the service experience.

That’s a lot to get right, especially with five generations of customers and personas to take into consideration. In fact, it requires single-minded concentration and attention on the unique needs and expectations of each customer to nail those deliverables consistently.

While we might imagine that multi-tasking is the obvious way through a busy day, it has a price. Our attention span is finite. Split it too far amongst competing tasks and something has to suffer. More often than not it’s the nuances of each individual customer need that is missed when advisors find their focus and listening power distracted by the logistics of helping the customer towards their outcome.

"There are many triggers for losing focus on the customer experience. For instance, desktops can rapidly become a mosaic of overlapping application windows as information and workflow is requested and generated..."

There are many triggers for losing focus on the customer experience. For instance, desktops can rapidly become a mosaic of overlapping application windows as information and workflow is requested and generated.

Moreover, these are not consistent interfaces. They can range from mainframe style green screens to back-office ERP systems and cloud CRM interfaces. Legacy organisations typically expect advisors to toggle between half a dozen screens for certain customer jobs. There are even some sectors with double-digit complexity when additional third-party applications are used, such as customer eligibility checks.

Navigating all this is a daunting challenge for anyone just arriving at a new contact centre. They have the challenge of live engagement layered with the unfamiliarity of multiple systems and their idiosyncrasies. No wonder that much contact centre induction time is soaked up in systems familiarisation and training at the expense of customer experience skills.

On top of all that, it is not uncommon for larger contact centres to endure 20%+ annual attrition rates. Given the learning curve just described, a continual drag on performance and service reputation is created that is hard to overcome.

Finally, one of the most common complaints against the contact centre versus a typical online experience is that organisations never remember customers’ profile and history, despite asking for it multiple times. ‘Know me’ is a key mantra in digital economies.

But within the fast moving dynamics of a live engagement, advisors cannot be expected to hunt down relevant customer information in order to personalise an interaction. Even when captured in CRM, that information can remain hidden from view nestled behind multiple tabs and menus. No wonder we still hear the ‘system is slow today’ apology as the search for relevant details continues in the background.

There are multiple negatives from this way of working.

More time has to be spent on each customer, which inflates headcount costs. It then gets worse if the outcome is failure to find the right answer or get something done

immediately. Handoffs to other teams generate more work, inflate inbound queues with progress checking customers and put a big dent in the quality of customer experience for those who suffer.

Advisor motivation takes a hit too, as the pressure mounts on working harder. Command and control culture is reinforced to meet targets and the chemistry of an empowered employee culture driving positive customer experience starts to dissolve as a result. The ongoing stress of being underequipped and unable to do your best can hollow out the enthusiasm of even the most dedicated advisor.

But the good news is that it is possible to work smarter as opposed to expecting the team just to work harder. Advisors have the same right as customers to expect low effort engagement. This happens when a great desktop experience is enabling the right customer experience.

Want to know more? The full white paper on this topic available to fieldservicenews.com subscribers. Click the button below to get fully up to speed!

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As humans, we communicate as readily as we breathe and eat. Whichever generation we are born into the desire to relate to the peer group we grow up with remains a constant. The difference lies in the communication technology at our disposal. in this the first part of a new series of excerpts from the latest white paper from IFS we take a look at how communication is changing and technology is evolving.

Are improving your communication channels a key issue for you?! The full white paper on this topic available to fieldservicenews.com subscribers. Click the button below to get fully up to speed!

Sponsored by:

Data usage note: By accessing this content you consent to the contact details submitted when you registered as a subscriber to fieldservicenews.com to be shared with the listed sponsor of this premium content who may contact you for legitimate business reasons to discuss the content of this content.  

While a choice of voice and text has been available to all current generations, their accessibility and immediacy has been transformed over the last forty years: from landline to smartphone, from letter to instant messaging. Our preferences tend to be based on the dominant channel(s) within our peer group

Source: Global Mobile Messaging Consumer Report 2016 Twilio

Generation Z parents famously wonder why voice has become such an alien channel to their children. Millennials can still manage a weekend catch up call to parents but typically revert to texting amongst friends, even though workdays become all about email. Meanwhile, silver surfers boast an expanded repertoire of being natively comfortable with live voice and increasingly up to speed with family group messaging.

Naturally, this personal use cascades into our lives as consumers and employees. Retaining our choices is expected. We still want to communicate in ways that suit us. Adoption of these expectations is as common in B2B as in B2C markets. The technology has become ubiquitous.

The problem, of course, is that brands and employers keep finding themselves behind the curve as new channels pop up.

Take messaging for example. The absolute dominance of Tencent’s

WeChat within Chinese daily life is such that cash and credit cards are already in rapid decline. We now see the same payment system being offered to Western brands that recognise revenue growth from Chinese tourists requires a trusted and familiar payment interface.

In terms of ‘messaging as a platform’, enabling users to get most things done in their lives, from booking doctor’s appointments to paying bills, the West lags the critical mass of functionality that WeChat has already gained. As of 2018, we are still at the very beginning of monetising messaging as a trusted channel between customers and organisations.

Although business case logic makes us hope that the latest channels will replace existing ones, the evidence says otherwise...

From a customer service leadership perspective, this must seem like a never-ending road. Although old as an industry topic, web chat remains the next new channel for many organisations. Even those already up and running are still sourcing the best practices required to engage effectively. Besides chat, many have also had to deal with social media and now find themselves being told that messaging is the next iteration.

However, the story gets worse.

Although business case logic makes us hope that the latest channels will replace existing ones, the evidence says otherwise. It is an expanding, rather than declining set that most organisations deal with. As such, it is hard to imagine that a single channel will ever emerge as the ‘silver bullet’.

Email is often written off as a legacy channel yet OFCOM’s 2017 communications report shows it remained the single most popular channel for 16+ adults in the UK. What does that imply if you want to be a customer-centric organisation?

Voice might be declining as is often reported, and yes, there are those millennial orientated brands that don’t do voice because their customers don’t, but it remains the dominant live channel of choice by some margin. For many customers, it has unique qualities. It’s faster than text as a form of communication. It’s richer in terms of emotion. Text channels have to augment with emojis.

As the dominant channel, it also attracts negative press for the lack of sophisticated routing many organisations still subject their customers too. First contact resolution without bumps is not as common as it should be. Customers expect low effort outcomes. Even so, once the right person is found, live voice still fulfils many of the expectations customers have for what a service experience should be.

In truth, we live in a world of five generations of consumers and employees. The choice of communication channel is ours. We pick whichever works for us. And by the way, if you think letter writing is dead just ask any complaints team!

So what does this mean? Does it condemn organisations that want to do the right thing by their customers to every increasing cost? The answer depends on what generation of infrastructure you are using.

Want to know more? The full white paper on this topic available to fieldservicenews.com subscribers. Click the button below to get fully up to speed!

 Sponsored by:

Data usage note: By accessing this content you consent to the contact details submitted when you registered as a subscriber to fieldservicenews.com to be shared with the listed sponsor of this premium content who may contact you for legitimate business reasons to discuss the content of this content.  

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Swedish enterprise mobility and ERP provider IFS recently announced the hiring of former ServicePower CEO, Marne Martin, as President of their Service Management Business Unit, part of a dual role she has taken on alongside being CEO of IFS subsidiary, WorkWave. Kris Oldland, Editor-in-Chief, Field Service News reflects on this appointment and why it is a good thing not just for IFS, but for the wider industry as a whole...

I have known Marne Martin for some time now, speaking to her once or twice a year either for interviews, or just catching up at various industry events we've both been speaking at.

When she was included in a previous edition of the #FSN20, our annual list of key industry leaders, it was me that put her forward to the committee. That was in part because I had always found her to be engaging and intelligent when speaking to her, as well as being passionate for the industry we operate within - but then again, these things for me at least should be a given for any CEO within the sector.

Marne, of course, had all of these traits in abundance, but what always made her stand apart from the many other excellent leaders we have in our sector, what made her seem just that little bit more dynamic and exciting to speak with and why I put her forward for the #FSN20 (something we take very seriously here at fieldservicenews.com) was her ability to see the trends that were just beyond most people's range of vision, those that were over the horizon.

"What Marne has demonstrated time and again is that she is able to go that one step further and identify what will be the challenges and opportunities around how any given technology will ultimately be utilised..."

Sure, we can all get a feel for what technologies are set to emerge - a quick look at Gartner's current year hype cycle will allow us to see what we can expect to come along in the next few years. It might not always work out as we anticipate (think about the early clamour around wearables and in particular Glass as an example of this), but most of us who pay attention to these things are fairly able to put together a reasonably accurate picture of the future.

What Marne has demonstrated time and again is that she is able to go that one step further and identify what will be the challenges and opportunities around how any given technology will ultimately be utilised - and such foresight, is a much rarer attribute.

For example, I remember Marne outlining to me the importance that Quantum Annealing would play within field service management systems - in particularly within dynamic scheduling, long before the topic was even close to being something that was discussed outside of high-tech computing circles.

Indeed, the last time we spoke at any great length we had a long and detailed conversation about how and why field service management systems would need to ultimately evolve from being an additional feature sold alongside an ERP or CRM system and become acknowledged as something of equal status and importance within the world of enterprise computing.

Essentially we agreed, FSM needed to be, and eventually would be recognised as a category within its own right. This is something that we are now absolutely beginning to see happen in certain pockets of the industry, including IFS - who have across the last couple of year's publically stated that FSM is a core priority within their wider portfolio - something that was reiterated at their World Conference in Atlanta earlier this year by new CEO Darren Roos.

"As far as benefitting our industry as a wider whole, there are few places I feel Marne could have such a big impact, as at IFS..."

So as you can imagine, when we heard Marne was stepping down from her role as CEO of ServicePower, I had an inkling that it would be more au revoir than goodbye, I just had a feeling in my gut that we would see her again soon enough somewhere familiar.

However, as far as benefitting our industry as a wider whole, there are few places I feel Marne could have such a big impact, as at IFS. They have shown that they have the ambition, vision and capability to push the industry forwards (indeed the newly launched FSM6 is an excellent solution utilising best of breed technology), but perhaps also they have shown that they have a strong commitment to FSM that will surely raise the bar further for the quality of solutions available to field service organisations.

After all, as John F Kennedy famously quoted a rising tide lifts all boats.

Also, we must consider that Marne is bringing in exceptional leadership experience, industry knowledge and vision into a team that is already full of excellent leaders and thinkers.

For example, the always impressive Mark Brewer, Global Industry Director Service Management who has established an excellent reputation both within the company and the industry since having joined from PTC almost two years ago. Another would be Stephen Jeff-Watts, who is responsible for IFS' product strategy for Enterprise Service Management and is another with a canny knack for understanding where the future lies within the sector. Then, of course, there is Paul White, former CEO of mplsystems who IFS acquired last year who brings a huge level of detail around the latest developments around omni-channel communications to the table, or Tom DeVroy, personally, someone I hold as one of the best author's contributing to publications including ourselves around.

Indeed, the list is long and Marne's appointment at the head of this group, is set to make IFS an even more formidable force within our industry on both sides of the Atlantic and beyond.

Finally, it is also interesting to note her dual role.

"Once such a precedent has been set by such a significant industry player as IFS, it is likely that we will see other companies follow suit..."

When IFS acquired WorkWave late last year, I wrote about how the acquisition essentially gave IFS full market penetration.

Traditionally, they have always served the mid-enterprise tier well, in recent year's we have seen them begin to open some more doors in the larger enterprise sector as well. However, the SME market has always been an area that has been somewhat underserved, yet could be potentially lucrative, as WorkWave has proven.

With Marne taking on dual responsibilities for Enterprise Service Management and WorkWave it seems that IFS may potentially be seeking to firmly organise a significant section of their business around their FSM  capabilities - exactly the type of shift in thinking that Marne and I had discussed a year ago and also something Darren Roos alluded to when I spoke to him recently as well.

Once such a precedent has been set by such a significant industry player as IFS, it is likely that we will see other companies follow suit - which will ultimately lead to further emphasis on the importance of field service within industry.

So from where I'm sitting, Marne's arrival at IFS is therefore potentially great news long-term for all in our industry - it certainly promises to be an exciting move and I for one wish her every success

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