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Ericsson is launching the IoT Accelerator Marketplace to help address the need for collaboration within the digital ecosystem community and benefit developers and service providers alike.

For service providers, it is a catalogue to find IoT apps from the global ecosystem to offer enterprise customers and provides a shorter time to market for new offerings to their enterprise customers.

For application developers and application partners, it is a window to an IoT ecosystem to connect with service providers through one single platform, exposing global cellular connectivity APIs. It also includes monetization and settlement capabilities to facilitate monetization and billing across the ecosystem.

The launch of IoT Accelerator Marketplace will unlock the potential for different players in the value chain to deliver value. It is another stepping stone to make 5G a reality by enabling massive adoption of massive IoTCarrie MacGillivray, Group Vice President, Internet of Things & Mobility at Market Intelligence firm IDC, says: “Communications service providers are racing to scale and differentiate in the fast-moving IoT market. It’s necessary for these service providers to have a robust developer ecosystem that helps them compete. For developers working across multiple service provider networks and platforms, the challenges of fragmentation are addressed by utilizing APIs that apply globally and are consistent across all mobile networks.”

Jeff Travers, Head of IoT, Ericsson, says: “The launch of IoT Accelerator Marketplace will unlock the potential for different players in the value chain to deliver value. It is another stepping stone to make 5G a reality by enabling massive adoption of massive IoT. This supports service providers as they seek to expose network connectivity IoT APIs and monetize these assets.”

Application developers can benefit from a new go-to-market exposing their offering globally through Ericsson. This will enable app developers to scale their business and at the same time develop applications based on cellular connectivity APIs with added value for enterprises, such as fast and automated device and subscription onboarding, higher security, ubiquitous cellular coverage around the world improved for indoor utilization, and superior handling of battery life.

Service providers and application developers can request access to the IoT Accelerator Marketplace here: IoT Accelerator Marketplace 

IoT Accelerator Marketplace is being demonstrated by Ericsson at MWC 2018. Ericsson’s IoT Accelerator is a cloud-based horizontal offering comprising of platform services and professional services, for service providers. It provides continuous incremental functionality offered as a Service to enable agile creation and deployment of solutions for the Internet of Things.

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Kris Oldland, Editor-in-Chief, Field Service News and Kieran Notter, Director, Global Customer Transformation, ServiceMax from GE Digital explore the findings of an exclusive independent research conducted by Field Service News and sponsored by ServiceMax from GE Digital.

In this, the third and final excerpt from the full one-hour long webcast, Oldland and Notter discuss how field service organisations can and are turning to the latest technologies including Augmented Reality, Artificial Intelligence and the Internet of Things to ensure they keep attrition rates for their field service engineers low

Want to know more? The full webcast PLUS an exclusive report based on the findings of this research is available for Field Service News subscribers.

If you are a field service practitioner you may qualify for a complimentary 'industry practitioner' subscription. Click here to apply now!

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Kris Oldland, Editor-in-Chief, Field Service News and Kieran Notter, Director, Global Customer Transformation, ServiceMax from GE Digital explore the findings of an exclusive independent research conducted by Field Service News and sponsored by ServiceMAx from GE Digital.

In this second excerpt from the full one-hour long webcast, Oldland and Notter discuss both what the must-have skills of the field service engineer are likely to be in the not too distant future taking into account the impact of industry mega-trends such as servitization, digitalisation and an incoming army of millennials.

Want to know more? The full webcast PLUS an exclusive report based on the findings of this research is available for Field Service News subscribers.

If you are a field service practitioner you may qualify for a complimentary 'industry practitioner' subscription. Click here to apply now!

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Kris Oldland, Editor-in-Chief, Field Service News talks exclusively to Dan Sewell, COO of Espresso Service about preventative maintenance.

Dan and the team at Espresso Service have embraced the Internet of Things and preventative maintenance with open arms and have already seen some fantastic benefits from doing so.

We look at what those benefits and improvements were as well as getting Dan's advice for any organisation looking to follow in their footsteps exploring what the best initial steps are for adopting such an approach.

This video series is sponsored by:

 

 

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Kris Oldland, Editor-in-Chief, Field Service News and Kieran Notter, Director, Global Customer Transformation, ServiceMax from GE Digital explore the findings of an exclusive independent research conducted by Field Service News and sponsored by ServiceMax from GE Digital.

In this excerpt from the full one-hour long webcast, Oldland and Notter discuss both the challenges and opportunities of an ageing workforce within the field service sector and assess whether there is any substance to fears that we are facing an ageing workforce crisis.

 

Want to know more? The full webcast PLUS an exclusive report based on the findings of this research is available for Field Service News subscribers.

If you are a field service practitioner you may qualify for a complimentary 'industry practitioner' subscription. Click here to apply now!

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Manuel Grenacher, CEO Coresystems, explores the major trends that he expects to impact field service companies across 2018...

While 2017 introduced innovative new technology-based trends with the likes of artificial intelligence (AI) and augmented reality (AR), 2018 will bring real-world applications that put those buzzwords into practice. Here are the top trends we see this coming year.

The IoT will drive more proactive device maintenance, service and repair

In 2016, Gartner, Inc. forecasted that 8.4 billion connected things will be in use worldwide in 2017, with 5.5 million new devices being connected every day. The vast majority of today’s devices and machines come equipped with sensors, which transmit signals, status updates and warnings.

Field service innovators are finding ways to use the IoT and increased connectivity to their advantageThese alerts not only allow people to address problems proactively but also accelerate expectations around service time. The alerts notify users the moment their device needs maintenance or repair, which immediately puts the technician on the clock to resolve the issue. Challenges such as long response wait time and excessive appointment windows already plague the field service industry, so the IoT threatens to exacerbate these existing issues.

However, field service innovators are finding ways to use the IoT and increased connectivity to their advantage. In 2018, further innovation in the field technology space will enable technicians to take advantage of the IoT’s increased connectivity and automation in today’s devices, enabling them to provide service in real time to meet and exceed customer expectations.

Artificial intelligence will simplify and automate service appointments

2018 will focus on not the adoption of AI, but the implementation of it in real use cases. One industry that stands to greatly benefit from AI is customer service, particularly field service. Gartner forecasts that 85 percent of customer relationships will be through AI-powered services by the year 2020.

AI technology will make strides in streamlining the customer experienceIn 2018, AI technology will make strides in streamlining the customer experience. Chatbots will troubleshoot issues with customers, determining all necessary information before dispatching a technician. Powered by machine learning, chatbots will understand if a customer needs assistance in resolving an issue or wants more information about a certain piece of equipment. Logistic regression capabilities will enable chatbots to walk customers through equipment problems step by step.

AI will also automate the technician’s workflow. One of the biggest pain points in customer service – particularly field service – is dispatch time. To combat this, heuristic search functions in AI technology will determine which technicians are not only available but also knowledgeable enough to properly service the request. AI will also consolidate relevant customer details – from device history and prior appointments to technicians who are qualified and available to resolve an issue – to ensure customers receive the most efficient and painless experience possible.

Augmented reality will provide unprecedented visibility into worksites

Augmented reality enhances the way we see, hear and feel by bringing elements of the virtual world into the real world. Many people associate augmented and virtual reality with the gaming industry, but the technology offers far more than entertainment for a niche group. Industry forecasters predict that by 2020 the market for AR will reach $100 billion in value.

The increased connectivity that the IoT brings will continue to propel the application of AR in the field service sector. The increased connectivity that the IoT brings will continue to propel the application of AR in the field service sector. Using standard mobile devices and AR glasses, service technicians are finding unique ways to approach service. AR applications that allow technicians to look into machines without disassembling them have proven enormously helpful for pinpointing malfunctioning parts. Also, the ability to share data from onsite with offsite experts allows for a more collaborative approach to finding solutions. And this capacity to share knowledge and access an endless stream of information is increasing the first-time-fix rate and thereby improving the customer experience.

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The digital revolution in the field service sector is continuing to move forward at pace, Michael Blumberg, Principal Consultant, Blumberg Advisory Group helps us keep track...

It seems that there is no escaping the Digital Transformation Revolution in Field Service at this moment. A splendid example of this is the Servitization of Manufacturing. Servitization is about the journey a company goes through as it transforms from a product-centric company where service is an afterthought or a necessary evil to one that generates a sizable portion of revenue from services; where service is the business.  The ultimate example is a Product as a Service business.

This is sort of the razor and razor blade scenario where the manufacturer gives away the razor in exchange for the recurring revenue stream that comes from purchasing the razor blades.  Instead of razor blades, it services or more specifically, outcome-based services.  For example, paying for the usage or result (e.g., outcome) produced by a product instead of buying the actual product.   To deliver on the promise, the provider of this outcome most implement a broad array of digital technologies to ensure the equipment is up and running whenever the customer needs to access it.  Downtime is problematic so you need to have technologies like IoT, AI, AR, etc. to ensure this high uptime.

In parallel to the servitization trend is the general ethos that businesses need to disrupt or be disruptedIn parallel to the servitization trend is the general ethos that businesses need to disrupt or be disrupted.  Uber has become the poster child for disruption.  This has lead many Field Service Organizations, software vendors, and technology providers to promote the concept of “Uberization” within field service.

Let’s put the term Uberization into context, when I hear the term Uberization, I think of providing customers with real-time, on-demand, always on, always connected solution.  Other terms that people associate with Uberization are agility and frictionless.  Agility is the ability to scale quickly, frictionless is where touch points that would delay the time it takes to complete a transaction are eliminated.  We might also think of a solution that incorporates aspects of the sharing economy or gig economy.

The Field Service Industry is far from being a laggard when it comes to Uberization.  Examples of how Field Service Organizations (FSOs) are achieving this outcome include but are not limited to:

• Utilizing IoT to monitor equipment performance and send notifications and alerts about the condition and performance of the machine
• Leveraging Artificial Intelligence to interpret these notifications, identify and diagnose problems, and take corrective actions
• Transmitting dispatch orders, triggered by IoT alerts, electronically to an ERP or CRM system and using Dynamic Scheduling software functionality to assign the right person for the job based on the needs of the job
• Turning to a freelance management system platform to source and dispatch freelance technicians on-demand to scale to capacity during peak periods
• Using Augmented Reality, Virtual Reality, or Mixed Reality to provide less experienced field engineers with expertise they need to resolve technical problems they haven’t encountered before
• Relying on Big Data and analytics to optimize resource planning and allocation issues.[/unordered_list]

If FSOs are going to remain relevant and create value for their customers, their leaders must adapt and grow within the context of the trends identified above.   This motivation is required now more than ever.  Technological development and new business models are coming at such as rapid pace that leaders can afford to rest on their laurels or past successes of their company.  Past success does not guarantee future results!

In this digital age, companies must be faster, stronger and better than their competitorsIn this digital age, companies must be faster, stronger and better than their competitors.  A 5-year strategy is typically out of date within 18 months or less.  To survive and thrive in 2018, Field Service Leaders must have a crystal-clear vision about the outcomes they’d like to achieve within their organizations. They must pursue these outcomes with laser-like focus and adopt a sense of urgency about achieving these results.

Accountability to the mission is critical as is a mindset of certainty and a spirit of resourcefulness.

Quite often, the greatest of strategies and best of intentions are not pursued because of a lack of certainty or a perceived lack of resources.  The truth is that those who overcome enormous challenges and achieve phenomenal results have done so because of their determination (i.e., certainty) and their resourcefulness.   Cultivate these traits and the possibilities are endless.

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Alastair Clifford-Jones, CEO of Leadent looks at how the focus of field service is shifting towards driving strategy rather than being a recipient of it...

The holy grail for field service managers has been to reduce costs whilst maintaining customer service levels; effectively meeting SLAs at the lowest possible cost. This is still important, but the focus is changing. Field service is moving into a space of key importance, driving strategy rather than being a recipient of it.

All markets are now impacted by this change. Looking at the consumer market there is so much information for consumers; independent websites that not only compare products but also services, and these naturally impact buying decisions.

Research has shown that many customers won’t switch until they have had a bad service experience.It’s now easy in the UK, with the deregulations of the Utilities market, for consumers to switch suppliers. Research has shown that many customers won’t switch until they have had a bad service experience. On the other hand, customers will switch if the price differential is greater than 20%.

The cost of bad service really impacts an organisation’s profits. In a recent Harvard Business Review report; a 5% increase in customer retention results in a 25%-95% increase in profits. This becomes more important to the service organisation as products become less differentiated on functionality.

In light of new technology, and the change in consumer behaviour we at Leadent have developed a maturity model which I introduced in an earlier article for Field Service News. This model (see diagram below) not only measures where organisations are positioned currently, but what they should aim for by demonstrating the key characteristics an organisation needs.

Whilst it’s an organisational model, technology and processes still need to be implemented, and cultural change cannot be underestimated. So let's explore each of the three stages...

Chaotic Survival

This is the embryonic phase, often referred to as JFDI.

Everything is reactionary, heroes in the business are the people that get things done. Someone that fixes a water leak at three in the morning gets the company award. All the processes are desperate, and much of the knowledge about how to do things are in people’s heads.

The level of ‘Chaotic Survival’ can often be measured by the noise in the dispatch office and the number of calls made to the field and customers.

Initially, the workforce is seen as a cost, and any case for change is usually based on a cost reduction program by streamlining processes and the introduction of scheduling, albeit a manual tool.

Whilst many companies have moved beyond this stage, it is surprising how many organisations have not. Moving out of this phase is probably the most challenging in terms of people. Field teams need to be managed and dispatchers need to allow technology to make decisions. The world is littered with organisations that have failed to develop, those who may have implemented a technology solution but not the new processes, organisation and skills required to make this step.

Supply Led

This phase starts building the groundwork for excellence.

The technology both in scheduling and mobility starts to connect the organisation together. Silos, which were in the previous phase are dismantled and the organisation becomes more collaborative. From a business perspective, this is when customer service and field operations often become part of the same entity.

Rather than responding to customer needs in a reactive fashion, the company can start to become more proactive. Planned maintenance, if applicable, gets built into the schedule. Customer service levels can be monitored and informed decisions made in terms of minimising costs but maximising the customer service levels.

The field force, hitherto considered as a cost now has more flexibility and starts to drive a competitive advantage. Whilst we see these organisations becoming more collaborative internally they are still not working with customers and suppliers in a truly collaborative manner, and this is a huge missed opportunity.

Demand Led

The holy grail. This is the phase where technology and the right organisation can really disrupt the industry and organisations can leapfrog their competitors. Field service starts to drive the agenda, drive the strategy. The organisation no longer is a recipient of customer demand and fulfils these in an optimum manner. Processes are no longer just contained within the confines of the enterprise but are built to include customers and suppliers.

This is the new ‘battleground’ for field service and technology has made it possible. By putting the customer first, they have control. They can book appointments through multiple channels and based on their preferred choice. They have full visibility of the processes, and in many cases, can actually solve the problem themselves.

The suppliers are able to understand how their products perform in the field and feed this back to the manufacturing processes.

This is the new ‘battleground’ for field service and technology has made it possible.

IoT is a reality and no longer a pipe dream of visionary consultants, and it enables organisations to truly predict failures, determine preventative maintenance schedules and offer a level of service which exceeds customer expectations at a substantially lower cost.

This does, however, require a very different way of thinking and a true cultural shift. To be in this phase you need to have an organisation which thinks differently, embraces technology and one that really understands the customer.

Summary

In summary, the new world is exciting.

It’s even making field service seem ‘sexy’, but most of all digital service (an often misused term) is truly disrupting the industry. It is technology driven, but the companies that will be able to exploit this will think differently. They will think about the end to end processes from manufacturing and the whole customer journey; from making the purchase decision to disposal.

This needs an organisation to not only break down internal barriers but also external ones.

Given that each phase of maturity requires changes in culture, it would be very hard from an organisation to move from being ‘adhoc’ to ‘predict and engage’ in an instant as each phase is a building block for the next. However new entrants to the market can start on the right-hand side, and this is where organisations which don’t develop will lose out.

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By 2020, there will be more than seven connected devices for every person alive. Service providers must anticipate this new reality, the speed at which it’s emerging, and its impact on business models explains Joe Kenny, Vice President Global Customer Transformation & Success for ServiceMax, a GE Digital company.

The global economy is in the middle of the most disruptive period in all of human history. Companies that have been fuel for the global economic engine that powered the late 20th century are quickly disappearing from the global stage.

According to the Olin School of Business, 40% of today’s Fortune 500 companies will be gone in the next 10 years. Much of this business transformation is due to the accelerated advancement of technology. We are, in effect, making better and cheaper things that enable us to make better and cheaper things. Organisations that do not recognise this reality, and adapt to it, are going to face incredible challenges, much faster than ever before.

While many people are amazed at the success of Uber, few consider the consequences to Uber’s competitors.

While many people are amazed at the success of Uber, few consider the consequences to Uber’s competitorsIn New York City, a taxi medallion cost $1.3m in 2014 and two years later they were selling for $250k (Business Insider – 12 October 2016). That same article noted that the total share of all taxi rides for medallion owners in New York fell from 84% in April 2014, to 65% in 2015; A 20% market share decline in 12 months. Those that invested, over generations and decades, in N.Y.C. taxi medallions, will eventually see those medallions lose all of their value.

Ray Kurzwiel, futurist and author of the book, “The Singularity is Coming”, states that based on our current rate of change that, “from a historic perspective, the 21st Century will experience 20,000 years of technology advancement in 100 years”. What is driving this “Age of Acceleration”? The information and communications revolutions of the late 20th century. So, what does all of this have to do with how we service our corporate equipment and assets? Better, cheaper, and faster technology allows for a fundamental paradigm shift in how service providers approach customers and their markets.

Leveraging the technical revolution allows for machine to machine communication, remote asset monitoring, preventive maintenance planning, and predictive analytics. This is not something that is coming, it is something that is already here.Leveraging the technical revolution allows for machine to machine communication, remote asset monitoring, preventive maintenance planning, and predictive analytics. This is not something that is coming, it is something that is already here.

Major markets that have embraced these technology advancements include aviation, transportation, and power generation. Aviation Week reports that an average twin-engine plane can produce over 850 terabytes of data over 12 hours of flight. That data informs on everything from temperature, vibration, oil pressure, basically every aspect of that asset’s performance. It informs service providers of the exact status of that asset over time, when it will need maintenance, and exactly what maintenance it will need.

That level of information will shortly be available on almost every asset in service. Currently, there are approximately 28 billion connected devices on the planet. In the next three years, that number is expected to almost double to more than 50 billion.

That is more than seven connected devices for every person alive in 2020. Service providers need to anticipate this new reality, and more importantly, the speed at which this new reality is emerging. Positioning a service organisation to leverage these capabilities, access these technologies, and drive efficiency, effectiveness, and technologically advanced service will be critical to their survival in the market. It’s one of the main factors driving the exponential rise of field service.

Utilising technology to drive predictive maintenance, guaranteed uptime, defined service windows, and the move to defined service outcomes will be the price of admission to providing service and maintenance.Utilising technology to drive predictive maintenance, guaranteed uptime, defined service windows, and the move to defined service outcomes will be the price of admission to providing service and maintenance.

By way of example, GE already has 800,000 Digital Twins in operation that provide a digital mirror on the status and performance of equipment - covering assets from jet engines to wind turbines - allowing engineers to predict when they need servicing - helping field service engineers make sure that they perform the right service, right first time. Soon there will be more than a million Digital Twins in operation. If you are not positioning and preparing for this reality now, you may already be too late.

While there is always talk of the high cost of doing nothing, in the past there was a period of time for reflection, evaluation, and a window of opportunity to changes one’s mind. That will not be the case in the future. A missed opportunity will be gone before you know it.

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