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Part Four of an exclusive Field Service News interview with Dave Gordon, Rolls Royce.

Here Dave speaks about the importance of being customer driven when it comes to developing excellence and innovating to achieve this, how they evolved their processes through collaboration with their clients, and finally why one size does not fit all when it comes to service delivery.....

Missed part one of this excellent series? Find it here

Missed part two of this excellent series? Find it here

Missed part three of this excellent series? Find it here

Want to see more? Subscribe to Field Service News by clicking this link and get access to download the full video in full.

Our exclusive series looking at Change Management written by Field Service News Editor Kris Oldland continues as we look at engaging with individuals on the emotional level to help reduce their fear of change... 

There is also a corresponding white paper on this subject, which you can access by clicking this link and completing the brief registration form.

In part one of this series we looked at understanding what is change management and what steps should be taken to achieve a successful change management process, referring to the 5 step approach taken by Sharon Moura when global safety and security firm Tycho implemented ServiceMax’s field service management platform.

Part two looked at the first of these steps i.e. assessing the change. Now in part three of this exclusive series we look at the second of these steps, which Moura defines as “Engaging the head and the heart”

As we mentioned in the opening feature of this series the key to implementing a successful Change Management project lies in understanding the simple maxim that Change Management is all about people and managing individual responses to change.

For a change management program to be successful it is absolutely vital we acknowledge that change is about individuals, not organisations. Yes, the change will be driven by organisational needs and requirements, but individuals will implement it, individuals will determine its success.

Given this notion we must next consider how individuals will react to change. Successful change management is as much about feeling as it is about thinking. This is one of the key principals in the Kotter Change Management philosophy and is one that Moura also believes is an important step.

 

“People change when they see a truth that influences their feelings, a picture of the opportunities ahead, that can connect to the head and the heart” Moura explained in a recent webinar hosted by ServiceMax.

“It’s less about what they read, it’s less about analysis. That informs their thinking but it doesn’t inform their feelings” So how can we tap into each individual’s feelings, to help them take the emotional leap of faith that change requires? (Remember our natural instinct is usually to shy way from change as it is often feels like the less riskier option).

Well at least some if not all of Robert Cialdini’s six principals of influence are worth considering. In his famous best selling book Influence: The Psychology of Persuasion, Cialdini identified 6 principals that can be used to influence the decision making process of others. Each of which tap into emotional responses, rather than intellectual responses.

These principals are:

Reciprocity:

In layman’s terms the desire to pay back a favour. Let’s take an example here. A field service company decides that they need to roll out new mobile devices to their field engineers.

By involving a group of field engineers in the selection process on which devices the company will purchase, the company is showing these engineers that they are valued members of the team, that both they and their opinions are respected.

The engineers will likely feel a sense of gratification that the company sees them as such and in return for this show of respect, they will almost certainly reciprocate, becoming champions of the new technology amongst their peers when it is rolled out.

Commitment and consistency:

Cialdini believes we all have a deep desire to be consistent. So how does this sit with change when surely change is the antithesis of consistency? Well this doesn’t necessarily need to be the case.

In fact the reason for change is often likely to be to uphold a core consistency of your organisation. For example – “our company has prided itself on being the market leader for over 25 years, and to help us continue to be the leading organisation in our sector we will be implementing a new system that will enable us to be more efficient in how we deliver and manage our field service operations”

Whilst effective change management will result in new cultures and processes being established, holding onto core company values isn’t mutually exclusive and this can be a powerful tool in negating the perception of change.

Social Proof:

Perhaps one of the most widely known of Cialdini’s principals, largely because it is the most evident in our day to day lives, is social proof. If we see others enjoying the benefit of change, it will make our decision to buy-in to the change so much easier on an emotional level.

Our natural herd mentality of ‘if it’s OK for them I guess it’s OK for me’ kicks in.

Remember that group of field engineers who are reciprocating the company’s faith in them by championing the change…

Liking:

The next of Cialdini’s principals is again one that we all inherently know. We do things for and agree with people we like more than we do for people we don’t like. While it’s not the most ground-breaking statement in the world, it is undeniably true.

What is perhaps less obvious but still inherently true is that as a rule of thumb we tend to like people who are like us. Our peers are important influencers on us. Oh there’s that group of peer led champions again…

Authority:

Cialdini asserts that we feel a sense of obligation to people in positions of authority. So we should bring the top bosses into the equation? But doesn’t that contradict points 3 and 4?

Well yes it does if we look at authority in the traditional manner. However, what is authority? More to the point who can speak with authority – continuing our example, perhaps someone who understands both the requirements and processes of the field engineers and someone who has already had actual hands on experience with the new devices?

Authority comes in many guises and our group of peer-based champions are on the horizon once more.

Scarcity:

This final principal is perhaps the least likely to be incorporated into a traditional change management program as of course the end goal is to minimise the period of change as effectively and quickly as possible.

However, perhaps in the initial wave of roll out it could be good to promote the benefits so those that aren’t part of wave one are eagerly anticipating when they can be upgraded?

What we do see from the above example is that having a group of field engineers within the intial decision making process led to opportunities to meet at least five of Cialdini’s six principals. This group became champions for the Change Management program and what Moura refers to as a Change Agent Network something we will explore in the next feature in this series.

However, before we get to that point, lets explore just a little further how we can effectively engage with this group on the individual level, in both the head and the heart.

 In Moura’s own words:

“Think about using story telling as a way to engage the head and the heart, producing report after report or communication after communication will not help here at all.” [quote float="right"]Producing report after report or communication after communication will not help here at all.

“Individual conversations are effective, small group conversations are effective and you should be topping and tailing all communications with  - why is this changing and what is in it for me”

 

And it is in this last sentence that we find perhaps the ultimate persuasive tool i.e. “What’s in it for me” If we can understand the pain points of our employees, whether it be field based or office based staff, if we can show them a picture of how this Change Management program will help them eliminate these problems in their daily lives, if we can show them that this change is as much about investing in them and making their lives easier as it is about increasing efficiency etc, then they are almost certainly going to be feel more open to the change.

If we get there, then we are on the right track for getting the emotional buy-in we need from these individuals to make this whole change management project a success.

Download the white paper that accompanies this series

This series is sponsored by:

Part Three of an exclusive Field Service News interview with Dave Gordon, Rolls Royce.

Here Dave speaks about how he measured the value of service, explains what he defines as disruption based availability (or project zero to give it its cooler sounding name) and how he uses greater understanding of his customers to motivate his own team at Rolls Royce.

Missed part one of this excellent series? Find it here

Missed part two of this excellent series? Find it here

Want to see more? Subscribe to Field Service News by clicking this link and get access to download the full video in full.

 

Our exclusive series looking at Change Management written by Field Service News Editor Kris Oldland continues with a focus on assessing the change as the first step towards a successful change management program. This series is sponsored by ServiceMax

There is also a corresponding white paper on this subject, which you can access by clicking this link and completing the brief registration form.

In part one of this series we looked at understanding what is change management and what steps should be taken to achieve a successful change management process.

We took a brief look at some of the better-known change management approaches including the Prosci, Kotter and Lewin models. We also referred to the 5-step approach that Sharon Moura applied when global safety and security firm Tycho implemented ServiceMax’s field service management platform.

These five steps were; assessing the change, engaging the head and the heart, creating a change agent network, leading through the resistance and finally leading through the adoption cycle. Today we will examine the first of these steps… assessing the change. First we must understand exactly what will be changing. At first glance this may seem like stating the obvious, however this question runs far deeper than the initial surface change of implementing a new technology. What else will be changing in your organisation as a result?

It is absolutely vital that you take a holistic approach to understanding the level of impact that the Change Management project you are undertaking will have. You must consider how the culture, people, structure, process and tools are all set to change as a result of your project, in order to minimise the disruption on your business and accelerate adoption times. 

Culture:

First up how will the culture in your organisation be affected? This is perhaps the hardest and most complex of the considerations you will have to face as often the impact of change is subtle or even invisible at first. However, it is also perhaps the most important as the culture of a business, i.e. how the employees, management and even the business as a whole pull together, is key to on-going business success.

If there is a negative change in the culture of your organisation, its effect will be deeply felt and will have an adverse effect on company wide performance if left unchecked. Therefore it is imperative that you consider the impact on culture your change management project will have in your organisation. Will there be new behaviours within your workforce? Will these be felt amongst workers based in the office, field based workers or both? Will expectations change – from both employee and management perspectives?

 

Will these expectations be in-line with the actual reality and how will these change the dynamic between senior and middle management, and between middle management and employees? Will the change lead to greater transparency in how field engineers spend their day?

How will they react to that change? Will they feel your trust in them is diminished (big-brother is always watching) or will they feel more valued as you invest in the tools required to make their jobs easier? All of these questions and many more relate to the culture of a business, which is an often-overlooked yet crucial element in Change Management and where you must start, when assessing the impact of change to your business as a whole

People

Leading very much on from cultural change we must next consider the people change also. For example will there be any changes to the way teams are laid out? Will there be new management structures needed to be put in place? Of course one of the flip sides of implementing any technology to improve productivity will be that if the implementation is successful you may need less people to achieve the same workload.

Will staff need to be reallocated to different divisions of your organisation or will you need to explore the possibility of redundancies? Similarly when we look specifically at field service management one of the greatest benefits of implementing modern field service management solutions is that we can open up new streams of revenue directly from the field. Will this change the way we reward our people? Also will it mean that new divisions will be in closer contact? Again a people consideration when we think of how to employ best communication practices.

Structure

Once again structure leads on very much from people. As we can see the considerations for assessing the full impact of a Change Management project are wholly integrated. This is an important fact to comprehend as whilst understanding one facet can lead to greater comprehension of the whole, similarly overlooking one element can equally lead to overlooking other challenges that could rear their heads further down the line.

So how will your structure change? In the point above we looked at the impact on people of potentially creating new teams and adding or removing management layers but what will this mean from a business perspective? New reporting lines may need to be considered for example and new responsibilities may need to be clearly outlined.

It is important to understand how these changes will be shaped and to communicate any new responsibilities early with clear delineation and definition.

Also what about relationships with providers and vendors? Will the change in structure mean that there will be closer ties between field staff and your providers perhaps?

Again a much-vaunted benefit of modern field service systems is the ability for field service staff to see inventory in real time and order relevant parts when needed. Whilst this is of course an excellent benefit it will alter the structure of your business and therefore how your organisation adapts to accommodate this change must also be considered.

Click here to read page two of this feature...

We also suggest you download a copy of the corresponding white paper “5 principals of change management in field service" Click here for the white paper.

 
This series is sponsored by:

 

The next session of the Service Community has been announced and will be held in Manchester on the 1st of October. 

Following on from the fantastic success of the last meeting which was dedicated to the memory of founder Steve Downton this event sees yet another fantastic line up of service specialists from across the a broad spectrum of industries speaking.

Sessions include: 

• Professor  Tim Baines, Aston Business School discussing: ‘Challenges faced by UK Manufacturers as they adopt Servitisation as a Growth Strategy’

• John Pritchard, MAC Solutions, discussing “Remote Servicing & Internet of Things – Principles”

• Martin Gilday, Elekta, discussing “Reactive & Proactive Remote Service – Case Study”

• Martin Hotass, Siemens, discussing “Resource Planning for the Future.  Attracting people to the Service Industry”

Event Details:

Date: 1^st October

Time: 1pm – 5pm

Location: Sir William Siemens House, Princess Road, Manchester, M20 2UR

The event is free to attend for all service professionals but please register your attendance in advance by emailing theservicecommunity@gmail.com.

 

Part Two of an exclusive Field Service News interview with Dave Gordon, Rolls Royce.

Here Dave speaks about how he approached developing Rolls Royce's service delivery, and the importance of collaboration and trust, particularly when it comes to the proactive use of data to continually improve the service you are delivering to clients...

Missed part one of this excellent series? Find it here

Want to see more? Subscribe to Field Service News by clicking this link and get access to download the full video in full.

From Tesla’s electric cars to Siemens’ MRI machines, high-tech devices gather all kinds of data to indicate equipment health. Is the equipment running out of capacity? Is it low on fuel? Is there a problem with the disk drive? The shift in technology means a shift in skill-set for field service engineers. The team at smartvan.com explore this topic further

All of this data is valuable to the technicians who service the equipment, but only if they know how to interpret the information, which is why the shortage of skilled workers in the field is more pressing than ever.

This year 55 percent of hiring managers say they’re having difficulty filling jobs in installation, maintenance and repair occupations, according to a CareerBuilder study. There’s a race between technology and the skills needed to keep up with it, especially for technicians.

CONNECTED DEVICES’ IMPACT ON FIELD SERVICE

If the recent media obsession with the Internet of Things is any indication, we’ll soon live in a world where every device has the ability to talk to other machines—and to humans.

For technicians, it means their roles are becoming more proactive and less reactive. Instead of waiting until a part breaks to fix it, they’ll know well in advance that a screw is loose, for example, and catch an impending failure before it occurs.

New technology also is shifting more field service work from physical to mental labour. “Computers and other digital advances are doing for mental power—the ability to use our brains to understand and shape our environments—what the steam engine and its descendants did for muscle power,” Massachusetts Institute of Technology professors Erik Brynjolfsson and Andrew McAfee write in their book “The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Machines.”

FUTURE AUTO MECHANICS

BMW’s vision for how its engineers will service cars offers a look at how connected devices are changing work. Jack Stewart, presenter of the BBC’s Science in Action series, paints a picture: “Instead of reaching for any of the shiny silver tools on his cart, the mechanic picks up a pair of what looks like sunglasses with connected buds for his ears. He glances back over to the engine, and this time he sees each component highlighted in bright colors, and is given computer-generated instructions on what to disassemble, in what order.”

In this scenario, the engineer needs an understanding of the technology at play, including how to execute the augmented reality system and interpret the computer-generated information.

EFFORTS TO BRING SKILLS UP TO PAR

As technology advances, some companies are backing efforts to retrain their workforces and help the next generation of workers acquire the science, technology, engineering and math skills that roles in the field will require.

MasTec, a Coral Gables, Fla.-based infrastructure engineering and construction company, helps veterans transfer skills to become wireless technicians. The company works with Warriors 4 Wireless, which provides training and advanced certification for veterans to build new careers in the telecommunications industry.

Cisco, purveyor of Internet of Everything ideas, runs a “Networking Academy,” which offers certificate courses to help people across industries build and maintain computer networks. “These programs ensure Cisco, its customers and partners have the talent they need to transform their business through the Internet of Everything,” according to the CareerBuilder study press release.

In April, Siemens donated nearly $660 million in software to a dozen technical schools and colleges in Massachusetts to help train a new generation of workers in advanced manufacturing.

As field service organizations look for and develop future talent, they’ll benefit from having employees whose skills complement those of the cutting edge technology the company uses. In other words, as Wired editorKevin Kelly put it, “You’ll be paid in the future based on how well you work with robots.”

It’s a brave new world for service technicians and field service engineers (FSE) these days — they’ve got iPhones and tablets to manage their work, some are driving cool hybrid vans, and even the equipment they fix can talk to them and tell them what’s wrong.

Beyond all that, the service-tech demographic is changing rapidly: service technicians from yesteryear (the days of clipboards, parts manuals and pagers) are getting sunsetted. A younger, more tech-savvy BYOD-generation service tech is beginning to fill the void. The next-gen service tech is also learning a bunch of critical new skills.

“The ability to accurately forecast what customers want and need is one of the more valuable aspects of field service today,” says Denis Pombriant of Beagle Research. Client knowledge and intuition comes not only from new tools that collect and analyze data, it also comes from a set of interpersonal skills each new technician in the field should be versed in.

Here are 3 skills areas that matter most:

PROACTIVE SALESMANSHIP

Service strategist Alex Alexander put it plainly: “There’s nobody that has more impact on future purchases of service or products than field service engineers.”

Alexander and others aren’t championing technicians in hopes they will put salespeople out of business, in fact, quite the contrary — now salespeople actually have their own workforce in the field, as well. And, as opposed to door-to-door salesmen, service techs are actually being invited into customer homes and places of business. Instead of being turned away by clients and dismissed for a cold-call — technicians are there for a purpose. If they perform their other duties efficiently and successfully, a client is certainly more apt to be open to learning about new products and practices from the company.

Engagement goes a long way. If you can provide your field workers with pertinent client information before they arrive on-site, they can use this information to personalize their service and create a more meaningful relationship with the client. Plus, if you already know what they’ve bought — you’re less likely to try to sell something they already have or don’t need. Attention to detail when it comes to clients is important and shouldn’t fall solely on your company’s sales team.

SOCIAL SKILLS AND CUSTOMER SERVICE

Customers must feel comfortable with the people they allow into their space. Conversation is key to customer service and client comfort. Of course, speed is tantamount — everyone’s busy — but small talk can create a level of trust between your worker and the client.

People are more inclined to raise an issue in person and when they are feeling more comfortable, so arm your field workers with the appropriate customer service tools and information. Clients may raise an issue totally unrelated to the service call, but if your service technician brushes the query aside because they don’t know how to respond, trust (and maybe even the client) will be lost.

MASTERY OF MOBILE TECH

Next-generation field service is powered by the cloud — no longer by file folders, clipboards and your teams in the field need to reflect that.

Not just in the new toolset they carry around (rugged tablets, GPS devices, smartphones), but in how those tools change their behaviour and productivity — being able to pull up a parts diagram on a smartphone display, tapping into parts inventories, filling out job orders on the fly.

Not only is new technology helping FSEs learn more about their clients, it is also helping them complete tasks more proficiently. Because technology is constantly evolving, being able to adapt and learn how these new tools work is a must for today’s field tech.

People with a vested interest in the happenings of the technology world will be more enthusiastic to try new gadgets or implement a new system. Be wary of the technicians that are set to sticking to the “old ways” — this will only slow down the inevitable and can cause fissures between the tech and the customers as well as the techs themselves

 

 

The case for implementing a modern field service solution is well documented, the benefits clear and tangible. However the road to a successful implementation is fraught with challenges. Over the next few weeks we will be exploring this topic across a number of features which are sponsored by ServiceMax

There is also a corresponding white paper on this subject which you can access by clicking this link and completing the brief registration form

There is no hiding from the reality that the implementation of a modern service management solution involves a major change within business, including shifts in both processes and culture, driven by the technology. Change is hard, and without proper understanding of your goals and the challenges you face, successfully managing it can be at best a complicated and drawn out process, at worst an abject failure.

In fact according to Change Management guru John Kotter, 70% of change management efforts fail and this is largely due to a lack of preparation, a lack of understanding of best practices or more often than not a combination of both.

However, at the heart of every successful change management exercise there is one maxim that holds absolutely true. Change Management is always about people.

Despite often being mistakenly pigeon holed amongst Project Management, which is more focussed on business protocol and processes, the key to good Change Management is understanding and confront the emotional and personal impact change can have on your workforce both on the individual as well as the company at large.

It is widely quoted that on average two thirds of employees are resistant to using a new system. So before we even begin to plan for change we must consider some of the fundamental reasons why our workforce would be so anti-change, if we are to succeed.

For a start we must remember our workforce is made up a human beings, whilst this may seem like an obvious even condescending point to make, it is all to easy, especially in larger organisations to dehumanise the workforce, replacing names and personalities with numbers and statistics.

 

When focussing on the human aspect we can begin to understand the resistance we will face. It is our natural tendency to maximise reward and to minimise threat.

Sociology teaches us that there are five domains of social experience; status, certainty, autonomy, relatedness and fairness and when these are threatened we naturally resist change.

Inevitably an extensive change management exercise is going to impact on all five of these domains amongst your workforce so our goal cannot be to completely eliminate resistance, this would be an unrealistic and impossible task. Instead the intention should be to reduce the gap between introducing the change and full adoption of the change, thereby minimising the level of resistance faced and the duration that resistance lasts.

 

Research from McKenzie suggests organisations that utilise good change management best practices are likely to achieve 100% better business results through high employee adoption rates.

When it comes to implementing a new system across the workforce the stakes are absolutely huge, success can see significant improvements in productivity, efficiency and of course in the bottom line.

Failure can see value leakage resulting in a far longer time to see R.o.I (if at all) whilst simultaneously causing severe disruptions to the business as a whole. Put very simply there is an incredibly strong business case for making sure you get Change Management right.

Fortunately there are a number of differing resources that can be turned to, to help guide those who are undertaking such an operation. Some of which include:

Prosci

Prosci, whose name comes from a combination of professional and science, is one of the leading Change Management organisations in the world and their methods are cited as being used by more than three quarters of the Fortune 100.

Founded in 1994 they offer both benchmarking research and change management products.

 

The tools implemented in Prosci’s methodology are based on research into best practice of over 3400 international organisations.

The Prosci methodology has become one of the most widely used approaches to managing the people side of change in business and government. At the heart of their methodology is the ADKAR model which first appeared in 1999 as an outcome-oriented approach to facilitate individual change.

The model has taken hold as a simple and effective Change Management method, which has become one of the most widely used models of its kind in the world.

Kotter International

Headed up by a New York Times best-selling author, business entrepreneur and Harvard Professor, Dr. John P. Kotter, Kotter International is another of the world’s leading Change Management firms.

Their 8-step change management process is based upon thirty years worth of work by Kotter and aims to offer a holistic approach to Change Management and incorporates eight overlapping steps.

The first three are all about creating a climate for change. The next on engaging and enabling the organisation and the last implementing and sustaining change.

It has been noted that successful change occurs when there is commitment, a sense of urgency or momentum, stakeholder engagement, openness, clear vision, good and clear communication, strong leadership, and a well executed plan and Kotter’s 8 Step plan utilises each of these.

Lewin’s Un-Freeze, Change, Refreeze model

Developed by physicist and social scientist Kurt Lewin in the 1950’s this model became a fundamental building block for organisational change management, The name of the model refers to the three stage process of change. The concept uses the analogy of a block of ice and transforming its shape from a block to a cone. First you must make the ice amenable to change (unfreezing it), then the ice must be moulded to the shape you desire (change). Finally you must solidify the the new shape (refreeze)

Therefore the first step in any successful change process must be to understand the reason for change. In Lewin’s own words "Motivation for change must be generated before change can occur. One must be helped to re-examine many cherished assumptions about oneself and one's relations to others."

Across the next few weeks we will be exploring the stages of change management in more detail looking at 5 specific stages as defined and implemented by Tycho’s Sharon Moura when they recently implemented ServiceMax’s field service management platform.

To download a copy of the white paper “5 principals of change management in field service click here and complete the brief registration form.

 
This series is sponsored by:

 

Last month myself and Field Service News Editor Kris Oldland were fortunate enough to interview Dave Gordon from Rolls Royce’s Defence business in Bristol, about their Services Journey and why it is so important to the future growth of the business.

Although Rolls Royce is a leading global manufacturing business, many people do not realise that over 50% of its revenues are now generated through Services. Initially Services became a strategic contributor to growth in their Civil business as they reacted to customer and market pressures.

In his own very engaging way, Dave Gordon describes about how the defence business has taken these processes and embedded them into its core offering. As VP of Service Strategy and currently LiftSystem Programme Director for the new vertical takeoff Lightening Fighter, he is uniquely positioned to talk about the transformation from time and materials support contracts to sophisticated advanced services.

Rolls Royce started their journey by understanding what being good at services really meant. They very much took an OUTSIDE-IN approach, not only looking at their own industry, but best practice companies in unrelated businesses. A major challenge was how to apply the undoubted technical and innovative capability of Rolls Royce, to the mountain of data collected on their products, and turn it into value for the customer.

 

Key to this journey has been changing people’s mind-set through the metric of ‘Customer Disruption Cost’. This measure calculated the direct and indirect costs to their customers if the engine was not available. The tangible benefit was that it enabled Rolls Royce to build a value based offer around the customers business needs. The hidden benefit was that it focused the people within the organisation on what was really important to the customer.

Dave explains the importance breaking down the innovation of services into bite size chunks.

Starting first with availability contracts on small modules, and gradually increasing the scope as their knowledge and infrastructure grew. Key was building a database of how the product was used, enabling engineers to model their equipment behaviour, so as to predict future performance. Then leveraging this knowledge and insight to develop new proposition and solutions.

As the service business has matured, the data capture and analysis has increasingly moved into customer located Service Delivery Centres, so making the value creation processes truly co-constructed.

But in this age of nervousness around cyber crime and intellectual property, he stresses that security and segregation of customer data is key to developing a trusting collaboration with the customer.

It is this collaboration that has been key to their success. So not only has it been a journey for Rolls Royce, but their customers as well. They have had to step back from describing ‘what they want’, to ‘where they want to be’.

Dave Gordon goes on to say ‘Creating the future’ is all about deepening relationships and harnessing innovation around customer value. Key is the willingness to listen but where necessary take risks and innovate ‘outside the box’ to make change happen.

This exclusive interview will be appearing on Field Service News across the next few weeks and you can find the first part of this series by clicking this link.