Who are the most influential people in the global field service sector that you need to pay attention to in 2017?
ARCHIVE FOR THE ‘momentum-framework’ CATEGORY
Mar 03, 2017 • Andy Neely • FSN20 • Future of FIeld Service • Jan Van Veen • Local Government • Momentum Framework • Noventum • Oneserve • Chris Proctor • Hilebrand • housing association • Institute for Manufacturing • Rustema • Servitization
Who are the most influential people in the global field service sector that you need to pay attention to in 2017?
The Field Service News #FSN20 is our list of the individuals we believe will be key influencers in our industry across the next twelve months. Those included in the list have been selected by our own panel of industry insiders, who were given the simple criteria of identifying people who will have a significant impact on field service thinking.
However, more than just an annual list of 20 individuals the #FSN20 has grown since it’s launch to become a true celebration of excellence and innovation within our industry.
There are some familiar names and some new faces on this years list and as always we don’t expect everyone to agree with our selection – at it’s heart the #FSN20 was conceived as a tool to get everyone in our industry thinking about who it is that they have come across in the global field service sector that has made them think, who has made them question the accepted paradigms, who has inspired them to do just one little thing more in their own day to day role.
The #FSN20 is not just about the list our panel has put together. It is about fostering discussion that celebrates the unsung heroes of the field service sector. So look out for the online version of this list as well to take part in the debate.
But for now, ladies and gentleman and without further a do, in no particular order, we are pleased to introduce the #FSN20 of 2017…
Click here to see page one of the 2017 #FSN20
Click here to see page two of the 2017 #FSN20
Chris Proctor, CEO, Oneserve
With their relatively niche operating background primarily serving the UK local government and housing sector Oneserve may not be a company that are as well known as some of their competitors within the FSM solution space, however, there is no denying that in Proctor they have a CEO who isn’t afraid to ruffle feathers.
He has called for the Field Service Management software industry to stop “holding innovation hostage” and under his leadership the organisation have won some significant contracts away from their ‘home turf’ of the housing sector including Pay TV leaders Sky and construction giants Kier.
Having been promoted to CEO from Marketing and Sales Director in just 8 months with the company Proctor is a young, dynamic leader who is not afraid of controversy if it means raising awareness of issues within the industry.
Professor Andy Neely, Head of the Institute for Manufacturing, Cambridge University
Professor Andy Neely is Pro-Vice-Chancellor: Enterprise and Business Relations at the University of Cambridge and also Head of the Institute for Manufacturing (IfM) and Head of the Manufacturing and Management Division of Cambridge University Engineering Department.
In his role as a Founding Director of the Cambridge Service Alliance he is widely recognised for his work on the servitization of manufacturing, as well as his work on performance measurement and management and as such is often seen chairing sessions in the field service sector.
Hilbrand Rustema, Managing Director, Noventum Service Management
As service management consultancy spanning three continents. With over 200 successful projects and a proven track record of improving growth and profitability Noventum are a tour de force and are firmly established as the leading consultancy within the field service industry.
Hilbrand Rustema has been a driving force in that development and continues to lead the business having been at the heart of evolving service thinking for many, many years.
Jan Van Veen, Managing Director, Van Veen Business Innovation
One of the founding partners of Noventum, Van Veen is now working under his own brand and is currently developing a framework for companies to be able to develop continuous momentum based on a series of detailed benchmarking and researching projects.
A broad and ambitious project, but Van Veen has the background and insight to be able to deliver what should be highly powerful business tool.
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Feb 16, 2017 • Features • Management • Jan Van Veen • management consulting • Momentum Framework • field service
Jan Van Veen, explores the concept of momentum within a field service organisation and outlines the Momentum Framework - a series of best-practices and tools that can allow you to ensure your organisation flourishes in today’s increasingly...
Jan Van Veen, explores the concept of momentum within a field service organisation and outlines the Momentum Framework - a series of best-practices and tools that can allow you to ensure your organisation flourishes in today’s increasingly competitive markets...
Manufacturing companies have a huge potential with their services. But many struggle to gain the Momentum to make it happen.
The problem is not their vision or business strategy. It’s all about their ability to execute and change.
After all, service innovation is a serious business innovation.
The winners in our rapidly changing world have adopted modern management perspectives and practices and thus increased Momentum to change. The common management perspectives and practices fail today, as they create resistance against change.
The problem
Most manufacturing companies focus on incrementally improving performance of existing operations.
They follow tight “planning & control” management practices which trigger defensive behaviour and resistance against change. The typically suffer from:
- Ongoing performance issues, without adequate, timely and sustainable interventions
- Failing execution of strategies and change programmes
- No significant innovation beyond incremental improvements of current products and practices
- No preparations for (potentially) disruptive change
Without a rapid pace of continuous change, companies will struggle to develop a strong service business and will not thrive in our rapidly changing world.
What is Momentum?
In an organisation with high Momentum for continuous change, people are passionate and eager to perform, develop, grow and make things happen.
They take action in a coherent way. They collaborate with teams across the entire organisation. People feel safe and confident to engage in ambitious objectives, to pursue the uncertain, to drive change and to collaborate. Everyone is open to new ideas, new approaches and new opportunities.
The Momentum Framework – high level overview
The winners of today and tomorrow already have adopted modern management perspectives and practices and hence increased Momentum. They have flourishing and mature service-oriented businesses and outperform their competitors.
During our research in 2015-2016, we have established the Momentum Framework, which include the Momentum Perspectives and Practices, as well as practical approaches and tools.
Momentum Perspectives
Three perspectives are key to successfully use Momentum Practices and drive Momentum.
The majority of people in the organisation need to believe in these perspectives and use these as guiding principle in all decisions, actions and communications.
People drive change: By nature, people can and want to drive change, if there are good reasons and no serious obstacles.
Resistance does not come from people themselves, but is created by the way we have been managing and leading our companies.
Capabilities drive performance: People and organisations can only deliver sustainable high performance through adequate (organisational) capabilities. Pushing performance by merely working harder and faster is considered not to be sustainable.
Future success lies beyond business as usual: In a rapidly changing world, there is no sustainable success without adaptation and adjusting the core business, business models and organisation.
Momentum Practices
The best-in-class manufacturing companies use modern “sense & respond” management practices at all levels and entities.
They have abandoned traditional “plan & control” management practices.
Compelling direction: Winning manufacturers have defined ambitious goals for the entire organisation about increasing their relevance for their customers and achieving high growth figures.
They have painted a concrete picture of the unmet customer needs, the future offerings and required organisational competencies.
People can relate to this, get exited and see how they will fit in and how they can contribute to the change in a coherent and aligned manner.
Strategic dialogue: Best-in-class manufactures have a clear corporate strategy on choices, priorities and approach.
Objective and targets for sales, service, R&D - what have you - are all aligned towards the common goal of becoming a more service oriented solution provider.
Each local entity and department takes ownership and has its own strategy and roadmap to move from their specific as-is situation, considering their specific circumstances, towards the envisioned future.
Objectives are not just numbers to hit every month or quarter. They articulate ambitions, direction and focus. Any issues in progress or results are confidently and transparently shared and discussed.
This leads to timely and adequate collaborative interventions. People feel safe and confident to try, to respond, to take ownership and do their best to make things happen even though the outcome is uncertain.
Continuous learning: Innovative and responsive manufacturers regularly explore (potential) trends, new threats and opportunities. New ideas are regarded as the way towards sustainable success.
New ideas are never cut off because it would be different than usual or would not fit in the (current) core-business.
Momentum Road Map
The leading companies followed a road map for building momentum, from mobilising, through increasing to sustaining Momentum.
Most of them started mobilising momentum by creating awareness and a shared concern. Leaders stood up and led the way and spread the mind-set of “just-do-it!”.
Soon they further built solid perspectives and practices into habits and ultimately embedded this in the culture and DNA of the organisation.
Once in the DNA, Momentum will survive even a change in leadership.
How much Momentum do you have in your organisation?
Get Your Free Professional Momentum Score Card @ www.van-veen.nl
The Momentum Score Card benchmarks your organisation’s Momentum to continuously change for sustainable success. It helps you identify your strengths and how to improve Momentum to:
Have better interventions for (ongoing) performance issues
- Have easier and quicker execution of strategies and change-programmes
- Have better value innovation for future success
The Momentum Score Card is based on our research in 2015-2016 into “Momentum for Sustainable Success” and the Momentum Management Framework which we developed during this research.
Field Service News is published by 1927 Media Ltd, an independent publisher whose sole focus is on the field service sector. As such our entire resources are focused on helping drive the field service sector forwards and aiming to best serve our industry through honest, incisive and innovative media coverage of the global field service sector.
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