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Last week Salesforce announced the next generation of their FSM solution, Salesforce Field Service, which was designed to equip field service organisations with the power of Artificial Intelligence-powered tools to deliver trusted mission-critical field service delivery. To find out more about this announcement Kris Oldland, Editor-in-Chief, Field Service News spoke exclusively with Paul Whitelam,VP of Product Strategy, Field Service Management, Salesforce.

The development of Salesforce as a powerhouse within the field service management sector has always been on the cards ever since they first announced their first foray into the world of Field Service Management (FSM) four years ago back in 2016. As the world's most dominant CRM platform, they had the muscle to grow in this aligned technological space rapidly and have done so at breakneck speed. However, in the last 12 months, their development has been given a turbo-boost with the acquisition of Click (formerly ClickSoftware.) Given that the original iteration of Salesforces' Field Service Lighting was developed using Click's technology, there was always something of an inevitability of the acquisition. Now just over a year after the intention to acquire Click was announced we are seeing the fulfilment of the promise of this more formal union emerge.

As Whitelam explained when I spoke to him just ahead of last week's announcement of the next generation of Salesforce Field Service (now minus the 'lightening' suffix) "we evolved particularly after the acquisition of Click in October last year it has given us an really unfair advantage in terms of accelerating the integration of the Click Intellectual Property into the Salesforce codebase."

 

"Click had hundreds of people with twenty years plus experience in the space which is now infused into the Salesforce ecosystem..."

- Paul Whitelam, Saleforce

 

However, it was not just the best-in-class technology that Click brought to the marriage. As a company that spent years at the fore of the FSM sector, they also brought a wealth of industry experience.

"It [the acquisition of Click] has also accelerated our growth in areas such as go to market implementation capabilities. Click had hundreds of people with twenty years plus experience in the space which is now infused into the Salesforce ecosystem," Whitelam explains.

So, what makes the new iteration of Salesforce Field Service so exciting? Well firstly, much has been made about the ability for companies on the platform to leverage Einstein, Salesforce's own powerful AI offering. Indeed this is something that underpins much of the tools that were central to Salesforce's initial wave of messaging that we saw across the industry trade journals across the last week or so. 

 

Understanding the New-Normal of Field Service Operations:

However, while this is an essential ingredient in the Salesforce mix, perhaps what was also apparent was how the solutions Salesforce have introduced show an increased maturity of understanding of the challenges field service organisations are now facing in a post-pandemic world

"A lot of people are now thinking about the context of what field service means in the face of today's pandemic-centric environment," comments Whitelam.

"The truth of the matter is that in terms of field service, the show must go on. These are mission-critical staff, of course in healthcare, but also elsewhere in industries such as utilities or communications that literally must continue being able to support the various infrastructures these organisations maintain.

"There are some typical ever present challenges field service companies face such as challenges around data being in disparate systems, not having a consolidated view of the history of what has taken place with an asset and information about the customer themselves," Whitelam continues.

 

"We have to ensure a task can be broken down, so that the points where there must be person to person interactions are minimised..."

- Paul Whitelam, Salesforce

 

"However, obviously there are new challenges that come from the pandemic. Safety requirements is a key issue for example. Companies need to be making sure they are not risking spreading the infection and doing everything to safeguard the safety of their staff and their customers alike."

This is at the heart of the dichotomy field service organisations now face. They must continue to deliver mission-critical maintenance, yet still some six months on from the initial lockdowns much of the exact details of the threat of COVID-19 remain uncertain. When dealing with so many unknowns, at the corporate level at least, it is essential to take every precaution possible to mitigate any potential risk while still being operationally effective.

The balancing act required to navigate this particular tightrope requires rethinking many fundamental processes within field service delivery.

"We have to ensure a task can be broken down," Whitelam suggests, "so that the points where there must be person to person interactions are minimised. Companies must do as much preparation for the job as possible in a remote environment. Also can the wrap up of the job be outside of that face to face environment?"

 

Finding a way to clear the backlog built up during lockdown:

While, finding a way to get back to work as quickly and safely as possible is the first and most obvious challenge that field service organisations face, the mountain of maintenance jobs that were put on hiatus during the height of the lockdowns also present another significant challenge.

"For me, I think [the backlog of work] has really put a new light from our perspective on the value of automation," comments Whitelam.

"What we have seen with our platform is that levels of engagement with our customers on our platform are 20% higher than it was before the pandemic. In field service at least, it is not so much a v-shaped recovery, but something more akin to a checkmark because we are simultaneously playing catch up on all of that maintenance activity as well. Companies are going to be best placed to address this new dynamic by automating as much as they can and having their dispatchers and specialists focus on exceptional cases. Automation is the surest way to free up the appropriate time to allow them to do that.

However, while automation will go a long way to helping remove much of the non-essential day-to-day tasks within the field service workflow, it may still not be enough alone to get things back on track.

 

"Elasticity in the workforce is another example of something that as we entered into 2020 was a best-in-class attribute, a nice to have, rather than a necessity. Now, it is essential..."

 

Put simply; there will still be a need for a human pair of hands to resolve issues, even in some of the most routine maintenance work. This is where the concept of the blended workforce must become more prevalent.

"Companies should be making sure they are deploying the full range of workers included badged employees, contract workers and third-party labour," agrees Whitelam when I put this motion forward to him.

"At Salesforce, we have a number of ways of engaging with those third parties. You can very easily set them up in the system and you can allocate work to them and gain visibility into that work progress. Being able to support that kind of work model and having a more elastic workforce is really important."

Elasticity in the workforce is another example of something that as we entered into 2020 was a best-in-class attribute, a nice to have, rather than a necessity. Now, it is essential. This is especially so when there is just such an unknown availability of resources generally.

"If suddenly your people can't come to work, which is still an issue we face as an industry and a society, you've got to be able to pivot and you've got to have alternative options," Whitelam asserts. "Having an elastic workforce to address these new challenges is critical," he adds.

Of course, while some jobs simply cannot be completed without an onsite field service technician, increasingly we have seen service organisations turn wherever possible to utilising remote service delivery as an alternative.

"There are a couple of aspects to this shift to remote service delivery," explains Whitelam.

"One is ensuring the field service technician has got access to knowledge when they are at the point of service. This involves recommending articles and best practices to resolve the problem or connect them with other experts within the field service organisation that have experience of the task at hand.

"However, I think in the future there is going to be more recognition of ways to serve the customer without necessarily rolling a truck. Salesforce has something of an advantage here in that the field service piece is part of the Service Cloud already.

"Field Service is one way to solve a problem, in some use cases it is going to be the only way to solve a problem. However, in many other use cases there may be alternative approaches to finding resolution. These could involve the call-centre, digital engagement tools, knowledge management and even self-service – the fact that you have all of these in one platform, that actually gives a lot of companies many advantages. They can solve a problem in one of many different ways depending on the cost profile and the nature of the issue," he adds.

Indeed, the challenges we as an industry face as we look towards the final months of 2020 and hopefully to a far less turbulent 2021 are many. However, the technologies and tools at our disposal can allow us to not only ride the tsunami of disruption caused by COVID-19 but to come out of this the other side more robust, more resilient and more responsive to our customers' needs.

With this latest iteration of their FSM solution, Salesforce have now absolutely established themselves as being at the vanguard of the organisations delivering these tools.

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Further Reading:

• Read the initial news report about the announcement of the latest iteration of Salesforce Field Service @ www.fieldservicenews.com/blog/salesforce-announce-the-next-generation-of-field-service-ai-powered-tools-for-trusted-mission-critical-field-service
• Read more about digital transformation in field service @ www.fieldservicenews.com/blog/tag/servitization-and-advanced-services
• Read more about the impact of COVID-19 on the field service sector @ www.fieldservicenews.com/en-gb/covid-19
• Read previous articles by Paul Whitelam @ www.fieldservicenews.com/blog/author/paul-whitelam
• Find out more about Salesforce Field Service @ www.salesforce.com/uk/products/service-cloud/field-service-lightning/
• Connect with Paul on LinkedIn @ www.linkedin.com/in/paulwhitelam/
• Follow Salesforce on Twitter @ twitter.com/salesforce

Paul Whitelam, VP Product Marketing, ClickSoftware, outlines why turning to look at how effective our customers’ are at dealing with issues can shine a light on your own performance and productivity...

Whether trying to get more jobs done in a day, more jobs per technician per year, or more fixes achieved on the first try, there are plenty of time-tested ways to show improved field service performance through metrics.

But if you’re still not sure that your field service is delivering peak performance, it might be time to look in a surprising place for a new set of KPIs: your customers. How hard are they working? At a time when every business is obsessed with delighting their customers, many underestimate the role customer effort plays in determining the quality of the experience.

The Customer Effort Score is a new KPI that measures how much effort your customers put into getting an issue resolved. If retaining loyal customers is a priority for your business, read on.

When your customer goes to work

Today, you can order something online in a matter of seconds and get it the same day. You can even hail a ride in minutes at the click of a button. Companies like Amazon and Uber are making it effortless for customers to receive great service. These on-demand businesses have set a high standard for all service organizations.

Great customer experience can begin as soon as an issue arises. Great customer experience can begin as soon as an issue arisesIt can start with their first phone call, their visit to your appointment booking portal, or how they are notified of the technician’s ETA.

The same is true for bad experiences. To uncover all the ways you could ease your customer’s pain even before you fix their problem, consider every potential interaction with your business. Here are three ways field service organizations can reduce customer effort.

1. Enable true self-service

To some, self-service means troubleshooting and problem solving done by the customer. For others, the definition includes providing ongoing access to important information that helps the customer not only treat issues but continually get the most value from their product or service.

This also should be extended to include how easy it is for the customer to request help or information, book an appointment, or speak directly to a representative. Much of this can be accomplished with a well-designed and easy-to-navigate website, connected to a knowledge management system that shares information consistent with what your employees see.

2. Empower everyone involved

For every step of the service journey, you want customers to feel in control of the process and that you’re treating their time with respect. Dispensing confusing or incomplete information does not help.

Your front-line employees should also be empowered to do the best job they can. Will they have prior access to the customer’s case so they can arrive prepared? Will they be routed to a job site with the correct parts and equipment already in their vehicle? Can your call center and mobile employees make decisions based on flexible or well-defined policies to reach to a satisfying resolution faster?

Imagine a customer who needs to explain a problem to the newly-arrived technician after already doing so over the phone or online, and then is unable to get the problem fixed due to a missing part or lack of skills. Now they have to restart the process to make a new appointment. How would they rate their effort on a 1-5 scale?

3. Integrate, integrate, integrate

To enable the control, transparency, and empowerment customers want, tight cross-channel and cross-team integration is critical. While customers might prefer phone agents over automated chat bots or SMS, ultimately, they want the option that gets them the help they need as quickly as possible.

However many channels you offer for communication, ensure customers are easily transferred and that information is shared seamlesslyHowever many channels you offer for communication, ensure customers are easily transferred and that information is shared seamlessly. You want to minimize the times your customer is sent to another department. But if it’s unavoidable, you can send them along with all the relevant information so they don’t have to start over with the next person on the phone.

Similarly, the way your field service professional interacts with your customer should be standardized and consistent with your brand. Integrate your communication channels, your CRM, as well as your processes and policies, to consistently deliver service that minimizes customer effort.

High effort is inversely related to good experience

User experience designers who work on everything from smartphone apps to retail spaces understand that minimizing friction and effort is good for customer experience, retention, and repeat business. Research by Gartner and Forrester encourages businesses to focus on how they can lower customer effort to win hearts and minds. Making your customers feel that their time is valued and auditing for areas of improvement is a great starting point.

Besides boosting your workforce efficiency and productivity, examine where your organization can minimize customer effort. This creates seamless experiences from the moment the need for service arises. Your customers will thank you with their loyalty.

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Paul Whitelam, ClickSoftware takes a deep dive into the healthcare sector, putting forward the case that it is high time healthcare providers embrace schedule optimisation to help cost-effectively improve operations and ensure patient care does not suffer. 

2018 saw continued merger and acquisition activity in the home healthcare and related markets as firms moved to build out their services footprint, offerings and build economies of scale.

And 2019 appears to be trending in the same direction. However, it is quite possible that many providers that have a mobile team delivering care in the field fail to understand the complexity that comes with size and multiple service offerings, especially as it relates to scheduling ever growing teams in the field.

Many organizations do not understand that as the number of appointments increase, the scheduling complexity does not increase linearly. In fact, it is not even close! The reason complexity does not increase in a linear manner is due to the fact that each scheduling decision has a factorial growth. For example, here are the number of scheduling possibilities for various jobs:

• There are 6 possible schedules for 3 jobs and 3 nurses; 
• There are 720 possible schedules for 6 jobs and 6 nurses;
• There are 3,682,800 possible schedules for 10 jobs and 10 nurses. 

This is why it is important that healthcare providers utilize scheduling software that can handle such complexities. Scheduling optimization technology, found in Field Service Management (FSM) software, enables organizations to create detailed schedules that can handle the complex scenarios detailed above.

Optimizing the schedule for an organization with hundreds to thousands of nurses and care providers is far beyond the capability of simplistic scheduling products (not to mention manual approaches). The complexity is due to the number of events that must be taken into account when developing a schedule such as travel distance, travel time, overtime costs, labor costs, employee availability and skills, patient or member availability and preferences, contractor availability, regulations and a myriad of other inputs. With FSM schedule optimization, an organization can create an optimal schedule that meets unique business rules that can:

• Minimize associated costs related to care delivery such as travel time, overtime and missed appointments;
• Meet patient and regulatory requirements by assigning only the person with the correct skill set for the visit.

An emerging trend in the home healthcare space is providers offering new services that deliver specialized, hospital-level care. For example, one program provides a 7 day a week offering that promises a 2-hour response to a patient call. While the benefits to the patient are great, the potential strain on the organization that has to schedule these appointments could prove to be difficult.

"As healthcare organizations scale, they need to invest in technologies like FSM software..."

The organization will need to estimate capacity, understand who can make the appointment (taking into account travel time and other business objectives) and who has the correct skill set to deliver care. These variables highlight the need for schedule optimization (and capacity planning) to calculate all of these variables to help deliver cost effective and safe care while delivering on their promise.

Schedule optimization provides real, tangible business results for organizations. The approach organizations take to optimize scheduling and appointment booking often depends on unique business policy and goals. Some healthcare organizations might prioritize on time arrivals or decreasing overtime, while others might prioritize a reduction in travel time. With schedule optimization software, organizations can define business goals and quality metrics, then tune the scheduling policy to comply with these variables. For example, let’s look at an organization that prioritizes on-time arrivals as a key business KPI. You have two customers who live on opposite ends of town and there’s only one nurse available in the area that is certified to deliver care. How can this organization meet the patient and regulatory requirements while maintaining business policy?

If that nurse runs into unexpected traffic, or the previous appointment runs over, he might arrive late to the next visit. With schedule optimization, the scheduler can recognize the possible conflict and assign the appointments with enough buffer to ensure an on-time arrival, meeting that business objective and satisfying a patient need.

FSM software provides advanced schedule optimization that enable a healthcare provider to schedule and manage hundreds to thousands of patient appointments. Not only does this help control costs with better routing and a reduction in overtime, it also helps to deliver a better experience for both the patient and the employee. For example, extended travel times can increase turnover among caregivers. In fact, a study that found that for every 15-mile increment that an employee must travel to a client, that provider becomes two times more likely to leave the organization. In an industry that is struggling to find and keep talent, improving travel time can be a great employee retention tool.

As healthcare organizations scale, they need to invest in technologies like FSM software that will help enable this growth in order to cost effectively improve operations and, most importantly, ensure that patient care does not suffer.

Paul Whitelam is VP Product Marketing at ClickSoftware.

With 2020 on the horizon, it’s the perfect time to think about new ways to improve your field service business. Paul Whitelam, ClickSoftware outlines nine key areas that you need to be targeting to ensure your service delivery remains competitive as we move into the third decade of the twenty-first century...

You’ve probably been hearing a lot about new trends and visions for the future, and it’s probably a little overwhelming. An easy way to get started is by throwing away some of the outdated practices you’ve been following. To help you out, we’ve compiled a list of field service practices you might want to leave behind in 2019.

Manual scheduling

Field service scheduling requires making several quick and calculated decisions. You need to consider everything from travel time and routing, technicians’ schedules and skill sets, equipment tracking, and SLA compliance. It’s much easier to rely on an automated scheduling solution to make optimized decisions for you, so you can focus on the bigger stuff—like your customers’ satisfaction.

Using separate solutions

The only way to gain true visibility into field service schedules is to manage everything in a single solution. This includes schedules, capacity planning, long- and short-cycle work, crew allocations, and more. Limiting field service management to a single solution also gives you the flexibility to manage your workforce more efficiently and ensure that you’re equipped to handle urgent work.

Not prepping technicians for customer service

Your field resources are often the only face-to-face contact your customers have with your company. This means it’s crucial they are equipped to give the best customer service possible. Start thinking of your technicians as your brand ambassadors, and ensure they have the soft skills to make a great impression on your customers.

Lack of visibility into technician location

With Uber you can hail a ride and know exactly where your driver is and when they will arrive. And Amazon provides updates when your package is shipped and as soon as it’s delivered. Your customers know this level of visibility is possible, and they expect it in their service too. Allow customers to track their technician’s location and send them reminders and updates about the status of their service. On top of giving your customers’ peace of mind, this also helps you avoid no shows and last minute cancellations.

Long Appointment Windows & Exact Time Slots

According to our Field Service Report, more than 60% of consumers across all countries said a long wait time between their service appointment being booked and carried out led to a bad customer service experience. It’s no surprise because today’s customers expect service fast, and definitely, don’t want to be waiting around all day to get it. Use optimized scheduling and appointment booking to ensure shorter, two-hour service windows for your customers.

Leaving the customer site before booking a follow-up appointment

Sometimes a repair is more complex than originally thought or a technician doesn’t have the right part to complete a job. When a follow-up appointment is needed, don’t leave the customer site until it is booked. Instead of simply ordering a part and asking the customer to call and schedule when they receive it, do it for them. The customer will feel more at ease knowing that even though the problem wasn’t fixed today, it will be fixed as soon as possible.

Not measuring customer effort score

When it comes to measuring customer experience, the Net Promoter Score (NPS) and customer satisfaction (CSAT) scores are usually the go to. But in today’s on-demand world, convenience and ease are becoming more and more important to customers. Many organizations have started measuring customer experience by the amount of effort customers are putting into getting an issue resolved. Add this to your list of KPIs so you can ensure future customer engagements are simple and seamless.

Not using live traffic updates

As customer expectations continue to rise, the importance of route optimization and getting resources from place to place is ever increasing. Many organizations are taking advantage of predictive travel and applications like Google Maps to accurately estimate travel times and plan routes ahead of the service day. However, it’s also important to consider real-time, live traffic updates on the day of service to account for unforeseen traffic and roadblocks.

Leaving out change management

When your service team has been doing things a certain way for several years, bringing in a new solution can be overwhelming. Even if the previous solution was inefficient or completely manual and paper-based, change can be scary. When implementing a new field service management solution, it’s important to get everyone on board and comfortable with the new solution—so don’t skip out on change management. Emphasize the benefits of FSM—such as efficiency, cost savings, and customer satisfaction—and make sure everyone is properly trained on using the solution.

While no one can know exactly what the field service management landscape will look like in 2020, it’s safe to expect increasing customer expectations and new technologies. Start preparing your organization for what’s next today.

 

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In the early part of this century we have seen huge technological developments impact field service management and increasingly technology and service delivery have become entwined - but investing in the wrong technology can be an expensive mistake, Paul Whitelam, VP Product Marketing, ClickSoftware outlines how we can ensure we avoid such pitfalls...

As we count down to 2020, companies are considering how to prepare for the next decade and get a jump start on the future.

There are many exciting technologies about, which offer much promise. In field service management,

where there is serious complexity that raises the stakes for any technology investment, it’s important these promising avenues realize their potential sooner rather than later.

But investing in new tech doesn’t guarantee its potential will be fully realized. It remains within the purview of the tech buyer to ensure the business extracts maximum value from new technology.

 

Identify Opportunities for Improvement 

Understanding your business strengths, weaknesses, and technological maturity is prerequisite to any exploration of new technology.

Have you outgrown an existing solution and need greater sophistication, or are you limited by processes rather than technology?

 

"Knowing your biggest obstacles and inefficiencies is the starting point for any tech conversation..."

 

Knowing your biggest obstacles and inefficiencies is the starting point for any tech conversation.

Are you able to measure everything and set benchmarks for desired performance? You will need to in order to have a productive conversation with a vendor.

For example, if you know you want to reduce windshield time rather than mileage this creates different requirements for a routing solution and what methodology it uses to map routes for service workers.

In organizations new to field service management solutions, there might be a lack of sophisticated measurement and benchmarks.

If you are moving from spreadsheets and manual paperwork for the first time, the leap can seem daunting. But this is the perfect opportunity to put prospective vendors to the test and use their expertise to source measurement frameworks, benchmarks, and best practices—then hold them accountable for delivering.

 

Invest in Outcomes, Not Products

Anyone trying to sell you a hammer will characterize your problems as nails, regardless of their nature. Once you’ve understood your challenges, you can articulate desired outcomes that can define the required capabilities for a solution.

The underlying technology is not irrelevant, but how it’s utilized is most important, and to what end.

Imagine you want to speed up response times without adding staff.

This will require the ability to schedule and dispatch workers automatically—with zero touch.

This could lead you to AI-driven automation and keeps the horse before the cart. The desired outcome first, tech and methodology second.

Whether your ultimate aim is to reduce costs, increase revenue, or improve customer experience, it should be clearly stated and technology agnostic.

Don’t let shiny new technology give you the old razzle-dazzle—you’re in the business of getting real work done—drive every conversation back to outcomes and proof.

 

Incorporate Change Management

New and innovative solutions can fall short of their promises if not wholly adopted by your workforce.

Even the best solutions can fall flat if your team is not on board.

Many field service organizations save money by using augmented reality wearables to remotely assist junior technicians on advanced jobs.

A senior technician can provide the expertise and guidance without having to travel. This sounds like a great idea to implement until you realize senior technicians are uncomfortable with the technology and prefer to use phones or to be dispatched to the job themselves—at a higher hourly cost.

 

"When talking to your technicians, extol the benefits of the change from their point of view, rather than the potential..."

 

Ensuring your new process and field adoption line up with your vision requires an early focus on change management and communicating with all levels of your service organization.

When talking to your technicians, extol the benefits of the change from their point of view, rather than the potential. They’re more likely to buy into an idea that impacts their work positively.

Have a plan for communicating with, training, and reassuring your workforce about what’s in it for them.

Looking ahead, make sure you recruit employees who are technology friendly and are eager to learn and use the latest and most advanced solutions available.

Automation, machine learning, real-time traffic based routing, and augmented reality all have practical applications in the field today.

Just as the technologies of yesteryear that they’re succeeding, these are simply tools to enable the job field service workers have always done.

To capitalize on their potential, whether you’re considering an upgrade, a process change, or purchasing a new solution, remember to lead with your biggest challenges, define your desired outcomes, and ensure your team is excited about the coming changes.

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Paul Whitelam, VP Product Marketing, ClickSoftware, puts across the case that in the race towards AI adoption we shouldn’t forget to see the value and importance of human input in the service cycle...

Like many industries, field service has seen an increase in the adoption of artificial intelligence-driven automation.

The benefits are many: improved efficiency, schedule accuracy, workforce productivity, responsiveness, cost savings and higher profit margins, and, importantly, happier customers.

Naturally, the onset of automation causes some anxiety in workers whose tasks are being handed over to AI. As with previous industrial revolutions, we’re not likely to find ourselves in a low employment high-leisure utopia. While the nature of work might change, plenty will remain to be done. Getting the full benefits of AI and machine learning still requires some human participation and a good understanding of who (or what) is best for each job.

People provide context

Service management solutions powered by artificial intelligence and machine learning can rapidly process high volumes of data to use as a basis for automated decisions. But when it comes to learning, machines can be a lot like humans— garbage in, garbage out.

When Microsoft launched its Tay chatbot on Twitter in 2016, few would have guessed that in just a day it would become a bigoted bully. The problem, of course, was that Tay was learning to converse by interacting with Twitter users, some of whom seized the opportunity to educate it on humanity’s worst impulses. Even with less shocking or inflammatory outcomes, AI learns from what it is shown and told. It’s likely to replicate bad behaviour if that’s all it’s shown.

AI-based tools can also provide simulations and modelling for multiple scenarios and highlight the interaction of various policy and process changes. For example, if the objective is the fastest response time available for every job, more technicians might have to be available for dispatching, increasing labour costs and decreasing utilization.

People must still define the process and priorities for automation to ensure your system optimizes for the right business goals. While intelligent computing power can grease the wheels of daily service operations, the real value comes from informing businesses to foster improved decision making.

Managing the unique and unusual

While humans can grow bored with the rote and routine, machines have yet to complain. Tasks that are repetitive and predictable are best handled with automation.

AI can manage most routine and ordinary tasks – chatbots, scheduling, appointment confirmation, routing, showing a mobile worker’s location and travel path to a job, it can even reassign and redistribute jobs around disruptions, addressing unplanned work with urgency. One UK gas utility can dispatch engineers to address a leak emergency in 13 seconds from the initial customer call—without human intervention.

AI can use a variety of inputs to increase schedule and travel time accuracy and optimize in real time, but what happens when you just don’t have the data?

One of the challenges faced by self-driving car producers is how to navigate remote areas, especially with routes that lack landmarks or distinguishing features.

Too few inputs can stump the machine. There is also additional context in some situations that will not be gleaned from data analysis, and impact from factors that perhaps are not being measured.

Hands off, humans

Applying new technology to solving problems in old ways yields minimal benefits, if any. Field service organizations see the greatest benefits from automation after reviewing their processes, KPIs, and business goals to leverage exactly the kind of data processing and analysis they didn’t have before.

They guide machine learning by providing good and plentiful data, filtering out the unimportant, and prioritizing the right goals. Specificity is key.

AI will do exactly what you tell it to—including replicating inefficient processes or making dubious decisions to optimize for a single outcome.

For example, prioritizing the shortest possible wait times for a technician to arrive could result in overstaffing and idle time—costing a lot of money.

Use projections and simulations to see how various goals interact to find the optimal balance, and remember that instructing your system includes telling it what not to do.

The vision of zero-touch service scheduling and dispatching enabled by AI and the Internet of Things is increasingly becoming a reality for service providers. Resist the temptation to interfere when unnecessary so you can give the machine a chance to learn, and reap the full benefits of increased productivity and efficiency.

What can your employees do with the extra time in their day? Focus on the people stuff, of course: training and coaching, brand ambassadorship, cross- and upselling, remote support—you name it.

There is still plenty for humans to do in the increasingly automated field service world, and it’s the work that relies on person-to-person connections and trust. While your people are improving service quality and strengthening relationships with colleagues and customers, trust that automation can handle the rest.

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Paul Whitelam, Group Vice President of Product Marketing, ClickSoftware takes a look forward to see what the key customer expectations challenges are set to be across the coming year...

Field service organisations are always thinking about evolving customer expectations. Major drivers of this evolution have included mobility, new service standards set by companies like Uber and Amazon, and businesses increasingly measuring their service operations by customer satisfaction scores. Through improved processes, smarter software, and cloud computing, many field service organizations have transformed how they view and deliver service. But their work is never quite done. In 2018, customer expectations will continue to rise. Fortunately, so will the capacity to meet them.

These trends are likely to shape the next stage in customer experience and service delivery. Let’s explore how technology can enable a business to embrace the future and delight their customers.

Everything on Demand

Fast delivery isn’t just for pizza anymore. Video streaming services give consumers instant access to thousands of movies and TV shows and on multiple devices. Too busy to run to the grocery store? Use Instacart or Postmates to have dish detergent and avocados brought to your door. Amazon now offers same-day delivery for select items.

It’s not your direct competitors setting customer expectations, it’s the best experiences these customers have had anywhereAs has been the case for some time, it’s not your direct competitors setting customer expectations, it’s the best experiences these customers have had anywhere. And today, they can what they want, and they can get it fast. A first-time fix will become table stakes for most service businesses. A truly agile field service organization will use mobility and automated schedule optimization to shorten the time to job fulfilment.

Having complete visibility into resource location and availability can enable reshuffling schedules on the fly, providing narrow and accurate appointment windows, and giving customers the ability to self-book appointments from their mobile phones will provide the on-demand experience they expect.

User Experience

There are times when hailing a taxi is both faster and less expensive than choosing Lyft or Uber, and yet customers continue using ride-sharing apps. This shows how much they value transparency and visibility into the service process. The ease of payment can’t be beaten—the price for a ride is shown up front and the customer is charged automatically. This level of transparency can also be provided to the service customer. The ubiquity of mobile devices means giving real-time information to customers about the location, and the likely arrival time, of the service professional—increasing service satisfaction, and acting as a differentiator in competitive markets.

Customers will be able to use a variety of channels to communicate with the service provider about the service visit. This is true on the day of service (providing apartment access details for example) as well as before the day of service (sending photographs about the issue that needs to be addressed to better prepare the service provider) and after (questionnaires about the quality of service when the visit is fresh in the mind).

The customer can stay involved in the service delivery process, and feels more informed and empowered as a result, all accomplished with speed and ease.

Machine Learning

As more field service organizations have moved to cloud-based solutions for managing their operations, they have the ability to leverage massive elastic computing power to rapidly process mind-boggling amounts of data into automated scheduling decisions. No longer constrained by infrastructure limitations, they can take full advantage of machine learning, mobility and data management that combine to enable improved operational efficiency and better customer service.

In 2018 and beyond, your customers will expect speed, transparency, precision, and frictionless interactions.Just as Netflix can provide uncannily specific movie recommendations based on the habits of similar users, using historical data about service delivery and the outcomes of previous engagements enables organizations to build models that are increasingly precise about the time a certain type of job will take a specific technician, and which tools or parts will be required. As organizations improve their understanding of the prerequisites of a successful task, they will get better at forecasting task and travel times, and develop better schedules.

By combining this with machine learning models that incorporate traffic patterns, service providers are becoming increasingly precise in predicting the field service team’s daily schedules and can accordingly make more precise promises to their customers—and keep them. Accurate information about the time and duration of a service visit—and that ability to deliver—will increase not just customer satisfaction, but also trust and loyalty.

Predicting the Future of Field Service

In 2018 and beyond, your customers will expect speed, transparency, precision, and frictionless interactions. No one can guess what disruptive app or service model will reset their expectations next, but honing the ability to deliver on the above is a safe bet. Understanding the factors that make for great customer experience will make it easier to assess which existing and emerging technologies will help you meet, anticipate, and outpace service expectations.

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Paul Whitelam, VP of Product Marketing, ClickSoftware explains why service chain optimisation needn’t be as daunting as we might expect...

Every customer-centric business is ultimately measured by how it performs on the day of service delivery. But the day of service is just the last link in the chain of decisions made weeks or months in advance. And sometimes your best-laid plans don’t play out as expected. Disruptions in the schedule are bound to happen – customers cancel, traffic conditions vary, and technicians call out sick.

So how can you possibly ensure your techs are at the right places at the right time, while increasing productivity, delivering positive customer experiences, and keeping costs down—even when managing the unexpected?

For one, you must consider the entire service chain, or everything that occurs before, on, and after the day of service. Let’s dive deeper into what this means.

Service Chain Optimisation(SCO)

The modern-day customer has more power than ever before. With companies like Amazon and Uber setting the bar for customer experience, customers today demand and expect reliable, flexible, and almost flawless service. And that’s not impossible to deliver.

In 1996, ClickSoftware coined the term “Service Chain Optimisation”(SCO) to define a decision making process for ensuring an efficient day of service. It considers the full life-cycle of service demand, from the early stages of forecasting and planning, through scheduling and dispatching, to execution and analysis. And it’s meant to help you find the optimal balance between business goals and customer expectations.

It’s important to understand that all the steps in SCO are interrelated, and that missing steps means service delivery could sufferIt’s important to understand that all the steps in SCO are interrelated, and that missing steps means service delivery could suffer. Let’s say a dispatcher jumps right into scheduling without any forecasting or planning. They might schedule too many technicians, which is expensive and creates excessive idle time. Or they could schedule too few techs, which would mean slower response times and frustrated customers. Likewise, without proper planning, a tech might find that he or she is without the right parts to complete a job – again, leaving the customer upset.

It’s not hard to understand why it’s important to consider all links in the service chain. Let’s break it down into the three major stages:

The Day Before: Planning

Ultimately the goal of SCO is to ensure your technicians are at the right place at the right time, fully prepared to meet customer demand. But as the service day is full of unpredictability and variation, success is derived from what happens in the planning stage.

This stage involves predicting to the best of your ability the expected demand on a particular day or week. And it’s where you determine the optimal amount of resources you’ll need to complete every service call, without over or underestimating. Historical data (or anything gathered from the analysis stage) can help you make the right decisions.

The Day of: Execution

The day of service is where everything happens – from scheduling and dispatch, to fixing the customer’s problem and following up with a survey. Though a schedule may have been created days or weeks in advance, not all appointments will be honoured. There will likely be customer cancellations, traffic delays, or emergency jobs, which will require real-time management.

As noted, the success of this day depends on the planning ahead. You may not know exactly what’s going to happen on the day of service, but you better be prepared for anything that comes at you. This stage relies heavily on maximsing your time and responding effectively to changes. So it helps to have a flexible schedule to reshuffle as new jobs appear.

The Day After: Analysis

We all know that service doesn’t end after the execution. In the final stage of the service chain, field service providers must look back on how the day went and whether goals were met. And if they weren’t, what is it that kept them from achieving their goals? How did customers feel about the job done?

We all know that service doesn’t end after the execution. Because you can’t improve what you don’t measure, track your performance and use customer feedback to continually improve quality. Although it’s called the service chain, it might be more accurate to think of it as a continuous cycle, where you feed the results of your analysis back to the forecasting and planning for subsequent visits.

Use artificial intelligence to your advantage

You might be wondering how a mere human can possibly optimise every step in the chain, make accurate predictions, and quickly reshuffle the schedule when something comes up. Fortunately, with the power of artificial intelligence (AI) and machine learning, you can automatically optimise schedules and make accurate predictions in seconds.

Here’s an example: with a mobile workforce it’s important to reduce idle time and keep technicians moving so they can complete more jobs and make as many customers happy as possible. AI-driven technology can take into account both historical and real-time traffic data to quickly choose the best travel routes to customer sites. By avoiding traffic, techs can complete the job faster and move on to the next.

Or consider when there are schedule disruptions. Instead of leaving white space when a customer cancels, the AI-driven technology can account for technician locations and automatically dispatch them to another nearby job. Likewise, to make room for emergency jobs, the system can take SLA requirements into consideration and reshuffle low priority tasks to make room.

Service Chain Optimisation might seem complicated, but with the right technology, proper planning, and analysis, it’s possible to deliver near flawless service to your customers.

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Paul Whitelam at ClickSoftware, explains why the future if field service will be heavily based on the Internet of Things.

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