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Field Service News has recently undertaken an exclusive research project, sponsored by TomTom Telematics to explore the standards of field service companies.

Are they improving or are they falling? Is it that standards as a whole are now under greater scrutiny than ever before as we all become more and more expectant on getting results as soon as we expect them now that we inhabit an age of instant information thanks to the Internet?

Across the next four weeks we will be publishing a series of features that looks at the findings of this research…  what about those companies that are pulling ahead of the competition and not only delivering to their customers’ expectations but exceeding them and delighting them? What tools are they using to do so? What about those falling behind the pack – what are they getting so wrong?

There is also an accompanying report to this series which you can access by clicking this link…

 

About the research:

The research was conducted over a 2-month period in which we contacted members of the field service news online subscription as well as using the reach of Field Service News throughout the social media channels. We had a wide number of respondents from companies of differing size from those with less than 10 mobile workers through to those with over 2,500. Our respondents also came from a diverse collection of industries including Manufacturing, Retail, Healthcare, Transport and Local Government amongst many others.

The types of technology being used:

To establish whether field service standards are falling, improving or just staying static, an important starting point is to explore how significantly some of the technology, which is designed to make life easier for field engineers, is actually being applied. Would we see a dramatic difference in standards between those who are using the latest field service technologies and those that are not? To give us some understanding of the type of technologies that were used we asked our respondents to let us know if they were using  ‘real-time telematics when creating work schedules’, ‘dynamic scheduling and planning’, ‘intelligent scheduling around emergency call outs’. On top of this we also asked how they inform drivers of their jobs and work schedules and whether they offered job-tracking functionality to their customers. So first up lets take a look at who’s using what in field service industries…

Real-time telematics data:

In fact it was a completely even 50:50 split of companies who are and are not using telematics data. We do see bigger trends shift [quote float="left"]Of those companies with 500 or more field engineers 84% of companies using telematics data.

When we look just at those companies in the extremes of both brackets however we certainly see a trend emerging.  Of those companies with 500 or more field engineers 84% of companies using telematics data. This is in stark contrast to those companies that had 50 field workers or less. Here the number of companies using telematics data in real time is just 17%.  

 

Dynamic Scheduling:

At first glance it seems a similar situation with dynamic scheduling also. Of the group as a whole 56% of companies were using some dynamic scheduling. Again looking at the outliers, amongst those companies with 50 engineers or less this figure dips dramatically to just under a quarter of companies (24%). Similarly again as we focus on the larger companies this figure once more leaps to an incredible 89%. Again it seems that those companies with larger workforces are taking more advantage of the tools that are available.

Intelligent Scheduling around emergency call outs:

Given the trends above it would be a safe bet to assume that we would see similar trends in this area also with the largest organisations  predominantly using such tools whilst the smaller companies are either able to cope without out or as yet to see the benefits of the approach. Again starting with the group as a whole we see a very marginal majority of companies using intelligent scheduling around emergency call outs with 54% of companies surveyed using them. Amongst the smallest organisations this comes down to just 17% of companies actually using intelligent scheduling. However, unlike the previous two options (dynamic scheduling and use of real-time data) we see slightly less of a significant leap in those using it. In fact 63% of companies with a large mobile workforce are using intelligent scheduling. Still a considerable majority but not as exaggerated as in the previous two examples.

 

The haves and the have nots:

Before we move forward lets take a moment to stop and consider the reasons for the wide gap between the large and small in terms of the technology they are using. One possible argument that could support the statistics are that perhaps smaller companies may not need such sophisticated methods to maintain the standards they deliver. This is of course will be proven one way or the other later in this report as we look at the varying levels of standards that are apparent amongst companies of all sizes.

This certainly could hold true when we look at both dynamic and intelligent scheduling. As we have looked at before in a number of features there are many levels of scheduling systems available with dynamic and intelligent systems being both the most complicated and the most costly. However, for a small organisation sometimes these types of systems can be impractical as the effort in establishing the correct rules and data logic in place to get the desired results can sometimes be counter productive for a small organisation where a simpler ‘assisted scheduling’ solution would be more suited to their needs.

This logic in some part could also explain the reason why fewer larger companies are using intelligent scheduling, as it is perhaps the most sophisticated form of scheduling engine available currently, so perhaps even prohibitive for larger organisations who are able to operate with just a dynamic system in place?

However, where this theory does fall down is in the discrepancy when we look at the use of real time data.

 

Whilst there are certainly existing arguments about which types of scheduling systems suit companies of varying sizes there can be no doubt that the ability to track driver and field engineer data in real time can only be a positive for a company regardless of size, both in terms of their own internal efficiency as well as the level of service they can deliver? Again as we continue this series we will uncover the truth to this supposition, as with the number of companies offering telematics solutions, the availability of such solutions is high while the costs are reasonably low.

If the evidence supports the theory that such tools will help improve service delivery then it will be hard to see an argument for smaller companies not taking this step at the least.

If you want to know more about this research then you can access the full report by clicking this link.

In the part two of this exclusive series we will look at how field service companies are communicating from the office to the field, what the best in class companies are using and what impact this can have on productivity…

This series is sponsored by: 

Talarius, the market leaders in the arcade sector, have been using Tesseract Service Centre for the last year to manage their engineers. Feedback from Talarius is that, under Tesseract, efficiency has improved, visibility is greater and their engineers now do a better job in a quicker time.

Talarius are the largest arcade operators in the UK, and have 168 Adult Gaming Centres with more than 10,000 slot machines across the country. The company is a wholly owned subsidiary of the Tatts Group, one of the largest gaming companies in Australia. Talarius provide a service to both dedicated, regular gaming customers and those who enjoy a flutter on a night out, or at a motorway service station on a long journey.

However, slot machines are susceptible to faults and, with so many machines to look after, a fault generally occurs in at least one Talarius machine on a daily basis. A dirty note or bent coin is sometimes all it takes to cause an issue. The importance for Talarius has always been to uphold a tight maintenance regime and ensure all their machines are up and running again quickly and with minimal hassle. Just one malfunctioning slot machine is a perforation through which the company’s income will fall.

The paper method

Before Tesseract were welcomed into the fold, Talarius operated a much more manual system. If a fault occurred in one of their slot machines, staff at the venue would enter the fault in a logbook. Talarius’ engineers would attend each venue daily on a circuit, check the logbook and endeavour to fix any machines that needed their attention.

In terms of monitoring company efficiency in remedying problems, Talarius was reliant on calling each venue daily for an update as to any faults resolved or reported the previous day. They would then record this on a spreadsheet. In terms of monitoring the performance of the engineers and tracking parts required for repairs, Talarius relied on weekly emails and order forms from the engineers. The order forms specified what parts had been ordered and when. The emails detailed how many faults the engineer had repaired that week, how long each repair had taken, and how long the engineer had taken to get to the venue. In other words, monitoring depended solely on the subjective views of the engineers, conveyed through handwritten notes and tick boxes on bits of paper, rather than an objective, centralised, tech-based system.

 

“We decided we needed to be more efficient,” says Paul Monkman, Service Director of Talarius. “We are a service company after all. We wanted to make the way we operate the best it could be. If we did that, we could more easily make the service we provide to our customers the best it could be, too.”

Time for a change

Realising they needed to take a giant leap into the 21st century, Talarius put out a request for tender, looking for a service company to revolutionise their systems. Five companies bid for the contract, but Talarius chose Tesseract because they were willing to customise their service management software package to fit with Talarius’ systems and specific needs.

“Tesseract were the best fit,” says Monkman. “We operate slightly differently from other service companies, and Tesseract were willing to accommodate that and offer a tailored approach to our needs.”

These operational differences mainly concern the ordering of parts. Other companies have warehouses and parts centres from which they regularly order the parts they need, and supervisors in charge of the ordering process. But Talarius engineers are allowed to order their own parts from the most cost effective supplier. Tesseract have within their parts centre module a facility for the office to centrally control purchase orders based on field requirements. However, Talarius only wanted facilities to be able to track the parts ordered directly by the engineers. Tesseract were able to accommodate this, providing a system whereby a number is generated each time a part is ordered, allowing Talarius to track and monitor it.

How have things changed?

The way Talarius deploy their engineers has changed completely. What’s now in place is a browser-based web portal to which all of the gaming centre venues have access. When a fault occurs in one of the slot machines, the venue can log the fault online. Their engineers receive notification of these faults by way of an Android-based app on their mobile phones. Furthermore, the faults are graded in terms of priority, and the more profitable venues will get attention quicker.

Monkman says, “Instead of the logbook, which didn’t get seen until the engineers had done their rounds, now the venues can report faults online within ten seconds – which goes directly to the engineers. It’s very user-friendly and practically fool-proof! Perfect for a company that has a wide variety of computer skill levels.”

The new system is capable of cutting the standard delay that was an inevitable component of the old system; each venue would have to wait for their daily visit, coming at whatever stage that venue was placed on the engineer’s circuit. It also means engineers can get to the higher-priority sites quicker than the old circuit system would have allowed.

 

Regarding parts ordering, the engineers now use the apps on their phones to generate a part request number. The engineer will call their chosen supplier directly, and Talarius will use the part request number to track the item.

“We tried to implement a system whereby parts could be ordered automatically, but it proved problematic,” says Monkman. “It could get messy if our engineers needed to discuss the part they needed, or ask the supplier a question. Our engineers are happy to continue managing parts directly at their end, and we are happy at our end because we now have the facility to track the part.”

Rather than compiling weekly emails with estimates of their own timings and performance, the system is now based on entries made by the venue and engineers and will calculate the timings exactly. The new software gives the length of time between dispatch and attendance, timings for completion of repairs, whether any faults are recurring, and whether a machine is waiting for parts.

“We now have a system that’s both real-time and better at monitoring faults and engineer performance,” says Monkman. “We have streamlined the process, made it more efficient, and we now have information we never had before. Our engineers like it because it backs up their work and saves them paperwork.”

A better service

Talarius are in a much better position than they were before entering into a partnership with Tesseract. Tesseract’s service management software has given them enormous visibility. They now know what is going on at their venues and with their engineers without the time-lag of their old system. With a part, they know who ordered it, when it was ordered and dispatched, and when the part arrived. Profiling faults and remedying them on a priority basis means that the venues are better served and machine profits have gone up.

“We can now be more reactive to problems,” says Monkman. “The accuracy and visibility of the system also means our engineers do a better job, and do it quicker. Adding it all up, it means Talarius is able to offer a better, more efficient service to its customers.”

Want to know more about Tesseract? Click here to visit there page in the Field Service News directory...

This light hearted trailer for Trimble Field Service Management's latest mobile workforce platform 'Work Management' does a great job of highlighting the issues of having a lack of visibility into your workforce. Getting engineers to the right place at the right time is a challenge but one that can be easily overcome with the technology available to service companies today, so don't end up with customers like Mrs Robinson and make sure you have visibility into your field service operation!

The next Autumn edition of Field Service News is now out. For those who aren't subscribed to our print circulation you can download the digital edition here...

Well Change is certainly a major theme in this edition of Field Service News. In fact it seems to be permeating every inch of the industry right now.

So let’s start at the obvious point. Managing Change (or change management). All too often in our industry we talk about the benefits of implementing a new field service management system or a new mobile workforce management solution or an enterprise mobility management system or whatever we want to call it today.

We get caught up in new technologies, new acronyms and new promises of even greater productivity improvements, efficiency savings, happy staff, happy customers and a generally all round better life experience for anyone within touching distance.

How excited we all are to get away from our spread sheets and post it notes and boldly step into the twenty first century with both feet.

Yet we rarely talk about how we are going to make that leap from a to b. It’s not just a case of handing out a bunch of new devices and switching all the old ones off. Do that and you may as well have invested a fortune in a bunch of really nice looking paperweights, because without proper roll out amongst your team you can bet a pretty penny or three that at the first hurdle a huge majority of your workforce, will turn their backs on their new tools and revert back to how things were before.

[quote]I actually know of one example where an engineer who when he was given a shiny new iPad to do his work on he would still do everything on paper and then spend an extra half an hour to an hour in his van evry night completing the administration on his iPad.

Try and stop them and they will find ingenious ways of working around the new tools. Why? Despite what it may sometimes feel like it is not because they are desperately trying to make your life harder. In fact in most cases they are probably working that little bit harder themselves. Staying extra to upload the information onto the new ‘thingy’ at the end of the day.  I actually know of one example where an engineer who when he was given a shiny new iPad to do his work on he would still do everything on paper and then spend an extra half an hour to an hour in his van evry night completing the administration on his iPad. In his mind his priority was to get the job done first and then deal with the admin.

 

Had this particular organisation gone through a more thorough Change Management program then perhaps our earnest engineer could have seen that this device was as much an investment in him and making his life easier throughout the day rather than an additional duty to attend to and the poor chap could have got home for his supper on time!

One company whop absolutely got it right when it comes to Change Management is Tyco led admirably by the highly impressive Sharon Moura, VP of IT Transformation and Strategy. I’ve had the pleasure of writing a series of articles based around her work in rolling out the ServiceMax field service management solution and she has an uncanny knack of being able to translate things into very simple concepts yet simultaneously covering every inch of ground so no stone is unturned and their are minimal hiccups along the way to a successful IT implementation. You can read more about this in our feature ‘Are you ready for change’ which begins on page 18.

A different type of change is also on the cards for a number of companies including manufacturing giant Siemems. This time however the change is a looming spectre over an ageing workforce that needs a succession plan for somebody to come and taker over otherwise there could be some very serious crises as we begin to enter the second decade of this new millennium.

Siemens who predict they need to increase their existing workforce by an additional 50 field engineers by 2020 to meet current demands, yet face losing up to 100 engineers through retirement are certainly not alone in this predicament. However, they are certainly being both pro-active and innovative about finding the solutions. Having heard the excellent Martin Hotass speaking at the most recent Service Community event on this topic it is clear that they are doing everything they can to remedy the situation and in our interview with Graeme Coyne we look a little closer at what those remedies are. It is certainly an issue you should be aware of today because it will bite you hard when tomorrow comes if you don’t have plans in place like the good folk at Siemens do.

Finally as we continue to stay with the theme of Change there are plenty of changes required in some of the field service organisations that completed our recent survey into field service management standards.

Whilst there were some positives that came out of the research, especially around actually validating the benefits of real-time telematics and other elements of field service management system through some hard and fast data, there were some really quite worrying trends highlighted that suggest a real disconnect between how we judge our standards and how our customers perceive us.

In today’s world of smart phones and sat navs it’s almost impossible to not know where you are at any given time yet unbelievably 43% of companies still have staff getting lost on a regular basis. Even more unbelievable is that 5% have staff turn up at the wrong address every week! Occasionally is forgivable perhaps but a weekly occurrence is an issue that needs to be seriously addressed when your workforce are field professionals. You can find out more about this research in our main feature, which begins on page 23.

Finally if your in Amsterdam this month at either the Field Service Europe or AfterMarket conferences do come and say hello!

Download the digital edition here...

We end our exclusive series on Change Management with a look at the final stage of Sharon Moura’s five step approach to change management leading through the adoption cycle…

Across this six part series we have looked at change management in depth, beginning with a look at the key principals of change management, before looking in detail at how Sharon Moura, VP of IT Transformation and Strategy with Tyco approached the change management process when implementing ServiceMax’s field service management system.

In doing so Moura applied five key steps which we have looked at in depth in this series. These were “assessing the change”, “engaging the head and the heart”, “creating a change agent network”, “leading through resistance” and here we look at the last of these steps “leading through the adoption cycle”

There is also a white paper that accompanies this series which you can access by clicking here

Looking at the adoption lifecycle Moura identifies four key segments that we should be aware of as the full adoption cycle of our change management program is completed.

These are:

• Early Adopters
• Majority
• Laggards
• Naysayers

Lets have a look at each of these in a little more detail.

Early Adopters

Moura is a clear believer in the power of utilising a core peer group of field engineers as early adopters when deploying technology as it offers a great opportunity to further improve adoption further down the line too.

“If there is any opportunity to bring early adopters in using the technology or even if it is just getting them in and seeing it you should do so” she explains “They can share their excitement at the deployment out amongst their peers”

Indeed early adopters are likely to give your change management program that ‘buzz’ amongst the staff that will see you move rapidly along the adoption lifecycle.

As Moura comments “What we can do here is we can highlight what the adoption will get them. The “what’s in it for me” and we can communicate the rationalisation of the change, “the why” and then we can build on the excitement generated by the change”

“Its great to have early adopters they’ll really help you gain momentum and quickly move to the next step of the adoption lifecycle.”

Majority

The next step is to get the majority of our workforce adopted. Now this isn’t as simple as switching their old systems off and their new systems on, which is a dangerous oversight to make and why many change management projects are either long, arduous processes or ultimately just fail.

If your staff are struggling to use your new solution then it will not be long before they are finding work-rounds. Before you know it spread sheets and post it notes are being used and your new system has become a burden on your field engineers when you it was supposed to improve efficiency.

 

Remember that your workers are generally focussed on doing their job and doing it well – this is why you employ them, so it’s not a case of them deliberately not using the new system for any other reason than they do not understand how to use it as part of their workflow.

To avoid this is therefore important that support continues throughout the adoption lifecycle. It is absolutely crucial that you are constantly reinforcing the benefits of the new system and perhaps one of the best ways of doing this is to highlight every win that comes as a result of the new solution.

Moura comments “Communicate the early adopter stories to the majority. Who’s using the system, what type of insight did they gain, where they able to do something faster? Keep a customer happier?”

Another tip Moura suggests is to ask each of the early adopters to tell at least two of their peers about the new system. “Get them to tell them what they learnt, what you know and your excitement around this initiative. That will help you to get the majority of employees adopting the new solution”

Laggards

It’s just a fact of life that some people will only make a switch at the very end of the cycle. Whether they don’t feel they have the time to pay attention to the switch or whether it’s just that they are reliant on seeing demonstrable benefit before they can commit to change it is certain there will be some laggards in your change management program, regardless of the change.

However, for your change management program to be successfully completed to achieve its maximum effect then you must give this group close attention.

 

“This is really where managers need to be front and centre going one on one with these empoyees” comments Moura

“It’s also a great opportunity for some of the early adopters to act as peer coaches. Assign a coach to these groups of laggards either one on one or in small groups to help them through the change” she added.

It’s also important to continue the work you began in the previous stage in the adoption lifecycle (Majority) in championing ach and every win and to remember to continue using multiple channels, whether it be company memo, social media or coffee room notice boards.

Nay Sayers

And finally we come to the last category in the adoption lifecycle, the Nay Sayers. These are those that just won’t be swayed. Unfortunately there comes a time in all change management programs when the effort put in begins to vastly outweigh the value you are getting out of it. At this point we need to evaluate the benefit of convincing these die-hard naysayers.

“My recommendation is to ignore the naysayers,” advises Moura. “Recognise when the pursuit is not worth the effort and make alternate plans”

This series of features on Change Management are accompanied by a white paper in the subject, which is available by clicking here and completing the brief registration form.

 
Click here to download the accompanying white paper

This series is sponsored by:

 

Resource Type: eBook
Published by: Advanced Field Solutions
Title: The 2014 Service Manager Handbook
About: One of the most detailed and comprehensive resources to be published for the field service industry this year. This excellent eBook covers an exhaustive range of topics to help you get to grips with managing your mobile workforce, improving productivity, increasing efficiency and improving your bottom line.
Download: Download the white paper by clicking here

Overview:

The field service industry is subject to constant change and it’s vital to keep an ear to the ground on the latest hot topics to embrace the changing business landscape and keep up with the competition.

Intelligence on your business and its status, not to mention the highest levels of customer service, is absolutely pivotal to survival in tough trading times and even the savviest players need to ensure they have the right tools in play to keep up with their rivals.

To remain successful and dynamic, service managers need to be resilient to change and have the ability ‘to think outside of the box’ to ensure their organisation is best placed to drive their business forward.

They need to keep their finger on the pulse on many different aspects of the running of the organisation from innovating ideas, investing in IT, and seeking and exploring opportunities for further growing the business.

Having the power to access critical data across all areas of your service business, make informed instant decisions and manage your operation – from the first inception of the call all the way to its happy conclusion – will highlight the strong players from the weak.

If you want to make your business stand out from the crowd in 2014 and beyond, having the correct systems and processes in place will need to be a high priority on your agenda.

This essential handbook takes a glimpse at the key areas that all service managers need to address to give your organisation the power to evolve from ‘field service burnout’ to ‘best-inbreed’…

Topics include:

Modelling the perfect profitable client - In an effort to maintain business viability – and keep your engineers working out in the field – some field service businesses may be tempted to take on clients with narrow profit margins.

However, to build a sustainable business, you need to focus on the jobs, contracts and clients that
are most profitable, rather than trying to be all things to all clients. So it’s worth stepping back and analysing your client base.

Turning work away is never easy to do, but it can also free up your expensive resources to focus
on where they can bring best return. Your service management solution should give you the
advantage of arming you with the evidence and information you need.

Scheduling Challenges - Scheduling your field engineers is undoubtedly one of your core key performance indicators (KPIs), central to your business profitability, and a key target on which your staff are measured.

But it’s a delicate balance between meeting the needs of both your staff and the business. Get it right and the chances are the business will be highly successful. Get it wrong and the consequences can be disastrous.

However many UK service businesses find big savings, both in terms of costs and time, simply through getting the properly skilled technician to the job with the minimum of fuss. So when scheduling your field resources, it is key to get it right.

Empowering your workforce - Your engineers are the public face of your business. In many cases, they may be the only representative of your company that the customer ever sees.

Your reputation, spread by word of mouth or increasingly through social media and online reviews, is founded on the experience your customers have of your engineers.

Consider ways to free your service team from the routine dross that saps their time and motivation, and empower them to be more productive and efficient.

Reviewing your customer service strategy - It’s a given that the customer is your number one priority, however, to satisfy and retain your clients, field service companies need to repeatedly provide a professional service.

Typically, customer service is impacted by a combination of factors that result in the customer not getting what they want, when they want it.

So what can service businesses do to really ensure that what you are delivering is adding genuine value to your clients? And what can you do to ensure your value-add is fully recognised by the client?

Setting realistic budgets and timescales - Today’s customers are flexing their buying muscles and putting increasing pressure on suppliers to meet their strict SLA.

To establish your reputation as a customer service leader and gain full control over your job profitability, it’s vital to gain full visibility over your contracts and tighten controls over your SLA management.

Having access to accurate information on the actual cost of similar past projects, contracts and large installations helps to ensure that future bid costs and resource requirements are accurately assessed.

There are many factors that will determine the price of the bid to the client. This is quite often the main focus when putting the estimate together, with the cost and resources that are needed to deliver the contract not always being fully considered at the bid stage. Without formal systems in place, many service organisations find it difficult, time consuming, if not impossible to compile this historical information.

Unleashing cash flow - To maintain a healthy cash flow, it is important not to tie up cash unnecessarily in stock. Getting a hold on your stock is a sure-fire way of gaining significant savings in cost and time.

If your organisation handles stock, you will be all too aware of the dangers of stock piling.

Having cash tied up in stock is a dangerous tactic when cash flow is so important. Rather than relying on a ‘crystal ball’, organisations should automate the stock forecasting process so that sales and usage of stock can be predicted, avoiding the pitfall of holding more stock than required.

Your service management systems should give you the power to analyse stock history, so you can recognise trends and fluctuations to ensure that stock levels fall within the desired optimum range and anticipate demand at peak times.

Turning data into insight - Having distinct performance mechanisms in place enables management to recognise and react to emerging trends, whether positive or negative. Without these, performance may be overlooked in areas that could be optimised and yield greater return.

The importance of the KPI - KPIs are a vital performance tool for all service organisations of all sizes. To effectively track, monitor and evaluate success to ensure your business is growing in a sustained way, a best practice method needs to be adopted.

It is vital to identify which KPIs align to your business success. Standard service management KPIs include: first time fix rates, SLA adherence, engineer productivity, job costing, call rates, net profit margin, stock value and customer satisfaction/retention.

Without pro-actively monitoring KPIs, service management businesses are vulnerable to problems that can seriously undermine both performance and profitability. For example, a company that does not regularly monitor sales margins could discover at year-end a repeated mistake that has cost thousands.

 

Get your copy of this resource now!

 

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

Here Dave speaks about the challenges of sharing data between supplier and customer, however if these challenges can be overcome the relationships can become much more holistic and the service can become as close to seamless as is possible...

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

Missed part four 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.  

 

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.

ClickSoftware have created this great infographic looking at the uses of Gamification within businesses and how it has evolved throughout the years.

Some key points highlighted include:

• By 2015, 40% of top 1000 companies by market value will use gamification as the primary mechanism to transform business operations
• IBM, AutoDesk and SAP are some of the companies who have successfully adopted Gamification
• Gamification is a key element In consumerisation of enterprise strategy in companies such as Cisco, Pearson and Salesforce