Author: joanna.darby@ifsworld.com

Are XLAs the Key Metric You’re Missing? Part One

My Thoughts on Modern Leadership: Curiosity, Community and Change

Future of Field Service Nashville + IFS Connect Highlights

March 23, 2020 | 3 Mins Read

Adopting Agile: Methodology Vs. Mindset

March 23, 2020 | 3 Mins Read

Adopting Agile: Methodology Vs. Mindset

By Sarah Nicastro, Creator, Future of Field Service

There’s a widespread recognition among the organizations I speak with that they need to become more agile, but there’s also a common struggle when it comes to actually adopting more agile principles and practices. In a recent interview I conducted with Amanda Moore, Head of IT - Customer Projects, Support & Field Services at Schneider Electric for a must-listen episode of the Future of Field Service podcast, she attributed much of the reason for this shared challenge to three things: a lack of understanding on what agile is, alignment not just within IT but across company functions on why and how to become more agile, and the need to rethink agile from simply a software methodology to more of an overarching business mindset.

“The term agile grew out of software development, but the concepts within the mindset are critical to the entire modern enterprise,” says Amanda. “Incremental change, autonomous and cross-functional teams, better accountability, and working across functions are aspects of agile that benefit all areas of the business. Companies from a focus on adopting agile as a mindset across the business rather than just for software development within IT.” Amanda summarizes the biggest challenges in adopting a more agile mindset to four main areas:

Lack of understanding. “Agile isn’t just moving fast, it’s far more than that. One of the biggest barriers to companies becoming agile is not having a clear definition or vision for what it is they are working to become. Landing on a common understanding of agile is imperative,” explains Amanda.
Alignment. “Again, agile is most impactful when it’s adopted as a company mindset versus just as a methodology within IT,” says Amanda. “This requires alignment across groups and functions of the business – a common goal and breakdown of silos.”
Skepticism. “As with any change, people are uncomfortable giving up what they know. Within IT, those experienced in linear waterfall development are most comfortable with a detailed project plan – an agile approach is out of that comfort zone, and it causes skepticism,” says Amanda. Clear communication on objectives and a plan for change management will help you navigate this challenge.
Support from finance. “Agile presents a major shift for most companies’ finance processes – finance departments are typically accustomed to funding projects, in terms of ROI on a business case, versus the ongoing prioritized work of teams,” says Amanda. This fundamental change can be challenging to overcome.

Amanda is experienced in facing these challenges and has some advice to offer you if you are in the midst of the quest to become more agile. First, she suggests training everybody on agile. “It’s worth hiring an expert to give your company a common vernacular and toolkit around what an agile mindset is and how adoption will impact the organization,” she says. Second, she suggests starting small and proving yourself. “Don’t try to boil the ocean to start – take a small first step,” Amanda says. “Focus on this small start and prove yourself. Earn the trust of your peers and don’t forget to promote the success beyond your own team so that others can see how agile is paying off.” And finally, build on your success. “Be flexible. Focus on putting the right people on your team and trust them to make the right decisions. Constantly review your progress and look for where you need to pivot and change.”

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Are XLAs the Key Metric You’re Missing? Part One

My Thoughts on Modern Leadership: Curiosity, Community and Change

Future of Field Service Nashville + IFS Connect Highlights

March 19, 2020 | 5 Mins Read

How Do we Do Service Right Now?

March 19, 2020 | 5 Mins Read

How Do we Do Service Right Now?

By Tom Paquin

Back during the financial crisis, I happened to meet a man who was volunteering at a food bank in Providence, Rhode Island. He had recently been laid off from his manufacturing job and was moving boxes and stocking shelves because he needed something to do.

I think about that man a lot. I think about what it took for him to get out of bed, get dressed every day, and drive to a place to work for no money, gain no transferrable experience, and receive no benefits. I think about the integrity, the discipline, and the desire to help others that he expressed. The inspiration that he offered me has stuck with me, simple as it was. I often wonder about the man, and where he is now.

I think about that man quite a bit right now, in the context of our current health, social, and economic crisis. I think about the challenges faced by the people that I write about; Technicians and front-line service workers, who, stripped of work, lack even the simple dignity to volunteer at a place that, today, doesn’t want crowds, but also needs our help more than ever right now.

I wish I knew how we, as a service community, navigate this crisis, but it’s a question that I don’t think any of us can realistically answer right now. Sarah did a great job tackling this on Monday, and with a few days more to process what’s been a scenario that changes by the hour, I thought I’d share some of my own thoughts.

What we do know is that, in spite of the temporary economic contraction that we all face, the need for service functions, both in B2B and B2C settings does not simply erode in the face of a global pandemic, and with it comes challenges and dangers for the technicians on the front line. There are things we can do today to manage some of those challenges, and there are things that, when the dust settles and we return to a state of normalcy, we will need to consider for the future. Like I said before, these are mitigants and means to blunt damage. I cannot absolve the entire service sector of illness or economic strife, as much as I wish I could. But these can begin to make things a bit better.

What to Do Today

There is of course the obvious litany of safety measures currently at our disposal: Wash hands, maintain social distance, etc. I hopefully do not need to reiterate them here in detail, but here is the CDC’s guidance on mitigating health risks for businesses.

From a business standpoint, I’ve seen some companies declare business as usual, I’ve seen some manufacturers consider a pivot the desperately-needed utilities that are within their scope, like masks and ventilators, I’ve seen some firms reallocate field workers to internal positions to give them less exposure and help maintain business continuity, and I’ve seen others say nothing.

The bottom line is this—your technicians are the lifeblood of your company, and their wellbeing, both bodily and economically, should remain a top priority. We have remained on the precipice of a labor shortage among many areas of service for some time now, and it’s up to us to do our best to mitigate that shortage in the long run. I can’t dictate how that happens for your business, and without bills and budget it is easy for me to say all this, and yes, austerity measures might be necessary, but I think that, across service, organizations have a fiduciary duty to hold on to their talent. How that happens relies on your creativity, your compassion, and the unique machinations of your industry.

What to Think About Tomorrow

I truly believe that when recovery comes, service will be the driver. Service already accounts for more than 60% of the US GDP, and the importance of getting service right—and managing what might end up being a huge influx of business—will be key to owning and championing that recovery.

Chief among that are, as we will continue to discuss around here, the technological considerations attached to proper service delivery. I truly believe that, for all industries, not just service, we are now going to have a very serious conversation about the implication of zero-touch commerce, and building a stronger zero-touch infrastructure.

In service, that typically resides down two avenues: Augmented Reality and IoT capabilities. I think that we’ll begin to see an influx of interest and development in those areas, both in manufacturing, and across other business categories. Within IoT, self-diagnostic, and even self-healing systems are a thing of the present, and smart upfront investment can mean that the stage is set for more deliberately-managed appointment time to mitigate on-site interactions. This obviously limits person-to-person contact, but also saves on truck rolls.

Another IoT-capable utility not explicitly tied to the asset itself is, for organizations with large SLA agreements, remote locking mechanisms so as to allow service to perform tasks in off hours or in unmanned plants. All of these things are in use today, and will ultimately help businesses work more efficiently and effectively.

The benefits of Augmented Reality are more obviously in play today, with many companies using shared view to walk customers through repairs remotely, or loading automated repair instructions into apps and tutorials that activate when pointed at an asset. These functions, like IoT, serve a similar purpose, while saving time, money, and materials.

These are obviously small measures, and it’s important to know that this discussion, these ideas, and plans for how we lift one another up when we come out the other side of this will be ongoing. We’ll be right here with you with more content and considerations on service, both in this context, and looking ahead to the future (as is our titular mission after all).

And Sarah and I will see you at the next big service event, sooner or later.

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Are XLAs the Key Metric You’re Missing? Part One

My Thoughts on Modern Leadership: Curiosity, Community and Change

Future of Field Service Nashville + IFS Connect Highlights

March 18, 2020 | 1 Mins Read

Humanizing Your Brand

March 18, 2020 | 1 Mins Read

Humanizing Your Brand

Sarah talks with Rich Malachy, CEO of Malachy Parts and Service, about the importance of humanizing your brand and what that looks like based on Rich’s experience.

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Are XLAs the Key Metric You’re Missing? Part One

My Thoughts on Modern Leadership: Curiosity, Community and Change

Future of Field Service Nashville + IFS Connect Highlights

March 16, 2020 | 4 Mins Read

Considerations for Field Service Organizations Grappling with Covid-19

March 16, 2020 | 4 Mins Read

Considerations for Field Service Organizations Grappling with Covid-19

By Sarah Nicastro, Creator, Future of Field Service

I had an internal debate on whether or not I wanted to write an article this week on Covid-19. For one, I am in awe of what’s happening in the world as much as the next person. And I most certainly don’t have answers, a real grasp on all of the ways this pandemic will impact businesses or even each of our lives, or even feel equipped to speak on the topic. That said, despite my hesitance in commenting on something that I don’t feel overly qualified to discuss, it also just feels awkward to forge ahead with our coverage and not address something that is so significantly weighing on everyone’s minds.

I realize there are companies within our audience for which this pandemic means your customers need you now more than ever, and the issue is more around how to safely and effectively deliver the service that’s needed. However, there are also companies within our audience for which this disruption will cause immense struggle. Moreover, there is the fact that this impacts each of us on a very personal level. We’re all learning more about the situation day-by-day and working to navigate this uncharted territory. While I’m not full of answers, I most certainly am full of empathy. Our human connection is more important now more than ever, and I hope that we can continue to use Future of Field Service as a platform to connect, learn, and grow.

For now, I want to share a few articles and resources I’ve come across that I believe are worth considering as you navigate this difficult time (it goes without saying, safety of your customers, workforce, and the general public should be considered first and all CDC guidelines followed):

Consider Your Company Culture. As I said, this is uncharted territory for us all – but you have to think about how to protect, preserve, and evolve your company culture. Employees are fearful, anxious, and facing isolation. This article by Dom Nicastro of CMS Wire (the same last name is a coincidence!) provides good food for thought on some of the issues that will need to be addressed in this unprecedented situation. As he says, a company’s ability to pivot and flex is critical. He suggests that leaders need to “overcommunicate and be available.” He also discusses the need to balance practical steps to ensure continuity with the need for empathy and emotional support.
Consider Your Technology Resources and Options. Hopefully your company already has a solid foundation of technology in place to enable collaboration and communication as teams work remotely – if not, you’ll need to quickly determine how best to accommodate this. For field service, there’s been an influx of interest in tools like augmented reality to significantly reduce the need for on-site, in-person visits and to better enable remote repair and resolution. AR can also be used for remote team training and collaboration.
Consider Your Customers. As challenging as this crisis may be for your company, it’s imperative to continue to keep your customers at the center of your thinking and decisions. From protecting their safety in every way possible, to looking for ways to provide further human connection and empathy, I do believe that how you tackle this tough time will leave an impression for years to come. I’ve seen companies of all sorts thinking outside of the box on how to continue to connect with and provide value to their customers – from adjusting offerings to accommodate social distancing to providing free resources and connection through social media and video platforms. Think of how you can support your customers during this time, both in terms of how your service offerings need to be modified but also in what you can do to stay connected and add value.
Consider Your Network for Connection. I’ve been a part of the service community for a long time, and I genuinely care for you all. So do many others. With industry events rescheduled and cancelled and travel bans in place, we can all begin to feel isolated and a bit stuck. But rest assured, I am here and committed to continuing to connect and discuss and learn alongside you. Our friends at Field Service News just announced a an 'Emergency Symposium: Coronavirus and its potential impact on field service delivery' happening this Friday, March 20th at 12PM ET as well as an ongoing digital symposium to provide insight and resources in a time that many events are being postponed. You can register for the event here. Let’s stay connected and support one another through this uncharted challenging time.

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Are XLAs the Key Metric You’re Missing? Part One

My Thoughts on Modern Leadership: Curiosity, Community and Change

Future of Field Service Nashville + IFS Connect Highlights

March 12, 2020 | 4 Mins Read

Women in Field Service: 3 Valuable Lessons Learned from a Female IT Professional

March 12, 2020 | 4 Mins Read

Women in Field Service: 3 Valuable Lessons Learned from a Female IT Professional

By Sarah Nicastro, Creator, Future of Field Service

I recently interviewed Amanda Moore, Head of IT - Customer Projects, Support & Field Services at Schneider Electric, for an episode of the Future of Field Service podcast on becoming more agile, both as an IT organization and as a company. It’s a must-listen if you haven’t already, but what I wanted to share here is Amanda’s insight and advice around being a woman in a historically male-dominated industry.

“I've been in an IT role for almost 25 years, which is a male-dominated field just like services,” says Amanda. “I thank my parents for a few formative experiences that helped me survive through the last 25 years. My dad was a fire fighter and an electrician. And when I was small, women were not allowed upstairs in the fire house, but my dad didn't abide by those rules. He also took me on electrical jobs, to help run cables in small spaces or to hold his flashlight. When he was a repair technician for a chain of laundromats, he took me to work. I learned an appreciation for a hard day's work and for wanting to understand how machines worked. He bought me a computer when I was 10, and I learned to code at the dining room table. My mom supported all of this. They treated me like a curious, eager child. Not like a little girl that needed to be treated differently from my three brothers. My dad was really my first male advocate, and I'm super grateful for this.”

Like most women have, Amanda has overcome challenges and learned some hard lessons along the way – but the experience she had as a child set her up well to tackle these challenges with confidence. I asked Amanda to share with our readers her advice for other women based on her own experiences.

Stand Up for Yourself

“My childhood experiences gave me the self-confidence to stand up for myself through the years,” says Amanda. But it even with self-confidence, the act of standing up for yourself in certain situations can be difficult. “I learned the hard way that not all men are allies. I wish I had learned to have courage earlier in my career to stand up for myself when it came to way men treated me,” explains Amanda. “The first time I stood up to sexual harassment in the workplace was really powerful, but it took me a while to get there. And I truly believe that things are better in most workplaces in the U.S.A. today, but unfortunately, the first half of my career was full of me-too moments.”

Stretch to Grow

Amanda also suggests that it is important to push outside of your comfort zone. "Stretch yourself,” she says. “Volunteer for roles even if you don't think you're ready. No one is ever 100 percent ready, kind of like being a parent. You're never really ready to be a parent. You're never ready for that career move 100 percent. But you'll figure it out as you go. Don't be afraid to volunteer.”

Build Your Tribe

Finally, Amanda urges readers to always remember the value of connection. "You need a strong tribe,” she says. “So build that tribe. Surround yourself with the best people, even if they're smarter than you. And people who are different than you, because you need that to attack all the angles and to be the most effective that you can in your job and to grow. Together you and your tribe will help you achieve your goals.”

She also suggests making an investment in connecting others. "Looking for opportunities to connect people is like an investment in your future,” Amanda says. “Even if it's not about you, if you say, ‘Hey, I recently met someone who's struggling with the same thing. Let me connect you.’ It's really about building a bank account of goodwill among your connections, and some day you'll be able to withdraw in that investment that you've made.”

Amanda has not only witnessed a positive evolution in her 25 years in IT, but she’s excited about where the future is headed for women. “The culture around women in technology has changed in general. The focus on science, technology, engineering and math education the last few years has started to remove the stigma around girls in tech or engineering fields,” she says. “As more women study these fields, there are more candidates to balance the pool. It is moving in the right direction. I've been working with the services teams for five years, and during those years, Schneider has really intentionally focused on increasing female hires. And in setting percentage targets and holding themselves accountable publicly, reviewing and adjusting, making sure there's equal pay for equal work and shifting that culture to include really embracing different perspectives and backgrounds. I consider myself incredibly lucky to be in a company that walks the talk and truly believes in the value that women bring.”

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Are XLAs the Key Metric You’re Missing? Part One

My Thoughts on Modern Leadership: Curiosity, Community and Change

Future of Field Service Nashville + IFS Connect Highlights

March 11, 2020 | 1 Mins Read

Bureau Veritas North America CEO Speaks On IWD

March 11, 2020 | 1 Mins Read

Bureau Veritas North America CEO Speaks On IWD

Natalia Shuman, CEO of Bureau Veritas North America, talks with Sarah about her experiences as a female leader, what IWD means to her, and how BV is working sincerely and diligently to foster diversity and inclusion.

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Are XLAs the Key Metric You’re Missing? Part One

My Thoughts on Modern Leadership: Curiosity, Community and Change

Future of Field Service Nashville + IFS Connect Highlights

March 9, 2020 | 4 Mins Read

Women in Field Service: It’s Personal to Me

March 9, 2020 | 4 Mins Read

Women in Field Service: It’s Personal to Me

By Sarah Nicastro, Creator, Future of Field Service

Last year around International Women’s Day, we at Future of Field Service launched a Women in Field Service series of content and we’ve continued that series since. Along the way, I’ve received mostly support from women (and men) in the industry and have had the wonderful opportunity to hear many women’s stories of hurdles, growth, and triumph. But I’ve also faced a few questions of, “If you really want equality for women, why keep calling them out?” The first time a woman asked me this, I had to really think about what my answer was. What I landed on, and still stand by, is that while it would be ideal NOT to have to call women’s issues out so that they get the attention they deserve – and even more ideal to live in a world of equality where these issues didn’t even exist – we’re simply not there yet. And until we are, it’s important to normalize the discussion so that we can continue to advocate for equality and drive change where it needs to occur.

The theme for this year’s IWD is #EachforEqual, and as the site says, “We can actively choose to challenge stereotypes, fight bias, broaden perceptions, improve situations and celebrate women’s achievements.” For me, writing the Women in Field Service series has been an honor – I have really enjoyed hearing each woman’s story and helping share those perspectives with our broader audience. I think we all learn so much when we’re willing to be open and honest. We have a great lineup of women for upcoming additions to our series, but as I began putting the interviews in place I started thinking about the fact that I have never really shared my own story and thought it only fitting in asking these women to open up that I do the same.

The first question I usually ask women in the interview is around the challenges she has faced. When I think of my own experiences, there are three cringe-worthy moments that immediately come to mind:

“Maybe if you offered to sleep with our clients we’d make more money!” This was said jokingly to me by a male colleague when I was a young woman just starting out in her career. I should’ve stood up for myself and asked him if he’d ever dream of saying that to a man, but I wasn’t confident enough so I forced myself to laugh along even though I didn’t find it the least bit funny. I faced other instances of sexual harassment as well before I felt able to stand up for myself, including inappropriate comments and unwanted physical touch.
“Why don’t you just stay home and take care of your kids? Childcare is too expensive.” I heard this the week I returned to work after maternity leave with my second son. I was so taken aback at this question and was deeply offended to have my desire to continue my career minimized in this way. I’ve also been unfairly paid for my work as compared to my male peers and have been told I have poor emotional control for voicing strong opinions with conviction in the exact same way male colleagues had.
“So who takes care of your kids when you travel for work? My wife could never leave our children like you do.” As a working mom of two small children, I always feel I’m failing somewhere despite having a track record of somehow making it all work. Questions like this, which I hear often, feed the inner voice that tells me I can’t simultaneously excel in my career and be a good mother to my children.

The second question I women in interviews is to discuss the flip side of these challenges – the opportunities that exist for women in service. And as service, tech, and IT evolve the opportunities are immense. There are so many organizations working hard toward diversity, inclusion, and equality. My employer, IFS, is a great example that I’ve had the benefit to experience personally, but I also see it in the companies I interview – Otis Elevator, DISH, Bureau Veritas, and Schneider Electric are just a few great examples. Service itself is changing, how it’s delivered and what it takes to succeed – there are more career paths and options for women than ever before. It’s a very exiting time and while I think it’s important to discuss the challenges we’ve had, it’s also important to acknowledge those embracing the work it takes to improve the work environment for women and for everyone.

Finally, I ask what advice interviewees would give a fellow woman just starting out in her career. Mine would be to get comfortable pushing beyond your comfort zone. Whether that’s speaking up when it’s hard to advocate for yourself, deciding to learn a new skill that you find challenging, or taking on a new opportunity even when change is scary. Go for it even when you don’t feel ready. And always look for ways to help others. Building authentic relationships and being willing to offer your time or insight or help freely is always a wise investment.

Thank you for reading my story! I am excited for the content we have coming up this week to honor IWD and am so thankful to have the opportunity to help these women share their stories. I truly love this industry and, having been a part of it for 13 years, I have had a front-row seat for the progress that has been made. While we still have work to do, it’s apparent in the conversations I am having with service leaders – women and men alike – that there’s immense commitment to continuing to build diversity and achieve true equality.

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Are XLAs the Key Metric You’re Missing? Part One

My Thoughts on Modern Leadership: Curiosity, Community and Change

Future of Field Service Nashville + IFS Connect Highlights

March 5, 2020 | 2 Mins Read

The CIO Renaissance

March 5, 2020 | 2 Mins Read

The CIO Renaissance

By Greg Lush

The traditional role of a Chief Information Officer (CIO) is wide and varied, depending in many instances on the individuals career entry point. For the pure technologist, often moving up from an IT Director or IT VP, they are often referred to as the “IT person.” The other entry point, from which I am very familiar, is the individual moving up from within the business, sometimes known as the business technology expert. For decades it has been a matter of preference and availability, many business leaders having a difficult time discerning between the two paths.

As inclusive cloud platforms continue to gain momentum across enterprises, the differences between the technologist and the business technology expert are becoming quite stark. Many of the traditional technologist workloads have been commoditized to the cloud and niche experts. Relegating these individuals to tactical roles, as they are often devoid of the core business approaches and points of differentiation. It is the business-focused individual, one who can correlate the current practices to the digital tools available, who will thrive in this new low code environment. So much, that the letters may remain the same for the CIO; however, the definition should be Chief Innovation Officer.

Defining the New CIO

A Chief Innovation Officer is hyper-focused on driving value to the business, leveraging skill sets in digital tools, data sciences, change management, learning, quality, strategy, and of course technology leadership. A renaissance of sorts is slowly sweeping across organizations as they shift their technology investments from CapEx to OpEx, expecting now to get the value "owed" to them for their monthly, per-person expense. But it is more than that. If you are not positioned as a technology-enabled business in the future, you will struggle to retain and attract employees, customers and investment partners. Interestingly, the investment is not as significant as one may imagine as the digital tools today are highly configurable. The trick is, find the person who knows the business, people, and technical skills to "pull it off.” A Chief Innovation Officer will deliver (to name a few):

Increased market share via differentiation
Higher multiples as a "technology-enabled" digital enterprise, including the modern workplace and Industrial IoT
Along with Company culture, position the organization as a destination employer, a vital role in today's shrinking labor market
Efficiency and productivity at the worker level
Capability to minimize risk when scaling, either accretive or by acquisition

Which CIO are you?

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Are XLAs the Key Metric You’re Missing? Part One

My Thoughts on Modern Leadership: Curiosity, Community and Change

Future of Field Service Nashville + IFS Connect Highlights

March 4, 2020 | 1 Mins Read

Schneider Electric Embraces Agile

March 4, 2020 | 1 Mins Read

Schneider Electric Embraces Agile

From IT to the broader company approach, Amanda Moore, Head of IT - Customer Projects, Support & Field Services at Schneider Electric discusses how to overcome some of the obstacles to not only adopting agile methodology for IT projects but embracing the agile mindset as an entire organization.

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