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September 16, 2019 | 4 Mins Read

Women in Field Service: Stake Your Claim, Seize The Opportunity

September 16, 2019 | 4 Mins Read

Women in Field Service: Stake Your Claim, Seize The Opportunity

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By Sarah Nicastro, Creator, Future of Field Service

Tali McRee joined DISH Network right out of college after applying for a position with the company because she thought the job description looked really interesting. In her five years with DISH, she’s advanced pretty quickly through positions to her current role as Business Operations Manager III in which she’s responsible for coaching and development of Business Operations Managers and Analysts, along with determining resource planning strategies for DISH’s In-Home Services department as well as overseeing all products and communication delivered from the company’s Command Center to all internal and external business partners.

I asked Tali if she had considered a career in field service before she came across the DISH posting, after studying economics and political science in college. “After college, I wanted to stay in Denver, so that was the main focus of my job search. I applied for the operations analyst role at DISH because I really enjoy solving problems, and that’s what the job entailed. The job description didn’t mention the words ‘field service,’ and if it had, I wouldn’t have known what that term meant,” she says. “No one talked about the industry in school, so it wasn’t a career path I’d envisioned.” Despite the unfamiliarity of the industry she was joining, Tali quickly fell in love. “I truly enjoy the work I do at DISH – it’s a wide variety, which keeps me interested and engaged at all times. I love solving problems and creating new opportunities, and it’s continually changing,” says Tali. “The industry is almost completely different than it was when I joined just five years ago – there are new divisions, changing business processes, different skill sets needed, and much more to come. It’s an exciting time to be a part of the field service industry in general, and DISH specifically.”

Don’t Overthink It

While Tali clearly has a passion for the work she does at DISH, she acknowledges that being a woman in field service isn’t all rainbows and butterflies. The reality is that while DISH is working diligently to diversify, it is still – like nearly all field service organizations – male dominated. “About one third of the people in my division are women,” says Tali. “And that’s in an analytics division, not even the field. The great news is that we’ve been getting more diverse – in the past two and a half years, we’ve almost doubled the number of women in our division, but we still have a ways to go.” Tali has refused to let these statistics intimidate her, and rather faces her challenges head on. “My biggest challenge is just that I myself will overthink things,” she says. “When I’m the only woman in the room, I’ll get in my own head and wonder, ‘Am I doing a good enough job?’ It forces me to harness my own confidence and forge ahead, which in many ways ends up being a really good thing.”

Creating Greater Diversity & Embracing Field Service Opportunity

DISH is actively working to create and celebrate greater diversity among all aspects of its workforce. In fact, Tali has been involved in re-writing some of the job descriptions for role within her division to ensure they are appealing to a wider range of candidates. “It’s important to us – our division and DISH – to hire the best possible candidate, period. We worked to remove some of the wording in our postings to be less subtly gender coded so that we are sure we’re casting the widest net of qualified applicants.” DISH also has a Women’s Network, with around 1,500 members, which Tali is a part of. “Anyone can be a part of the Women’s Network, and it offers opportunities for collaboration, support, and mentoring.” Tali is thrilled she landed in field service, where she feels there’s a wealth of opportunity. “My accomplishments speak for themselves, but it doesn’t hurt to stand out a little. DISH is very fair – if you have the best idea, you win. Period. I love that I feel I am a part of making or breaking the success of DISH operations. I love this company, and it’s thrilling how many new opportunities are arising. There are roles now that didn’t even exist six months ago, and that pace is only speeding up. It’s a really fun time to be a part of DISH, and this industry.”

September 12, 2019 | 4 Mins Read

What’s Your Undiscovered Opportunity with Digital Transformation?

September 12, 2019 | 4 Mins Read

What’s Your Undiscovered Opportunity with Digital Transformation?

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By Greg Lush

I have referenced this luscious quote a thousand times: "Have you replaced your employees’ bicycles with Ford F150s and wonder why they still only drive on bike paths?" Our past can influence current behaviors in both negative and positive ways. The so-called comfort zone, which many individuals stay within for various social-economic reasons, is weighted heavier towards the habits which do not always move us forward. Unfortunately, innovation is often curtailed when the comfort zone represents your boundaries for experimentation. What is the significance of this chatter? Undiscovered opportunity requires individuals to think about things completely different and be willing to fail along the way (a place where many institutional employees are not comfortable). It is only at the apex of the "I know it can do X" where we will unlock these undiscovered opportunities.

Let's start with a simple example from the service industry. Successful service companies will often have a blend of scheduled and unscheduled work. Scheduled work is anything which we can plan for, typically a maintenance contract or a project. Unscheduled work, on the other hand, might be comprised of service calls or other emergency activities. Understanding the patterns of your field workers will assist you in maximizing your profit by dispatching those workers closest to the job sites. For years intelligent scheduling programs had been in existence using GPS coordinates for the worker and the destination. Instead, if we look at this a little bit differently, we may seek to understand the driving patterns of the worker, the worker cost, familiarity with the job site, and relationship with the client. These variables will give us greater perspective and allow us to choose the optimum resource. In order to execute such a plan, we would need to connect to various systems and create algorithms which balance the weight of each input to obtain the optimum output. Just over the last few years this capability is now within financial reach. Yet, as with many parts of the business, we are burdened with our own legacy. Certainly, you have heard the idiom; people, process and technology:

  • People: If the systems that you are dealing with are older than say seven years, people will be a larger factor then you might expect. Our digital landscape is changing at record pace. Just a handful of years ago if the enterprise wanted any deviation from the provided software, it often meant customization. While often partners help build the customization, there is generally an individual, or a team of people, who have come up with a design. Often, this deep-rooted sense of ownership, which during the initial build was expressed as passion, now may become roadblocks when faced with impending change.
  • Process: I will never forget my first corporate CIO job. The president of the organization knew that I had come from a smaller service company and he advised me to dream like never before. Initially I was a bit perplexed as I, most likely similar to you, have been passionate about what I do for many years. Yet as we discussed his comment further, we began to unpack the reality of how we think about innovation. If our budget was always $100, then our brain would be thinking of things, often as a state of compromise, to achieve our objectives and goals within the $100 budget. Essentially, we are limiting ourselves as we rationalize decisions. For many, this can be crippling to the organization and ironically to your career. You must learn to get into a head-space which allows you to see everything that is possible, and once at that place, then whittle them back.
  • Technology: It is convenient to consider the technology components as investments made in the past are, frankly, a real bear to just abandon. So many things are tied to these decisions which often extend far past the actual technology. As a matter of fact, if technology was the only factor we considered, 99% of the systems would be replaced as they have obvious shortfalls. Unfortunately, that is not the world where most of us live; so in order to maintain our sanity we need to keep looking towards the future. Decisions made today will have greater impact than ever before. For instance:
    • APIs: choosing or allowing software companies enter your eco-system who do not have the capability to provide APIs (in 2020) is just crazy.
    • Common data approaches: Microsoft, and other software manufacturers, have provided the concept of a data hub within an organization. All system data, either from a transactional system, form, collaborative tool, or even email should be made accessible by other applications as required. Keep in mind that undiscovered opportunity takes the data side, UI, analytics, etc. Create the hub and spoke with the common data environment right in the middle.

Rooting out undiscovered opportunities must become a daily activity. If you believe that information is not a single dimension, then each time you speak with someone about automating their process or enhancing their digital habits, you should ask them what else would make this perspective smarter. People are so accustomed to thinking about things in narrow lanes you must constantly be pushing on the outside of the box to see what else is possible. For me, a crawl, walk, run, approach has always worked well. Time after time I have seen people overcomplicate the ability to extract real value from their organizations. This is the third step of the hierarchy, so you have already obtained their trust and have their digital habits practicing contextual computing approaches. You will be in the perfect place to have a frank conversation with the business owner, "If you had one thing that could compromise your ability to hit your numbers, what would that be?" The response will be a lot different if you leap frogged the suggested steps from this book. Trust is KEY and your fastest path to providing relevant, and pragmatic solutions to solve business challenges.

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September 11, 2019 | 1 Mins Read

From Behemoth to Startup: Lessons Learned in Field Service Excellence

September 11, 2019 | 1 Mins Read

From Behemoth to Startup: Lessons Learned in Field Service Excellence

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Hector Pascal, formerly with Coca-Cola and now with startup Bevi, chats with Sarah about the similarities and differences in how to achieve field service excellence in a large organization versus a startup.

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September 9, 2019 | 3 Mins Read

Beyond CX Talk: Realizing the Monetary Value of True Customer Centricity

September 9, 2019 | 3 Mins Read

Beyond CX Talk: Realizing the Monetary Value of True Customer Centricity

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By Sarah Nicastro, Creator, Future of Field Service

Customer experience (CX) has been the buzz of the service circuit for a couple of years now. While I see some companies really getting it right and putting a true, authentic focus on their customers – I also see a lot of companies jumping on board the latest buzz word and claiming a level of customer centricity that quite frankly is BS. It’s easy to say you are hyperfocused on CX and have a culture of customer centricity; it’s far harder to put these claims into action.

Part of the disconnect is that true customer centricity must happen from the top down – everyone needs to be aligned on the value that can come from focusing your efforts around the customer experience. At Field Service Amelia Island last month, Sophia Williams, VP and General Manager, Telecom and Technology Business Unit, NCR gave a great presentation on how “CX is a new form of currency.” Her points did an excellent job of illustrating exactly why companies need to take this focus seriously (and some tips on how to get it right). What Sophia discussed is that CX is not just a “fluffy” thing – it has real monetary value, and when tackled correctly can produce real financial results. She highlighted the disconnect between CX talk and CX action by showing a stat that reveals while 80% of companies feel they deliver superior customer experiences, only 8% of customers agree. “This is an opportunity for everyone in the room,” she said. “This is where competitive differentiation happens.” Sophia went on to review some data that illustrates the payoff focusing on CX can have. A stat from IDC showed that 93% of tech buyers say CX will have a greater influence over future purchase decisions. CEI says that 86% of consumers will pay more for a better CX (I know I will!), and Bain & Co. shows that companies with industry-leading NPS achieve 2x CAGR and 15% lower costs. Socializing metrics like these is an important step in getting company-wide alignment that a true CX focus is not only important, but will have financial impact. Once you have a common understanding and are committed to this journey, what’s next?

Sophia shared some great advice with the audience. First, realize that you can’t carry out a positive CX with unhappy employees. “A company’s brand is determined by its CX, and in order to deliver the experience you want, you need happy and engaged employees delivering the experience,” she says. Second, get a good understanding of where you’re at and where you want to be when it comes to CX. “Chart out what a solid CX looks like, and what an exceptional CX looks like so that you know what you need to do to progress from good to great,” says Sophia. Also understand that to progress and really master the CX, you have to put your money where your mouth his. You will need to put a CX program in place and align the organization to deliver consistency and make improvements. Finally, appreciate the value of feedback – and always take action on it. “Feedback is a gift,” says Sophia. “If you ask customers for input and they provide it but never hear back from you, they won’t continue providing it. You need to listen, take action, and respond. Since we’ve implemented a 100% closed loop system – meaning we reply to all feedback – we have 70% response rates.” Customers want to know their input is valued and appreciated, and the biggest way to show this is to communicate with them – let them know collectively what the feedback was and what’s being done with it. It’s important to know that true customer centricity can’t be achieved if you don’t master the art of collecting and acting on customer feedback. While CX isn’t a new topic, it is an area that I think is ripe for improvement for many organizations. And, as Sophia pointed out in her session, an area of focus and investment that can have great payoff.

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September 4, 2019 | 1 Mins Read

Service Growth in a Mature Market

September 4, 2019 | 1 Mins Read

Service Growth in a Mature Market

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Greg Parker, Director of Services at Thermo King, caught up with Sarah at Field Service Amelia Island to share his industry wisdom and give tips for growing in a mature market.

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September 3, 2019 | 4 Mins Read

3 Tangible Tips to Improve Your Recruiting Efforts

September 3, 2019 | 4 Mins Read

3 Tangible Tips to Improve Your Recruiting Efforts

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By Sarah Nicastro, Creator, Future of Field Service

A few weeks ago, at Field Service Amelia Island, Maria Pallotta, Chief of Staff at Canopy Lawn Care, gave a highly engaging and delightfully actionable presentation on recruiting. I know from my conversations that this is a top-of-mind issue for the vast majority of you. While it is a multi-layered challenge not easily solved, what I loved about Maria’s session was how it offered some very tactical steps that will have an impact. I saw many pictures being snapped of her slides and pages of notes being taken, and she was kind enough to allow me to write up a synopsis of some of her main points.

Maria focused her session on three areas of advice: attract, convert, and close. I’m going to provide a few highlights here for your reading pleasure, but I urge you to reach out to her for a copy of her presentation.

Attraction

We know that field service has a branding problem – it isn’t a career path a lot of younger candidates envision for themselves. There are some misperceptions and even more accurate perceptions that can make attracting quality candidates tough. One of the biggest takeaways here is to do some true due diligence on reviewing and updating your job descriptions. When Maria asked the audience who has done this in the last 6 months, only a hand or two was raised! This is a rapidly evolving industry which makes this response shocking to me. Maria discussed a tool she uses, called Textio. “Textio is an AI-based tool that reviews job descriptions and makes recommendations on wording and phrasing to use to maximize results, and well as ensure you are well positioned to achieve certain goals,” she says. “For instance, if your company has a focus on creating greater diversity, Textio can tell you if you need to adjust the phrasing to help accomplish that objective.” Beyond regularly reviewing and adjusting job descriptions, Maria also discussed updating your website to prominently feature job openings and have a greater focus on recruiting. She gave some tips on employee referral programs and running successful ad campaigns for open positions as well.

Conversion

When it comes to converting applicants to employees, Maria illustrated how she’s streamlined and automated the process at Canopy to make it highly user friendly. “We use a text-only hiring process at Canopy – there’s no email until an offer is made. This has made a massive difference in our conversion because I’m meeting people where they are instead of expecting them to adjust to outdated processes,” she says. Maria uses a tool to mass text through email, which automates this outreach without sacrificing a personal feel for the candidate. Maria also discussed the need to review your application process and think about what the experience is like for your target candidates. “Most people today are applying to jobs from their phones – we’ve made our applications 100 percent mobile-friendly. Everything a candidate needs to do to apply can be done from their phone,” she says.

Closing and Retention

When it comes to closing the deal, Maria points out that it really has a lot to do about your company culture and how well you outline the value you can provide a candidate. “Candidates want to work somewhere where they feel they are making a difference, and that they matter. We have company values that are central to everything we do – we live and breathe these values at Canopy, and they empower and motivate our team because they give employees something to buy into,” she says. You also want to think about how you’re conveying the value of your benefits, and what you can offer in terms of career development. “We have created a seed to lead program which is a transparent and achievable career path for all new hires. Everyone, regardless of history, comes into the program at the same apprentice level and has a clear path for how to progress through all phases to management. The program outlines this progression and each step achieved raises pay. People can move as quickly or slowly as they want through this path. It removes the mystery of how people get promoted. Each quarter we celebrate promotions as a company,” says Maria. She suggests making your benefits clearly visible on your website so potential employees can see all perks available. Finally, Maria stresses the importance of a focus on onboarding. “You have to make a good impression right away,” she says. “It’s worth making an investment in this process. You should employee journey map, seek regular input and feedback, and create mentor programs. Delighting your team and creating a positive culture that makes people want to stay is one of the real keys to recruitment.”

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August 29, 2019 | 4 Mins Read

Extracting Value from Enterprise Software: How to Pinpoint Software Strengths

August 29, 2019 | 4 Mins Read

Extracting Value from Enterprise Software: How to Pinpoint Software Strengths

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By Greg Lush

The point of value extraction from enterprise software has changed over the years. One of my earliest memories was in the mid-1990s with a fantastic software application that was designed to digitally collaborate across locations, on and offline. For many of you reading this I imagine you are thinking; who cares about the ability to shuffle between on and offline?  During the late 90s in the United States, we all worked with a very slow, and immature internet, just short of having to feed it quarters in order to keep it running (time-based reference to the dimes we carried to feed pay phones). Of course, the ability to seamlessly transition between on and offline was hyper-critical, a process mastered by Lotus Notes (Notes) and their revolutionary "replication" tools. I was working for an Oil and Gas company in Texas and we leveraged Notes like many in the day, everything ran through this platform. Heck, Notes was the only digital tool that we used to communicate with one another, it was a collaborator dream environment. Then, a dark cloud of change rolled in towards the end of the decade, Notes introduced electronic mail to their product, this was the beginning of the end. Email, our first example of a transactional system, and arguably the single most inefficient digital tool ever inflicted upon an organization.

During this time in our computing history it was not uncommon to have only one computer in the office. The accounting person was the first to receive digital technology, often working off a dumb terminal connected to a server located in the broom closet. Time marched on and software manufacturers seized the moment by offering monolithic solutions often referred to as ERP systems. At the core was accounting, manufacturing, supply chain, payroll, etc. Also included, most of the time as third-class citizens, would be some elementary form of file management and email. Notes was well positioned in many organizations and at the time showed no interest in traditional ERP, so everyone seemed to get along, working side by side. However, the water began to get a bit murky as the ERP software manufacturers attempted to capture all of the organization’s licenses. A strong push for several years saw organizations attempt to deploy ERP-based collaboration tools, often these attempts producing lackluster results. Organizations were beginning to accept defeat and become satisfied with an accounting system, email, and some form of file storage (typically handled on local or networked servers). Our first decade of the new millennium had nearly destroyed the collaborative movement, so brilliantly executed by Ray Ozzie and the team at Lotus Notes. The second example of a transactional system, with the monolithic ERP system, had unfortunately set the stage for stunted digital growth. Service oriented architectures (SOA) helped lead the way to integrating products to one another. Although the ERP software manufacturers were holding on tight to their exclusive systems, we were starting to see our first move towards the possibility of leveraging best in class solutions. At the same time, the internet and SaaS providers were busting onto the digital landscape, challenging the enterprise to reconsider their approaches and commitments to these monolithic ERP systems. A long overdue movement was on the horizon, but the biggest question remained: Would the enterprise be able to accept these positive changes? Certainly, a level of comfort had been established leading towards the complacency by many to keep things "as-is.”  Unfortunately, for those suspended in yesteryear, the value of their digital investments has peaked, isolated to a small percentage of functionality in transactional systems, including accounting, service management, manufacturing systems, and email. Ironically, the promise of the holistic ERP system is still alive and well; however, it looks totally different, now encapsulated in inclusive cloud platforms. To take advantage of the shifting sands and fully embrace the promise of ERP, you must change your perspective. Start by separating transactional systems from digital collateral systems. The simplest way to achieve the balance between what belongs inside of transactional system versus what should reside outside is to understand the primary purpose of your enterprise applications. This sounds simple enough, however, we often allow non-software variables impact our decision process. For instance, let's say that you are the person responsible for collections. You are comfortable working inside of the accounting system yet understand that to be effective at your job you need to access and reference more than just a plain text field connected to the accounting AP record. Collections is all about understanding all of the related data, access to conversations and journals, even insight from your deal pipeline. Yet, you are left to make the best of it, attempting to flex the accounting system to provide collaborative content required to decrease the current 48-to-54-day average day sales outstanding metrics. The first step is to establish and communicate the primary purpose of your enterprise applications. Be as objective as possible and summarize these objectives in three bullets or less. Next, with your newly found objective assessment of the digital tools at your disposal, start to map where information may cross over between these applications. Often, accompanying information is workflow, how will you take advantage of triggers and actions to and from these tools? This is where the effort required will vary significantly between those of you with legacy systems and those fortunate enough to have modern, cloud-based digital tools. Armed with your data relationships and workflow, you are ready to lay out a deliberate plan forward which leverages the power of both the transactional systems and your digital collateral systems. It is only when you see each part as their own unique value that you will be able to put them together and create a symphony for your digital enterprise.

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August 28, 2019 | 1 Mins Read

Man Vs. Machine: Will AI Replace Field Technicians?

August 28, 2019 | 1 Mins Read

Man Vs. Machine: Will AI Replace Field Technicians?

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Paul Joesbury, Commercial Operations Director at Homeserve, chats with Sarah about how he sees the technician role evolving as AI use grows and matures.

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August 26, 2019 | 3 Mins Read

The Case for a Chief Service Officer

August 26, 2019 | 3 Mins Read

The Case for a Chief Service Officer

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By Tom Paquin

I know what you’re thinking—The last thing that your business needs is another top-down decision-maker imposing their vision on a staff. But hear me out. I have two questions about service at your business.

Here’s the first: Where does the direction of your service business come from, on the executive level, today? Perhaps, if you’re a pure service business, it comes from product. For others, it may be a function of operations. For others still, it may sit solely with the CEO. Perhaps it comes from nowhere. At Future of Field Service, we’ve seen, interacted with, and learned from service leaders, whose titles included these roles, and countless others. The second question is this: Who makes the go/no-go decision on service technology for your business? Does it come from the same department? When is your CTO, CIO, or VP of BI, brought in to advise? Is there already some degree of incongruence within your business, here? Then a Chief Service Officer may be the bridge that you need to bring everything together. There is, of course, a little more to it than just that. Recent news impacting the service delivery industry is a symptom of a shift impacting businesses globally: Service is becoming the centerpiece of business growth. The 2010’s, for many, was the age of the customer. That mindset evolved over the decade based on several trends, including:

  • A shift away from ownership towards products-as-a-service.
  • An oversaturation of products entering the market from new, global entrants and decreasing barriers to entry.
  • A fundamental shift in the economy away from product-focused businesses towards services-focused businesses.
  • The need to diversify product portfolios with low-overhead add-ons that simultaneously offer value to the customer beyond your competitors.
  • Best-in-class manufacturers, retailers, and suppliers creating pathways towards completely upending business practices with service.

There are dozens of other considerations to go along with these. All of these elements come together to make service an urgent consideration, if not for all businesses, then certainly for most. If you’re servitizing a legacy business, or just looking to enhance the service offerings that you have today, a Chief Service Officer is an ideal steward to help navigate your business through difficult waters. Service is a natural outgrowth of operations, but operations, as a function, is generally oriented towards minimizing overhead. This, traditionally, is a key function of service, but in the new service economy, becomes secondary to making service a growth agent for a business. In that way, service decisions may seem to fit more comfortably on the product side of a business, and for many, that might be enough. For businesses where their products aren’t exclusively service, though, the operational elements needed to make service run properly could weigh down the role. Enter the Chief Service Officer. The position that straddles the operations and product world, interfacing with both sides of the business, making service a continued discussion, and helping bridge the gap between the technical elements of successful Service Management adoption and the actual work of field and back-office employees. So what does the Chief Service Officer do? This will obviously differ from company to company, but on a high-level, here are some general ideas:

  • Own the technology rollout for all of service.
  • Work with product to set rigid parameters for service execution.
  • Develop benchmarks, roadmaps, and dashboard to measure service’s impact on the whole company.
  • Set up and execute on service business development efforts within sales.
  • Own the service management platform, tie it to all areas of enterprise resource planning, asset management, and customer experience management.
  • Make the push that your company provides service because it wants to faster a stronger relationship with its customers.

This is by no means a silver bullet for businesses looking to redefine service, but with the right person, and the right organizational outlook, it could be what sets your business on the track towards end-to-end service transformation.

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August 22, 2019 | 4 Mins Read

Are the Results of Cloud-based Outsourcing Projects Perceived Differently by Men and Women?

August 22, 2019 | 4 Mins Read

Are the Results of Cloud-based Outsourcing Projects Perceived Differently by Men and Women?

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By Dr. Marlene R. Kolodziej

In the May, 2014 issue of The Atlantic, Katty Kay and Claire Shipman wrote an article “The Confidence Gap”, and how evidence shows women are less self-assured than men, and in order for women to succeed, confidence matters as much as competence. My doctoral research explored the decision-making process, and particularly the criteria used by executive decision-makers, for identifying and selecting organizational competencies when engaging in Information Technology Outsourcing (ITO) using cloud-based services. As part of that study, participants had the opportunity to describe the effects and actual outcome of their outsourcing decisions on organizational processes, capabilities, skills, and performance; and to note how the results of the outsourcing decision differ or are the same from the expected outcome of the ITO engagement for cloud-based services. One of the findings from that study was an apparent difference in the perception of the success or failure of the outcome for ITO for cloud-based services based on participants’ gender.

But what if the outcome of the cloud-based outsourcing didn’t matter, but the perception of success or failure was real? And what if that perception differed between men and women, regardless of the actual results?

Expectation versus reality. Known as the Dunning-Kruger effect, it is the tendency for some people to substantially overestimate their abilities. The less competent people are, the more they overestimate their abilities. In 2003, David Dunning and Joyce Ehrlinger furthered this research and focused on women, delving into the connection between confidence and competence. Their findings indicated that the women did not pursue opportunities when they were less confident in their abilities, even when performance was equal to men. According to Forbes (2018), a Hewlett Packard internal report found that men apply for a job or promotion when they met 60% of the qualifications, whereas women applied only when they met 100% of those same qualifications. There were 15 participants interviewed individually for the published research, Exploring the Role of Organizational Competencies in Information Technology Outsourcing: A Holistic Case Study on Decision-Making for Outsourcing of Cloud-Based Services, and of those fifteen participants, two identified as female. Only those two females expressed they experienced a negative outcome from their ITO engagements for cloud-based services.  In contrast, while still citing challenges faced by their organizations, male participants in individual in-depth interviews appeared to be more positive when evaluating the outcomes of their ITO engagements for cloud-based services. Male participants in this same study categorized their outcomes as successful, whereas female participants expressed a negative outcome. So with similar outcomes for both male and female executive decision-makers for their ITO engagements for cloud-based services, why such a difference in reported outcomes?  

The Confidence Gap. Stephanie Thomson (2018) discussed a theory known as the “confidence gap”, where women are assumed to feel less confident than men, and are encouraged to be more like men by promoting their accomplishments. While women do self-promote less than men in the corporate world, a wide body of research shows that women have as much confidence in their abilities to lead and perform as men do. Recent research suggests that for a woman, confidence and assertiveness without classic feminine traits such as empathy and altruism will not result in professional success. Research has also shown self-confidence is not awarded equally between men and women, and that men simply could simply increase their organizational influence based on their self-confidence, women could only do the same if they could display their motivation was to the benefit of others, appearing both confident and modest simultaneously. According to Dina Gerdeman (2019), women are more likely to dismiss praise and discount their abilities. One of the biggest problems with closing the confidence gap is the expectation that women are the issue, and the fix is to be is to be more like men, when in reality, normalizing self-promotion, reducing instances of well-documented backlash for women who do self-promote, could bring awareness to implicit gender biases. Early in my career, there was an issue with how my interactions with others were perceived. With representation from both Human Resources and from Leadership, along with my direct Manager, a meeting took place to discuss the issue and come to resolution. My Manager was able to analyze the situation and see through to the core of the problem, and asked those in attendance a simple question: “If Marlene was a man, would her actions be an issue?”. Suddenly it was if a light switch had gone on and each one of the attendees realized that their perception of how I should act was based solely on gender, and not on the actions themselves.

Where do we go from here? While more research is needed in gender-based decision-making and perceptions of outcomes, particularly when outsourcing to the cloud, recognition of these differences and the impact to corporations and their employees is significant. Confidence, self-promotion and extra encouragement are all areas where corporations and managers can focus to close the gender gap. Business leaders need to consider how confidence levels, especially for women, impact organizations, and recognize, reward, and encourage engagement and self-promotion equally.

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