sarah.nicastro@ifs.com, Author at Future of Field Service

Episode 304

In this episode of the Unscripted podcast, host Sarah Nicastro welcomes Dave Cole, Director of Energy Strategy at Sizewell C, to explore the innovative shared resources model implemented in the UK's nuclear services sector. Together, they:

• Examine how Nuclear Services was created to address talent retention challenges and maximize resource utilization across multiple nuclear power licensees

• Delve into the unique aspects of operating in a highly regulated nuclear environment, including the importance of maintaining long-term technical expertise and regulatory compliance

• Explore the benefits of the shared resources model, including enhanced career paths for employees, improved resource planning capabilities, and increased opportunities for innovation

If you enjoyed this episode, make sure to subscribe, rate, and review on Apple Podcasts or Spotify. Also, subscribe to our newsletter right here.

Watch the episode here:

Episode Highlights:

[00:41:14] The Three Core Behaviors for Successful Shared Resources -

Dave emphasizes three essential behaviors that drive success in shared resource models: collaboration, outcome focus, and curiosity. In highly regulated environments with multiple stakeholders, these behaviors create the foundation for effective resource sharing and innovation. Leaders must actively demonstrate and cultivate these behaviors, moving beyond simply stating them as values. Organizations looking to implement shared resource models should prioritize building a culture where these behaviors are lived daily through consistent actions and engagement. The success of such initiatives depends heavily on genuine commitment to these behaviors at all levels, from leadership to frontline workers.

[00:17:00] The Triple Role Framework for Service Organizations -

Dave outlines three critical functions that define successful service organizations: delivering technical work, maintaining required capabilities, and serving as a technical authority. This framework provides a comprehensive approach to service delivery that goes beyond basic execution. Organizations must balance immediate delivery needs with long-term capability development while also providing strategic guidance and expertise. For service leaders, this means developing structures that support all three functions simultaneously. The framework helps organizations create more value by enabling them to act as true partners rather than just service providers.

[00:27:29] Strategic Resource Planning in Complex Environments -

Dave explains how effective resource planning requires understanding both current needs and future capability requirements across different project lifecycles. Organizations must look beyond simple headcount planning to consider how roles and skills evolve over time. This approach requires maintaining strong relationships with supply chain partners while ensuring internal competency and control. Service organizations should develop comprehensive planning processes that account for both predictable changes and unexpected demands. The key is creating flexibility while maintaining the core capabilities needed for long-term success.

[00:45:58] Prerequisites for Implementing Shared Resource Models -

Dave provides crucial guidance for organizations considering shared resource models by emphasizing the importance of establishing trust and shared goals before implementing commercial arrangements. Organizations should first evaluate whether they have truly unique talent or specialized skills that warrant resource sharing. Leaders must carefully consider market conditions, competitive dynamics, and future technological changes that might affect resource scarcity. This evaluation process should include assessing both the potential benefits and risks of creating interdependent relationships between different business entities. Success depends on building strong foundations of trust and alignment before formalizing resource-sharing arrangements.

by Stephen Goulbourne, Vice President, Global Program Director - Global Service at Mettler-Toledo

As field service continues to evolve in an era of rapid digital transformation, traditional support tools remain essential. However, with the rise of AI powered solutions, these tools can be significantly enhanced to drive efficiency, reduce costs, and improve customer experience.

The Critical Role of Triage

Triage has long been a foundational element of effective field service. It enables organizations to diagnose and resolve issues before dispatching a technician or, ideally, to provide a remote fix that eliminates the need for a truck roll altogether. When executed effectively, triage delivers two key benefits:

1. Increased Uptime for Customers - Faster issue resolution minimizes operational disruptions

2. Lower Cost to Serve for Service Providers - Reducing unnecessary site visits improves productivity and optimizes resource allocation

Triage should not be viewed simply as a process but as a strategic approach to service excellence. At a recent America's Service Managers meeting, a colleague and I explored this concept further, breaking it down into its core components to better define its role in modern field service. By reframing triage in this way, we can see it as more than just a support tool, it becomes a critical enabler of improved service outcomes.

The Shift Left: Elevating Support Through Digitalization

The Shift Left strategy driven by digitalization and AI, allows organizations to resolve more issues remotely and at earlier stages of the support cycle. This shift has profound commercial implications, particularly in distinguishing the value of a service contract from the traditional time and-materials model.

As AI driven tools improve triage effectiveness, service providers can offer higher value, proactive support. This differentiation is crucial in an increasingly competitive landscape where customers seek maximum uptime and predictability in service costs.

Monetizing Triage: A Strategic Imperative

One of the ongoing discussions in the Services industry is how to effectively monetize triage. While opinions vary, one clear opportunity lies in leveraging AI powered knowledge management systems to enhance support outcomes. Given the tangible benefits of these advanced tools, organizations must consider reserving them exclusively for service contract customers.

By bundling remote diagnostics, AI assisted support, and predictive maintenance within a comprehensive service contract, organizations can create compelling value propositions:

Budget Predictability - Full-coverage contracts (including parts and labor) eliminates unexpected repair costs
Extended Equipment Lifespan - Routine maintenance and proactive service reduce failure rates
Higher First Time Fix Rates - Access to remote support tools ensures that when a technician is dispatched, they arrive with the right solution the first time

This approach strengthens the case for service contracts, making them indispensable for customers who prioritize uptime and operational efficiency.

The Future of Field Service: A Data-Driven, Customer Centric Approach

Service driven revenue streams continue to grow across industries, particularly for manufacturers investing in modern support technologies. As we move further along the Shift Left journey, the future of field service will be defined by remote, predictive, and eventually self-service capabilities, offered exclusively to customers who recognize the strategic value of a service contract.

Organizations that embrace this transformation will lead the industry, delivering superior outcomes for customers while optimizing their own operational efficiency. Triage will remain a cornerstone of this evolution, ensuring that service is not just reactive but proactive, intelligent, and deeply integrated with AI driven decision making.

Now is the time for organizations to rethink their service strategies, align with digitalization, and position themselves for long term success.

Stephen Goulbourne is a seasoned leader with over 20 years of professional experience in driving operational excellence and customer success. The views expressed in this article are his own and do not necessarily reflect those of Mettler Toledo.

Episode 303

In this episode of the Unscripted podcast, host Sarah Nicastro welcomes Arnaud Billard, Senior Director for Applications and Service for Europe at Cepheid. Together, they:

• Explore the delicate balance between AI adoption and preserving human connection in service delivery, discussing how to navigate technology evolution while maintaining valuable customer relationships

• Examine real-world examples of when automated service falls short, sharing personal experiences that highlight the critical need for human empathy and understanding in complex service situations

• Discuss how service has evolved beyond "break-fix" to become a strategic business function, with field service professionals now serving as trusted advisers who gather crucial customer intelligence

• Delve into the irreplaceable human elements of service that technology cannot replicate, including relationship building, empathy, and the ability to identify unspoken customer needs

• Consider how AI should be leveraged to handle repetitive tasks while freeing up service professionals for higher-value customer interactions

• Explore the future vision of service where AI enhances rather than replaces human capabilities, with technology working in the background while human teams maintain customer trust and drive innovation

• Address the risk of over-automation leading to service commoditization, emphasizing the importance of maintaining service as a key differentiator through meaningful human connections

The conversation provides valuable insights for service leaders navigating the AI revolution while protecting the human elements that make service truly valuable. Billard's perspective offers a balanced approach to technology adoption that enhances rather than diminishes the customer experience.

If you enjoyed this episode, make sure to subscribe, rate, and review on Apple Podcasts or Spotify. Also, subscribe to our newsletter right here.

Episode Highlights:

Here are 4 key actionable takeaways from Arnaud Billard's insights:

[05:24] Balancing AI with Human Connection in Service

Arnaud emphasizes that the challenge isn't about resisting technology but finding the right balance between automation and human connection. Service organizations must recognize that while AI can drive efficiency, it shouldn't come at the cost of personal relationships with customers. Field service leaders should evaluate each technology implementation by asking whether it enhances or replaces human engagement. This approach ensures that automation supports rather than diminishes the customer experience. The goal should be to use AI for repetitive tasks while preserving the irreplaceable human elements that build trust and loyalty.

[17:07] Service as a Strategic Business Partner

Service has evolved beyond simple break-fix operations into a strategic function that drives business growth. Field service professionals now serve as trusted advisers who gather customer intelligence and identify pain points that inform product development and innovation. Organizations should train their service teams to recognize and report valuable customer insights during field visits. This strategic approach transforms service from a cost center into a revenue generator by enabling new offering development and stronger customer relationships.

[27:03] Leveraging AI for Higher-Value Interactions

Service organizations should strategically deploy AI to handle repetitive tasks, freeing up human workers for more meaningful customer interactions. Leaders should focus on training their teams to integrate AI tools into their routines while maintaining control over decision-making. The key is using technology to enhance human capabilities rather than replace them entirely. This approach allows service professionals to spend more time building relationships and solving complex problems that require human judgment and empathy.

[31:23] Future-Proofing Service Excellence

The successful service organization of the future will use AI in the background for predictive maintenance and efficiency while keeping human teams at the forefront of customer relationships. Service leaders should invest in both technical and interpersonal skill development for their teams. Organizations must resist the temptation to over-automate for short-term gains, as this risks turning service into a commodity. Instead, focus on using technology to enhance technical expertise while maintaining the personal touch that differentiates excellent service from average service.

Quotes:

1. "The struggle I refer to is not about resisting technology or AI particularly. It's more about navigating its evolution while preserving what makes a service truly valuable, which is a human connection." - Arnaud Billard

2. "Service is no longer about just fixing things. It moves step by step to a strategic function or a strategic business partner." - Arnaud Billard

3. "AI, automation, you can analyze data, provide repair recommendations, optimize scheduling, but you are not going to build relationships. You are not going to instill trust, confidence." - Arnaud Billard

4. "The service professional now, they are not only solving technical issues. They are acting as trusted adviser." - Arnaud Billard

5. "Service is a source of innovation and growth. It's one of the most overlooked aspects of service, I believe." - Arnaud Billard

Apple’s Q1 2025 financials are a great real-world illustration of the value that service can bring to a business – even one who has built its immense success on products. The company’s most recent reporting shows service revenue has reached an all-time high. On the earnings call, after the report, Kevan Parekh, CFO of Apple said, “the services business in general in aggregate is accretive to the overall company margin.”

For a company made famous by its innovative products who maintain a cult following, this is a big deal. It’s also an opportunity for service leaders within businesses where leaders might not see the full potential of service to make a case citing a brand everyone knows and many fiercely love.

This write up from CNBC calls out the significant contribution to profit margin service can bring, saying, “Apple is struggling to squeeze growth out of its flagship iPhone unit, but its profit margin keeps going up thanks to a flourishing services business. Services revenue rose about 4% to $26.34 billion, beating analysts' estimates. The business now accounts for roughly 21% of Apple's overall revenue. Last quarter, Apple announced that its services unit had turned into a $100 billion a year business.”

As the global smartphone market has become saturated, Apple’s decision to invest in its services business is paying off. The company’s services are varied, allowing the company to create value for a number of stakeholders to diversify its portfolio. This includes everything from the App Store to payments and AppleCare support to AppleTV and Apple Music, among many other subscription offerings.

CNBC’s article also points out that Apple’s service strategy has not only positively impacted its financials but has changed the company’s perception among Wall Street, stating that “Cook’s emphasis on services has transformed Wall Street’s view of a company that’s been defined over the decades by its iconic devices. For many years in the iPhone era, Apple’s gross margin would predictably come in at between 38% and 39%, reflecting the company’s tight grip over its supply chain and its pricing power in the market. But with iPhone growth slowing in recent years, Apple’s move into services has changed the equation. The company hit a 40% gross margin in 2021 and has continued to expand it.”

Sharing the Success Story of Services

So, what are the key points here I’d take to leadership to emphasize or reinforce how service can drive value for a business?

Service can be a revenue driver but can also have a phenomenal impact on profit margin. This lift in margin can add value to a business in many ways – offsetting times where product sales decline, diversifying value if products begin to become commoditized, allowing headway for product innovation, and so much more.
A business doesn’t have to be product OR service-centric; they can peacefully co-exist. Many product companies can view a services play as moving “away from their identity,” but this doesn’t have to be true in any way. In fact, when executed well, the investment in services can compliment product to strengthen the overall business – as you see in Apple’s example.
Offering services allows a business to diversify its value proposition, offsetting risk and allowing for a more differentiated and personalized customer experience.
Services can be a powerful driver of customer loyalty. If you think about what Apple has done, they’ve created ways post-product sale to keep customers immersed in the Apple experience. To solidify their presence in the lives of their loyal fans while diversifying their revenue streams and improving their profit margins. It’s a great showcase of what service can do!

Episode 302

In this episode of The Unscripted Podcast, host Sarah Nicastro is joined by Maureen Azzato, Portfolio Director for Manufacturing and Field Service Events at Worldwide Business Research (WBR), to discuss the current state of AI in field service. Drawing from WBR's recent research, they explore the industry's adoption trends, successful use cases, and common implementation challenges.

Maureen shares insights on how early adopters are leveraging AI for operational efficiency, knowledge management, and improved customer satisfaction, while addressing concerns about integration, costs, and change management. They also discuss the future of AI in field service and preview upcoming topics for the Field Service Palm Springs 2024 event.

If you enjoyed this episode, make sure to subscribe, rate, and review on Apple Podcasts or Spotify. Also, subscribe to our newsletter right here.

Episode Highlights:

[00:11:45] **Current State of AI Adoption**

Organizations are at different stages with AI adoption - about one-third are early adopters diving in fearlessly, while 50% show cautious optimism. Those taking action now are learning and failing fast, while others wait on the sidelines. The key message is that AI isn't just another tool but will become woven into the business fabric, similar to how smartphones and the internet became essential. Organizations need to start somewhere rather than trying to solve everything at once.

[00:17:50] **Proven AI Use Cases Delivering Value**

The research reveals several areas where organizations are seeing concrete benefits from AI implementation. These include improved operational efficiency through automated scheduling and dispatching, better resource allocation, enhanced safety protocols, and productivity improvements both in the field and back office. Real-time support capabilities and speedier diagnostics are also delivering measurable value, ultimately leading to higher customer satisfaction.

[00:29:00] **Integration and Change Management Challenges**

Two major hurdles emerge in AI implementation: system integration challenges and change management. Organizations struggle with connecting multiple applications and desire platform-agnostic solutions. The human element presents an even bigger challenge, with workers fearing job displacement. Leaders must address these fears head-on while demonstrating how AI will enhance rather than replace jobs, especially given the persistent labor shortage in field service.

[00:34:55] **Future Vision for AI in Field Service**

Looking five years ahead, the industry is moving beyond predictive maintenance toward more proactive and prescriptive service models. AI will enable systems to take corrective actions before problems occur, while robotics will play an increasing role. The traditional break-fix model is expected to become obsolete as organizations leverage AI to deliver more proactive service experiences that drive higher customer satisfaction.

[00:42:32] **Broader Industry Evolution**

Beyond AI, the field service industry is grappling with several interconnected challenges including succession planning, culture shifts, remote service capabilities, and supply chain optimization. The next generation of leaders is particularly focused on creating organizations that align with employee values while addressing skills gaps and technology adoption challenges.

Quotes:

"I think what changed everything was generative AI... it was generative AI that really was the sea change in being able to take large amounts of data and text and information and pour it into a solution that can give you real value." - Maureen Azzato

"The biggest challenges I hear about actually is integration... what the market is looking for is give me a platform that's agnostic where I could plug and play no matter what I want to plug into it." - Maureen Azzato

"The field service engineer and technician is going to be doing a lot higher level activities now because of AI. They're going to be that trusted advisor... the eyes and ears of service organizations." - Maureen Azzato

"Find one thing that you can do that will have a big impact. What's that low hanging fruit that you think you can solve for instead of trying to find that one huge thing that might change your world." - Maureen Azzato

"AI can help us be better corporate citizens, environmental citizens, be more efficient... when you're a more sustainable company, you're also probably a more profitable company." - Maureen Azzato

"Service is going to move to just be more proactive in all areas... the break-fix model is not going to be anything that's going to sit around for very long." - Maureen Azzato

Two of our recent podcasts dove into how service leaders need to evolve in 2025 (with Roy Dockery, Director of Field Service Research at TSIA) and how to overcome or avoid the most common missteps leaders make in EQ (with Sara Mueller, Emotional Intelligence EQ Keynote Speaker, Leadership Trainer, and Executive Coach). Topics like these are crucially important to our audience, because effective leadership is inherently woven into what it takes for businesses today to achieve operational excellence, delight customers, attract and retain talent, and innovate at a pace necessary to maintain success over the long term.

But what if some of the ways in which we’re asking today’s service leaders to evolve are at odds with how their brains are wired?

It’s an interesting question to explore, posed by John Walls, Insight Instigator at NeuroBuilt, LLC, who sent me an email with some compelling food for thought about my conversation with Roy. His perspective is that, based on neuroscience, there are some scientifically backed challenges to overcome for technically inclined service leaders to embrace and enact a more modern, communicative approach.

“What we’ve learned from fMRI-based neuroscience research during the last 15 years provides us with the tools to better understand the brain’s natural tendency to get in the way of effective communication,” John says. “It also points to how we can most effectively strengthen communication and practice other virtues which are necessary to be a motivational leader.”

If we think about how many of how today’s service leaders have gotten to where they are (moving up the ranks from technician to leader) and the core skillset that helped them achieve much of their career success (strong technical skills), it begins to make sense that expecting them to innately grasp characteristics and skills like those discussed in the two podcasts mentioned above might be unrealistic.

“Neuroscience explains precisely how technically minded people think differently. One reason is because of a natural brain state known as Reciprocal Inhibition, which is the way the brain has evolved to conserve precious cognitive energy,” John explains. “In short, there are certain neural pathways of the brain that strengthen during the learning, and repeated practice, of technical tasks. These technically related pathways suppress neural pathways within the brain's Prefrontal Cortex (PFC) that are responsible for communication skills. Pathways associated with empathy and communicating empathy are suppressed when technical pathways are activated. As technical abilities improve, interpersonal skills lag, perhaps even weaken…just like an unused muscle. We unconsciously play to our strengths, one of the brain’s clever ways of conserving cognitive energy. The outdated practice of promotions based on subject matter expertise (SME) and/or tenure often compounds the effects of reciprocal inhibition as leaders turn to technical skills rather than people skills when facing a challenge.”

And until not too long ago, service leaders could excel with stellar technical skills alone – because they were working in relatively stable environments with many like-minded individuals. As service has evolved from a transactional, break-fix environment where mechanical skills and technical knowledge were revered above all to a more customer-centric business driver drastically changed by rapid technological advancements and a very different talent landscape, what we need from leaders is far different. As many of these leaders have honed their technical prowess and relished in its effectiveness, much of the world around them has changed.

In the recent podcast with Roy, he spoke about how a “culture of complaining” is fueled by service leaders feeling like the rest of the business doesn’t understand their work, almost like “speaking a foreign language.” John sheds light on the neuroscience behind this feeling, saying, “This is explained to some degree by Reciprocal Inhibition; realize that the service organization is technically minded, and the rest of the organization is socially minded. Service organizations have traditionally been considered successful based on practicing and demonstrating exceptional technical skills. The rest of the organization is thinking with their PFC, (think sales, marketing, C-suite). When viewed through the lens of neuroscience, the disconnect between a technically minded service organization and the various Prefrontal thinking organizations of a business is no surprise.”

EQ is Essential

Perhaps better understanding the factors that have kept service disconnected from the rest of the business is the first step to really breaking down the silos?

John also feels philosophy plays an important role. “The ‘That’s the way we’ve always done it’ mentality is a culture killer. So are service leaders who have fixed mindsets or believe being technically good is enough to overcome the lack of a growth mentality. It’s simply not so these days,” he says. “This is an area where applying philosophy to service comes into play. The Stoics teach us growth and fulfillment are not from competing with others, but from striving to be better than we were yesterday. This focus on internal competition fosters intrinsic motivation, genuine improvement, builds resilience, and leads to a deeper understanding of ourselves and others. That attitude is what differentiates a service representative from a service professional.”

For businesses that understand the true potential of service, and really want to enable technical talent to thrive, it’s worthwhile to consider what practical steps this information could prompt. A few that come to mind:

Providing all employees with soft skills training
Ensuring technical talent isn’t promoted into management roles simply because they’re strong individual contributors
Providing all supervisors, managers, and leaders with ongoing training and development that emphasizes the importance of EQ
Encouraging personal development and a growth mentality by not only providing ample opportunities for learning and progression, but recognition and rewards

Each of these potential actions is underpinned by the importance of better embedding EQ into the business, across functions, from the frontlines to the top-level leaders. “You made an important point when you mentioned the association between empathy and curiosity. Empathy is the most important virtue of a leader,” says John. “Service people are curious, no doubt, they are simply not curious about things that are not on their mind. Therefore, many service leaders fail to develop the skill, the virtue, of showing empathy. As I mentioned earlier, the effects of reciprocal inhibition suppress the strengthening of neural pathways associated with empathy and communicating empathy. Simply training service minded people to be as curious about others as they are about technology will go a long way along the path of leadership development.”

Episode 301

In this episode of the Unscripted podcast, host Sarah Nicastro welcomes Sara Mueller, an Emotional Intelligence (EQ) Keynote Speaker, Leadership Trainer, and Executive Coach, for a discussion around the misconceptions about EQ, the most common missteps across the four pillars of EQ, and what to do in each pillar that works.

Sara has over 15 years of experience in the field. After transitioning from a successful career in the field service industry, Sarah dedicated herself to exploring EQ and self-mastery, driven by her own journey through burnout and personal challenges. She has worked with Fortune 1000 executives and has published a book on the subject, The Balanced Life Blueprint.

If you enjoyed this episode, make sure to subscribe, rate, and review on Apple Podcasts or Spotify. Also, subscribe to our newsletter right here.

Episode Highlights:

[08:45] - Pillar 1: Self-Awareness: Self-awareness is the foundation of emotional intelligence and effective leadership. While 95% of people think they're self-aware, research shows only 10-15% actually are. As leaders, our self-awareness often diminishes as we climb higher, making it critical to actively seek feedback from all directions. Expanding our emotional vocabulary is equally vital. Most people can name only three emotions when there are 87 to draw from.
[18:41] - Pillar 2: Self-Management: While it might not be the flashiest skill, self-management is the foundation for consistent, high performance. It's about making disciplined choices that align with your long-term goals instead of giving in to instant gratification. Often, we know what we should do but don’t follow through because old patterns and thoughts hold us back. The key is catching yourself in those moments, focusing on neutral facts instead of emotional reactions, and creating habits that allow time for what truly matters.
[26:07] - Pillar 3: Empathy and Others' Awareness: Listening to understand is the cornerstone of empathy and emotional intelligence. As leaders, the instinct to jump in and solve problems can backfire, leaving teams disempowered and innovation stifled. Instead, pause, ask questions, and create space for your team to express themselves and identify root causes. Engaged employees who feel heard are three times more likely to thrive at work.
[30:33] - Pillar 4: Relationship Management: The glue that ties all pillars of emotional intelligence together, relationship management focuses on inspiring greatness in others rather than leading through fear or authority. It's about creating a culture of respect, tough love, and honest communication, where conflict is embraced as a pathway to innovation and growth. Start by bridging the "delusion gap" in recognition. Regular, specific praise tied to outcomes can be a quick win. Additionally, stop avoiding conflict. Instead, adopt a "me and you versus the problem" mindset, equipping your team with tools to navigate challenges collaboratively and constructively.

Quotes:

“We're looking at emotions as data. If we're angry about something, that means that we need to maybe put up a boundary, make a change, or take a stand.”
“We think EQ takes time. We think it takes time to treat our employees well with that recognition. But it's being proactive because if that employee isn't getting that level of care, that human-to-human connection that you're talking about, they're likely gonna leave.”
“People who have high EQ are 27% more productive than their average EQ counterparts. People who work for a high EQ manager are 50% more inspired, especially in the service industry.”
“Self-awareness is really understanding and knowing yourself. It's about understanding your values, your strengths, and your weaknesses. It's about having an accurate perception of yourself as a leader.”

On last week’s podcast, I interviewed Joern Lindstaedt, SVP of Global Customer Service at Rolls-Royce Power Systems about the service leader’s duty around the “silver tsunami.” Joern shared that he first heard this term last fall at the Service Council Symposium in Chicago and he’s working to determine how best to articulate the challenge within his organization to advocate for the appropriate change.

While the term “silver tsunami” may have been new to Joern, the concept behind it – and the massive challenge it presents for organizations – isn’t new. In fact, the talent gap is a challenge we’ve been discussing on Future of Field Service as far back as the second episode of the podcast (and for reference, we hit 300 last week!). That episode featured Roy Dockery, former service leader, author, and Director of Field Service Research at TSIA presenting a very valid point: we don’t actually have a talent gap, we have an experience gap. Meaning, field service organizations are accustomed to hiring based on previous experience – and while that’s becoming harder and harder to do, there isn’t a lack of talent if we’re willing to work differently.

So, if this is a conversation we’ve been having for at least six years, why aren’t we making more progress in solving the problem?

It’s a good question without a single, easy answer. And that’s because it’s a challenge without a simple, easy solution. Solving the talent gap will look a bit different for each organization but will require all to fundamentally and significantly change how they’ve been finding, hiring, training, managing, developing, and retaining talent. The solution must be multi-dimensional as well as cross-functional – meaning, you can’t make the necessary changes without working with colleagues in HR, training & development, and elsewhere across the business.

It sounds like a lot of hard work, doesn’t it?

It is. And for many service leaders, it probably feels like too much on top of the other fires they’re working hard to put out. And I think this leads us to a couple of the reasons we haven’t made the progress we need to:

Service leaders are overwhelmed and don’t know where to start
The changes needed require collaboration across the business that is hindered by organizational silos
Some are wasting precious time hoping “what was” will return rather than getting to work navigating the what is (and what’s to come)

In our podcast discussion last week, Joern said it very well, “It’s time for service leaders to move beyond the victim mentality and fall in love with the problem.”

He’s right – it’s the only way we’re going to make the progress we need to; dig in and do the hard work. Leaders and organizations that do are going to be leaps and bounds ahead of their competition, because the talent landscape isn’t going back to what was – it’s only continuing to evolve, and service must too.

Exploring Aspects of Action

Good for you if you’ve taken the leap of “falling in love with the problem,” now let’s dig into some of the elements of change that are required. First, determine how to attract a new generation to field service. This starts by uncovering new sources of potential talent to tap and continues by understanding what it is that appeals to today’s talent (and if you/how you can offer that). If you’re interested in an open conversation about what younger talent is seeking in field service roles, have a listen to this podcast I did with Teresa Carneiro, Field Service Engineer at STEMCELL Technologies.

It also means it’s likely time to review your job descriptions, keeping in mind Roy’s wise words above – if you’re still requiring extensive experience, you’re limiting your talent pool detrimentally from the jump off. According to the Stand Out 50 Service Trends report we published last year, more than half (52%) of respondents seek demonstrable skills and capacity for learning but have no experience requirement or have created an apprenticeship/training program that allows them to bring in talent with no experience and guide them through the learning process.

Updating job descriptions with wording that’s free of hard-to-understand terminology and ensuring it reflects perks today’s talent is drawn to is also important. One of the biggest desires among younger talent is flexibility, which historically hasn’t been possible in field service. But with more remote service capabilities and/or some good old-fashioned creativity in how your teams work, it’s certainly possible and something I’d strongly urge you to consider how to incorporate. Daniel Trabel, Director of Field Service EMEA at Thermo Fisher Scientific, spoke with the Future of Field Service Live audience last year in Cologne, Germany about exactly how his organization has made significant yet attainable, and most importantly beneficial, changes to how – and who – they hire.

Attracting new talent is only one part of the equation, though. You also need to consider what must change to keep that talent. Gone are the days of field technicians happily working in one role for 10, 15, 20+ years, so you need to determine instead how you offer career development opportunities paired with career pathing that helps your company retain strong talent while you continue to bring new talent in. Ensuring you have a strong employee value proposition – not only on paper, but in reality – is critical, and this means strong leadership and a good culture.

It's imperative to consider the role technology plays in your overall talent gap strategy. First, if your field operations are inefficient, you are exacerbating your own problem. Having solutions in place that help you optimize scheduling and routing, improve utilization, reduce repeat visits, increase remote resolution, and equip technicians with the insights they need to be successful help to ensure that you’re getting the most value out of the workforce you have.

The role of technology is also crucial in knowledge management, an area of understandable concern for organizations who have high volumes of experienced, skilled employees soon retiring with years and years of knowledge held no where but in their brains.

Finally, with AI significantly changing how employees across every industry work, you need to be thinking about what areas of the service workflow can benefit most from automation and intelligence, while protecting the areas where your employees deliver that “something special”. And this means hiring and training in ways that are aligned to how AI will evolve the skills that equate to success.

Some businesses have had success leveraging the Gig economy, augmenting their full-time teams with independent contractors, which can be another lever to consider. I’ve also talked with some leaders who are considering what the future of talent strategy may look like in terms of the creation of alliances, pooled resources, or an ecosystem approach. While there are a lot of details to sort through in that sort of scenario, leaders who are thinking and looking ahead are forging that future instead of struggling to catch up.

These are just some of the aspects of action organizations can take to address the talent gap. While it can be helpful to get inspiration from others who are working to solve the same problem, the solution starts with – going back to Joern’s wise words – “falling in love” with the problem. It’s the service leaders’ role to translate the stories of what service needs to succeed into terms other functions of the business will understand, and it’s the service leaders’ responsibility to fight for the future. Kudos to all of you out there doing just that!

Do you have other aspects of action you’re taking to solve the talent gap? I’d love to hear what’s working! Reach out via email or on LinkedIn.

Episode 300

In this episode of the Unscripted podcast, host Sarah Nicastro welcomes Joern Lindstaedt, SVP for Global Customer Service at Rolls-Royce Power Systems, who was acknowledged as a Future of Field Service Stand Out 50 leader last year. Joern shares his views on what service leaders must do to navigate the looming silver tsunami.

Joern has over 20 years of experience in customer and product support in aviation, transportation, and power generation. With a career that began in aviation as an airplane mechanic and evolved through various service roles at leading OEMs, Joern brings a wealth of experience in leading global, cross-functional teams, as well as developing and implementing global service support strategies and MRO networks.

If you enjoyed this episode, make sure to subscribe, rate, and review on Apple Podcasts or Spotify. Also, subscribe to our newsletter right here.

Joern - 00:00:00: I learned about the term silver tsunami during the service council event last year in Chicago. And I knew there is something like that. It's like an animal sitting in a bush and someday it will jump. But when I heard those staggering numbers for the US, the amount of people going to retire in the next couple of years, I was quite shocked. So it is something where, okay, everyone knows the demographic change and the boomers going to retire.

Sarah - 00:00:41: Welcome to the UNSCRIPTED podcast. I'm your host, Sarah Nicastro. Today's episode is a very special episode. It is our 300th episode. And I recorded this episode while in London and actually got on and recorded the entire thing without realizing that it was, in fact, the 300th episode that we were recording. So I wanted to add this bit just to acknowledge such a big milestone for the podcast and really to say thank you to the guests, 300 guests that have joined me to share their insights, their wisdom, their passion, their opinions with myself, the Future of Field Service community, and the broader service landscape. It's been an honor to be able to have these conversations. I know I've learned so much from them myself and I absolutely enjoy hearing feedback from our listeners on when they listen, how they listen. Some people take the podcast on their morning walks, some people listen on their commute, some people listen when they're on an airplane and however, and wherever you listened. And however, you got here, I'm glad you are in. And it's an honor to be able to share our guests and these conversations with you. Today's episode is no exception. You will be hearing from Joern Lindstaedt of Rolls-Royce Power Systems. We have a great conversation about how he is taking responsibility and doing his part as a service leader in the face of the silver tsunami. So I hope you enjoy the episode. I hope you will join me in celebrating the milestone of 300 episodes, and I hope to keep them coming. Joern, welcome to the podcast.

Joern - 00:02:45: Thanks, Sarah. Nice to meet you.

Sarah - 00:02:47: Thanks for being here.

Joern - 00:02:48: I hope you had a good break over the new year and Christmas.

Sarah - 00:02:53: Very much so, yeah. With eight and nine-year-old boys, it was a lot of fun. Very energetic, a lot of excitement, a lot of fun. Yes. Some of you may remember Joern spoke in 2024 at our Future of Field Service live event in Cologne, and his session from the event was featured on the podcast, so you may have seen him there. You also might recognize him as one of the recipients of the Future of Field Service Standout 50 Leadership Awards that we did last year in 2024. So he was nominated, selected and acknowledged for the impact that he has had as a service leader. So that's excellent. And that standout 50 acknowledgement correlates into the conversation we're going to have today because it's really about doing some introspection and some deep thinking about what it is that's going on in the service landscape today and how we can really start to not only think differently, but act differently to navigate the challenges that are in front of us to make sure that we're seizing the opportunities that are in front of us. And you have some very compelling thoughts on this topic that we're going to get into today. So before we get into talking about the silver tsunami, just tell everyone a little bit more about yourself.

Joern - 00:04:17: Okay. Thanks Sarah. Well, I'm Joern. You may have heard that from my accent give-as-away. Born in Berlin, and for most of my life, I worked in aviation, so I worked as an airplane mechanic. So basically always in the service industry. I studied aeronautics and worked for several OEMs, including Pratt & Whitney Canada, MTR Aero Engines, and Rolls-Royce. Always in service roles, service function, very service operational. And exactly six years ago, I swapped planes for ships and trains and other products of the power systems portfolio. And I really enjoy it. It's the role I have, really focusing on day-to-day customer and product support, sheet service. That's, I think, how we connected. Training, very important. 24-7 support. So all the very essential service delivery functions and tasks a service manager can deal with day by day. And I can tell you, swapping from aviation to an industrial side, I never had a dual day in those six years. And it's really an amazing job.

Sarah - 00:05:27: Wonderful. So the silver tsunami topic that we are speaking on today, it's a very multifaceted challenge for service leaders to work through. And I want to start by just defining a bit some of the layers of the challenge. So to start, can you just describe in your words what we mean when we say the silver tsunami?

Joern - 00:05:49: Okay. So for me, actually, I have to confess, I learned about the term silver tsunami during the service council event last year in Chicago. And I knew there is something like that. It's like an animal sitting in a bush and someday it will jump. But when I heard those staggering numbers for the US, the amount of people going to retire in the next couple of years, I was quite shocked. So it is something where, okay, everyone knows the demographic change and the Boomers going to retire, many of them retired. You can go ahead with the Gen X soon that we need to deal with. I personally looked at the numbers for us. It's not that dramatic, but it will come. And I started in Chicago. Imagine we waves. When it comes in waves like a tsunami. First, the stuff goes away, the water. And then the huge waves of problems come in. And actually, the term describes the problem quite well. Because nobody can walk away from that, right? It's so huge and this is nothing a single company can just deal with on its own. It needs new thinking, new approaches to actually deal with it. And in this case, come out better than before. It has so many impacts on so many levels and fronts. I guess we talk about this in more depth.

Sarah - 00:07:22: Yeah. No, and I'm glad you mentioned that you heard the term first at The Service Council Event last year, because I shouldn't assume that listeners have heard the term. So in the field service arena specifically, and probably, maybe not probably, perhaps in the US more so, it's a term that's been used over the last five years, maybe longer, talking about this looming issue of how many people are going to reach retirement age at one time or in a condensed period of time. And so that's essentially what we're referring to when we say silver tsunami. But when we think about field service and service specifically, can you talk a little bit about what are some of the facets of that challenge? So obviously, there's a lot of people leaving the workforce in a short amount of time. That's one. What are some of the things that compound that?

Joern - 00:08:21: Of course, service really relies on highly skilled labor and technicians, right? And the loss of workforce also means loss of skills, experience. I mean, each company can make the math how many thousands of years will disappear in the next couple of years. And that skill and experience somehow, it's not easy to transfer, right? So even if you get in the younger generation, it will take time to bring it up to that level. So that will mean, and obviously not only for the business to deliver the business plans, there will be a lot of disruption. There will be disruption in the teams, in the organization, because also team dynamics will change the, let's say, institutional knowledge will get lost. Each of the people had their own network, so to speak. So for me, this is something, A, you got to deal with it, and B, it's not just like a battle for talent. And B, the quickest shark in the pond and grab the talent, it's really a big strategic item each company has to deal with on sea level and to address many areas starting from HR, right? So what is our culture and brand? How do we want to approach those new generation of employees? Which, by the way, also the new generation on the customer side, right? And what's career development? I certainly don't see like in field service that you have an apprentice and then you work through 40 plus years as a technician. So what are the career development plans? What are the flexibility we give to those employees? And with that, other aspects come in, right? Employee experience, so to speak, will be very important. The use of Gen AI. So where do you use Gen AI? Of course, where you can improve the employee experience, like in planning the job and enabling more remote services. And I don't know who said it. I think it was in Cologne. If a technician can do his job, his work in a coffee, on a laptop, in his Birkenstock sandals, and can help the customer immediately and not just sit and jumping in the car and driving to the customer side, only then to learn that he could have done it remotely.

Sarah - 00:10:50: Sure.

Joern - 00:10:50: Or if he had to go there, that he's missing parts and other things. So that's important, right? So make that job and employee experience better, because I've fundamentally believe that a great employee experience is fundamentally important for customer experience.

Sarah - 00:11:08: Absolutely.

Joern - 00:11:09: Then I also think less is more. If you listen to a TOMRA and the leadership there on the service side, they actually want to really reduce the amount of sheet service jobs. And while in our industry that's not really possible, or I don't really want it to that scale, it allows us to think and really say, where can we do more kind of use of connectivity, monitoring, transfer the maintenance programs into more like an on condition type of maintenance regime. And with that also reduce maintenance costs and disruption for the customer. Because if I ask 10 customers in my area, either aviation or marine, everyone would repeat the same what's important for them. It's availability, uptime, and the slow cost of life cycles. And that's equal for most of the industries, right? So we also have to think about the less is more approach in the future.

Sarah - 00:12:12: Yeah.

Joern - 00:12:12: Other aspects, maybe training. It's often the first experience for people onboarding. So to really invest into e-learning hybrid. And especially, and maybe one thing, which is another kind of, not the silver tsunami, but the technology tsunami, right? So, hybridization and electrification is changing in a speed which hadn't been seen before. So, in the past, there were mechanics, right? And there were weapon engines, etc. And now we need people with mechatronics, electronics, pro-electronics, high voltage. And you really need to know your stuff, right? It also has implications with regards to health and safety. And so, it's that basically there are more waves coming together and overlaying each other. And that's certainly a big challenge.

Sarah - 00:13:05: Yeah. No, absolutely. So to your point, it isn't just about the fact that a lot of people are going to be retiring. You have combined in that that in the amount of time those folks have been in the workforce, we haven't always been doing a good job of capturing their knowledge. We haven't necessarily been leveraging technology in a way that that's been documented and is accessible or usable by other folks, right? And so they're leaving with all of these skills and knowledge that really only exist within them.

Joern - 00:13:35: That's so sad, right? After 40 plus years, some of the technicians go, they have such a knowledge and nobody really in like a structural fashion asked them about the input, download your experience and they're just gone. And it leaves them also empty. And that's also something which is on my agenda to see how you can do a pairing up like a mentoring type of relationship with the younger generation, send them out together on jobs in effect and even use them for the e-learning for the training where you say, oh I need to explain something to somebody. Then you have the school book that that the manuals and then you have like the tips and tricks of experienced technicians. And so that's on my radar to more put it into a structural approach.

Sarah - 00:14:26: Yeah. And then one of the biggest factors that is exacerbating this challenge is that we don't have talent coming into these roles at the pace that we need to replace them. And like you said, there's the technology tsunami alongside, right? So the way that we can and arguably should deliver service is changing in addition to the workforce landscape. So what I want to do is talk about some of these areas of responsibility that service leaders carry to navigate the silver tsunami. So the first thing I want to talk about is avoiding a victim mentality. You phrase this as falling in love with the problem. So can you talk a little bit about what you mean by that?

Joern - 00:15:14: They're just saying falling in love is a problem rather than the solution. A lot of in the service arena where people have lots of experience and for every possible scenario, they think they have an answer. It's basically really to take a step back and take time to think it through because it's so many layers. It's just not a battle for the talent. And if you have that battle, how do you need to go about this? How do you even praise? I think in Cologne, we had someone talking about how do you actually make your role advertising stuff on what criteria you hire them. So the problem is much bigger than just like, okay, I have less people. Okay, it's not my fault. It's big demographic things. I can't change that. And after the Second World War in the 50s, despite of birth rates, but it's an issue, right? In all markets, the science are really good that the industries can grow, right? And the thing is, if you don't really pay attention and go into the details, service could in the rows, to be honest. And so it can have a business impact for those who was not addressing that. And that's why I think it belongs into the C level, because even if you manage it practically somehow with outsourcing, even this outsourcing, then you increase the cost because it's not cheaper, right? And in the same instance, you really need to think, if I go for outsourcing as a route to mitigate some of these effects. Then you should also ask, okay, what tasks, what things do I outsource? So what is the core competence I want to maintain? What are the transactional service jobs I want to maintain with me? Because it has to do also with something with keeping the customer relationship and not just like outsource everything and then be totally disconnected by the operators. And last but not least on the problem, the thinking I said earlier, I don't think something massive like that each company can solve on its own. I think you also have to talk about collaboration across industry, collaboration with colleges, universities, with training academies. Maybe there are ways to bundle those training academies and really attract talent in a way that they really want to work in service. And what is a potential career path for being, let's say, moving from field service then into service management and into company management positions? Because I think what I also learned in Chicago is that's not only the silver tsunami, which is happening, also the younger workforce is not staying as long. So we have to double whammy of talent exiting after five to 10 years. And so that basically reflects that we have to address the needs of that generation.

Sarah - 00:18:26: So one of the things that becomes important in service is for the service leader to act as a conduit within the business between the service function, HR, and executive leadership. So can you talk a little bit about the responsibility to bring these parties together and help them understand the layers of what this challenge is and what it means for the business?

Joern - 00:18:50: The C-level leaders and executive team leaders, of course, they need the story, but they also need facts and figures. So basically, you have to describe the problem. So for which functional areas, for which skills, how does it look like for your particular company? And basically, as people go out, then the experience, how people come in through apprenticeship programs, through universities, etc. Then basically, you show the growing problem in the next years, which if you do the nothing case, would likely increase the risk of not delivering the business plans. And that's true for every company. And you grab their attention pretty quick. And because of those multi-layers, because it's not just like in service, in service and field service, it's very obvious. Right now, it still goes through each of the company function. It will not just stop in service and then purchasing or engineering. You don't have the same issues. You do have the same issues there. So it needs basically sponsorship by the C-level because it's like it's not a project, right? It's not a silver tsunami project. It's something where a company fundamentally needs to address that. And I call it riding the waves of the silver tsunami. So how do you ride it? What are the strategies to come out as a more resilient company and make the problem to more like hey guys, it's actually an opportunity, right? If we do it right. Because you want to, basically now we need the future employees and we want them as long as possible to stay with the company, right?

Sarah - 00:20:42: Yeah. Now, you touched on this a bit earlier, but let's talk about the need to prioritize solutions for knowledge management and also be a bit more inventive about how we might leverage our aging talent longer or in different ways.

Joern - 00:21:00: There are two aspects. One, we're already doing, and it's what we introduced last year. It's a new e-learning platform for technical training, but we also will use it for sales and service management. But on the technical training, we went back to very experienced technicians and went through and creating those e-learns together with learning management, because I haven't put it more like the editorial, the content type of work. And then we did videos for key tasks, with their help, and capturing that knowledge in videos. And those will never go away, right? And you do tips and tricks, safety topics. So I said, okay, there's a pound. The manual would say remove the pound, but they would say, okay, be careful. The pound is 15 kilos, so you need to kind of protect yourself and be ready. There's like some weight coming. And they felt it, and it was quite good. So they see that this is like, it's already capturing their knowledge, and they're happy to support it. And that's ongoing. And we have a couple of thousand customers, what technicians from our network now owns on that platform. So it's quite good. The learning we is changing from in the past, okay, you have to send people to Singapore, to Germany, to the US to do a training course. And now they can even prepare online. They do the testing and exams. And then when they come to a training, and e-council training, they can address the knowledge gaps, et cetera, and really accelerating actually the onboarding of

Sarah - 00:22:39: people.

Joern - 00:22:40: And the others are really what I mentioned earlier, which I haven't done really yet, but it's more like a mentoring program and buddy system pair people up. Where you bring on the older generation with the younger generation. It would be good that the pairing is based on sympathy and rightness, like it also needs to kind of click even to a point where you would think, hey, do you maybe need to, like in Germany, with 65 or in the future, 67, the contract stops. You can't continue to work like in other areas of the world where you can continue to work. So it's like if people are fit and want to work, so what is the framework that can still contribute and contribute with their expert know-how? And that's how we have to work with our global network and with human resources to come up with respective approaches, right? I mean, a lot of these people, I found it funny when I had a post on LinkedIn on the silver tsunami following the Chicago visit. And I had like a general eye doing the picture of the guy retiring. He had actually a smile on his face. I didn't put in the proud thing, the smiling technician, but what it told me is, hey, the guys can look back at a very fulfilled life, stressful and sometimes really crazy at times, but a very rewarding job, right? They leave behind and they should also enjoy their retirement. But for those who really want to continue to contribute and whatever means, I think we should give them an opportunity, right?

Sarah - 00:24:26: Yeah, another example that I've seen when you pull in what's possible from a technology standpoint is companies leveraging remote assistance or augmented reality solutions. So instead of what you're saying, having a one-to-one mentorship, you could have an older technician in the office or even at home who can virtually connect with three or five technicians every day. So if they get stuck, they tag that person in to see what they see and walk them through it, etc. That's one of the overarching points in this conversation is there are so many potential solutions and parts of the solution that you just have to be willing to think differently and explore and try new things. Speaking of that creativity, we talked about the fact that updating job descriptions or changing the way that we describe or market these roles certainly isn't the solution in its entirety. But we do need to continue to push to be more creative about how we attract new talent into field service. What are your thoughts on what this might look like or what people should be thinking about or trying to get more of the younger talent interested in these careers?

Joern - 00:25:48: It starts with speaking to those generation. I'd go out to the colleges, the schools and talk about that those are the jobs out there and how interesting they are and actually travel the world and be kind of supporting customers. Last year we did a program where we have like in Germany like an apprenticeship program which then goes for three years and but every country has such a like an apprenticeship program. But in that way and then from time to time, we put like experienced technicians. And they talked about the jobs. We took people on a voluntary basis out into the field. And with that we actually recruited three times more of the apprentice who finished for service that's been in the past to really talk about it, listen to them, what's important to them and then what type of flexibility they need. And with that, it put then you can talk about what roles we need, right? So we started creating a hybrid role where we say, okay, what is the relation between working at the customer and at the system in turning branches where it was working from home in the past? There's always like a percentage level. Boom. You have to work with the customer and utilization is the most important KPI for a technician and you need to have a utilization of 90%. So we have to ask ourselves, what does utilization consist? Is it just turning branches or is it actually solving a problem for a customer? And how you do it, it's totally different. So you have to break through some of the older kind of KPIs and methods and really give it a new perspective. And I think if there's discussion, if you always go back to what does the customer need and what makes a company more efficient, often it doesn't conflict with what the new generation, what their expectations are. So what you said earlier, the ability to work remote, remote assistance and remote troubleshooting, having expert joining those sessions, because I think like chatbot, I'm not a big fan in private life using a chatbot, right? I'm very picky. And so, but the younger generation, they use chatbot all the time, but also in customers, they would be more. Open to use those type of new technologies. So, hey, we should look into this and see in the next years where Gen AI can help us planning the jobs. If the planning of field service is so, the results are so disruptive. And this is like a pain in itself, the traveling and the way we're doing it and pushing too much in and always be with the back against the wall. Nobody wants that. And that's why I'm also very happy that we signed up this IFS on a workforce management. So reintroducing that in the next couple of years, that is also part of the employee experience. And all that together, the employee experience, the customer experience, use technology on purpose to make that better, have a career opportunity for them that they can grow and choose technology. Okay, instead of 10 jobs a week, now you can do 12 or 13 jobs a week. And by the way, you do it until you retire at 67. I mean, how many kids really volunteer? I want that. I don't think so.

Sarah - 00:29:29: Yeah, it's a really good point. I mean, it's looking at the bigger picture. I did a podcast last year with ABB and they talked about some of the specific applications within their service business for augmented reality and AI. And the time they've gained back from that. And he mentioned specifically, not just allowing the company to absorb all of that time to expect more, right? But to give some of that time back to the employee. It's the shift in thinking from just the short term, how much can we wring out of people to the longer term? How can we create a balance where we're hitting the productivity we need to? We're making our customers happy, but we're not doing it to the detriment of our employees, because we know that they're not going to tolerate that, the younger talent, they're not going to stick around, right? And then to your point, the importance of just acknowledging that it's very unlikely to have young talent join and expect them to stay in a role for 10, 15, 20 years the way that has been normal, right? And so it goes back to the point you made about not taking a victim mentality. Sometimes where companies get stuck here is that rather than accepting the problem and deciding to see it as an opportunity. They spend time thinking, I wish it would go back to the way it was, right? And it's just, it's futile and it's not going to, right? So we really need to do things differently. When it comes to the technology piece, you just talked about some of the things that you are doing to take these important steps. And to your point, particularly, let's talk about the workforce planning. It's a good point because when you're thinking about something like utilization, it can also be very common for the company to focus on maybe where the employee is falling short. But there's also a responsibility from the organization perspective of have we invested in the right tools to make our operation as efficient as it can be, right? That's a conversation on both sides. When it comes to how you're looking at technology's role in this overall puzzle, though, are there things that you keep in mind in terms of the way to leverage technology well? And in a way that will benefit everyone versus looking at it the wrong way or either rushing or expecting that you can replace the workforce with AI. Like, are there certain things that you kind of think through in your own filter of where technology can help in this conversation?

Joern - 00:32:17: I mean, when I talk about technology with purpose, the purpose comes from A, delivering an outcome to a customer, to a partner, whatever. But then also that delivery, that it's really at the point to the cost on time and smooth. And the field service teams, they all have the knowledge how it works and what can go wrong and how many dots you basically have to connect to actually have that great experience from the customer and employee experience. Being on time, being there, the sun is shining, the parts are there, the tooling is there, and the scope is clear. And if you need support, you get the backup from the headquarter with remote assistance and connecting the dot. That is where the Gen AI and the technology can help to basically with the thousands of jobs each of us has to plan over a year with that complexity, the scheduling changing. You need the assistance of really technology of tools to help making the right decisions, because right now it's people sometimes just sitting in front of an axle or a whiteboard. And making those assignments and then trying to manage that complexity with, okay, it's that job. What skill do I need to have to do this? What visa or whatever other kind of legislation requirements, export control? So the world is getting more complex. The technology is getting more complex. And to really deliver excellence in these days requires that we get help and that we do a proper planning and it's seldom the quality and the way of the wrench turning. It's basically do all things count to place when required and then have that dynamic scheduling planning tool and which includes the customer, right? So sometimes you maybe do you have the technician, but you don't have a part in their region. And then you say, okay, it's not Monday, but I will be there Wednesday and you can count on me. And he says, okay. Or for scheduling, hey, I'm there. Something happened. And the customer says, I need to deploy technicians immediately. Okay, get the data and say, hey, and one week we have downtime planned anyway, and you can still go on until that week and your operation does not be at risk. Have that conversation, but you need information and data and help to have that conversation with the customer.

Sarah - 00:34:56: Yeah.

Joern - 00:34:57: And their technology plays a role. And if that in the end helps too. Have less stress and make a job. In time and no overtime and maybe have half an hour time to have a conversation with the customer, then that's a good investment in technology, but not in a way, oh, it looks great and it's kind of the sexy label, right? Hey, look what we can do. Okay, so why do we need this? And raised us what's in for the customer, what's in for the employee. Employee, if they don't like certain things, they can, there's the saying, culture eats strategy for breakfast. If they don't like certain things, they will find all means to stop it. So we were always very hand in hand when we introduced new solutions with people who are actually doing the job, right?

Sarah - 00:35:51: Yeah. And I think that's what it comes down to. I love your point about technology with purpose, right? And you mentioned at the beginning of our conversation how strongly you feel that a positive employee experience leads to a positive customer experience. And I think that's the mentality that some lack when they're not necessarily taking that part into account. I attended Field Service Europe last fall, and Marco Hugo Gutierrez from Tetra Pak did a great presentation where he talked about company performance or company financials, customer experience, and employee experience making up a triangle. And his point was, if you take any of those three out of balance, it crumbles. You have to think about every decision you're making, every strategy you're putting in place, every investment, et cetera, through the lens of all three of those factors. And I think in a lot of ways that's similar to what you're saying is it's important to keep all three things in mind when you're thinking about not only the technology piece, but how to solve this overall problem.

Joern - 00:37:04: And as it stands here, keep it simple. In service, you have to keep things simple and really keep asking the question, what does the customer need? What's important? Where should we focus? Can we look at processes and ask them, do we need to continue doing these processes like that? Or can we review it, script certain paths, be faster? And yeah, I totally agree what you just said.

Sarah - 00:37:31: Yeah, more is not always more. And the last thing I wanted to talk about in terms of the components of navigating through this challenge is how imperative the role of the service leader is in this sort of transitional phase in our industry. So thinking about how we work through the waves of this tsunami, how do you view the role of the service leader?

Joern - 00:37:57: Well, A, there is the recognition that there is an issue. And basically, in service, you can, I sometimes say, we work for yesterday because there's always like so much work that you can work 24 hours every day. So basically, acknowledge that there is this issue, put the numbers behind, and then really take time to deal with it personally. So it needs a personal commitment to address the issue with the teams, with your peers, and also with the exec teams. And that takes time. If you just duck and say, well, I'm so busy with delivering the day-to-day business. I mean, look at myself. I have 10 years to go. But also, one part of my role is to look at the new generation and say, who can do my job in the future? That means also, okay, if you need more time, then delegate to the talent who can one day maybe go into your footsteps and invest time because that's what you need to do. And then just go through the stacks of data and making a projection of potential impacts and what do you need. Because if you go to the C-suite and say, hey, we have a problem. I say, okay, we see the problem. It's obvious. Okay, so what do you need? You need to have answers. And so you need to come up with proposals. You need to work out the proposals in like really cross-functional, cross-regional way. Because if a tool spits out certain numbers, you really, again, have to invest. And so how's it looking in the US versus Germany versus Asia, right? And it's time you need to invest. So that would be my ask to all service leaders to not duck away and to address it, deal it, and act now.

Sarah - 00:39:43: Absolutely. Sarah, if you look over the next, let's say, five years, okay, what are you most excited about when you think about the landscape of service over the next five years?

Joern - 00:39:55: I think it's, again, to learn that we have to bring in a new generation on board who's then dealing with the future technology. We are just putting in place everywhere because the service you do is basically on staff which is out in the field, right? So normally when you bring in new products, it will take some time until they become more service intense. So it's the technology and the onboarding of new talent. It's the use of technology with purpose. And again, it's the responsibility of a service leader to also look at those and say, I need those solutions going forward and talk to IT and make sure that they then look jointly for solutions, that you get the budgets agreed for the next couple of years, right? So long-term thinking. And then I think what will be important to really get your grips behind how that future ecosystem look likes. And ecosystem is what are you doing? What are your partners, partner network doing? What are the customers? Where are all the IT landscape and digital landscape? How it fits? How is everything connected and draw, that's what we do right now, draw the future, that ecosystem where it's like how customers request coming in and how do you bring all that together? And that's going to be exciting.

Sarah - 00:41:27: Yeah, very much so. I really appreciate you coming on and sharing. I admire the passion that you have, not only for falling in love with the problem, but for really taking control of the role that you can play in your organization and even sharing knowledge with the industry for moving this forward. So I only wish everyone was so excited about what they can do and what's to come and really appreciate you coming on and sharing.

Joern - 00:41:55: My pleasure. And with that, your role, you having this Future of Field Service podcast is also very important because that gives us an opportunity to reach out to our peers, industry peers, and discuss those items.

Sarah - 00:42:11: We're all stronger together. So thank you for that. You can find more by visiting the home of the UNSCRIPTED podcast at futureoffieldservice.com. The podcast is published in partnership with IFS. You can learn more at ifs.com. As always, thank you for listening.

In an era when field service finds itself in a sea of constant change, what does it take for a leader to swim rather than sink? The recipe for success is far different today than it was even a handful of years ago – and only continuing to evolve. I sat down recently with Roy Dockery, former service leader, Author of The Art of Leading, and Director of Field Service Research at TSIA to talk about the state of service and what it means for leaders. With his multi-faceted experiences, Roy brings a unique perspective to the conversation and offered some excellent advice.

Kill the Culture of Complaining

Roy’s first point is simple and clear, but potentially harder than it may seem: service leaders must stop complaining (and teaching their teams to do so). “We have to kill the culture of complaining. In service we speak a different language, so we tend to get frustrated that other people don't hear us,” explains Roy. “So, within your organization, you create a culture of complaining and it creates a disconnect. You think you're just venting until you start seeing it become a tangible part of your organizational culture.”

This culture perpetuates the siloing of service and Roy also believes it leads to attrition. “It's normally the new technicians leaving and the reason they're leaving is because of this culture of complaining. Everyone's losing their one- to two-year technicians because they're being poisoned by a culture of complaining,” he says. “It also keeps talent from being interested in other functions of the business. If you can create a culture where people want to stay, you develop leaders that vertically move up, but it's also going to create a culture where your people move horizontally, which I call spreading field service DNA. When I worked at Swisslog, we wound up having field service people in engineering, in the warehouse, in sales, in customer success. So now I have someone in customer success who understands me; I have someone in sales who understands me. But if you make it ‘us against the world,’ which a lot of times we do, you don't get that growth. You create an environment where people tend to leave, especially if they're new, because it doesn't feel healthy, and it doesn't feel productive.”

Become a Translation Engine

Start by cutting the complaining and then take action to help change your organizations’ feeling of being misunderstood. How? Learn a new language – or, as I suggested in my 2025 predictions, get better at storytelling. “As leaders, we have to learn everyone else's language. We've got to be the Rosetta Stone, and then we've got to take the concerns of our organization and go effectively communicate them to those teams in their language so that our team feels heard,” says Roy.

And not only the challenges, but the opportunities as well. We know service is in such a unique position in the company to understand customer needs, to see new potential, to contribute to product development, to sell, and so much more – but if service leaders can’t position all of this in a language the broader business leaders understand, they continue to feel isolated and frustrated.

“Most field service organizations do not report directly into the CEO, so we're often outside of the C-suite table. But we have to learn how to speak C-suite. We've got to know how to speak to everyone upstream from us, or, as I like to say, field service should be a Rosetta Stone,” says Roy. “It doesn't matter what's going on, I should be able to take a problem to the CTO, the CFO, the CEO, the COO and be able to translate it to them in a way where they can take action on what I'm saying.”

Taking the time to understand the key objectives of the business is imperative, and then work on being able to translate what’s happening in field service – the challenges and the opportunities – into a language aligned to those objectives. And keep in mind that every company has a common interest – customer satisfaction. Use this common interest to help create a common language.

Be a Forecaster, Not a Firefighter

“Field service is a reactive organization by nature. Our teams should be reactive – our teams should be the firefighters. We, as the service leaders, need to be forecasters and not storm chasers,” urges Roy. “A lot of us come from that, a lot of us enjoy that. We tend to lean more towards getting into the tactical, getting into the problem resolution. But we need to be strategic.”

Protecting the space to do the forecasting versus the firefighting is the only way to start to bridge some of the silos of the business. “What we actually need to do is get into what we're talking about and look across the silos. You need to go forecast and say, hold on. Our sales department just got a 30% revenue increase target. Our product team just got told that they need to make three new widgets in the next two years and say, how does that affect us? How is that going to affect my headcount? How is that going to affect my employee training?” explains Roy. “Or we're already seeing the decline. We got a bunch of people retiring. Instead of waiting and then reactively saying, hey, HR, I need a bunch of people. Let's develop your own workforce strategy and say, I need some apprentices. I need entry-level positions. I need people to start coming in and shadowing my senior employees because I don't want to lose this knowledge.”

This strategic work is ultimately what will help the service function get its spot among the C-suite. “You need to be the person that's at the helm saying, okay, where's the CEO trying to go? Where's the organization trying to go?” says Roy. “We’ve got to be more intentional about pulling ourselves out of our natural inclination to be technical and into the problems. Look at the company as a problem and say, what is the field service solution to the company's problem, not the customer's problem? Let your team deal with the customers’ problems. Shift your view to the future because that keeps you learning. It keeps you engaged. It keeps you jumping into those silos.”

And as AI is poised to take every industry, including its service function, by storm - that strategic work is the work that holds greater value. If your goal is to swim not only through 2025, but for years to come, stepping back from the work of fighting fires and embracing the need to do more thoughtful, creative, strategic forecasting is a must.

Are Shared Resources the Future of Service?

Are Shared Resources the Future of Service?

Share

Episode 304

Watch the episode here:

Episode Highlights:

Stay Connected

Related Content

Building Change Resilience from the Inside Out

From Field to Remote: How One Engineer Redesigned His Career Without Leaving the Work He Loves

How AI and Connected Security Are Enabling 95% Remote Issue Resolution at Fenway Park

Most Recent

Building Change Resilience from the Inside Out

From Field to Remote: How One Engineer Redesigned His Career Without Leaving the Work He Loves

Lessons in Commercial Excellence in Digital Energy Services at Schneider Electric

Triage and the Shift Left in Field Service

Triage and the Shift Left in Field Service

Share

Stay Connected

Related Content

A Masterclass in Articulating AI's Role in Field Service

ICYMI: The Top 10 Podcasts of 2025

2026 Sneak Peek

Most Recent

Building Change Resilience from the Inside Out

From Field to Remote: How One Engineer Redesigned His Career Without Leaving the Work He Loves

Lessons in Commercial Excellence in Digital Energy Services at Schneider Electric

Balancing the Opportunity and Risk of Automating Service

Balancing the Opportunity and Risk of Automating Service

Share

Episode 303

Episode Highlights:

Stay Connected

Related Content

Lessons in Commercial Excellence in Digital Energy Services at Schneider Electric

AI Isn’t a Strategy (& 6 Other Realities Service Leaders Can’t Afford to Ignore)

AI in Action: Less Chasing Trends, More Creating Value | UNSCRIPTED

Most Recent

Building Change Resilience from the Inside Out

From Field to Remote: How One Engineer Redesigned His Career Without Leaving the Work He Loves

Lessons in Commercial Excellence in Digital Energy Services at Schneider Electric

Apple is Cashing in on the Value of Service – Is Your Business Doing the Same?

Apple is Cashing in on the Value of Service – Is Your Business Doing the Same?

Share

Stay Connected

Related Content

A Masterclass in Articulating AI's Role in Field Service

ICYMI: The Top 10 Podcasts of 2025

2026 Sneak Peek

Most Recent

Building Change Resilience from the Inside Out

From Field to Remote: How One Engineer Redesigned His Career Without Leaving the Work He Loves

Lessons in Commercial Excellence in Digital Energy Services at Schneider Electric

WBR Weighs In on The State of AI in Field Service

WBR Weighs In on The State of AI in Field Service

Share

Episode 302

Episode Highlights:

Stay Connected

Related Content

A Masterclass in Articulating AI's Role in Field Service

ICYMI: The Top 10 Podcasts of 2025

2026 Sneak Peek

Most Recent

Building Change Resilience from the Inside Out

From Field to Remote: How One Engineer Redesigned His Career Without Leaving the Work He Loves

Lessons in Commercial Excellence in Digital Energy Services at Schneider Electric

The Neuroscience Behind Why Modernizing Field Service – and Field Service Leaders – Is So Complex

The Neuroscience Behind Why Modernizing Field Service – and Field Service Leaders – Is So Complex

Share

Stay Connected

Related Content

Building Change Resilience from the Inside Out

From Field to Remote: How One Engineer Redesigned His Career Without Leaving the Work He Loves

How AI and Connected Security Are Enabling 95% Remote Issue Resolution at Fenway Park

Most Recent

Building Change Resilience from the Inside Out

From Field to Remote: How One Engineer Redesigned His Career Without Leaving the Work He Loves

Lessons in Commercial Excellence in Digital Energy Services at Schneider Electric

The Most Common EQ Missteps (And What Works Instead)