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Business Transformation

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My day started in the normal manner — start my computer, go get a cup of coffee, come back to the Windows 3.1 boot screen, enter my credentials and make a lap around the office spreading my morning cheer. The final leg of my journey would be to connect to our local file server and begin my work. However, today was special, I have been asked to explore the Internet. Some of our competitors had…

I was on vacation last week sipping a Pina Colada by the pool (OK, wrangling toddlers is a more accurate description) when I read the news that Salesforce had acquired ClickSoftware. To me, this signals exciting times for any of us involved in the world that encompasses field service. A function that was once viewed as a cost-center, and often an afterthought, is getting its turn to be recognized as the wealth of opportunity it…

 Joe Pine, Author of The Experience Economy: Work Is Theatre & Every Business a Stage and Cofounder of Strategic Horizons, talks with Sarah about how companies can differentiate service (the “what”) by thinking more strategically about delivering experiences (the “how”).    

Field service organizations historically haven’t been known to be very agile, and the reality is that many likely still aren’t. That absolutely must change, though, and in short order. Gone are the days where set-in-stone processes, siloed strategy, and outdated technology can help you just “get by” and do what you’ve always done. Companies that refuse to evolve will simply cease to exist in today’s competitive landscape. As service becomes viewed more strategically and recognized…

I had the good fortune of interviewing Joe Pine, co-author of The Experience Economy: Work Is Theatre & Every Business a Stage and Co-founder of Strategic Horizons, this past week for an upcoming episode of the Future of Field Service podcast. It was such a good conversation that not only could I not wait for you to hear some of Joe’s wise words, but it was worthy of a written post as well to really…

Regardless of its exact origins, the fact remains that many organisations of varying shapes, sizes and industry sectors still rely on balanced scorecards to drive their operational performance. Let’s consider some of the main takeouts and benefits of the approach: Measure what you want to manage Kaplan and Norton’s 1992 article opens with the phase “what you measure is what you get” highlighting the need for a balanced presentation of both financial and operational measures.…

For businesses competing in the service space, it’s easy to get caught up in managing your workforce, routing, and order management, but just as important is how serviceable assets and parts move both to and from a customer’s site. Organizations have struggled with mapping and managing Reverse Logistics in the past, but new technologies and a thoughtful understanding of your business makes these processes increasingly manageable, leading to a state of relative maturity among reverse…