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November 1, 2021 | 4 Mins Read

What Story is Your Service Telling?

November 1, 2021 | 4 Mins Read

What Story is Your Service Telling?

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By Sarah Nicastro, Creator, Future of Field Service

Last week I had the pleasure of speaking at the IFS Connect Benelux event in Cuijk in the Netherlands. As a funny aside, if you’ve never been to Cuijk it is a small town about that is a two-hour train ride from Amsterdam. When I arrived at the Cuijk train station, I looked around for a taxi stand and, not seeing any cars, popped into a small café to ask where to hail a taxi. The manager laughed out loud at me; turns out that an American woman asking for a taxi in the small town of Cuijk is not only an uncommon occurrence but also mission impossible. The helpful gentleman called three taxi companies before informing me that it just wasn’t going to happen – then kindly offering to drive me to the hotel himself. You can’t tell me there aren’t wonderful humans all around us!

Anyway, I was asked to give a keynote at the event to add some context to the IFS Moment of Service message, which I was happy to do because it’s a message I believe very strongly in. To me, the Moment of Service represents a wealth of opportunity for businesses across industries and geographies – not just today but tomorrow and into the future. 

The Power of a Moment

You’ve likely all heard the quote from Cesare Pavese, “We do not remember days, we remember moments.” As such, the moments you interact with your customers – your moments of service – are a powerful and unique opportunity for you to tell a story. We know that today’s customers are less and less interested in buying products, or even services, and more interested in experiences, outcomes, and peace of mind. Customers aren’t attracted to WHAT it is you do, but the story of how what you do HELPS them. 

So, the moment of service, at its core, is an opportunity you have to tell the story of your company, your brand, and your value. If you think a bit further about storytelling, you consider the initial objective which is to create something compelling that will capture the attention of your audience. This makes me think about delivering today’s moments of service – what story are you telling that will capture your customers’ attention? Perhaps it’s a story of reliability, of simplicity and ease, or of impression and brand identity. 

But storytelling isn’t just about capturing an audience’s attention, it’s also about keeping their attention. And this is where innovation is key – you have to be thinking ahead about what story your customers want from your business next month, next year, and beyond. Maybe that’s a story of outcomes – where you provide a guarantee to your customers of how you will alleviate a challenge or meet a need they have. It could be around insights – how you’ll leverage data and your unique knowledge to provide your customers with a perspective, or training, or context that will help them in new and different ways. It’s most certainly about trust. 

The majority of companies I speak with today have a goal of moving beyond product manufacturer or service provider and to the status of trusted advisor with their customers. To put a world of transactions behind and a focus on relationships in the forefront. I came across an article not too long ago from David Myhrer of IDC that I really enjoyed, talking about how much of Apple’s success as a brand is built on trust. He says, “Brand trust is the foundation which allows Apple to continue to thrive, expanding into adjacent and stretch categories, fueling continued growth and profitability. With each positive experience that consumers have with Apple, with each need fulfilled, across its many products and services, this trust is reinforced, the result of a virtuous cycle. These deep relationships with consumers drive exceptional loyalty and superior conversion rates throughout the Purchase Funnel, making Apple stickier with consumers and less likely to even consider competitive alternatives.”

Whatever the unique characters and themes of your story, trust must be an integral part of the storyline. And while Apple is a consumer brand and many of you reading this don’t work for consumer-facing companies, the overall message is the same. And your moments of service are powerful, and critical, opportunities to tell your story and to build the trust that will create customer engagement and loyalty to carry your business from what it is today to what it will be in five years’ time. 

So, please, understand the power those moments hold – and the importance of the story you’re telling. I truly believe it is foundational to your success. If you need some inspiration on how your peers are differentiating through their own moments and stories, come and visit us at www.futureoffieldservice.com.

October 29, 2021 | 4 Mins Read

Optimize your Candy Collection to be a Halloween Service Champion

October 29, 2021 | 4 Mins Read

Optimize your Candy Collection to be a Halloween Service Champion

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By Tom Paquin

As I mentioned last week, I am a Halloween enthusiast. When I’m not forcing my wife to hide her face at scary movies, or shoveling pumpkin seeds and pulp into a bowl, I’m thinking about ways that I can traumatize my young neighbors with home haunts and giddy little frights. So if there’s a holiday season worth spilling ink onto across two consecutive weeks, this is the one for me.  

So, having discussed the most explicitly service-oriented spooky movie imaginable last week, where do we go from here? Rather than talk about another pop culture property, let’s talk about what is truly (at least here in the USA) the reason for the season: trick-or-treating.

I, for one, am very excited to take my daughter trick-or-treating. Of course, my daughter is six months old, so we will not be doing that for a few years at least. And though I abandoned trick-or-treating around age 12 or so for “cooler” Halloween activities, near the end, I took great pride in canvassing as broad a swath as possible of an extended network of neighborhoods with my friends to maximize candy acquisition. 

And that’s a distinction that we need to point out, as it’s quite different than service management in how it handled optimization. Yes—both service deployment and trick-or-treating reward maximizing quantity, but there are obviously more dimensions to consider with respect to service—SLA agreement, job complexity, parts management, the list is lengthy. Obviously, all of those elements are important when it comes to true optimization, but for our purposes, let’s assume that that each ounce of candy equals one positive metric of service delivery, whether that be dollar of service revenue, client renewal, SLA compliance, or whatever makes the most sense for your business. Use your imagination. 

With that in mind, what service software capabilities could trick-or-treaters use to be successful? Let’s discuss:

Optimization of Schedules
Young folks might be inclined to move as a single group in order to maximize candy weight output, but in reality, often schedule engines show that what seemed like a conventional wisdom was in fact a hidden inefficiency. Smart scheduling engines will dispatch each trick-or-treater in a way to meet the specific requirements set out by the system, which we have defined as maximization of candy. At a basic level, this can be accomplished by ensuring that each trick-or-treater visit the most houses, and the system could dispatch several kids to specific dense neighborhoods to ensure that the most houses are hit by each individual with no bottlenecks, then the candy can be united into one big pile and divided up. But there are other things that we can use to improve that schedule optimization.

Using Historical Data
My wife insists that we be “the house in the neighborhood that hands out full-size candy”. I find this personally very annoying, because we can purchase, hold onto, and distribute far less candy than we could otherwise (also meaning your humble author has less candy to sneak at 3AM, which is actually for the best), but also because now, years in, some kids know we’re the house in the neighborhood that hands out full-size candy.

Of course, that sort of information, when maximizing candy weight, means more candy with fewer stops. For that reason, logging historical precedent and building those assumptions into your optimization engine will naturally increase the output. To do so, the scheduling engine may prioritize those houses first, even if they’re not on a linear path, in order to make the best use of time. A good system will of course benchmark doing that against following a liner path. 

Simulated Assumptions
That same historical data can be used to build some assumptions if you’re looking to trick-or-treat in new “territories”, so to speak. Let’s say we know that every fifteenth house hands out toothpaste rather than candy, and we have some criteria for what defines those houses—perhaps the public record indicates that 75% of dental employees hand out toothpaste rather than candy. We can build those assumptions into our models, and attempt (through simulation) to avoid any houses that generate a less-than-optimum output of candy weight. 

All these little things may be too much for the average eight-year-old dressed as Captain America to be concerned about, but when it comes to effective service delivery, there’s certainly a great deal of small things that can make a big difference. Taking optimization seriously might help prevent a truly terrifying outcome for your business.

Happy Halloween, everyone. 

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October 25, 2021 | 5 Mins Read

Tackling the Talent Gap Requires a Focus on Controlling the Controllables

October 25, 2021 | 5 Mins Read

Tackling the Talent Gap Requires a Focus on Controlling the Controllables

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Last week, I had two very compelling sessions related to the ever-excruciating challenge that hiring ample talent poses to businesses across industries and across geographies. One was a session I led at the IFS Connect customer event in Itasca, IL. The other was a session with the Future of Field Service Advisory Forum where we were joined by Lauren Winans, CEO of Next Level Benefits, to do a working session on a real job description of an open role within one of the customers in the group. Both were enlightening and served as a reminder of how critically important this topic is in our space (and beyond). 

The IFS Connect session focused on the fact that while we must acknowledge that this challenge is indeed a very real and very frustrating one, the path to progress is to focus on what we can control versus what we can’t. I reviewed six controllables that I believe companies need to focus on:

  1. Let Go of “The Way It Was.” All too often, I see leaders allowing the frustration of the situation keep them focused on how things used to be, versus focusing on how to accept our current reality and adjust. Change is inevitable, and resistance is futile. Step number one is to accept that the labor market likely won’t go back to the way it was three, five, ten years ago – and allowing ourselves to be mired down in negative emotions about this prevents success. Letting go of the way it was requires us to examine our tendencies to hire based on experience, because as we all know, that experience is becoming impossible to find. I recommend the idea of an outcomes-based hiring approach instead, which Bonnie Anderson, Global Manager of Talent Acquisition and Future Talent at Tetra Pak describes in this podcast
  2. Take a Fresh Look at Your Hiring Mindset & Practices. Once you can clear your mind to focus on the present and the future, you can begin to more objectively examine the realities of your hiring practices and whether they stack up to today’s demands. This means really understanding your target audience and what’s important to them as they seek roles and evaluate opportunities. Are you speaking to these desires? When is the last time your job descriptions were updated? More modern language and a focus on what your target audience wants most may help. How you communicate the roles is also important, and more and more companies are getting creative with the sources they use to attract new talent – because they must. Are you leveraging social media? Is your application process mobile-friendly? Have you considered partnerships with local schools, community resources, or military? It’s time to get creative.
  3. Focus on Future-Proofing. With such an immense challenge, it’s easy to get lost in solving only the problems of the day – but we need to make sure we are taking a forward view as well, or we’ll only fall farther behind. For many organizations, the roles of the frontline are evolving. If this is the case, you need to be able to hire for your current needs – but also be building a strategy for how to hire for those evolving needs as well. A few key concepts here are re-skilling and upskilling, which we discussed a bit in relation to the work Orange is doing here. Another is the idea of “farming” your future talent – creating programs that help draw more resources into the industries and help you to build up some of the experience you’re accustomed to being able to hire directly.  
  4. Don’t Overlook the Criticality of Retention. New resources are more expensive to bring on than keeping your existing resources, plus they have less experience. We can’t focus so heavily on recruiting and hiring that we forget to put ample attention into retention. Especially as businesses evolve and roles change, communicating with and involving your current employees is more important than ever before. Understanding what they want out of their roles, what areas of opportunity there is to improve their engagement and satisfaction, and how to maximize their tenure is a key aspect of any talent strategy.
  5. Consider the Role of the Gig Economy. Outsourcing isn’t for everyone, but there are increasingly very diverse examples of how it’s being used. Foxtel, for instance, relies 100% on a third-party frontline workforce. Philips, on the other hand, has looked at how to leverage contract workers to eliminate some of the more basic tasks so that its W2 workforce can focus on mastering the role as they evolve to delivering outcomes-based service. 
  6. Leverage Technology to Your Advantage. In no way can tech solve this problem, but it can act as a great alleviator. From maximizing the utilization of your workforce to enabling greater self-service among customers to improving training and using tools like Remote Assistance to allow newer resources to become adept more quickly while receiving back-office support, there are many ways it can help you to bridge the gaps.

On our Advisory Forum session, Lauren walked us through her firsthand feedback on the open job description – what she’d add, what she’d change, and what she’d leave off. As she highlighted her edits, she explained the reasoning behind each suggestion and offered important tips and reminders for those in attendance. A few particular points of hers that I think are very important to recap are:

  • Create candidate personas so that you can tailor your wording and communications toward what will work best for the people you believe are your best targets
  • Consider what is a must versus what is a preference in your job descriptions, and list as such so as not to dissuade potential candidates unnecessarily 
  • Applicants prefer as much detail up front as possible, so she suggests sharing salary details if you can – not only does this help get the attention of applicants, but it also saves your organization a lot of valuable time weeding through candidates who aren’t in your range
  • If the idea of listing salary makes you concerned because you’re paying new hires more than your existing talent, reflect on this – as discussed earlier, retention is easier than recruiting, and you should ensure your incumbent talent is being properly compensated (and appreciated)
  • Get creative! Lauren pointed out that one of the top wants of talent today is flexibility – while this can be more challenging in service roles, it often isn’t impossible if you’re willing to examine how to make it an option
  • Lauren cautions that the labor trends are likely to be a longer lasting fact than some might like to think, so accept and adjust however you need to in order to find success in the current landscape

For more insights from Lauren, listen to her recent podcast here

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October 22, 2021 | 2 Mins Read

Who you gonna call? Field Service!

October 22, 2021 | 2 Mins Read

Who you gonna call? Field Service!

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By Tom Paquin

Because I’ll never pass up an opportunity to write a truly strange article, and I unironically love Halloween, let’s talk about Ghostbusters.

I’m actually surprised that I hadn’t thought of ghostbusters previously when working my way through pop culture references. It is arguably the most field service-oriented film franchise of the last 40 years. 

For the uninitiated, the premise is shockingly simple: The Ghostbusters are ghost exterminators. 

So let’s consider Ghostbusters in the context of modern service management technology. What are some of the biggest considerations when running a heavily need-based service business that primarily works with the supernatural? Here are some software considerations:

Service Project Management
Not all service appointments are created equal, and that is doubly true for the Ghostbusters. For every slimer that they need to clean up, which is a one-stop appointment, you’ll have to deal with a Vigo The Carpathian which takes weeks, causes ancillary appointments to crop up, and requires visits to multiple sites.

This is why, as a component of service delivery, it’s important to also ensure that you have a strong project management system in place. This will ensure that staff is deployed effectively, that you have all the proton packs and ghost traps that you’ll need without having to go back to the shop, and that even when tickets are aging due to their size and complexity, that the resolution of that job can be managed quickly, and furthermore, that any ancillary jobs be closed quickly as well.

Hazardous Waste Disposal
Apparently the Ghostbusters just store all the ghosts that they’ve caught in some kind of big metal tank. This seems find in the immediate, but having a system for offloading a full tank, managing resources, and ensuring that your ectoplasmic footprint is kept to a minimum are key. 

We talk frequently about sustainability in service, and this certainly extends to busting ghosts as well. Building a solid system for reverse logistics of parts, equipment, and yes, ghosts, is imperative to avoid an issue like the ghostbusters run into in which the EPA shuts down the ghost containment. By maintaining and adhering to EPA guidelines though smart reverse logistics tactics, you can avoid excess waste, clear yourself of liability, save money on containment, and not have an increasingly large pile of ghosts in your basement.

These are just two realms of strategic service delivery that impact busting ghosts, but this is far from an encyclopedic list. With the right technology and business plan, bustin’ can make all aspiring ghostbusters feel good

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October 18, 2021 | 3 Mins Read

Pausing to Reflect

October 18, 2021 | 3 Mins Read

Pausing to Reflect

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By Sarah Nicastro, Creator, Future of Field Service

It isn’t my nature to do much reflecting – I am more the type who quickly moves on to the next thing, usually at lightning speed. My husband always jokingly asks me if we’ll ever take just one year off of doing “major” things (he knows that, with me, the answer is no). There are a lot of reasons why this is my norm, but this isn’t that type of self-reflection piece. 

On October 15th, I celebrated three years with IFS. For those of you that knew me before, when I was with Field Technologies, you likely have an idea of how emotional the transition was for me. While it was in some ways difficult for me to move forward from a role I’d loved for so long, I knew in my heart that the potential I could see in IFS – both for me in my role and contribution, and in the company’s journey – was too significant to pass up. So, with that instinct, I leapt. 

My first day “on the job,” I flew to Stockholm to attend the IFS Nordics team’s customer event. The overwhelm was fierce – this was the day after my last day at Field Technologies, I wasn’t accustomed to international travel and the jet lag was real, I was highly intimidated and self-conscious about being what felt like the only single language fluent person at the event, and I was so unsure of the decision I’d just made. I put on a brave face, but if I’m being totally transparent, I called my husband crying with uncertainty more than once.

Here’s the wonderful thing, though – experiences like that are what help you grow. You know the saying; good things don’t come from comfort zones? It’s true, and after more than a decade in one environment, it was time. Looking back, I cherish what that trip taught me – that I can do hard things, that those around me see my worth and value my contributions and potential (and that I should, too), that a whole new world brings a whole new realm of opportunities, and that there are kind people all around (huge shoutout to Marne, Fredrik, Elni, Daniel, and Jonathan whose warm welcomes will forever stand out in my mind from that first week). 

Three years later and many more experiences of being stretched in ways that enable my own personal evolution, and I’m not only proud of what I’ve accomplished but thankful for my decision. I was brought into IFS to launch Future of Field Service, which has grown into a platform with thousands of followers that is providing true, objective thought leadership to the industry I love. The podcast, which launched in April of 2019, was something I’d dreamed of doing for a long time – to invite others to share in the wonderful, enriching conversations that I am fortunate enough to have as a part of my “job.” Today we’ve published more than 130 episodes, and I have immensely enjoyed every one of those conversations and value the people I’ve met in having them. 

And more on the people – the people are the best part of this journey. I value the IFS colleagues that I’ve met that have become true friends, those that have challenged my thinking and expanded my views, and those I can watch and admire. The IFS customers, who are just beyond wonderful. I have built relationships with customers where we regularly exchange pictures of our kids and/or pets, where we help one another through challenges or do some great brainstorming, and that have taught me so much. All while continuing to interact with folks outside the IFS ecosystem in a way that enriches the overall progression of the industry.  

Thank you for indulging me in this moment to reflect, and to share with you. I am proud of what I’ve contributed to Future of Field Service, to IFS, and to the industry over the last three years – but more than proud I am incredibly grateful. And best yet, while reflecting is something I truthfully should do far more of, I am also very excited about what’s to come. 

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October 15, 2021 | 2 Mins Read

The State of Industrial Operations

October 15, 2021 | 2 Mins Read

The State of Industrial Operations

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By Tom Paquin

This is part of an ongoing series of articles about the current State of Service going into 2022, along with the contributing elements that have and will continue to impact the industry in the years ahead. Read this to get caught up:

Industrial enterprises have been the focus of service software efforts for decades—certainly longer than small and medium-sized businesses. That level of relative maturity is of course a double-edged sword: It means that for many industrial organizations, there’s a strong embedded infrastructure of software and potential connected assets to draw from. 

But that infrastructure might be staggeringly out of date or running a patchwork of software solutions that don’t integrate with one another. As I frequently say, bad data begets bad data in a negative feedback loop that can build unwanted biases into your technical criteria and undermine optimization efforts.

So, given the tectonic shifts in industrial operations, what is the current state of the industry. And more specifically, what can businesses do to start leveraging the accelerating digital transformation that is impacting other disciplines?

Benchmark Your Digital Transformation Maturity
So—I’d wager that for every company that has a sophisticated infrastructure of connected assets, and smartly-deployed applications, there’s another company that has a woefully underpowered, or downright primitive service solution in place. Over the time that I’ve been studying service industries, I’ve been gobsmacked by the number of big, high-profile brands that have woefully primitive systems of engagement for their customers when it comes to service.

There are tools to do this, chief among them market guides from some of the bid analyst firms, which go into the core capabilities, hype cycles, and appropriate case studies for your use case. These findings can help you answer questions like these:

Do major manufacturers have systems in place to manage remanufacturing and pure service providers that support their products? Do telco companies have asymmetrical planning utilities that support both customer and industrial appointments, and the ability to easily do crew scheduling? 

Organizations that lack these basic functions run the risk of being left behind. There are, as noted previously, some benefits to this sort of positioning, of course. It means you don’t have to rip out a bunch of old systems to modernize your current ones. But it means that developing a sequential deployment system, from hardware, to software, to people, is imperative. 

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October 11, 2021 | 4 Mins Read

What’s the Services Growth Potential around Sustainability?

October 11, 2021 | 4 Mins Read

What’s the Services Growth Potential around Sustainability?

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By Sarah Nicastro, Creator, Future of Field Service

The discussion around sustainability is increasing in urgency based on a variety of factors – the observance of environmental necessity, regulatory pressures to force progress toward a more sustainable future, and the impact on certain business models and processes that don’t align with sustainable standards. It’s a conversation about more than just the environment, though – it’s also a conversation about good business. 

According to Accenture, Companies with stronger Sustainability DNA are more likely to deliver financial value and a lasting positive impact on society and the environment. Recent research shows that the EBITDA margin of top quartile companies on the index is 21% higher (+3.4 percentage points) compared with the bottom quartile. Their sustainability performance is also 21% higher (+9.2 index points). This means that whether your priorities are positively impacting our environment or growing your business or both, the conversation will only become more important.

On last week’s podcast, I had a discussion around this topic with Jason Pelz, VP of Sustainability Americas and Sasha Ilyukhin, VP of Service Solutions for the Americas, both at Tetra Pak. Tetra Pak, the world's leading food processing and packaging solutions company, is a recognized leader for its sustainability initiatives and continues to work on accountability for its own progress. An area of the conversation that was especially interesting, though, was around the service potential sustainability holds for Tetra Pak and this potential begins with a holistic view of what impacts sustainability. 

“People are looking for products as consumers that are circular products, and as such sourcing becomes extremely important and recycling becomes extremely important. And I would argue that if you just go out in the street and stop the first 20 people and you ask them, they will say that it’s important to them where the product is coming from, that it’s sourced properly, and how it is then recycled,” explains Sasha. “What is interesting about this is that there is one piece in the middle there in that circular value chain that is called manufacturing. You source the materials, you start putting them together, that typically happens in a manufacturing plant. Then there may be multiple manufacturing nodes, if you will, on that value chain because then it goes further. We manufacture, for example, equipment. We manufacture packaging material. Our customers manufacture consumer products using what we had manufactured previously. So, if you take that whole manufacturing piece, our data suggests that the whole impact on the carbon footprint of the entire value chain, 48% of that footprint is actually caused by manufacturing. So, you think about, again, sourcing, extremely important, recycling is extremely important, but half of this entire impact comes from manufacturing.”

Tetra Pak’s Sustainability Services

This knowledge has led Tetra Pak to explore its ability to provide services to its customers to help them in reducing the carbon footprint of their own manufacturing operations. “What we see lately is a clear need from our customers in improving sustainability, so we are aligning our services portfolio into what it can do to help our customer reduce their carbon footprint to enable them to be more competitive versus other producers out there,” says Sasha. “When we do cost reduction projects with our customers, when we help our customers reduce their operational costs, we do it using the methodology of TPM or total productive maintenance. With sustainability, it’s a very, very similar process. We’ve learned how to do a mass balance, but using the energy, using the water consumption, using the VODs, CODs, using the waste. Recently, we’ve managed to reduce in one of our customers over 1,000 tons of CO2 per year. This is a confirmed equivalent that we have reduced. If you convert that back to the efficiency of the plant, so overall equipment protectiveness, that increases 19.4%. So, 19.4% efficiency increase plant-wide is equivalent in that case to just over 1,000 tons of CO2.”

Sasha shares more on the podcast related to the details of how Tetra Pak is approaching this new services potential with its customers, and it is well worth a listen. But the goal of this article is simply to get you thinking about the opportunity that may exist in your industry, for your company, to provide services that help your customers progress their own sustainability goals. The discussion is important in terms of examining your own business’ progress and actions, but there may be a wave of service growth tied to the overall increase in focus on sustainability. 

“It makes absolute sense that businesses are starting to pay more and more attention and put more and more effort into sustainability goals. It’s not at the bottom of the balanced scorecard anymore, it goes to the top,” says Sasha. “And I have examples in our business where in talks with our customers, some customers are starting to place these goals as equivalent to their business goals. They not only want to achieve their net sales and profitability, but they also want to achieve their goals on carbon reduction and being carbon neutral. Sustainability is becoming, has become, a license to operate.”

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October 8, 2021 | 3 Mins Read

The State of Small Business Service

October 8, 2021 | 3 Mins Read

The State of Small Business Service

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By Tom Paquin

This is part of an ongoing series of articles about the current State of Service going into 2022, along with the contributing elements that have and will continue to impact the industry in the years ahead. Read this to get caught up:

More than anyone else, small businesses have seen a tectonic shift since the start of COVID. Businesses of all stripes have been driven to technology to keep their doors open during lockdowns, completely refocusing the way that commerce and service function. Just the other day, Slate ran an article on the wellspring of “invisible customers” in food service, as the trickle-down of ecommerce technologies seep into the crevices of even mom-and-pop shops. Even my very favorite greasy spoon, a cash-only hole in the wall called Steve’s Kitchen in a grungy, collegiate neighborhood of Boston has launched a website. No one is safe.

This digital acceleration has of course impacted service businesses as well, though along a slightly different vector. For what it’s worth, I’ve been talking about the importance of small business investment in service software since before it was cool, but it’s certainly not 2018 any more, and the expectations of what small businesses need has shifted. So here are some considerations for adopting an all-new service platform, whether you’re replacing a wall calendar or a homegrown frankensystem.

Scaling Down the Big Boys
While the enterprise service software companies certainly can scale up (some better than others), their ability to scale down is more complex and nuanced, believe it or not. And it might not be as simple as stripping away features—under many circumstances, the whole architecture might be the wrong fit, or features that you want might be optimized for different use cases, and therefore will not meet your needs.

Forward-thinking vendors have calibrated for this, by offering more tailored solutions, sometimes swapping out products wholesale in order to meet the specific needs of your business. The goal of every best-of-breed service firm should be to have a solution to every problem that you might encounter, and to be able to conform to the shape, size, and specifics of your use case. So let’s take a look at what you might need to find success:

The Tools for Success
We’ll break this down by capability. A full-featured small business service platform will be prepared to tackle the following:

  • Scheduling, planning, and routing
  • Appointment management
  • Mobile access
  • Billing and payment modules
  • Reporting and analytics
  • Marketing and business development

There are some additional features that might be industry-specific, and whether there are add-on modules or specific solutions for those businesses will depend on the industries themselves. All of this raises a broader question, though, about where your new service software sits relative to other software platforms. 

Using Service as Your System of Record
The truth of the matter is that for small businesses, especially those transitioning from bespoke, low-tech processes, a good service management platform might be like and express elevator into technical literacy. And for those businesses, it can certainly function as such. If you want your service platform to manage resource planning functions like procurement, parts management, human capital management, customer relationship management, and so on, you can find a system that includes that as well. With the right tools, small businesses can approach service with a degree of ease-of-use and efficiency that offers value to customers, drives more business, and offers the tools and power to grow.

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October 4, 2021 | 4 Mins Read

3 Skills Your Frontline Workforce Must Have to Succeed in the New Era of Service

October 4, 2021 | 4 Mins Read

3 Skills Your Frontline Workforce Must Have to Succeed in the New Era of Service

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By Sarah Nicastro, Creator, Future of Field Service

When I interview someone and ask, “what would you say the secret to your success is?” The most common answer is the people. When I ask someone, “what is the biggest challenge you’ve faced?” The most common answer is the people. Our success and failure in service, while spurred by strategy and enabled by technology, lies with our people.

As such, many leaders are focusing more on soft skills than ever before. But what if soft skills is the wrong focus? A friend sent me this video last week and I loved Simon Sinek’s point: “There’s no such thing as ‘soft skills.’ There is nothing soft about them. Let's call them what they really are — human skills.” This struck a chord with me, because it made me think about the disservice we may be doing in thinking about and communicating about these skills as “soft” skills. I love Simon’s urge to call them human skills instead.

The focus on these human skills is more important than ever, and if referring to them as human versus soft will help in making strides, then it’s worth the effort to change the term. There are some factors at play that are emphasizing the importance on ensuring that your workforce is equipped with more than the technical knowledge to do their jobs. First, in service the frontline role is rapidly evolving. As more and more organizations embrace outcomes-based service, as-a-Service models, and Servitization, the role of the frontline worker is far more than a fix – they are demanded to become trusted advisors to those customers. They need to feel comfortable making suggestions, offering expanded services, and adeptly uncovering additional customer needs to evolve service offerings.

Moreover, the workforce is changing. Younger and more diverse workers are entering, technology is automating some tasks to allow more time for value-added work, there’s an emphasis on knowledge capture and transfer, and Covid has drastically increased remote work. From the frontline to middle management to top leadership, there’s ample need for an increase in human skills that help employees at all levels communicate effectively and work toward common goals.

Innovation also increases the need for the focus on human skills. Alignment toward strategic initiatives demands the breakdown of siloes, a more agile way of work, and the input of all areas of the company to be effective. Companies who are prioritizing human skills and a culture of open, honest communication at all layers of the organization have greater chances of success in accomplishing transformation and innovation at the pace necessary today.

3 Human Skills Every Worker Needs to Master

As I said, many companies are playing more emphasis on soft – or human – skills than ever before. But others lag, and it’s important to realize that these skills are absolutely as important to success at work as the technical skills needed for a job. As Sinek points out at the end of the video I linked, a two-day offsite or guest speaker once a year doesn’t “check the box” on your focus on human skills. These skills should be given ample energy and investment, which will be ensured best by measuring them in some way.

There are many human skills that are both important and valuable in successfully navigating both the innerworkings of a company and external customer relationships, but if asked to prioritize a top three here are the skills I’d chose and why:

  • This is a given, I suppose – but with good reason. Communication comes more naturally to some, but even for those who communicate effortlessly don’t always to so effectively. Communication is so important both inside and outside the organization and while specific training may vary based on role-specific requirements or areas of need, a focus on clarity, timeliness, honesty, and respectfulness are a must. You must also ensure that you are providing an environment in which your employees feel comfortable communicating and a culture in which they feel heard.
  • With all that’s going on in our world, empathy is a critical skill. From being able to put yourself in a customer’s shoe to acknowledging a co-worker who is struggling with something, empathy is an invaluable skill to focus on and is, in many ways, its own superpower. Empathy is also a cornerstone of conflict resolution, which is an important skill to master when dealing with customers.
  • This might not make someone else’s top three list, but it makes mine because I think it is rapidly increasing in importance. Gone are the days of companies looking to hire cookie-cutter robots to do a job. Rather, we want employees who have that certain “something” – and so do customers. Further, with innovation a high priority across a variety of industries, creativity is an in-demand skill to help bring new ideas, fresh approaches, and different ways of thinking.

I’m curious – what’s your top three? I’d love to hear! Email me to share.

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October 1, 2021 | 2 Mins Read

Don’t Let Workflow Deviations Derail your Service Software

October 1, 2021 | 2 Mins Read

Don’t Let Workflow Deviations Derail your Service Software

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By Tom Paquin

I’ve spoken about my grandfather here before, and his passive enjoyment for (and frustration with) technology, among other things. I have not, however, previously discussed how my grandfather sends documents via e-mail.

When someone requests a document of my grandfather—be it a Word document, PDF, picture, or series of pictures, he goes through the following set of steps:

  • He prints the document
  • He scans the printout into his scanner program
  • He attaches the scanned images to an e-mail message
  • He sends the message

I’m not sure how he came to divine this completely ridiculous sequence, but the man is nearly in triple-digits, so I do not consider it feasible, at this point, to explain to him how attachments work (though over the years I have tried many times).

While that’s fine among aging relatives, when you’re trying to get human workers in service to do their jobs, failing to follow a standard workflow can do more than be a huge waste of paper and ink; it can be a liability that can cripple business processes across the entirety of a business.

Establishing a workflow is one thing, and training employees consistently on using and adhering to that workflow is another, but fundamentally, your software investments should be engineered in ways that keep employees within the critical path of your established workflow, and there’s a pretty straightforward way to do so:

Your Sequence Needs to be Seamless

There are a lot of service platforms that paper over their inefficiencies through an army of third-party software solutions, or, alternatively, buying companies, cherry-picking capabilities, and slapping them into the box alongside their core product. Then what ends up happening is that systems do not pass data back and forth effectively, can’t tie ticket information to scheduling, and become beholden to inconsistent upgrade patterns and the potential of dropped support for software areas integral to business success.

That’s why it’s so important that from asset monitoring (if applicable) through service delivery, and everywhere in between, your systems need to run in a common language. A consistent handoff means that deviation from an accepted workflow becomes more difficult, because much of moving step-by-step will be automated. The onus of button-pushing moves away from the employee and onto the software itself to prompt and more through a set of standardized processes.

This is obviously not a cure-all for avoiding workflow deviations. We’ve discussed before the importance of building service software that contours to your business operations, so workflow management is natural. But seamless software solves more problems than just keeping employees on the critical path, and if it can help avoid workflow deviations, that’s yet another bonus.

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