blog Archives - Page 2 of 49 - Future of Field Service

By Sarah Nicastro, Creator, Future of Field Service

few weeks ago, I spoke with Amer Iqbal, a sought-after speaker who has spent the last 20 years leading innovation at some of the world’s top companies including as the Head of Digital Transformation, APAC at Meta and Director of Digital Strategy & Innovation at Deloitte Digital on the UNSCRIPTED podcast. The topic was around overall innovation, but of course AI came up.

What was interesting is Amer’s observation that everyone knows they need to be ‘doing something’ with AI, but the steps being taken by the majority are not as strategic as they could or should be, at least thus far. He explains that the AI investment he sees is being done because companies know they must take action and are focused on finding areas of low-hanging fruit by way of applying AI to inefficiencies.

While this isn’t bad in any way, his advice is to think bigger than just efficiency. “AI is absolutely the number one topic that clients are asking us about these days. What we're seeing is a lot of the hype around AI is about how to do today's business better, how to do things more efficiently, find some cost savings,” Amer explains. “These are just examples of how we do exactly what we have been doing, but with a little bit of automation on top.”

Amer points back to the industrial revolution, when people would burn coal to create steam that spins a turbine to run factories. When electricity was invented and could replace coal and steam, it wasn’t until quite some time later that factories were redesigned to make use of the invention and really change the way of working. “It took a really long time between the innovation occurring and people actually harnessing it,” he says, “and that’s similar to what we’re seeing with AI right now.”

A 3-Phase AI Strategy

With that example in mind, the explosion of generative AI with ChatGPT is relatively recent – so it makes sense that companies are still grappling with exactly what to do with this technological innovation. “If I’m being honest, most of the requests that come in are from individuals saying, ‘I’ve been given a mandate that I need to spend 5% or 10% of my budget this year on something to do with AI – what should I do?’” Amer shares.

His advice is to consider a three-phase framework starting with, but not limiting yourself to, efficiency. “AI is a great efficiency driver, but I think that’s just the easy wins,” Amer explains. “So, find those efficiencies and cost savings, but then where it gets more interesting is when you look beyond efficiency to growth. And what’s even more exiting is transformation – building the businesses of tomorrow.” He suggests:

Efficiency First: Start with quick wins in automation and cost savings focused on how to do today's business better. This is where you look for opportunities to apply AI to gain efficiency, automate manual tasks, leverage knowledge better, and more.
Growth Focus: It would be a mistake to stop at gaining efficiency with AI. Consider how you can leverage AI to remove human capacity constraints. Ask questions such as, how would we grow our business knowing what we know about AI? What would growth look like in a world where we have unconstrained capacity?
Transformation: What Amer is most excited about is how companies can reimagine their entire business model with AI capabilities "Efficiency and growth are great for driving your core business and maybe even some adjacencies, but what about building the business of tomorrow?" Amer says. “Consider: what would our business look like if we redesigned it today, knowing what we know about AI?" This question, he suggests, should be at the heart of every leadership team's strategic planning.

The New York Times Lesson in Innovation

Amer and I spoke about how the New York Times provides a masterclass in maintaining core value proposition while transforming delivery methods for the digital age. “Anyone can look at what Apple is doing, but it's more interesting when you look at more traditional companies and how they're innovating,” he says. “One of the ones that's in our book and one of my favorites because it's such a traditional industry is The New York Times. In one of the most old-school and most traditional industries on the planet, they have absolutely bucked the trend. In an industry where fewer than 10% of Americans still read newspapers, the Times has grown to over 10 million subscribers – five times their peak print circulation.”

The New York Times focused on identifying and protecting what truly matters (in their case, quality journalism) while being flexible about how it's delivered and open to change in processes, workflow, and use of technology. Amer says that they pay their journalists well and give them freedom and respect to do their jobs with autonomy but have welcomed the need to find new ways for journalists to express themselves, such as through podcasts and new subscription models.

The New York Times embraced AI tools for efficiency while setting clear boundaries to protect their core product's integrity. “They have approved the use of best-in-class tools like Copilot, Notebook, LM, ChatGPT, etcetera and they've also built some internal tools,” says Amer. “But my favorite thing is they've set some guidelines. Employees can use AI to generate SEO headlines, summaries, suggest edits, etcetera, but can't use AI to generate images or videos. They're outlining a playbook now that I think more and more companies are going to have to get used to, playing in this kind of gray area when it comes to AI. We can no longer say this is okay, this is not okay, whitelist and blacklists or whatever you want to call it. Increasingly, there's going to be more of a gray area. We're already seeing fewer than 30% of companies in America have officially adopted AI tools, and yet 75% of employees are using AI at work. What that means is people are bringing ChatGPT, their personal subscriptions or whatever to work whether you like it or not. So, people are going to use it, and I love to see companies in traditional industries that are embracing that ambiguity and leading from the front of their industry.”

By Sarah Nicastro, Creator, Future of Field Service

I talk to people often who share stories of how they fell into their careers in field service – in fact, more often than not the tale of career origin in this space is one of happenstance versus intent. Not long ago, field service legend Ged Cranny, who recently retired from Konica Minolta, shared that he built a 40-plus year career by applying, on a whim, to a newspaper job listing emphasizing the free car alongside the perks of a field technician role. My foray into field service, too, was a happy accident (or, perhaps, the universe at work).

I had an opportunity to revisit my story a week or so ago when prepping to be a guest on another podcast, and I realized that while I’ve told the story a number of times, I’ve never written about it or shared it broadly. So, here we go!

When I was in graduate school, I ran into a friend from college who told me about a local publishing company he was working for that he was enjoying and paid well. At that point, I had continued waiting tables and bartending while attending school and I had had about enough of that so I jumped on his suggestion to apply for a sales position. Shortly after doing so, I received notification that they appreciated my interest but didn’t hire without prior experience. I was disappointed, but not deterred.

(I must insert a quick sidebar here. Once when my husband and I were very newly married – and you can tell the ‘newly’ based on me even asking this question – I asked him one day in the car, “If you had to describe me in one word, what would it be?” I’m not sure what I was hoping he’d say – maybe something like kind, loving, generous? “Tenacious,” he said, without hesitation.)

Don’t Take No for an Answer

This tenacity was on display after my initial rejection, because I set a weekly reminder to call and check in with the HR lead. Then, serendipitously, I had a woman from that company in my corporate finance class; on the first day of class, we did introductions and right after class I walked up and said hello and explained that I’d recently applied to her company but was rejected. We partnered on a group project that semester, and by the time the class was over she spoke to the company on my behalf and told them they were making a mistake.

That got me an interview, a few of them actually, but ultimately still resulted in rejection – or redirection, perhaps. The company felt I wasn’t right for the sales role but offered me a position as a writer. My goal had simply been to get my foot in the door, so I took the role with no intention to stay more than two years or so while I finished my MBA. But then, to my utter shock, I sort of fell in love.

I hadn’t even heard the term “field service” before starting in this writer role and my honest initial reaction was that it seemed like it would be very boring. As I started interviewing business leaders, though, I became very interested in what they had to say. It was a time where a lot of change was beginning – the early phases of service being perceived as a potential profit center versus a cost center, the early iterations of digital transformation, and a whole host of layers that came with these big shifts.

My interest was complemented by other external factors. First, the 2008 recession took hold, and it seemed a very poor decision to voluntarily leave a job when so many were without work. Second, the company made the decision to move into some new markets giving me a chance just over 18 months or so into the work to become the Editor in Chief of the publication and oversee a re-brand from Integrated Solutions to Field Technologies.

All of this was very exciting and gave me a variety of work to explore and pour into, all while doing what I still love most – having interesting conversations with people about the challenges or opportunities they face, creating compelling content to help individuals learn from one another and build collective knowledge, and to foster community. More than ten years later, I was still leading Field Technologies when the opportunity to join IFS and launch Future of Field Service arose.

I had a lot of emotions about leaving that initial role that led me into this space behind, but I also had some reasons why I knew it was time to do so. All in all, it’s been more than six and a half years since I created this platform, and I am incredibly thankful for all the opportunity, learning, and growth it has brought.

What’s interesting about considering how many careers in field service start serendipitously is how we create greater awareness of the vast potential of career opportunities in this collection of industries so that companies don’t have to work so hard to attract talent. This is a need that many organizations are tackling in different ways, from visiting schools to share stories earlier on to partnering with trade organizations, colleges, and the military to broaden the knowledge of what this world is really about and how much we all interact with “field service” on a day-to-day basis without even realizing it.

I hope you enjoyed learning how I got here; I’m so grateful to be here. Those that find themselves in service also often comment how there’s something that makes it truly special, and I couldn’t agree more. How did you land in your role – intentionally or by chance? I’d love to hear your story!

by Sarah Nicastro, Creator, Future of Field Service

In an era where innovation is consistently ranked as a top three priority by corporate leaders, would you be shocked to hear that 80-90% of innovation centers fail? As last week’s podcast guest, innovation expert Amer Iqbal, pointed out, this devastating success rate would be unthinkable in any other business function. “Imagine telling your sales team that a 10% success rate was acceptable – you'd be laughed out of the room,” he says – and he’s not wrong.

Amer founded 5 Ways to Innovate after earning some serious experience in roles such as Head of Digital Transformation for APAC at Meta and Director of Digital Strategy & Innovation at Deloitte Digital. In studying why companies with massive innovation ambitions consistently struggle to execute, Amer’s research, spanning 100 companies, reveals a fundamental truth: the gap between innovation ambition and execution isn't about ideas or investment – it's about systematic approach.

When it comes to one of the biggest missteps that large organizations make with innovation, it is to try to act like a startup. "I think when large companies try to be a startup, they're selling themselves short because large incumbent corporates have so many advantages that startups don't,” says Amer. “They're not scrapping for VC money, they have revenue models, they have strategic modes. They have partnerships, they have all of these capabilities in place that startups can't possibly compete with."

Amer suggests using "speedboat" initiatives like startup studios to explore new opportunities while the core "battleship" business maintains stability. Leaders can fund small, agile teams to test innovative approaches without disrupting established operations. This balanced approach allows organizations to benefit from startup-style innovation while maintaining their strategic advantages in scale, resources and established customer relationships.

Another issue contributing to the innovation execution gap is related to breadth. “Organizations put all their eggs in one basket instead of treating innovation as a portfolio,” explains Amer. “Innovation is not a project, it's a portfolio.” Depth also presents challenges, Amer points out, because often innovation success is measured by inputs (training programs completed, POCs launched) rather than outputs (actual business impact).

5 Approaches to Innovation

The research Amer has done has revealed that successful innovators use five common approaches to innovation. While it isn’t necessary to use all five approaches, the best success is achieved when a business is consistently implementing at least three of five fundamental approaches.

Upskilling with Purpose. Rather than generic innovation training, successful companies create structured programs aligned with specific business objectives. This isn't about checking boxes – it's about building practical capabilities that drive results.
Innovation Hubs That Actually Work. The key difference between successful innovation hubs and the 90% that fail? Integration with core business objectives and clear metrics for success. They're not innovation theaters – they're profit centers.
Startup Studios: The Internal Venture Builder. Think of this as "entrepreneurship as a service" within your organization. Amer shared how one bank successfully launched six simultaneous internal startups, each with blended teams of internal talent and external experts.
Strategic Incubators. Unlike internal startup studios, strategic incubators focus on external startups with minimal corporate interference. The goal? Let innovators innovate, then invest in what works.
Ecosystem Plays. This passive but powerful approach involves systematically scanning the startup ecosystem for partnership opportunities. It's about being a smart investor rather than trying to build everything in-house.

In addition to incorporating three of the five innovation approaches, Amer suggests companies consider the right mix of invested vs. divested approaches, emphasize the importance of clear metrics focused on outcomes vs. inputs, and moving beyond the familiar efficiency-only thinking.

Keep Innovation Customer-Centric

Amer and I also discussed the importance of outside-in innovation and some of the shortcomings that occur in companies with even the best of intentions around customer-centricity. “Too many businesses are still running their planning process inside-out,” he says. “This is what the business processes need to be, this is what the regulations are, this is what our business model is. And then right at the final point when it's time to launch a product, launch an app, or whatever it may be, that's when we go do some customer research."*

True customer-centric innovation requires integrating customer needs into products, business models, and user experience - not just the final interface. And companies must move beyond traditional customer feedback to understand unexpressed needs through observation and data analytics. "There's in-context inquiry where you're shadowing customers, you're observing, you're collecting data through digital platforms,” Amer says. “There are so many ways of understanding those latent customer needs that a customer may not express and sometimes may not even know themselves. That's how great companies actually do customer research."

As traditional industries face disruption from digital natives and AI-powered competitors, the ability to innovate systematically has become a make-or-break capability. If you’d like to hear more of Amer’s advice, you can listen to the full podcast conversation.

by Sarah Nicastro, Creator, Future of Field Service

Keeping pace with change is challenging for many of today’s service organizations. But the conversation of last week’s podcast proves how much of meeting that challenge head on has to do with mindset and commitment.

Michael Potts, Executive Vice President at ACCO Engineered Systems, brings a refreshing perspective to what it takes not only to remain relevant and competitive, but to lead the charge. ACCO Engineered Systems has one of the largest and most experienced service departments in the nation, specializing in HVAC, plumbing, and specialty services. ACCO was founded in 1934 in Los Angeles and provides service and long-term maintenance agreements to over 8,000 accounts throughout the Western United States. Michael oversees a $2 billion+ operation with 550 service vans across eight states and has learned that service excellence in today’s landscape demands a fundamental rethinking of how the business approaches people, culture, and service delivery. Here are four key areas ACCO is prioritizing in its quest to lead its industry.

#1: Creating a Culture that Challenges the Status Quo

Throughout its company, ACCO is focused on practicing open communication and creating a culture where everyone feels they have a voice. While many businesses would make this claim, Michael gave multiple examples of how this commitment is practiced at ACCO.

Perhaps most striking is ACCO's commitment to creating what he calls "safe spaces for accountability." Their committee-style interview process involves multiple leaders who can openly disagree and challenge each other's perspectives on candidates. This approach extends beyond hiring into day-to-day operations, fostering an environment where constructive disagreement is valued.

One of the statements that stood out to me from the prep call Michael and I had for our podcast was his point that, “As a leader, I feel it’s my responsibility to challenge the status quo. How can I do that if I don’t welcome others to challenge me?”

#2: A Bold Talent Strategy

Many organizations are stuck in outdated approaches to talent acquisition and retention. While some leaders hope for a return to "simpler times," ACCO is making strategic big bets that are transforming how they attract, develop, and retain top talent in field service.

Michael emphasizes that running lean is preferable to hiring people who aren't the right cultural fit for ACCO. "I would rather run lean in our groups, whether it's our field teams, our sales teams, or our operations teams, and wait to find the right people that are going to fit those roles than to hire people just because we need bodies," he explains Potts. While this approach might seem risky in today's tight labor market, ACCO's experience shows that rushing to fill positions with misaligned talent creates bigger problems. Poor cultural fits don't just impact immediate team performance – they can erode company culture and damage customer relationships.

The strategy focuses on seeking candidates with core traits like work ethic, integrity, and willingness to learn rather than just technical skills. This patient, selective approach has helped ACCO build stronger teams. "I don't want somebody to come to work for ACCO that is just looking for a job. I want somebody to come to work for ACCO that's looking for a career, and then we can help build their career," Michael emphasizes.

This shift represents a significant departure from the company’s approach five years ago, illustrating its willingness to evolve beyond its historical norms to adapt to new circumstances. For service leaders looking to transform their talent strategy, ACCO's approach offers several key lessons:

Prioritize Cultural Fit: Be willing to run lean rather than compromise on cultural alignment.

Invest in Development: Focus on core attributes and provide comprehensive training for technical skills.

Create Safe Spaces: Foster an environment where open communication and constructive challenge are welcomed.

Balance Innovation and Tradition: Embrace new technology while maintaining personal connections.

Lead with Emotional Intelligence: Invest in EQ training to develop more effective leaders and teams.

#3: Leaning in to EQ

One of ACCO's most successful initiatives has been their company-wide emotional intelligence (EQ) training program. Initially focused on leadership teams, the program has created organic demand throughout the organization as employees experience benefits both professionally and personally.

"When I started down this emotional intelligence path, my perception was ‘I'm going to learn tools to figure out how I communicate with you better.’ What I found was it's not an external opportunity... it's really an understanding of your behavior and how you react to the situations around you," reflects Michael.

ACCO's commitment to EQ training represents a strategic investment in developing more effective leaders and teams. The program focuses on helping employees understand their own behaviors and reactions rather than just improving external communication. The initiative has sparked additional wellness programs and demonstrates ACCO's holistic approach to employee development. This investment in people skills provides a competitive advantage in both talent retention and customer service.

#4: Balancing Technology and Human Touch

While ACCO embraces technological advancement, the company maintains a careful balance between automation and personal connection. "While we want to be more efficient, we still have to have that personal touch. We're a very large service business, but I believe our customers in all of our markets feel like we're still a mom-and-pop shop," says Michael.

When implementing IFS, ACCO succeeded by prioritizing employee buy-in and transparent communication. Despite warnings from internal skeptics of losing 50% of technicians during deployment, they only lost two employees and Michael makes the very valid point that you have to accept the realities of some attrition when it’s tied to an unwillingness to evolve in ways the business must.

ACCO actively involved field leadership in the development process to gather input about must-have features as well as addressed concerns proactively rather than forcing change from above. This collaborative method helped dispel rumors and maintain team stability during a major technological transition. The success demonstrates how proper change management can minimize disruption while advancing necessary organizational evolution.

While embracing automation and AI, ACCO maintains that personal connection remains essential in service delivery. Their approach focuses on using technology to improve efficiency while preserving that "mom and pop shop" feel that customers value. The strategy requires careful consideration of how new technologies impact both employee and customer experience. They emphasize staying nimble and ready to pivot as technology evolves while maintaining their industry leadership position.

Conclusion

The waves of change, especially related to the talent war in field service, aren’t going away, but organizations that make strategic investments in people, culture, and leadership development will have a significant advantage. As Michael demonstrates, success requires bold moves and a willingness to challenge conventional wisdom.

The future belongs to organizations that can balance efficiency with humanity, technical excellence with emotional intelligence, and individual growth with company success. ACCO's experience shows that while this balance isn't easy to achieve, it's essential for sustainable success in modern service operations and it is attainable with effort.

by Sarah Nicastro, Creator, Future of Field Service

A little over two years after ChatGPT came on the scene and GenAI became the major buzz and many companies are still sorting through exactly where and how AI will create value for their businesses. While this exercise will be ongoing as AI continues to evolve and use cases become increasingly sophisticated, the low hanging fruit for AI impact can be found by examining your company’s biggest inefficiencies.

For many, the area of knowledge management presents a massive opportunity to apply AI and achieve significant results. In last year’s Stand Out Service Trends report, 59% of respondents reported that between 11 and 25% of their workforce is set to retire within the next five years. Yet only 37% say they have an effective system in place for capturing knowledge and making it accessible for use. With highly-skilled, massively knowledgeable employees retiring in droves, finding more effective and efficient was to serve up accurate information is a pretty urgent challenge – and one that AI is primed and ready to solve.

Agricultural machinery multinational, CNH Industrial, recently launched its AI Tech Assistant tool and is now rolling it out globally. According to the news coverage, “This first-of-its-kind tool was developed with dealer feedback and works by simulating conversations to provide a diagnosis and repair plan for CNH brands’ machines, enabling dealer technicians to save time on repairs by providing fast and accurate answers to technical questions.” Combing 1.5 million pages of equipment manuals and insight, the tool responds rapidly to natural language questions with precise answers, completely changing how efficiently users can find information and resolve issues.

I spoke recently with another company who is leveraging Aquant alongside its core IFS Service Management platform with the initial aim of closing the skills gap. I’ll share the article when it’s published, but again it’s an example of recognizing how AI can be applied to these sizeable knowledge bases and rich historical data to aid in helping employees find what they need, when they need it in order to resolve issues faster and ultimately better serve customers. This company’s AI journey was sparked by the recognition of how long it was taking newer employees to find what they needed within the knowledge base, but the company quickly realized the capabilities can also be used for self-service by customers and with historical data for AI-led triage.

This article shares how Heineken is “quenching the thirst for knowledge” by using GenAI for knowledge management to save employees time and improve decision-making. Thinking about how powerful a tool like ChatGPT can be in our personal lives, it’s easy to begin imaging how applying the underlying technology in examples like these is not only low-hanging fruit for those looking at making use of AI but a transformation that will soon become necessity.

While the upside of applying GenAI to knowledge management is vast, this Forbes article does a good job of drawing attention to some important considerations, including:

Data readiness
Ensuring ethical innovation
Change management
Getting ready for the rise of AI agents

Imagining what an increasingly AI-powered future looks like is a worthwhile exercise. But when it comes to making use of the technology in ways that can have an immediate impact on today’s operations, areas like knowledge management that represent sizeable inefficiency for many businesses are a great place to start.

Read more about AI in field service here.

by Sarah Nicastro, Creator, Future of Field Service

In today's competitive service landscape, employee experience has emerged as a critical differentiator for organizations seeking to maintain high-performing field service teams. There’s ample research that shows companies with highly engaged employees outperform their competitors. Yet, many service organizations struggle to create meaningful connections with their distributed workforce.

In last week’s episode of UNSCRIPTED, I welcomed Jason Anthoine, who has an extensive background in communications, including in his former role as VP of Corporate Communications at Newell Brands. Jason and I discussed how the pandemic accelerated the need for a more intentional approach to employee engagement, how companies must reimagine employee experience for the modern workplace, and why the risk of sub-par communication is higher for field service organizations.

With field service technicians spending most of their time at customer sites, the risk of disconnection from company culture is high. In fact, many field service professionals feel more connected to their customers than their own organizations – a challenge that demands attention from service leaders. Here are three areas of focus from Jason and I’s podcast discussion that could provide immediate benefit to any company needing to put more focus on employee engagement.

Balance High-Tech with High-Touch

Jason and I discussed various method of corporate communications, which he refers to as the “big C” communications. These are the channels for the distribution of company-wide messages, and as you’d expect in today’s digital landscape many are tech-oriented. Whether this is an internal social media platform, company newsletter, companywide video conferences or webinars, or anything of the like, Jason urges leaders to understand the importance of balancing any “big C,” high-tech communications with a far more personal touch.

“As good as these platforms are and as good as some of the content is that's coming out from a ‘big c’ perspective, all of that just feels quite rational. But humans are also emotional, and so there’s a need for a high-touch approach by leaders to supplement that formal communication,” he says.

The importance of high-touch leadership is a sentiment that is shared by many leaders I talk with who emphasize the need to invest time in regular one-on-ones and share the ways they prioritize building a personal feel to communications with their teams. A big part of this is ample recognition, in ways that feel tailored to the individual you’re recognizing. Leaders should remember that often it’s the very small actions that yield the biggest impact – like taking the time to send a hand-written note or to FaceTime an employee to say a personal thank you. While high-touch communications are by nature manual and can be time consuming, service leaders leading highly engaged teams will tell you there’s no substitute that that the investment will pay dividends.

Invest in Your Field Service Culture

As mentioned earlier, often field technicians spend more time with the customers they serve than they do company leadership or their colleagues. While the close relationships they develop with customers are wonderful, the risk is that those relationships become stronger than the relationship they have with the company they are a part of – and leaders need to take steps to ensure this isn’t the case. "The more time that they spend on customer sites, the more they begin to identify with that culture,” says Jason. “That shows you it is possible, and that it is also imperative that you do as much as you can so that they continue to identify with your culture."

Employees want to feel a part of something, and as leaders, you want them to feel a part of a team and invested in the mission of your company. With a distributed workforce, this is unlikely to happen without a concerted effort. Not only are your leader-to-employee communications crucial, but it can be very worthwhile to invest in building camaraderie among your teams.

When Venkata Reddy Mukku, Vice President Worldwide Service & Support Organization at Bruker Nano Surfaces & Metrology, was on the podcast to talk about his success using service as a competitive advantage, we spoke about a number of steps he takes to build a strong culture. One of those is investing in bringing his field service team together, in-person, to help foster relationship building and team feel. While he recognizes that it is an expense, it’s one he feels is very worthwhile in having the level of engagement and team rapport that he’s striving for.

Lean On Internal Influencers

Jason points out the major miss that occurs when an organization isn’t leveraging its internal influence, “In most organizations, about 12% of the workforce is what we would consider to be leaders, and they can only directly influence 50% of the rest of the employees. As opposed to internal influencers who are typically 3% of the workforce and can directly influence 90%."

While examples come up in field service of bringing key employees onside to help aid in change management or with communication around a certain initiative, Jason and I’s conversation left me feeling like the average current use of internal influencers is leaving a lot of potential on the table.

He suggests starting by trying to identify all your internal influencers. "The best way to find this out is to see who your own employees go to for ‘the meeting after the meeting,’ Jason says. Who is the one everyone goes to for their opinion? You can also ask your employees directly.

Once you’ve identified who these influencers are, collaborating with them can be incredibly helpful for implementing changes and maintaining team engagement. Leaders should focus on building authentic relationships with these influencers, not trying to make them formal corporate ambassadors. This approach allows for more organic and effective communication flow throughout the organization. The key is to maintain authenticity and avoid manipulating these relationships while leveraging their natural influence for positive organizational change.

What have you tried that’s worked in any of these three areas? I’d love to share your tips and tricks with our audience!

by Sarah Nicastro, Creator, Future of Field Service

Last week I had the opportunity to attend Field Service Medical just outside of San Diego, California. I haven’t attended this event before, and since this platform encompasses many industries, I am no expert in the medical space specifically. So, it was interesting to hear about some of the themes that don’t come up as often in my conversations.

I bet you won’t be shocked to hear AI was heavy on the agenda. Aquant and Hamilton did a session together where they discussed how Hamilton is using AI to improve time to competency of new hires. Their goal is to reduce their current 80% competency at six months to 80% at four months using Aquant’s technology. I thought this was an interesting, very real-world example of the practical impact AI can have today while we continue to determine how more advanced use cases will change the future of what field service looks like.

AI Observations

That session was followed by a panel on AI that started with some research from the Service Council’s 2025 State of AI & Service Technology, stating that 85% of service leaders plan to invest in AI in 2025 but that 80% of AI initiatives are failing to delivery meaningful ROI. As the panelists talked through why this is and how to navigate it, some of the themes that arose were:

Data chaos – needing to put effort into readying data for AI
The tenure of field teams having decreased in one organization from 17 years to 8 years and how this impacts the need for access to knowledge
What AI committees look like (or don’t) in different companies and the role they can/should play
How knowledge management & use is an area of low-hanging fruit for AI use
The need to be patient in determining where and how to apply AI to service; not rushing into use cases that won’t deliver that meaningful ROI
Remembering that when communicating change to technicians, put it into the terms of how it will benefit them
The importance of remembering that your cohorts and the executive team don’t necessarily understand what (all) service does, so put it into terms they’ll understand and resonate with
The opportunity of being your business or team’s AI “hype man” – resistance to change is to be expected, keeping a positive energy about the initiatives makes a difference
An urge that “you think you’re not ready, but you are” explaining that laggards are laggards because they think their data “sucks” but it’s closer to where it needs to be than you may realize, and you shouldn’t let that allow you to get behind

Compliance Readiness

One of our Future of Field Service 2024 Stand Out 50 leaders, Alesia Sullivan, who is the Sr. Director of Global Technical Support Services at Luminex Corporation – A Diasorin Company, gave a keynote presentation on what service leaders need to consider around compliance. She spoke about the FDA’s guidance and the service and support teams’ responsibilities when it comes to the stages of service compliance. Her key takeaways included:

Service is no longer just about servicing
- Quality medical device servicing is essential to ensuring patient safety
- All FSEs and support are responsible for quality documentation
- Organizations must be audit ready at all times
Document and Ask Questions
- High quality data is required
- Incomplete service device history impedes tracking and compliance root cause investigations
- Follow the procedures and seek for improvements
Service and Support can control the outcome
- This is a race the FSE should not run alone, but the repair and documenting is in the employee’s control
- When they reach challenges, they should reach out to a team for support
- The document outcomes (and later the patient) can be better with their input

Women in Service

My highlight of the week was co-hosting a Women in Service lunch, alongside Alesia, sponsored by IFS. The timing of this being the week of International Women’s Day was entirely serendipitous but just right. We had a great group of women and a very open, honest conversation about some of the challenges we face, how we can navigate different situations, and how we need to continue to lift one another up. Some of the points of conversation that I found interesting:

The women in the room that are also mothers agreed wholeheartedly on how unavoidable and difficult “mom guilt” is, especially with roles where frequent travel is required. We spoke about how unfortunate the state of parental leave is in the U.S. and the challenges this causes
We also spoke about how we need to not only respect but honor that not all women are or want to be mothers. I shared that at a conference a year or so ago, a man said to me in an interview that “We need more women in service because they are nurturing,” which is NOT why we need more women in service. Another woman at lunch shared that she’s often called “mom” by the technicians in her organization and that, while they are using it as a term of endearment, it’s nonetheless uncomfortable and unprofessional
Speaking of uncomfortable, we spoke about some of the situations we’ve been in that have been deeply uncomfortable but that are also often difficult to address. Being asked to take notes or perform administrative duties simply because you are the only woman in the group, and feeling like you want to address why that doesn’t feel right but also don’t want to be seen as “difficult” or not a team player
We also commiserated about a common thread of our reaction to how we respond in these situations – often feeling shame or judging ourselves for not reacting “correctly,” even though in many instances these situations are very nuanced and delicate
To try and workshop the above, we brainstormed different ways to respond to various scenarios, keeping in mind different personality types and levels of comfort with confrontation
We spoke about how incredibly unfortunate it is that corporations are pulling back on DEI when so many of these situations (and more) still happen on a very regular basis
We discussed the importance of mentors and sponsors and women shared examples of how they’ve been well supported, by both men and women, in ways that have helped them progress in their careers
We analyzed the feelings of competition that can arise among women, and why, and how powerful it is when women stop feeling in competition with one another and instead realize each person’s unique value and focus on lifting one another up. Alesia recommended the book “She Wins, You Win”
We spoke about the sense of responsibility to other women to “let the ladder down” as we progress in our careers, ensuring we help pave the way for hopefully an easier time for women in generations to come

This lunch really filled my cup – my only wish was that we’d have had more time together. But the way that each of us left the room feeling so seen, heard, and in community was a very positive thing. Big thanks to everyone who joined, and I hope to have more of these sessions in the future!

by Sarah Nicastro, Creator, Future of Field Service

Each year we’ve created content around International Women’s Day, and this year it felt no less important to do so (if anything, more important than ever). But as I pondered who to interview or what specifically to focus on, I found myself feeling very curious about what’s on the hearts and minds of the Future of Field Service and my LinkedIn communities. So, I decided to ask!

I appreciated each and every response – and many echoed my feelings about now being such a crucial time to keep the conversation alive. As such, I’ve decided to share the responses I received with you directly – raw and unfiltered.

This isn’t me being lazy and not wanting to do the work of editing – in fact, in this week’s podcast, I do share snippets of these contributions organized around the common themes stood out to me from the responses. But I feel it’s so important not to edit or filter women’s voices (and one man!) – I’d rather you read their thoughts in full and reflect on every word they had to share.

For context, I sent everyone the below questions and asked that they weigh in on any that they felt compelled to – or to share something entirely unrelated that is on their minds. What you’ll see below, in alphabetical order beginning with those who requested to share anonymously, is exactly what I received from the community – and I am so thankful for their engagement, reflections, and wisdom.

How do you feel we could/where do you feel we need to #AccelerateAction (this year’s IWD theme)?
When you think about gender equality, what is most frustrating for you OR what makes you feel most inspired?
What is one specific action you’ve taken that has benefitted you as a woman in service/at work?
What have you witnessed firsthand as most effective when it comes to the tactics or actions that truly create gender equality?
What is the most impactful way you’ve been supported that others could benefit from hearing and perhaps modeling?
How do you feel the U.S. current administration will impact women at work and gender equity as a whole?

Anonymous

“Of late I have been so frustrated by the fact that DEI initiatives have been undermined (even before the current administration) by what is perceived as having swung over to ‘the other extreme’, where they see women being appointed for more leadership roles over men in a given organization for example. And thereby the constant assumption that ‘she got hired because she’s a woman.’ I do understand that in a micro-situation, one may perceive that as being unfair. But I also believe that if we don’t change things today, then we will never get to the point of equity. We have suffered through decades of being undermined at the workplace due to stereotypical expectations from women, and the action to change needs to come now. It’s not just good (and fair) for women, but also better to prepare humankind for a future where all segments of society are represented and in fact utilized optimally.”

“I’m very worried about how this administration’s policies will undo so much of the progress we’ve made in recent years. Their stance on DEI is alarming and the sweeping RTO mandates are impacting so many of the women that I know. Covid was a tipping point for the family structure in the U.S., and for the first time, we started to see moms and dads share the load more evenly. It feels like all of that is in jeopardy now and women are left to figure out how to make it all work. I expect we’ll see a lot of women pushed out of work in the years ahead, which is deeply sad to me.”

Alyce Peterson

Product Marketing Manager, ServicePro by MSI Data

How do you feel we could/where do you feel we need to #AccelerateAction?

“When hearing from other women in our industry at events across the country it sounds like the biggest support we need is honestly just visibility. We need more women in leadership and for others to help pass the torch. There are so many ways to get women not only a seat at the table but also become deeply integrated leaders into their organizations.

What have you witnessed firsthand as most effective when it comes to the tactics or actions that truly create gender equality?

“Within the service space, I've attended events coast to coast from Field Service to smaller niche, service tradeshows. These on-site networking events, workshops and discussions are not just 'nice to haves' they are crucial for women to have the space to be heard and connect in such large rooms. Some of these women invite you to be mentored, be on boards, in other rooms, attend other shows, speak with them. The networking is invaluable. I'm also a mother and often bond with other women quickly over being a traveling working parent.

Recently, I had a touching experience at a service show that highlighted the importance of bringing our whole selves to these professional spaces. A fellow attendee also recognized my Latina heritage, opening the door to a deeper, more personal connection. Being able to share this part of my identity and bond over our common background was incredibly meaningful. It reminded me that our diverse experiences and cultures enrich the industry and create opportunities for more genuine, human connections.”

What is one specific action you’ve taken that has benefitted you as a woman in service/at work?

“Embracing that I bring something different to the table as a woman to mentor other women. In my work life, I volunteer to go to the tradeshows and conferences and feel comfortable enough to even run the networking table or event. These connections have built so much for the work I do. There are people who I will drive over an hour to go see and mentor. It's all about making the time to give back to invest in those who are next in line.”

What is the most impactful way you’ve been supported that others could benefit from hearing and perhaps modeling?

“By joining like-minded associations and groups, there are so many wonderful organizations for women. I've served on the WI Board for Women in Manufacturing (WiM), and at first was nervous because at the time I was in my twenties. In my current role, I also led a Women In Field Technologies panel at our user conference. As women, we have to stop disqualifying ourselves for opportunities because everyone has something to offer.”

Caroline Haggstrom Marklund

Managing Director/VP Customer Services Nordics at Vattenfall

“For me from a personal point of view what’s been most impactful in terms of support has been allyship and I try to pay that forward as often as can. It’s not hard, just be mindful of sharing your space and putting people forward within your networks.

Another topic that speaks to me is that I currently get questions from my organization about the developments in the US when it comes to DEI at large and what it means for us and if this means we’re going to change something in the way we do things here.

And the clear answer is NO, nothing will change other than that we will prioritize our DEI agenda even higher. We do this because we truly believe in it, equal rights and opportunities are a core belief and not something we’ll change just because the wind blows in another direction.

It has never been more important to speak up and stand up for these values!”

Catherine Coulter-Wood

Senior Manager, Service Optimization & Transformation, Compugen Inc.

“Gender equality in the workplace has really come a long way, but women still face real challenges. In STEM particularly, I see a lot of Capability Bias. Underpinning the results of this bias, which results in hiring disparities, leadership inequality, etc, is the why. Why is there an unconscious hiring of men over women or of promoting men over women to leadership roles. At its core, there is a Capability Bias. There are many historical and societal reasons which have created this unconscious (and sometimes very conscious) belief that men are more intelligent or capable than women, particularly in areas of STEM. Multiple studies and ample testimonies of people's lived experiences show that when there are two candidates with the same qualifications, credentials, and experience the man is generally viewed as more capable. This is an area where we can #AccelerateActions! What if we could make it visible? Some organizations work to mitigate these issues by removing names from incoming resumes to address this phenomenon, but this solution isn’t scalable and is too limited. What if, alternatively, we could make Capability Bias more visible? We need to develop methods that enable us to name it, measure it, and critically analyze how to change it.

Organizations measure areas of focus so that they can best understand the problems they face and, later, the impact of proposed solutions. If we can find a way to make Capability Bias visible and measure how often it happens, then we would be equipped to address one of the root causes of gender inequality in the workplace. Ruth Bader Ginsberg once said to ‘[f]ight for the things that you care about but do it in a way that will lead others to join you.’ Real change takes will and, when armed with knowledge, we can lead that change. Let’s #AccelerateActions!”

Chantel King

Managing Partner, Woola

How do you feel we could/where do you feel we need to #AccelerateAction?

“We need to accelerate action in industries that have historically been male-dominated—especially in trades, operations, and leadership roles. Representation matters, and we need to actively encourage and support more women in these spaces through mentorship, sponsorship, and leadership development programs.”

What is one specific action you’ve taken that has benefited you as a woman in service/at work?

“One of the most beneficial actions I’ve taken as a woman in service and at work is advocating for myself. This includes confidently taking on leadership opportunities, ensuring my contributions are recognized, and making my voice heard in meetings and decision-making processes. I've learned that speaking up, even when it feels uncomfortable, is crucial for growth and visibility.”

What is the most impactful way you’ve been supported that others could benefit from hearing and perhaps modeling?

“Having male allies who actively create space for women in discussions, advocate for their advancement, and push back against biases has been incredibly impactful. Leadership needs to be intentional about fostering inclusion.”

Danielle Waterworth

VP- NA AG Dealer & Customer Support + Global VP Parts & Service AG Maintenance & Services Development, CNH

“Two and a half years ago, I was given a first…..my first dual role, but my first where one of those leaders was a female executive ! While I have learned and enjoyed working for all my prior leaders, I have found this relationship to be different in that she sees things in a different lens. Our relationship has grown to be open and reciprocal where we do not bullsh** one another. We are transparent when we are disappointed in the other’s opinion or work, and we are open with one another when it comes to growth and leadership. Also, when I have a problem, it is her problem too.

Having a leader that you trust to be truthful and that has your back is something all should have but especially women helping another woman as they know how to balance the various aspects or jobs that our life entails – from employee, to wife, to mother, to friend and volunteer- but do not question how or if you will be successful still in accomplishing what they expect of you.

I think it is very important, especially for International Women’s Day, to reiterate that women CAN do it all if they want to, but they have to be honest with themselves on if they want to do what it takes to attain the goal.

Do not let others make excuses for you or tell you what you can and cannot accomplish or be. AND ON A LAST NOTE- find a leader/mentor that you can trust to not hold things against you, that you can be your true self with, that deep down you know wants to help you grow.”

Dot Mynahan

Sr. Director, Safety and Workforce Development, National Elevator Industry, Inc.

“I think there’s a need to Accelerate Action around Employee Resource Groups. There’s a great guidance document assembled by 16 State AGs called, ‘Multi-State Guidance Concerning Diversity, Equity, Inclusion and Accessibility Employment Initiatives’ that stresses the importance of ERGs providing ‘an inclusive and supportive space where employees of particular backgrounds or common experiences feel value and heard.’ According to the document, ‘When employees feel that their identity is recognized and supported within the organization, they’re more likely to stay long-term.’”

Erica Marois

Sr. Manager, Content & Community, HDI & ICMI, Tech Events, Informa

What is one specific action you’ve taken that has benefitted you as a woman in service/at work?

“Setting boundaries and blocking off my calendar! I used to think I needed to put in more hours and always be available to prove my worth. With age, perspective, and out of necessity as a mom, I’ve learned that setting boundaries isn’t only an act of self-care, but an act that commands respect. Saying no to the things that don’t drive value and protecting my calendar allows me to work more effectively and deliver better results. A mentor once said to me, ‘if you don’t set your boundaries, someone else will set them for you.’ It’s so true!”

What is the most impactful way you’ve been supported that others could benefit from hearing and perhaps modeling?

“I was fortunate to have many other women take me under their wing in my 20s and gently nudge me out of my comfort zone while also championing my work. I didn’t realize it at the time, but they were planting the seeds of confidence I needed to grow both personally and professionally. Society loves to pit women against each other, but when we take it upon ourselves to offer support, kindness and understanding to others, those small acts can make a huge difference. Give other women a ‘seat at the table’ by speaking positively about their work and contributions even when they’re not in the room. It’s such an easy way to pay it forward.”

Jayda Nance

Delivery Project Executive Leader: AI Development & Innovation for Client Experience, IBM

“For me, it’s Allyship.

As an ambitious young Black woman, I learned early on to separate who I am from what I do—while preserving my happiness. Navigating male-dominated spaces meant building connections that felt both natural and authentic. Is that fair? Maybe not. But when you focus less on who and more on why, real relationships take shape.

Allyship is more than acknowledgment—it’s action. It’s men stepping into women’s world, not as saviors but as advocates. Too often, society assigns women the “easy” tasks, mistaking consideration for fragility. But we don’t want saving—we want opportunity. A voice. A seat at the table with a steak.

I’ve been fortunate to work with men who have spoken my name in rooms I wasn’t in, advocated for me when it mattered, and celebrated my accomplishments publicly. The hard truth? Sometimes, things happen simply because a man said so. That’s the reality. And while we work toward a future where all voices carry equal weight, we must also recognize the opportunity within this dynamic.

Behind many accomplished men are women who played a pivotal role in their success. So, lift us up with you. When you rise, bring us along. That is allyship. That is impact.”

Jennifer Dye

Director of Power Services, West Region at Schneider Electric

“I started writing down some thoughts, but I believe they're a hybrid of two of your prompts; ‘What is a specific action that I've taken that has benefitted me as a woman in service/at work’ and ‘what have I witnessed firsthand as an effective support of gender equality?’

I've spent 15 years in the corporate service industry (4 years+ before that in the hospitality industry of services), and in a way I have ‘grown-up’ in this industry. Looking back, I would change absolutely nothing; though in hindsight I can see more clearly the moments when gender inequality was the theme of my challenge, but I never looked at it like that in the moment. I'm thankful for that mindset, as it's allowed me to really examine and seek to understand other's and their perspectives on equality within their careers (and lives).

Early in my career I observed that leaders do not beg or wait for someone else to set up time for an idea they have. If they feel their thoughts add value, or feed a curiosity, they take initiative to start that conversation without fear. They are intentional with the time, ensuring that it covers what they had in mind, and always ensuring if it's a quizzical topic that they leave room for others’ opinions. Women in meetings are usually the first to speak, the most to be interrupted, and yet seem to be the ones that take the most notes and bring the follow-up actions back to the table. From the beginning of my career to now, I can say I've witnessed more examples where the woman(en) were not asked to take notes or order the coffee, etc; and it's led to more productive interactions and inclusiveness. Leave it to Louisa May Alcott's main antagonist in Little Women, Jo March, to remind us from 1868 what was/is still true today: ‘women have minds and souls (and) hearts, and they have talent and ambition as well as beauty.’ We are never just one part of the conversation; we are every part of it.

I have taken many roles in my career in which I was the ‘first’ or the ‘only’ in the room (sometimes simultaneously); some with extreme levels of support from others, and some where I knew the ones who wished they'd been chosen for my seat, and they had struggles understanding why I was ‘the chosen one.’ The latter are who I spent a long time trying to justify my successes to; until I reached a point in my career (and within an incredibly inclusive culture of leaders and company mission) that I finally realized, ‘I'm in the room because I deserve to be.’ I owe nobody my proof of entry, and the only one who is allowed to question my worth, is me. (and I'm very familiar with imposter syndrome in excess). Once I realized this for myself, it's been a mission of mine to challenge others with this same mentality; inclusive and constantly curious. I think strong cultures (teams, companies, etc.) have succeeded when they encourage challenging the norm as a form of endearment and crucial to future success, and not a limiter to an outcome.

By nature, our tactical services instinct could be rebranded into #AccelarateAction; the moment we stop focusing on gender (in)equality and other social gaps, we cease to move the action forward.”

KM Manickam

Customer Support Manager, BD

“We need to #AccelerateAction in areas where gender disparities are most pronounced, such as in leadership roles. I am proud to say that my current organization strongly supports in every decision we make.

What frustrates me most is the crime against or targeting women. However, I am inspired by the growing number of women breaking barriers and leading successful initiatives across various industries.

One impactful way I've supported a woman at work was by advocating for her during performance reviews and promotion discussions. By highlighting her achievements and contributions, I helped ensure she received the recognition and opportunities she deserved.”

Sarah McKay

VP, Service Delivery, Concentrix

“These are the two areas that I have been thinking on most in relation to the female role in business, and in the community as a whole:

I think that the general direction of stepping back from DEI initiatives, which may be most visible in the US, is not unique to the US, but is becoming pervasive across the globe. The US administration may have made it feel acceptable for businesses to deprioritize, or worse, to be penalized for trying to redress imbalances within their organisation, but this mentality has been gaining popularity across the globe.

There is a huge risk that this conversational direction will damage, and reverse years of positive momentum, but that leads me to consider two options in terms of #AcclerateAction:

We accept that the global trend is to favour the privileged wealthy white middle-aged man, and that any other view is ‘woke,’ and we start to create the Margaret Atwood dystopian world of ‘handmaids tail’ OR
Those of us in a position to influence, amplify our voices in protest, and put a hand down to pull the next generation of female leaders up

Personally, I find that the more extreme the misogynistic commentary from the likes of Trump, Zuckerberg, Musk, Andrew Tate becomes, actually, the more it lights a fire in me to combat that narrative, and prove that the world is a better place when everyone has a seat at the table – women, and all minority communities, and it is not a threat to the position of those trying to protect their control of power.

In Northern Ireland, we have two female heads of state – a first and deputy first minister. They hold polar opposite political views, and have many points of difference, but they negotiate a path that allows practical decisions to be made, and all communities represented. It is examples like this, that prove to me that women add value, bring insight, and can engage people in conversations that result in value to the company/ country.

I am so glad that my own company continue to value and invest in ESG initiatives globally and will continue to do so. And I am so glad that people like you are still out there promoting the benefits of diversity for the benefit of the business, not just as a LinkedIn sound bite.”

by Sarah Nicastro, Creator, Future of Field Service

From OpenAI’s evolution to DeepSeek disruption, AI persists as one of the most buzzworthy topics of 2025. While I’ve talked to service leaders whose responses run the gamut from hard-to-contain excitement at its potential to utter disdain for its all-consuming prominence, it is indisputable that AI is changing how businesses across industries work – and we’ve only just begun.

Where We Are

In field service, there are organizations leading the charge to adopt AI in meaningful ways and those that are more resistant to its inevitable impact – with the vast majority somewhere in between. Late last year, Future of Field Service conducted a service with our Stand Out 50 leaders and here are some of the interesting points they shared.

Fifty percent of respondents said that less than 10% of field service tasks are automated. This reveals the tremendous opportunity that exists to use AI to help make the lives of field technicians specifically and service operations on the whole much easier and potentially more satisfying.

When we consider how customer expectations have evolved, as well as how they will continue to – especially as their familiarity with AI expands in everyday life – it’s interesting to begin to envision all of the ways in which AI could enable service providers to work smarter. Here’s how the Stand Out 50 ranked the top seven customer expectations:

Demanding faster resolution
Wanting peace of mind/guaranteed uptime or performance
Desiring more data and insights to aid in improving their business
Expecting more data and insights about the service delivery process and value delivered
Seeking streamlined or different channels of communication
Higher standards of brand experience/soft skills
Seeking more sustainable providers/partners

Sixty-two percent of respondents already use AI in their service operations and shared a wide range of examples of how so:

Chats and emails
Triage in tech support; insights dashboard
Using AI to review customer equipment on material through-put to ensure they get the best yield of products
Service order summaries
Document and data search
Guided troubleshooting (pilot phase)
Used in monitoring assets and in our scheduling tool
Customer contact, scheduling & routing, predictive maintenance
Primarily used for the service desk, with a goal of preventing calls from dispatch and resolving via phone or chat. AI is also being used to immediately dispatch to the field issues that cannot be resolved remotely, ensuring swift resolution and not requiring customer interaction for the call
Generating service tickets from emails
Diagnostics workflow, technical training, value-based selling, technical report dictation, material master data cleanup
Self-service, self-training, knowledge management, process automation, data mining
Generative AI for triage, AI for resource allocation, machine learning for predictive analytics
Scheduling and optimization of our field interventions, optimizing work order quality by using AI to predict job duration, and supporting field force on the job with image recognition AI

As the use of AI and other technologies expands, organizations must consider the effect it will have on how service is delivered – and what that means in terms of changes needed in the customer narrative, commercial agreements, or both. The increase in both self- and remote service are great examples of how today’s technologies can be used to significantly reduce inefficiencies and provide faster resolution, but for organizations who still primarily have transactional, break-fix relationships with customers this can present a hurdle to overcome.

Fifteen percent of the Stand Out 50 respondents have extensive self-service options in place and state customers are responding well; 52% currently have some self-service capabilities and state it’s a focus to expand. Thirty-three percent of respondents have transitioned a significant portion of service delivery to be remote and another 30% are in the midst of transitioning a portion of service delivery to remote, while 26% use remote capabilities but for diagnosis versus resolution, and 11% state that they either have barriers to using remote capabilities or it’s not yet a focus.

While this data is representative of a relatively small group of service businesses, it shows some real-world examples of how AI is being adopted, how AI and other technologies are changing workflows and transforming service delivery, and how these new ways of working can raise questions that reach beyond service transformation to business transformation.

Where We’re Going

Regardless of whether AI elicits excitement or an eye roll from any given service leader, they generally agree that its use and impact is still in its infancy – and organizations have a massive responsibility to determine how to take today’s pilots and early use cases and rapidly expand on their success.

Forty-seven percent of the Stand Out 50 respondents listed AI as their next area of focus for technology investment and 76% believe Advanced AI will be critical for staying competitive in field service. When asked what areas of AI they feel hold the biggest potential for service organizations, respondents said:

Fault/failure prediction – 33%
Knowledge management – 30%
Customer support (chatbots, self-service capabilities, etc.) – 19%
Automated scheduling and resource optimization - 11%
Automation of reporting – 7%

In many ways, the sky is truly the limit in terms of where AI can go in field service. In his 2025 predictions blog, Mark Brewer, VP of Service Industries at IFS, talks about some of the exciting advancements he expects this year – including more instances of agentic AI, the lift AI can provide for knowledge management, and the potential it has for fault detection. All of these uses – and more – have the capacity to bring a lot of positive change to how service organizations operate and the value they can offer their customers.

A great example I came across recently is CNH. The company used AI to condense 1.5 million pages of manuals into one AI-powered chatbot. According to this article, “CNH AI Tech Assistant tool is already at work at over 300 authorized agriculture and construction dealer groups, with global expansion underway. The first-of-its-kind tool was developed with dealer feedback and works by simulating conversations to provide a diagnosis and repair plan for CNH brands’ machines, enabling dealer technicians to save time on repairs by providing fast and accurate answers to technical questions.”

While this is just one of a multitude of ways AI can transform service, the bigger question to ask around where we’re going is how ready an organization is to change – and to what extent.

What We Don’t Yet Know

When it comes to what we don’t yet know, there’s both the logical and the philosophical. Let’s start with the logical. The Stand Out 50 respondents weighed in on their biggest concerns around the growing use of AI in field service:

Accuracy & bias - 33%
That we haven’t yet mastered “the basics” and must do so first - 23%
Not having the data at the ready to support its use – 19%
Security – 11%
The hype surrounding it – 7%
Keeping pace with the technological advancement - 7%

There are also some very crucial logistical questions I’ve alluded to already around how the use of AI will evolve the work frontline employees do (or don’t) as well as what the service value proposition looks like. So, when it comes to an increase in remote and self-service; how does less on-site work change what we need from our employees? Are they able to do that new work today, or do they need reskilling or upskilling?

Also, how does a more modern, remote-first service delivery model change the customer value proposition? For companies whose customers are still accustomed to paying for time technician is on site – that visible, tangible work – how do they reshape the commercial agreements and then communicate them in a way that resonates?

These are the questions where the most sticking points arise – the real strategic meat of what using AI to a significant extent will mean digging into and ultimately through. But perhaps the most important question that is left unanswered is a philosophical one: how do we make good use of sophisticated technology without it having a negative impact on how we value humanity?

This question was the premise of a recent podcast discussion I had with Arnaud Billard, Senior Director for Applications and Service for Europe at Cepheid. When Arnaud and I connected to land on a podcast topic, he mentioned that he is really struggling with what the future holds around AI and automation and, once we dug in, I admired the perspective he was sharing.

He clarifies at the beginning of the podcast, saying, “The struggle I refer to is not about resisting technology or AI particularly. It's more about how to navigate its evolution while preserving what makes service truly valuable, which is a human connection.”

For organizations who haven’t evolved their view of service beyond break-fix, the reverence for relationships may be less than Arnaud’s – but for many, this is a missed opportunity. “Relationships in service really matter and there is a component of trust that is very important. When you sell service, it’s intangible. It’s no longer just about fixing things; service professionals today are no longer only solving technical issues; they are acting as a trusted advisor. They gather insights, identify customer pain points, they contribute to company growth via customer intelligence. It’s one of the most overlooked aspects of service, I believe, but service is a source of innovation and growth,” says Arnaud.

If you share this view, then you can understand that the risk of overapplying AI in service for the sake of cost savings or efficiency gains is not only a risk to the business at present but also cuts off an incredibly valuable source of knowledge, relationships, and fuel for innovation. “I'm very conscious that AI can bring fantastic efficiencies,” says Arnaud. “However, to me, we have to find the right balance between enhancing service productivity without depersonalizing it. We need to ensure that we don't erode the very element that built customer loyalty and satisfaction. We must make sure that technology enhances our human capacities rather than diminishing them.”

I’d encourage you to have a listen to the full podcast discussion here. If you have thoughts on the now, the next, or the unanswered questions of AI in field service – reach out!

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.

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