Download A Curriculum for Services Science

Developing an MSc Module in Services
Science
Michael Lyons
BT MSc – in Information & Communication
Technologies
• 15 module programme in its 16th year.
• Operated by UCL, originally for BT professionals.
• Modules now open to the comms & IT sector via e-Skills UK,
providing CPD and MSc.
• Specialist lecturers from a dozen universities.
• Real time participation by remote groups in UK and overseas.
• Current professional students number 550.
© British Telecommunications plc
Extending the Services Science Focus of the BTMSc
Internet Services
And Applications
The ICT Business
New Module/Modules:
Networked Services
Services and Systems
Science
Large Scale
Software Systems
© British Telecommunications plc
Building Successful
Business Cases
The New Module
•
•
•
•
Design of module led by
Michael Lyons (BT).
Academic owner and lecturing
team identified.
Scheduled for first presentation
in April 2009.
Services and Systems Science
– the study of service systems
– holistic, multi-disciplinary
•
Objective: Scientific
methodology for developing
predictable service systems.
Benefits
• Improved service design
– Reduced risk for new services
– Improved service systems
– Lower costs: better use of people/
resources
•
•
© British Telecommunications plc
Greater organisational responsiveness
Improved customer satisfaction/ loyalty
The New Module
•
•
•
•
Design of module led by
Michael Lyons (BT).
Academic owner and lecturing
team identified.
Scheduled for first presentation
in April 2009.
Services and Systems Science
– the study of service systems
– holistic, multi-disciplinary
•
Objective: Scientific
methodology for developing
predictable service systems.
People
Benefits
• Improved service design
Business
Service
Core
Fundamental
Skills
© British Telecommunications plc
– Reduced risk for new services
– Improved service systems
– Lower costs: better use of people/
resources
Technology
•
•
Greater organisational responsiveness
Improved customer satisfaction/ loyalty
Learning Objectives
Science and Engineering
Industrial and Systems Engineering
Computer Science & Info. Systems
Math and Operations Research
Economics and Social Sciences
Business Anthropology
© British Telecommunications plc
Organizational Change & Learning
Business and Management
• Understanding of key concepts and models arising
from services research
• Appreciation of range of factors (both technical and
human) that need to be taken into account when
designing a Service
System
• Recognition of the role
of different disciplines
and expertise in
effective service
delivery.
BT Services
•
•
•
•
•
•
System Services (Asset-based)
IP infrastructure
Basic connectivity
Web-services and VAS
Managed ICT services
Outsourcing, including the managing networks and
desktop
Systems integration/consulting
Knowledge Intensive and Professional Services
© British Telecommunications plc
Service Ecosystems
Scope and Context
Core Areas
• Service Design
(Front-stage)
• Service Delivery
(Back-stage)
• Service Innovation
Innovation
New ways to
deliver services
Delivery
Back stage
New Services
Design
Front stage
Single Company
Portfolio
Complex Large-scale
ICT Systems
Application Areas
• Single company
Innovation
New ways to
deliver services
– Product portfolio
New Services
Delivery
Design
Systems engineering
Processes orchestration
Resource co-ordination
Total Customer Experience
Customer Journey
Supplementary/support
services
Back stage
Organisational
View
© British Telecommunications plc
Front stage
Customer
View
• Service Ecosystems
– Multiple service providers
• Large-scale ICT systems
– Multiple services
– Multiple service providers
Service Design
• What is delivered vs. how it is delivered
• Service functionality (what is delivered) must satisfy
formal requirements
• How it is delivered has an emotional impact
• Service ‘quality’ about what and how.
Negative:
Angry,
frustrated,
dissatisfied
customers
Neutral
Affectivity
Determined by
what delivered?
‘Satisfied’
Customers
Determined by
how delivered?
Positive:
Loyal,
enthusiastic,
profitable
customers
• Affectivity: from affective - ‘causing emotion or feeling’
• Emotional impact of company actions/ processes on customer?
• Links between affectivity/ trust/ loyalty/ revenue?
• Holistic approach: total customer experience
• Guidelines for service design
• customer expectations
• mapping to internal measures (RFT, CT etc)
• Implications for service delivery: e.g. handling customer variability
© British Telecommunications plc
Service Delivery
•
Multiple systems:
– Assembly, delivery, supply
– Handling variability
•
Fault and
order
intake
Reception
Nonengineering
clears
End-to-end process steps*
– Factory process
•
•
•
•
High levels of predictability
Input, process, output
Readily automated
ICT systems: SOA approaches
Customer
population
Engineering
operations
Costs
Customer
satisfaction
– Physical service process
• Flow of people/ goods
• Logistics, fulfilment, mobile engineers
• Focus on dynamic modelling
– Contact service process
Need to adopt a systemic
viewpoint: the organisation as a
(socio-economic) system
• Direct dealing with customers
• Highly unpredictable (customer variability)
• Management approaches
© British Telecommunications plc
* Falato P, Kell M (2007) Creating the service factory. http://uk.fujitsu.com/POV/articles/2007/service-industrialisation/
Service Innovation*
•
•
Integration/ disaggregation of information value chain
L Keeley (Doblin Inc.): Ten types of innovation:
Inside-out
Process
Innovation
Process
Core
Process
How a
company organises to
support innovation
Proprietary
processes that add value
Outside-in
Offering
Product/ Service
Performance
Service
System
Basic features,
performance and
functionality
Customer
Service
Channel
Brand
Extended systems
that surround an offering
Finance
Customer
Experience
How you connect
your offerings to
your customers
How you express
your offering’s benefit
to customers
How you service
your customers
•
•
Delivery
Business
Model
Value
Network
How the
enterprise
makes money
Enterprise structure
and value chain
How you create
an overall experience
for your customers
Goods - focus on: offering
Services - focus on: customer experience; core process; business model
© British Telecommunications plc
•Peer Insight (2007) Seizing the White Space: Innovative Service Concepts in the United States. Tekes
Technology Review 205/2007.
http://www.tekes.fi/eng/publications/innovative_service.pdf
Lecturers/ Proposed Timetable
• Michael Lyons – introduction and integrated view
– cross-cutting themes: service thinking; governance
•
•
•
•
•
•
•
Bill Hollins – Service Design
Roger Maull – Service Delivery
Bruce Tether – Service Innovation
Irene Ng – Customer Value and Co-creation
Dave Cliff – Large-scale IT systems
Linda Macaulay – Service Ecosystems
Half-day session: BT examples/ integration
Date
Am
Pm
© British Telecommunications plc
Monday 30/3
Introduction &
Overview: Michael
Lyons
Customer Value
and Co-creation:
Irene Ng
Tuesday 31/3
Service Design:
Bill Hollins
Wednesday 1/4
Service Delivery 1:
Roger Maull
Service Innovation:
Bruce Tether
Service Delivery 2:
Kjeld Jensen/ Hazel
Lacohee?
Thursday 2/4
Large-scale IT
Systems:
Dave Cliff
Service
Ecosystems:
Linda Macaulay
Work in Progress: Issues
• Ensure integrated view of Services Science.
• Good overview of services research
– Focus on ‘service systems’?
• Is this an SSME module, or a ‘services module’
– What is core of SSME?
• Personal view
– SSME = study of service systems (as IBM)
– Specific focus on ICT-enabled service systems
• Links with other modules
© British Telecommunications plc
End
Introduction: Services and Systems Science
•
• Importance of Services
Services and Systems Science
– the study of service systems
– holistic, multi-disciplinary
– Services > 70% US GDP
– Information services >
50% US GDP, growing
•
• Impact of ICT: ICT enabled
services
Objective: Scientific
methodology for developing
predictable service systems.
Benefits
• Improved service design
– Reduced risk for new services
– Improved service systems
– Lower costs: better use of people/
resources
•
•
© British Telecommunications plc
Greater organisational responsiveness
Improved customer satisfaction/ loyalty
Introduction: Services and Systems Science
•
• Importance of Services
Services and Systems Science
– the study of service systems
– holistic, multi-disciplinary
– Services > 70% US GDP
– Information services >
50% US GDP, growing
•
• Impact of ICT: ICT enabled
services
Objective: Scientific
methodology for developing
predictable service systems.
People
Benefits
• Improved service design
Business
Service
Core
– Reduced risk for new services
– Improved service systems
– Lower costs: better use of people/
resources
Technology
•
•
Fundamental
Skills
© British Telecommunications plc
Greater organisational responsiveness
Improved customer satisfaction/ loyalty
CPD and T-Shaped People
Science and Engineering
Industrial and Systems Engineering
Computer Science & Info. Systems
Math and Operations Research
Economics and Social Sciences
Business Anthropology
Organizational Change & Learning
Business and Management
© British Telecommunications plc
The Research Model
Customer
Management Systems
Employee Social System
Transaction ICT Systems
(People, skills, knowledge)
Rules, Procedures,
Mgt Style etc
Info Processing
ICT Systems
Economic/ commercial Environment
© British Telecommunications plc
Suppliers
Employers View
People
Business
Service
Core
Fundamental
Skills
© British Telecommunications plc
Technology
Innovation Concepts
•
Innovation = ‘the successful exploitation of new ideas’ (DTI)
– A process
– An outcome
•
Innovation involves multiple, complementary, concurrent changes1 technologies, skills, organisation:
–
–
–
–
•
Products/ services
Production process
Skills used
Customer inter-relations
- Delivery process
- Technologies used
- Organisational structure
- Other inter-relations
Innovation approaches
– Crowdsourcing
– Open innovation
•
Innovation Technologies (IvT)2
– eScience
– Simulation and Modelling
•
- Co-innovation
- Virtual reality
- Rapid prototyping
Innovation as a core business process
– Investment decisions
– Patterns of collaboration (customers, suppliers, stakeholders)
– Technology/ market choices
© British Telecommunications plc
1 Tether B, Howells J (2007) “Changing Understanding of Innovation in Services” in “Innovation in Services” DTI Occasional Paper No. 9
2 Gann D, Dodgson M (2007) “Innovation Technology: How new technologies are changing the way we innovate” NESTA Provocation No. 5
Service Ecosystems
Scope and Context
Core Areas
• Service Design
(Front-stage)
• Service Delivery
(Back-stage)
• Service Innovation
Innovation
New ways to
deliver services
Delivery
Back stage
New Services
Design
Front stage
Single Company
Portfolio
Complex Large-scale
ICT Systems
Application Areas
• Single company
Innovation
New ways to
deliver services
– Product portfolio
New Services
Delivery
Design
Systems engineering
Processes orchestration
Resource co-ordination
Total Customer Experience
Customer Journey
Supplementary/support
services
Back stage
Organisational
View
© British Telecommunications plc
Front stage
Customer
View
• Service Ecosystems
– Multiple service providers
• Large-scale ICT systems
– Multiple services
– Multiple service providers
Information-processing services make up over
50% of US GDP and growing.
(Chase & Apte, 2007)
Product
Services
Material
6%
31%
Information
10%
53%
16%
84%
37%
63%
Information Services:
• Underpinned/ enabled by ICT
• Location-independent?
© British Telecommunications plc
Distribution of GDP in the US
economy in 1997, excluding
government, agriculture and
mining, based on data from
(Apte and Nath, 2007).
Next Steps
• Planning meeting to be held in May 2008.
• Interested industry and academic participation
sought.
• For more details about the existing BTMSc Go to :
www.btmsc.ee.ucl.ac.uk
© British Telecommunications plc
Service Delivery
• Multiple systems:
– Innovation, assembly, delivery, supply
– Handling variability
• End-to-end process steps*
– Factory process
• High levels of predictability
• Input, process, output
• Readily automated
– Physical service process
• Flow of people/ goods
• Logistics, fulfilment, mobile engineers
• Focus of dynamic modelling
– Contact service process
• Direct dealing with customers
• Highly unpredictable (customer variability)
© British Telecommunications plc
* Falato P, Kell M (2007) Creating the service factory. http://uk.fujitsu.com/POV/articles/2007/service-industrialisation/
Service Design
• What is delivered vs. how it is delivered
• Service functionality (what is delivered) must satisfy
formal requirements
• How it is delivered has an emotional impact
• Service ‘quality’ about what and how.
Negative:
Angry,
frustrated,
dissatisfied
customers
Neutral
Affectivity
Determined by
what delivered?
‘Satisfied’
Customers
Determined by
how delivered?
Positive:
Loyal,
enthusiastic,
profitable
customers
• Affectivity: from affective - ‘causing emotion or feeling’
• Emotional impact of company actions/ processes on customer?
• Links between affectivity/ trust/ loyalty/ revenue?
• Holistic approach: total customer experience
• Guidelines for service design
• customer expectations
• mapping to internal measures (RFT, CT etc)
• Implications for service delivery: e.g. handling customer variability
© British Telecommunications plc