SI
Words
Words
consumable
das Verbrauchsmaterial
impact
die Auswirkung
empathize
etwas nachvollziehen /jmnd. nachempfinden
hidden
versteckt / verborgen
feasibility
die Durchführbarkeit, die Machbarkeit
der Unterhalt
spare parts
Ersatzteile
monitoring
Überwachung
contract
der Vertrag
consulting
Beratung
expect
etwas von jemandem erwarten
OEM
Hersteller
What you must know before you can innovate in service
Your past, Capacities and where to acquire new one, Your market, Your culture, Your people, Customers and their market,
3 pillars of Doblin's model for innovation
Set innovation strategy
Design, build & launch innovations
Become better innovators
Set innovation strategy
Innovation agenda > Opportunity spaces > Contextual research > scenario planning
Design, build & launch innovations
organizational assessment > transformation campaigns > leadership coaching > education & training
Become better innovators
organizational assessment > transformation campaigns > leadership coaching > education & training
Ten types of innovation
balance between product development and other forms of innovation is unbalanced
What did Schlesinger and Heskett (HBS) establish in thier model?
"The employee-as-a-disposable-tool" is very costly to a service company
Employees hate it - customers will not like it
What are the 4 elements of Schlesinger and Heskett's model?
Invest in people as much as technology
Use technology to support front line people
emphasis on selection and training for both, employees and managers/executives
link compensation and performance for employees at every level
Why are hidden needs so important?
- Hidden needs go beyond normal service improvements
- There is the opportunity to discover new markets – or to disrupt the existing
- It improves alignment of business drivers between the owner/operator and the service provider
What types of opportunities are likely to be attractive?
- Related opportunities that form a theme
- Unrelated opportunities that provide growth avenues
- Single opportunities that could be addressed with a new (ancillary) service
- Over-served outcomes that add unnecessary cost
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Flashcards
consumable
das Verbrauchsmaterial
impact
die Auswirkung
empathize
etwas nachvollziehen /jmnd. nachempfinden
hidden
versteckt / verborgen
feasibility
die Durchführbarkeit, die Machbarkeit
der Unterhalt
spare parts
Ersatzteile
monitoring
Überwachung
contract
der Vertrag
consulting
Beratung
expect
etwas von jemandem erwarten
OEM
Hersteller
What you must know before you can innovate in service
Your past, Capacities and where to acquire new one, Your market, Your culture, Your people, Customers and their market,
3 pillars of Doblin's model for innovation
Set innovation strategy
Design, build & launch innovations
Become better innovators
Set innovation strategy
Innovation agenda > Opportunity spaces > Contextual research > scenario planning
Design, build & launch innovations
organizational assessment > transformation campaigns > leadership coaching > education & training
Become better innovators
organizational assessment > transformation campaigns > leadership coaching > education & training
Ten types of innovation
balance between product development and other forms of innovation is unbalanced
What did Schlesinger and Heskett (HBS) establish in thier model?
"The employee-as-a-disposable-tool" is very costly to a service company
Employees hate it - customers will not like it
What are the 4 elements of Schlesinger and Heskett's model?
Invest in people as much as technology
Use technology to support front line people
emphasis on selection and training for both, employees and managers/executives
link compensation and performance for employees at every level
Why are hidden needs so important?
- Hidden needs go beyond normal service improvements
- There is the opportunity to discover new markets – or to disrupt the existing
- It improves alignment of business drivers between the owner/operator and the service provider
What types of opportunities are likely to be attractive?
- Related opportunities that form a theme
- Unrelated opportunities that provide growth avenues
- Single opportunities that could be addressed with a new (ancillary) service
- Over-served outcomes that add unnecessary cost
