Difference between revisions of "Related Work and Documents"
From Service Systems Engineering Group Wiki
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|[[http://www.cambridgeservicealliance.org/uploads/downloadfiles/2013_December_Industry%20transformation%20towards%20service%20logic_A%20BM%20approach.pdf]] | |[[http://www.cambridgeservicealliance.org/uploads/downloadfiles/2013_December_Industry%20transformation%20towards%20service%20logic_A%20BM%20approach.pdf]] | ||
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|[[http://business-school.exeter.ac.uk/research/areas/topics/management/outputs/publication/?id=634]] | |[[http://business-school.exeter.ac.uk/research/areas/topics/management/outputs/publication/?id=634]] | ||
Revision as of 09:07, 26 March 2015
Contents |
Reference Papers
| # | Item | Content | Link |
|---|---|---|---|
| 1 | BS ISO 37500 Outsourcing | Draft ISO Standard for Outsourcing | [[1]] |
| 2 | ITIL v3: | IT Services Management, mandated by UK Government on some service contracts (including Defence) | [[2]] |
| 3 | CMMI for Services | Capability Maturity Model | [[3]] |
| 4 | Cambridge Service Alliance | Cambidge University, BAE Systems, IBM plus others | [[4]]/ |
| 5 | Cambridge Service Alliance Definitions | List of definitions for services that could clarify discussions. Especially with regard to seeing a service from different perspectives (supplier, procurer, customer) | [[5]]/ |
| 6 | Complexity in Services: an Interpretive Framework | Contains 76 reasons for services to be complex!! Cambridge Service Alliance Paper_June 2012 | [[6]] |
| 7 | Service Systems Engineering (SEBoK) | Guide to the Systems Engineering Body of Knowledge | [[7]] |
| 8 | Service Systems Engneering Stages (SEBoK) | Describes the stages of the service systems development process (SSDP) and expected outputs for each stage. Largely based on ITIL v3. (#2) | [[8]] |
| 9 | Smart Cities Framework | Guidance for decision-makers in smart cities and communities | [[9]] |
| 10 | Product Service Systems | Definition of Systems that comprise Product and Services | [[10]] |
| 11 | When Innovation Follows Promise - Why Service innovation is different | Contains four Case Studies: Hitachi, Bombardier, Rolls Royce, Caterpillar. Cambridge Service Alliance Briefing Paper 2012. | [[11]] |
| 12 | Risk management in the procurement of innovation | EU document that studies the way risk can be managed to enhance the procurement of innovation. | EUR 24229 EN |
| 13 | Designing Competitive Service Delivery Models | Transformation of ICI Explosives business from Product to Service. relates this to 'Value Proposition Framework' Cambridge Service Alliance Article 2013. | [[12]] |
| 14 | Product Safety in a World of Services: Through-Life Accountability | BAE Systems move to increasing the Service element of their product portfolio. Includes discussion on accountability in particular with regard to Safety. Cambridge Service Alliance Conference Paper 2014. | [[13]] |
Cambridge Service Alliance Papers
| # | CSA Paper | Interest | Overview /study /survey /analysis /technique | Relevance Score | Maturity Score | Sector | Link | |
|---|---|---|---|---|---|---|---|---|
| C1 | Electric Vehicle Rental Services: Project in Okinawa, Japan | Why service projects can fail | Study | 1 | 1 | Electric Vehicle Rental | [[14]] | |
| C2 | Industry transformation towards service logic: A business model approach | Customer value and profitable business | Analysis Technique | 2 | 1 | Manufacturing | [[15]] | |
| C3 | The Servitization of Germany: An International Comparison | Why firms go for servitzation | Survey | 1 | 1 | Manufacturing | [[16]] | |
| C4 | Barriers to Servitization: Results of a Systematic Literature Review | Barriers to firms servitizing | Survey | 1 | 0 | Manufacturing | [[17]] | |
| C5 | Collaborate to Innovate - How Business Ecosystems Unleash Business Value | Ecosystems | Overview | 3 | 1 | General | [[18]] | |
| C6 | Data Quality Assessment: The Hybrid Approach | None directly | Technique | 0 | 1 | Sector not specified. Also not clear what this has to do with Services | [[19]] | |
| C7 | Managing Decision-Making and Cannibalization for Parallel Business Models | What sort of servitization can be successful | Survey | 3 | 1 | Manufacturing | [[20]] | |
| C8 | Firm’s characteristics and servitization performance: A bankruptcy perspective | Why forms that servitize go bust | Survey | 1 | 1 | Manufacturing | [[21]] | |
| C9 | Successfully Implementing a Service Business Model in a Manufacturing Firm | Why firms that servitize can get worse performance | Survey | 1 | 1 | Manufacturing | [[22]] | |
| C10 | Servitization: Disentangling the impact of service business model innovation on manufacturing firm performance | Why firms that servitize need to get long term economies | survey | 1 | 3 | Manufacturing | [[23]] | |
| C11 | Thriving in Open Innovation Ecosystems: Towards a Collaborative Market Orientation | Ecosystems – people who offer services for others to combine and use | Technique | 3 | 1 | Manufacturing | [[24]] | |
| C12 | 'Enterprise Imaging: Representing Complex Multiorganizational Service Enterprises', | Services in supply chain | Technique | 2 | 1 | Defence Tornado | [[25]] | |
| C13 | 'Factors Influencing Service Complexity: The Perspective of Servitized Manufacturers', | Service complexity | Analysis | 3 | 1 | Manufacturing | [[26]] | |
| C14 | 'Using Smart Objects to build the Internet of Things' | Web services and Internet as a service | Overview | 1 | 3 | IT | [[27]] | |
| C15 | 'Organising Servitization: an in-depth case study' | Changes in firm needed to change to Servitization | study | 2 | 1 | Manufacturing | [[28]] | |
| C16 | 'Connected Performance: A New Approach to Managing and Improving Organisational Performance', | none | technique | 0 | 1 | Manufacture | [[29]] | |
| C17 | 'Innovating Backwards: Reverse R&D Process In Service Innovation', | Customer involvement in Service contracts exploitation and exploration | Analysis of 12 studies | 2 | 2 | transportation, utility, ICT | [[30]] | |
| C18 | Complexity in services: an interpretative framework | Service factors for complexity | Analysis | 2 | 2 | product design, marketing, operations management, organisational design, information processing. | [[31]] | |
| C19 | Another Performance Paradox? A Refined View on the Performance Impact of Servitization' | Servitization strategies, Depth works, breadth doesn’t | Analysis | 2 | 1 | Manufacturing | [[32]] | |
| C20 | 'Divine Innovation: Religion and Service Provision by Religious Organizations in India' | Light hearted | Study | 1 | 1 | Religion | [[33]] | |
| C21 | 'The Impact of Contract Type on Service Provider Information Requirements'. | Need for stringent information requirements for service contracts | Study | 3 | 2 | Manufacturing | [[34]] | |
| C22 | 'Business Model Innovations in Health Care' | Business model | Study | 1 | 2 | Health | [[35]] | |
| C23 | Characteristics and Success Factors' | operational challenges of delivering complex services | Technique | 1 | 1 | Theoretical | [[36]] | |
| C24 | The Three Value Cycles of Equipment Based Service | Value | Study | 2 | 2 | Equipment based services | [[37]] | |
| C25 | Designing Competitive Service Delivery Models | Value model | Study | 2 | 1 | Civil | [[38]] | |
| C26 | Product Safety in a World of Services: Through-Life Accountability | Accountability /Responsibility | Overview | 2 | 1 | Defence | [[39]] | |
| C27 | The Three Value Cycles of Equipment Based Service | Value | Analysis | 1 | 1 | Equipment plus services | [[40]] | |
| C28 | Competing and Co-existing-Business Models for Electric Vehicles | Comparison of business models and options for re-charging vehicles. | Analysis | 2 | 2 | Electric Vehicles | [[41]] | |
| C29 | A classification model for product-service offerings | Use of variables to characterise types of service | Technique | 3 | 2 | General | [[42]] |
Cambridge Service Alliance Papers
Précis
CSA is a consortium of Cambridge University, BAE Systems, IBM, Caterpillar, Pearson, who undertake research into new ways to provide, implement and employ complex service systems. The work is mainly concerned with the servitization of manufacturing although their papers cover sixteen business sectors.
As at May 2014, 60 papers are listed and 40 are publicly available. These can be categorised as:
- Overviews (6 of them): Keynote speeches – current situation and general way forward – such as: ‘Collaborate to Innovate - How Business Ecosystems Unleash Business Value’
- Studies (10 of them) : Single example of use of services such as ‘Electric Vehicle Rental Services: Project in Okinawa, Japan’
- Surveys (8 of them): Look across many implementations and their effect. Such as ‘Firm’s characteristics and servitization performance: A bankruptcy perspective’
- Analyses (12 of them): Extracting some conclusions from Studies and Surveys. Such as ‘Service types and their differential risk effects for manufacturing firms: an empirical analysis’
- Techniques/business models (4 of them) - How things could be re-organised: such as ‘Industry transformation towards service logic: A business model approach’
Lessons Learned
- Value model and proposition framework
- Attributes of value co-creation are essential to deliver value in use
- Services fail if they are introduced too soon and the infrastructure is not there to support them
- The ecosystem of services is important in getting new services developed and deployed
- Moving to services: the Business Model of the organisation needs to change.
- Product businesses moving into services are not immediately profitable. Increase in business will occur but this will not ensure increase in profits. There are three phases:
- Positive: sale of spares and repairs
- Negative: providing Services increases labour costs
- Positive: optimising service delivery: increases in provision and income, reductions in labour costs
- Through-life accountability is needed for services but is not well understood and what does it mean for services?
What is different to Standard Systems Engineeering?
- Focus of the Alliance is on manufacture not on systems engineering
- Stakeholder value is important through-life
- Focus on business benefits rather than product developments,
- Business failure is common
