Service Portfolio Design for Service Innovation Management: The Case of a Luxemburgish RTO P-J. Barlatier pierre-jean J-C. Bernacconi S. Reiter

1. Service Portfolio Design for Service
Innovation Management: The Case of
a Luxemburgish RTO
P-J. Barlatier pierre-jean.barlatier@tudor.lu
J-C. Bernacconi jean-charles.bernacconi@tudor.lu
S. Reiter sandrine.reiter@tudor.lu
18/02/2010 IESS 1

2. Research Issue
With increased competition and accelerated changes in
market needs, organizations have to generate continually
new services.
Organizational capabilities to succeed in generating new
services are a vector of competitiveness.
However, many service organizations fail to identify and
measure NSD processes they use.
 What about the effective management of service-
innovation processes?
 What about sustainable development of innovation in
services?
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3. Service Innovation
➤ To perform a service “(…) is to place a bundle of
capabilities and competencies (human, technological,
organizational) at the disposal of a client and to
organise a solution... (Gadrey et al., 1995);
➤ Service related innovation is A new or considerably
changed service concept… that most likely in
combination leads to one or more (re)new(ed) service
functions… and do require structurally new
technological, human or organisational capabilities of
the service organisation (Van Ark et al., 2003)
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4. NSD Process from a Resource-
based perspective
➤ Non sequential and resource-based conception of
NSD
➤ From linear to dynamic models of NSD
➤ NSD through the RBV lens
➤ Importance of human skills
➤ The role of the organizational structure
➤ IT as NSD enabler
➤ Innovation capabilities
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5. A dual-perspective model of innovation in services
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6. Research Challenges
➤ We propose here an exploratory study of:
➤ the articulation of the NSD process,
➤ the development of services innovation capabilities
and resources, and
➤ the management of the service portfolio coherence.
➤ In a specific context, the case of Research and
technology Organizations (RTOs).
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7. Research & Technology
Organizations (RTO)
RTOs are “specialized knowledge organizations dedicated to the
development and transfer of science and technology to the benefit
of the economy and society” (www.earto.org)
The Public Research Centre Henri Tudor – RTO
 founded in 1987, 402 employees, privately managed
 to carry out R&D activities in a collaborative way in order to
improve and strengthen the innovation capabilities of private and
public organizations
 to develop its own innovation capabilities
An explorative case-study: the SSI (Service Science & Innovation)
CRP Henri Tudor department (150 researchers).
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8. SSI Governance principles
Strategic Programs
Service Lines
Scientific & Technological Unit
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9. Service Portfolio: SLM vision
Service generic level
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
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10. Service Portfolio: SLM vision
Service generic level
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
A global report containing: The initial skill card of the study job. The evolution profile
Output (determinant, evolutions scenario, action plan) that has been identified. The resulting skill card
of the job describing new key competencies within 3 or 5 years
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11. Service Portfolio: SLM vision
Service generic level
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output
Technical description The skill foresight service proposes to look forward and to foresight tomorrow
key competencies. The service aims at answering the question: What will be
the competencies needed for a job, or a given sector within 3 or 5 years?
The service is based on prospective theory and is decomposed into 3 main
phases:
Establishing the skill card of the job
Establishing an evolution scenario
Establishing the foresight skill card
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12. Service Portfolio: SLM vision
Service generic level
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output
Technical description
Delivery options Several options
‐ Option 1 : 21,75days
o Initial Skill Card through individual interviews and validation in focus
group
o Evolution scenario based on 3 focus groups
o Foresight skill card : based on one focus group
o Final report
‐ Option 2 : 19 days
o Initial Skill Card based on Focus group
o Evolution scenario based on 3 focus groups
o Foresight skill card : based on one focus group
o Final report
‐ Option 3 : 16 days
o Initial Skill Card based on Focus group
o Evolution scenario based on 2 focus groups
o Foresight skill card : based on one focus group
o Final report
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13. Service Portfolio: SLM vision
Service generic level
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output
Technical description
Delivery options
Type of action Research, Consulting, Training, Support
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14. Service Portfolio: SLM vision
Service generic level
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output
Technical description
Delivery options
Type of action
Strategic human resources Res1, Res2, Res3, Res4
Useful Asset Skill card methodology guide, Skill card Interview guide, abiliticWeb tool
(under development)
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15. Service Portfolio: SLM vision
Service generic level
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output
Technical description
Delivery options
Type of action
Strategic human resources
Useful Asset
Research partner Luxemburgish training organisms (Chambres patronale et salariale, ADEM,
ABSI)
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16. Service Portfolio: SLM vision
Service generic level
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output
Technical description
Delivery options
Type of action
Strategic human resources
Useful Asset
Research partner
Maturity In 2009 maturity level 4
Deployment plan Actually the service is been developed within “la grande region” through an
INTERREG Project. Objective end 2010, deploy the service in several European
training organisms as well as develop a computer based tool to support the service. In
2011 maturity level 5
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17. Service Portfolio: SLM vision
Service generic level
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output
Technical description
Delivery options
Type of action
Strategic human resources
Useful Asset
Research partner
Maturity
Deployment plan
Success story Muller & Wegener – Luxembourg – Work on the job “préparateur de
commandes”
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18. Service Portfolio: SLM vision
Assets : SLM – STM coordination
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output
Technical description
Res1: scientific coordinator, statistics, prospective theory…
Delivery options
Res2: research engineer, human resource…
Res3: research engineer, skill card expert, project manager…
Type of action Res4: research engineer, jobs and skills expert…
Potential human resources
Strategic human resources
Useful Asset
Potential non-human resources
Research partner
• Skill card methodology guide: skill_card_guide.doc
Maturity • Skill card Interview guide: interview_guide.doc
• abiliticWeb tool (under development):
user_guide_aviliticWebtool.pdf
Deployment plan
• Training courses support: skill_foresight_methodology.ppt
Success story
For each of these resources a description is given
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19. Service Portfolio: SLM vision
Contextualisation : SLM –SPM coordination
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output Specific outputs
Technical description Market specialized description
Delivery options You are a training organism and you wonder « How to adapt, as soon as
possible, my training courses contain to the market need ».
Type of action The skill foresight service is an innovative methodology that allows you to
identify tomorrow key competencies and to adapt and valorize your training
Strategic human offer.
resources The service is adapted to your needs through a participative demarche
involving professional of your domain.
Useful Asset
Research partner
Maturity
Deployment plan
Success story
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20. Service Portfolio: SLM vision
Contextualisation : SLM –SPM coordination
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output Specific outputs
Technical description Market specialized description
Delivery options
Market challenge Identifying future competencies, adapting training to client
needs
Type of action Market customers Training organisms within the “grande region”, Human
resources departments
Strategic human
Market competitors
Specialize human resources consultants working on skill card
resources
Market partners establishment
Useful Asset Support partners
Service assets
Research partner
Maturity
Deployment plan
Success story
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21. Service Portfolio: SLM vision
Contextualisation : SLM –SPM coordination
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output Specific outputs
Technical description Market specialized description
Delivery options
Market challenge
Type of action Market customers
Strategic human
Market competitors
resources
Market partners
Useful Asset Support partners
Service assets
Research partner
Communication means and supports
Maturity
Newspaper publication (example: “Tageblatt”, “Le
jeudi”)
Deployment plan
Scientific publication (example: ESSEC 2009)
Skill foresight leaflet (under construction)
Success story
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22. Service Portfolio: SLM vision
Contextualisation : SLM –SPM coordination
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output Specific outputs
Technical description Market specialized description
Delivery options
Market challenge
Type of action Market customers
Strategic human
Market competitors
resources
Market partners
Useful Asset Support partners
Service assets
Research partner
Communication means and supports
Maturity
Maturity on the market
Deployment plan Development plan
Develop the maturity of the service in intra-enterprise mainly by reducing the cost
Success story
for small and medium enterprises
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23. Service Portfolio: SLM vision
Contextualisation : SLM –SPM coordination
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output Specific outputs
Technical description Market specialized description
Delivery options
Market challenge
Type of action Market customers
Strategic human
Market competitors
resources
Market partners
Useful Asset Support partners
Service assets
Research partner
Communication means and supports
Maturity
Maturity on the market
Deployment plan Development plan
Income models Collaborative research project, when specify to one specific
Success story
context within a company, Consultancy model in other cases
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24. As a conclusion
Outputs
Design of a dual-perspective organizational model based
on a study of NSD processes and Resource-based view
elements with an empirical-based framework for
sustainable service portfolio management.
Benefits
 To foster interactions between the organization and the
markets
 to increase services visibility for the clients (end-users).
 To involve customers in a co-design process
 interactions with the market are not the only prerequisite
to support innovation design.
 Tocreate coherent links between NSD processes,
markets and resource base
 to improve innovative sustainable services in a
continuing process.
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25. As a conclusion
Further research areas
 Associate to this model indicators and best practices
 Follow-up observation
 perspective of the innovation management model, and
more specifically, new service development models.
 Improvement of our practices.
 Toward a Knowledge Management system
 Contribute to service-innovation process capitalization
and sustainability
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26. Thanks for your attention!!
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