34. 34
Smarter Planet = Smarter “Service” Systems
INSTRUMENTED
We now have the ability to
measure, sense and see
the exact condition of
practically everything.
INTERCONNECTED
People, systems and objects
can communicate and
interact with each other in
entirely new ways.
INTELLIGENT
We can respond to changes
quickly and accurately,
and get better results
by predicting and optimizing
for future events.
WORKFORCE
PRODUCTS
SUPPLY CHAIN
COMMUNICATIONS
TRANSPORTATION BUILDINGS
IT NETWORKS
39. Welcome to the new age of
platform technologies and
smarter service systems
for every sector of
business and society
nested, networks systems
40. National Science Foundation
A feature of a service system is the
participation and cooperation of the customer
in the service and its delivery. A service system
then requires an integration of knowledge and
technologies from a range of disciplines, often
including engineering, computer science, social
science, behavioral science, and cognitive
science, paired with market knowledge to
increase its social benefit.
Nano-Bio-Info-Cogno
46. Brief History
of AI
1956 – Dartmouth Conference
1956 – 1981 Micro-Worlds
1981 – Japanese 5th Generation
1988 – Expert Systems Peak
1990 – AI Winter
1997 – Deep Blue
1997 – 2011 Real-World
2011 – Jeopardy! & SIRI
2013 – Cognitive Systems Institute
2014 – Watson Business Unit
2015 – “Cognition as a Service”
7/16/2015 (c) IBM 2014 46
60. 60
Moore’s-Like Law for
Smart Service Systems
Computational System
Smarter Technology
Requires investment roadmap
Service Systems: Stakeholders & Resources
1. People
2. Technology
3. Shared Information
4. Organizations
connected by win-win value propositions
Smarter Buildings, Universities, Cities
Requires investment roadmap
68. Thinking About Value
• Service as value co-creation
– The application of knowledge for
mutual benefits (outcomes) when
entities interact
• Service innovations scale benefits
– Role of platforms (tech, biz, social)
• Service experience
– Expectations, Interactions, Outcomes
69. Basics
• Service science is the study of service systems and value-cocreation interactions
and outcomes, through the lens of a service-dominant logic (SDL) worldview
– All economic interactions are direct or indirect service interactions
– Goods are vehicles for indirect service interactions
• SDL (Vargo & Lusch) defines service as…
– the application of competence (e.g., knowledge) for the benefit of another entity
– slightly more specific, easier to understand
• Service science (Spohrer & Maglio) defines service as…
– value-cocreation interactions among service system entities
– slightly more general, harder to understand
70. Service Systems Thinking: ABC’s
A. Service Provider
• Individual
• Institution
• Public or Private
C. Service Target: The reality to be
transformed or operated on by A,
for the sake of B
• Individuals or people, dimensions of
• Institutions or business and societal organizations,
organizational (role configuration) dimensions of
• Infrastructure/Product/Technology/Environment,
physical dimensions of
• Information or Knowledge, symbolic dimensions
B. Service Customer
• Individual
• Institution
• Public or Private
Forms of
Ownership Relationship
(B on C)
Forms of
Service Relationship
(A & B co-create value)
Forms of
Responsibility Relationship
(A on C)
Forms of
Service Interventions
(A on C, B on C)
Spohrer, J., Maglio, P. P., Bailey, J. & Gruhl, D. (2007). Steps
toward a science of service systems. Computer, 40, 71-77.
From… Gadrey (2002), Pine & Gilmore (1998), Hill (1977)
Vargo, S. L. & Lusch, R. F. (2004). Evolving to a new
dominant logic for marketing. Journal of Marketing, 68, 1 – 17.
“Service is the application of
competence for the benefit
of another entity.”
Example Provider: College (A)
Example Target: Student (C)
Discuss: Who is the Customer (B)?
- Student? They benefit…
- Parents? They often pay…
- Future Employers? They benefit…
- Professional Associations?
- Government, Society?
A B
C
71. Service Science: Conceptual Framework
• Resources: Individuals, Institutions, Infrastructure, Information
• Stakeholders: Customers, Providers, Authorities, Competitors
• Measures: Quality, Productivity, Compliance, Sustainable Innovation
• Access Rights: Own, Lease, Shared, Privileged
Ecology
(Populations & Diversity)
Entities
(Service Systems, both
Individuals & Institutions)
Interactions
(Service Networks,
link, nest, merge, divide)
Outcomes
(Value Changes, both
beneficial and non-beneficial)
Value Proposition
(Offers & Reconfigurations/
Incentives, Penalties & Risks)
Governance Mechanism
(Rules & Constraints/
Incentives, Penalties & Risks)
Access Rights
(Relationships of Entities)
Measures
(Rankings of Entities)
Resources
(Competences, Roles in Processes,
Specialized, Integrated/Holistic)
Stakeholders
(Processes of Valuing,
Perspectives, Engagement)
Identity
(Aspirations & Lifecycle/
History)
Reputation
(Opportunities & Variety/
History)
prefer sustainable
non-zero-sum
outcomes,
i.e., win-win
win-win
lose-lose win-lose
lose-win
Spohrer, JC (2011) On looking into Vargo and Lusch's concept of generic actors in markets, or
“It's all B2B …and beyond!” Industrial Marketing Management, 40(2), 199–201.
72. 72
Service system entities configure four types of resources
• First foundational premise of service
science:
– Service system entities dynamically
configure
four types of resources
– Resources are the building
blocks of entity architectures
• Named resources are:
– Physical or
– Not-Physical
– Physicist resolve disputes
• Named resources have:
– Rights or
– No Rights
– Judges resolve disputes
Spohrer, J & Maglio, P. P. (2009)
Service Science: Toward a Smarter Planet.
In Introduction to Service Engineering.
Editors Karwowski & Salvendy. Wiley. Hoboken, NJ..
Physical
Not-Physical
Rights No-Rights
2. Technology/
Environment
Infrastructure
4. Shared
Information/
Symbolic
Knowledge
1. People/
Individuals
3. Organizations/
Institutions
Formal service systems can contract to configure resources/apply competence
Informal service systems can promise to configure resources/apply competence
Trends & Countertrends (Balance Chaos & Order):
(Promise) Informal <> Formal (Contract)
(Relationships & Attention) Social <> Economic (Money & Capacity)
(Power) Political <> Legal (Rules)
(Evolved) Natural <> Artificial (Designed)
(Creativity) Cognitive Labor <> Information Technology (Routine)
(Dance) Physical Labor <> Mechanical Technology (Routine)
(Relationships) Social Labor <> Transaction Processing (Routine)
(Atoms) Transportation <> Communication (Bits)
(Tacit) Qualitative <> Quantitative (Explicit)
(Secret) Private <> Public (Shared)
(Anxiety-Risk) Challenge <> Routine (Boredom-Certainty)
(Mystery) Unknown <> Known (Justified True Belief)
73. 73
Service system entities calculate value from multiple stakeholder perspectives
• Second foundational premise of service
science
– Service system entities calculate value
from multiple stakeholder perspectives
– Value propositions are the building
blocks of service networks
• A value propositions can be viewed as a
request from one service system to
another to run an algorithm (the value
proposition) from the perspectives of
multiple stakeholders according to
culturally determined value principles.
• The four primary stakeholder
perspectives are: customer, provider,
authority, and competitor
– Citizens: special customers
– Entrepreneurs: special providers
– Parents: special authority
– Criminals: special competitors
Spohrer, J & Maglio, P. P. (2009) Service Science: Toward a Smarter Planet. In
Introduction to Service Engineering. Editors Karwowski & Salvendy. Wiley. Hoboken, NJ..
Model of competitor: Does
it put us ahead? Can we
stay ahead? Does it
differentiate us from the
competition?
Will we?
(invest to
make it so)
StrategicSustainable
Innovation
(Market
share)
4.Competitor
(Substitute)
Model of authority: Is it
legal? Does it compromise
our integrity in any way?
Does it create a moral
hazard?
May we?
(offer and
deliver it)
RegulatedCompliance
(Taxes and
Fines, Quality
of Life)
3.Authority
Model of self: Does it play
to our strengths? Can we
deliver it profitably to
customers? Can we
continue to improve?
Can we?
(deliver it)
Cost
Plus
Productivity
(Profit,
Mission,
Continuous
Improvement,
Sustainability)
2.Provider
Model of customer: Do
customers want it? Is there
a market? How large?
Growth rate?
Should we?
(offer it)
Value
Based
Quality
(Revenue)
1.Customer
Value
Proposition
Reasoning
Basic
Questions
Pricing
Decision
Measure
Impacted
Stakeholder
Perspective
(the players)
Value propositions coordinate & motivate resource access
74. 74
Service system entities reconfigure access rights to resources by mutually agreed to value
propositions
• Third foundational premise of service
science
– Service system entities reconfigure access
rights to resources by mutually agreed to
value propositions
– Access rights are the building blocks of the
service ecology (culture and information)
• Access rights
– Access to resources that are owned
outright (i.e., property)
– Access to resource that are
leased/contracted for (i.e., rental car,
home ownership via mortgage,
insurance policies, etc.)
– Shared access (i.e., roads, web
information, air, etc.)
– Privileged access (i.e., personal
thoughts, inalienable kinship
relationships, etc.)
service = value-cocreation
B2B
B2C
B2G
G2C
G2B
G2G
C2C
C2B
C2G
***
provider resources
Owned Outright
Leased/Contract
Shared Access
Privileged Access
customer resources
Owned Outright
Leased/Contract
Shared Access
Privileged Access
OO
SA
PA
LC
OO
LC
SA
PA
S AP C
Competitor Provider Customer Authority
value-proposition
change-experience
dynamic-configurations
(substitute)
time
Spohrer, J & Maglio, P. P. (2009)
Service Science: Toward a Smarter Planet.
In Introduction to Service Engineering.
Editors Karwowski & Salvendy. Wiley. Hoboken, NJ..
75. 75
Service system entities interact to create ten types of outcomes
• Four possible outcomes from a
two player game
• ISPAR generalizes to ten possible
outcomes
– win-win: 1,2,3
– lose-lose: 5,6, 7, maybe 4,8,10
– lose-win: 9, maybe 8, 10
– win-lose: maybe 4
lose-win
(coercion)
win-win
(value-cocreation)
lose-lose
(co-destruction)
win-lose
(loss-lead)
WinLose
Provider
Lose Win
Customer
ISPAR descriptive model
Maglio PP, SL Vargo, N Caswell, J Spohrer: (2009) The service system is the basic abstraction of service science. Inf. Syst. E-Business Management 7(4): 395-406 (2009)
76. 76
Service system entities learn to systematically exploit technology:
Technology can perform routine manual, cognitive, transactional work
L
Learning Systems
(“Choice & Change”)
Exploitation
(James March)
Exploration
(James March)
Run/Practice-Reduce
(IBM)
Transform/Follow
(IBM)
Innovate/Lead
(IBM)
Operations Costs
Maintenance Costs
Incidence Planning &
Response Costs (Insure)
Incremental
Radical
Super-Radical
Internal
External
Interactions
“To be
the best,
learn from
the rest”
“Double
monetize,
internal win
and ‘sell’ to
external”
“Try to
operate
inside
the
comfort
zone”
March, J.G. (1991) Exploration and exploitation in organizational learning. Organizational Science. 2(1).71-87.
Sanford, L.S. (2006) Let go to grow: Escaping the commodity trap. Prentice Hall. New York, NY.
77. 77
Service system entities are physical-
symbol systems
• Service is value cocreation.
• Service system entities
reason about value.
• Value cocreation is a kind of
joint activity.
• Joint activity depends on
communication and
grounding.
• Reasoning about value and
communication are (often)
effective symbolic
processes.
Newell, A (1980) Physical symbol systems, Cognitive Science, 4, 135-183.
Newell, A & HA Simon(1976). Computer science as empirical inquiry: symbols and search. Communications of the ACM, 19, 113-126.
78. 78
Summary
Spohrer, J & Maglio, P. P. (2009) Service Science: Toward a Smarter Planet. In Introduction to Service Engineering. Editors Karwowski & Salvendy. Wiley. Hoboken, NJ..
Physical
Not-Physical
Rights No-Rights
2. Technology/
Infrastructure
4.. Shared
Information
1. People/
Individuals
3. Organizations/
Institutions
1. Dynamically configure resources (4 I’s)
Model of competitor:
Does it put us ahead?
Will we?StrategicSustainable
Innovation
4.Competitor/
Substitutes
Model of authority: Is
it legal?
May we?RegulatedCompliance3.Authority
Model of self: Does it
play to our strengths?
Can we?Cost
Plus
Productivity2.Provider
Model of customer:
Do customers want
it?
Should we?Value
Based
Quality1.Customer
ReasoningQuestionsPricingMeasure
Impacted
Stakeholder
Perspective
2. Value from stakeholder perspectives
S AP C
3. Reconfigure access rights
4. Ten types of outcomes (ISPAR)
5. Exploit information & technology
6. Physical-Symbol Systems
79. 79
Learning More
About Service Systems…
• Fitzsimmons & Fitzsimmons
– Graduate Students
– Schools of Engineering & Businesses
• Teboul
– Undergraduates
– Schools of Business & Social Sciences
– Busy execs (4 hour read)
• Ricketts
– Practitioners
– Manufacturers In Transition
• And 200 other books…
– Zeithaml, Bitner, Gremler; Gronross, Chase, Jacobs, Aquilano;
Davis, Heineke; Heskett, Sasser, Schlesingher; Sampson;
Lovelock, Wirtz, Chew; Alter; Baldwin, Clark; Beinhocker;
Berry; Bryson, Daniels, Warf; Checkland, Holwell;
Cooper,Edgett; Hopp, Spearman; Womack, Jones; Johnston;
Heizer, Render; Milgrom, Roberts; Norman; Pine, Gilmore;
Sterman; Weinberg; Woods, Degramo; Wooldridge; Wright;
etc.
• URL: http://www.cob.sjsu.edu/ssme/refmenu.asp
• More Textbooks:
http://service-science.info/archives/1931
Reaching the Goal:
How Managers Improve
a Services Business
Using Goldratt’s
Theory of Constraints
By John Ricketts, IBM
Service Management:
Operations, Strategy,
and Information
Technology
By Fitzsimmons and
Fitzsimmons, UTexas
Service Is Front Stage:
Positioning services for
value advantage
By James Teboul, INSEAD
80. 80
Service Innovators
• ISSIP = International
Society of
Service Innovation
Professionals
• T-shaped Professionals
– Depth
– Breadth
• Register at:
– ISSIP.org
82. Who is responsible for what type of
innovation in a large enterprise?
• Role 1: A. CIO (processes, operations) cares about improving internal offerings (KPI focus, internal),
as well as creating some new internal offerings … CIO often works with HR on creating new
offerings (B.)
• Role 2: B. Research VP and Marketing VP cares about creating new external types/new categories of
offerings to existing/new customers (many design and service innovation frameworks focus solely
on this aspect of innovation)
• Role 3: A.-E. GBS VP (consulting) cares about the portfolio of offerings, as well as helping customers
with their portfolios:
– C. with Finance VP cares about portfolio balance of service offerings (Rickett’s “Reaching The Goal” book)
– A. improving individual offerings to customers (KPI focus, external – See Anderson and Naur “Value
Merchants), as well as working with Research on B.
– D. and E. Helping customers in different industries with all of the above, requires industry maps with KPIs –
key performance indicators, and industry maturity models), often either technology or talent is the driver
• Role 4: A.-E. GTS VP (data centers) cares about – all of the above, but more from a technology-
driven view of service delivery… as the cost of technology changes, so do the offerings, portfolio,
and opportunities
• Role 5: F. Strategy VP and Marketing VP cares about ecosystems, including divestitures, mergers &
acquisitions, developers, customer co-creators, etc. versus competitors
• Acronyms: CIO = Chief Information Officer; HR = Human Resources; GBS = Global Business Services;
GTS = Global Technology Services
• Point: Many executives are responsible for a piece of the service innovation puzzle
92. • “To our children and children’s
children,
to whom we elders owe an
explanation of the world
that is understandable,
realistic, forward-looking, and
whole.”
7/16/2015 (c) 2014 IBM UP (University Programs) 92
93. IBM Almaden Service Research (ASR):
Entities, Interactions, Outcomes
Entities
(People Inside
Experiences)
Interactions
(Offerings, and KPIs)
Outcomes
(Configurations)
Improve Self
(IBM)
A. Improve existing offering (internal/external) C. (Re)shape Portfolio
B. Create new offering (internal/external)
Help Others
(Customers,
Partners, etc.)
D. Improve existing offering (internal/external) F. (Re)shape
EcosystemE. Create new offering (internal/external)
For all people, their experiences matter, in service innovation,
such as employees, customers, partners, and peripheral stakeholders.
For all the above, IBM Research must also consider:
(1) Patents/Intellectual Property and Applications
(2) Publications/Create New Knowledge
102. ISSIP.org
Professional Development for Service Innovators
• 2015 Conferences
– HICSS, Honolulu, HI, Jan 5-8
– T Summit, E Lansing, MI, Mar 16-17
– ICSERV,San Jose, CA July 6-8
– Frontiers, San Jose, CA July 9-12
– AHFE HSSE,Las Vegas, NV July 23-27
7/16/2015 (c) 2014 IBM UP (University Programs) 102
103. Professionals Associations & T-Shapes
• ISSIP
• INFORMS
• IEEE
• ACM
• AMA (Marketing)
• AIS
• POMS
• TSIA
For more complete list of 24 see: http://service-science.info/archives/1982
http://tsummit2014.org
104. Journals
For more see: http://service-science.info/archives/2634
Paul Maglio, Editor Mary Jo Bitner, Editor
105. Readings & Textbooks
See http://service-science.info/archives/2708 http://service-science.info/archives/1931
106. Recent Report, Funding, etc.
http://california-center-for-service-science.org/nsf-workshop/
http://www.nsf.gov/pubs/2014/nsf14610/nsf14610.htm
https://www.linkedin.com/groups/NSF-Industry-Academe-Enabling-Smart-5109582
http://web.mit.edu/mitssrc/nsf/index.html