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A Service-Focused Vision: IFS World Conference 2018 Recap

By Sumair Dutta | Perspective | No Comments

IFS hosted its World Conference in Atlanta last week, and The Service Council was invited to cover the event as an Influencer in the Service Management space. Our summary of the event will fall into three primary chapters.

IFS Strategic Direction

This was the first World Conference for new CEO Darren Roos. Mr. Roos wasted no time in introducing himself to customers across the globe prior to last week’s event, but the World Conference served as his official introduction. In his event keynote, Mr. Roos indicated that he intended to continue IFS’s focus on ensuring customer success by spearheading efforts that focused on:

  • Faster time to value
  • Risk mitigation
  • Value assurance

With this in mind, he highlighted that IFS’s near term opportunities for growth were primarily centered around:

  • Extending market leadership in Aerospace & Defense
  • Growing product and customer presence in Service Management
  • Increasing reach in Mid-Market ERP (defined as companies generating $1b-$5b in annual revenue)

From a product functionality point-of-view, Mr. Roos (as supported by VP of R&D Thomas Sald and CTO Dan Matthews) highlighted that the following four areas continue to drive IFS’s product R&D.

  1. User Interface
  2. Internet of Things
  3. Artificial Intelligence / Robotic Process Automation
  4. Mobile

These areas were also highly visible in IFS’s launch of Applications 10 (Apps 10). (See Official Release)

As Influencers of the service community, we had broader access to Mr. Roos throughout the event. It’s evident that he sees an opportunity for IFS to be more aggressive when pursuing growth in the three areas identified above. He sees this growth being accomplished by a continued push on the core functionality of the product, an expanded focus on customer success, and an enhanced partner network. The increased reliance on a partner network for product extensions, implementation, and professional services is a new direction for IFS, and one that is necessary to support the more aggressive growth objectives that Mr. Roos is expected to deliver. From a customer success point of view, Mr. Roos also hinted at a more standardized engagement model across IFS’s global businesses and increased technical and brand integration of IFS’s acquired products within the overall umbrella.

These are early days in Mr. Roos’s tenure, but his comments suggest an acknowledgement of IFS’s strengths as well as a realization of the need for support in accelerating growth. We anticipate a period of cultural change within IFS, where the hallmark focus on product quality will be accompanied by a greater push in the areas of sales, marketing, and customer success.

IFS and Service Management

In Service Management, there were three major product updates. Firstly, the announced IFS Apps 10 suite includes several new service management capabilities. This is typically intended for manufacturers running IFS as their core ERP and looking to extend the capabilities for service-specific functions. Additions are focused on linking service work and quotations to contact records, adding improved resource forecasting capabilities, and better integration of work sent to contractors. (Other improvements in Apps 10 focused on the entire organization, such as chat bots, and more are also applicable to the service organization). The niftiest service-focused demo in Apps 10 involved the direct scheduling of some service work with a partner within the confines of the Aurena user interface.

IFS also showed a demonstration of its newly launched (in Alpha, General Availability planned for Q4 2018) Field Service Management 6 with UI enhancements (Image 1 below) and added functionality (Image 2). The Field Service Management product is a stand-alone field service solution that is aimed at customers leveraging other enterprise partners as their back-end ERPs or CRMs. Much of the core functionality in the FSM product comes from IFS’s acquisitions of Metrix and 360 Scheduling.

Source: IFS World Conference, May 2018

Source: IFS World Conference, May 2018

Customers can choose to deploy the FSM Solution in the cloud (multi-tenant on Microsoft Azure or as a managed service) or on-premise. The on-premise focus is interesting, as most field service management software providers only support cloud versions of their software, given that this is where most companies are headed. Legacy systems in field service management are primarily on-premise and there is still an appetite from certain companies, especially in the industries of utilities, oil & gas, and telecommunications, to stick to the on-premise deployment format.

Source: IFS World Conference, May 2018

Source: IFS World Conference, May 2018

The demo during the FSM keynote focused on the UI enhancements and the ease with which users can configure fields or events within the solution. We also got to see the enhanced scheduling engine to which IFS claims to have added support for more business and delivery models.

Away from the bright lights of the keynote stage, I also got to view a demo of the IFS Customer Engagement platform, acquired through the purchase of mplsystems (TSC commentary). The solution extends IFS’s service management footprint into the area of customer engagement, typically a strength of traditional contact center or CRM providers.

Source: IFS World Conference 2018

Source: IFS World Conference 2018

The Customer Engagement Platform can support an organization’s multi-channel service desk, but the focus of the demos was on the intelligent desktop available to service agents and the AI-driven intelligent response capabilities that can be extended to agents or directly to customers in the channels through which they choose to interact (text or voice). These capabilities are quite powerful, and they not only enable IFS to claim a more robust service management solution, but also play on the increasing interest from B2B service companies to offer more consumer-like experiences to their customers.

In our 2018 research on customer support trends, our members indicate that their customers are demanding better response times and increased visibility from their service providers. Essentially, customers want better visibility into the status of their purchased assets and associated service requests and expect greater response and action times when service actions are needed. Enterprise customers aren’t as likely to move to messaging or chat as communication channels, but they do expect the response and the convenience that these channels provide.

Source: The Service Council Data. January 2018

Source: The Service Council Data. January 2018

IFS Customers

No review of an event is complete without a conversation with customers. Luckily for us, several TSC members are customers of IFS and I had the chance to catch up with several of them at the show. Most conversations centered around the breadth of IFS’s portfolio and the excitement around key capabilities introduced in the FSM and the Customer Engagement Management solutions.

All of the customers were pleased with the solution stack and the continued focus from IFS around service management. Several indicated that they were excited to see a greater collaboration with partners to support added functionality and to enhance deployments. A few also highlighted that they were surprised by the breadth of IFS’s Service Management portfolio and would prefer to see a greater push from IFS’s account management and customer success teams around solution awareness and education.

I also had the opportunity to host a panel with service leaders from Eickhoff-Bochum, The Polygon Group, and REMA Tip Top around the challenge of finding and retaining talent in the field service discipline. All of the leaders conceded that they were struggling to find new talent, but all three claimed that they saw this as an opportunity to rebrand their organizations in order to increase interest in the field service profession. Several of the takeaways from the discussion focused on:

  • Increasing the measurement and evaluation of employee engagement at the field technician level
  • Enhancing the autonomy of field service agents in a time when technology allows for more control
  • Focusing on broader personality traits at the time of hire to enable a more customer-centric field service organization
  • Driving greater levels of diversity in the field workforce
  • Using technology to remove some of the obstacles to the completion of service work and essentially making life easier for front-line agents

As you can see, there was a lot that took place over the two days of my experience at the IFS World Conference. The customer panel was definitely a highlight, especially as it focused on the human element of field service at an overall technology conference. It also highlighted that companies who work with the likes of enterprise software providers such as IFS are grappling with the role that technology will play in the future of work. There are more questions than answers at this stage, but there is a greater awareness that leaders within organizations need to take a greater interest in their employees as opposed to solely focusing on employee output.

On a final note, IFS’s Global head of Service Management and I had the opportunity to share our thoughts on major field service trends on a live broadcast on The Cube.

Proactive. Predictive. What’s the difference?

By Sumair Dutta | Perspective, Uncategorized | No Comments

There’s no doubt that service businesses are organizing themselves to be more predictive in the service that they provide. Instead of responding to a service event, they can now act on information and data available and prevent future repair issues with predictive actions. This has significant ramifications, especially on the customer who is potentially facing a shutdown of operations due to product failure. The impact on the service organization is significant too, as resources don’t need to be scrambled to meet an emergency service request. Being able to predict service needs allows the service organization the luxury to plan for future resource needs.

Achieving predictive service outcomes can be expensive. One can approach predictive service with more of a time-based preventive maintenance model, but that doesn’t really weed out all service issues and therefore doesn’t afford all the cost benefits of reactive service avoidance. We also believe that service buyers will begin to question the value of preventive maintenance schedules without real insight into how these visits are driving the outcomes desired by their businesses.

For true predictive service, one needs to get a better view into what’s happening with products in the field. This view isn’t limited to the operating performance of the product or the equipment, but also covers the environment that the equipment is in, and the nuances of how operators are handling the equipment. To enable real-time data capture and management, many organizations are heading towards the introduction of more sensors on their equipment. Anyone who has tried to do this knows how difficult it is. Sensors raise the short-term cost and complexity in R&D cycles and can get discarded in R&D’s attempts to remain on time and under budget. It takes a senior business leader who understands the long-term enterprise value of an investment in sensors to ensure that R&D and service can work hand-in-hand. Even then, it isn’t guaranteed that the service organization will receive all the information needed to develop a predictive picture. Sensor data can be supplemented by data that’s captured through customer requests or during on-site service visits – all models of data capture that should be considered by service organizations looking to introduce predictability into their delivery models.

While predictive service is being enabled, organizations mustn’t lose sight of the opportunity in becoming more proactive in how they approach their customers. Predictive service is one element of a more proactive customer management strategy. We believe that a proactive support strategy encompasses the following elements:

1- Predictive Service / Maintenance
2- Resource Planning for Predictive Service Operations
3- Proactive Operations Management
4- Proactive Installed Base Management
5- Proactive Customer Communication

I recently spent some time highlighting the various stages of The Service Council’s proactive support strategy on a Smarter Services™ Webcast called “Raising the Bar for Field Service with Predictive Technologies.” To hear a recording of the webcast, please click here. This webcast is supported by ClickSoftware and includes a wonderful presentation by team members at Stedin a leading energy management company based out of the Netherlands, who are focused on driving business value with the aid of predictive technologies. Next week, I’ll be summarizing my thoughts and presenting them on a post-event blog available on The Service Council’s website.

Voice of the Field Service Engineer – Day 5

By Sumair Dutta | Perspective | No Comments

Its been incredible sharing these findings from our Field Service Engineer Feedback project 2018. Today’s piece is the final one. You can find the previous chapters here (Part 1, 2, 3, 4). My thanks to all of our partners, members, and engineers that participated.

Day 5: What About a Technician Effort Score?

One of the best articles on customer loyalty was written several years ago by folks from the Conference Executive Board (CEB), now part of Gartner. The article (link) laid out the argument that it was important for organizations to gauge the effort expended by their customers in common interactions. This could be tied to the acts of purchasing, billing, or seeking customer service. The authors argue that its essential for organizations to make things easier for their customers and they introduce the Customer Effort Score (CES) which has since been updated (Link).

We find that more members in the TSC community are beginning to measure the Customer Effort Score in combination with other popular loyalty and satisfaction metrics. In TSC’s recent report on the Customer Support Leader’s Trends for 2018, we actually advocate that organizations focus on making things easier for their customers and that they should adopt a dual measurement philosophy around effort. Customer Effort is a score to measure the ease of service transactions, while Ease of Doing Business is another metric to evaluate from a broader relationship point-of-view.

What does this have to do with engineers/technicians? Well, quite simply, I think its time to measure an Engineer (or Technician) Effort Score. How can we, as field service organizations, make it easier for them to get their work done? We often believe that technology investments are actively solving problems at the front-line, but they might not be. They might actually be adding layers of complexity that get in the way of work getting done.

The same methodology around customer effort can be applied to developing a an engineer focused score. As can be seen from Figure 1, we took a simplistic stab at getting answers from engineers regarding the ease with which they can complete their work.
In most of the areas of inquiry, 7 out of 10 engineers claim that it is easy for them to get their work done. Those at larger organizations tended to indicate a higher level of agreement with the effort statement above, but overall results were fairly consistent. It would be worth getting into a greater level of detail regarding the level of agreement with these effort questions, an endeavor that I invite organizations to pursue.
Engineer Feedback - Effort

Removing obstacles to work is a major way to support acceptance and adoption of new tools. For the previous 10 years, we’ve seen organizations gradually increase the capabilities afforded to engineers via mobile devices and solutions, and we now see a much simpler path to adoption. Nearly all engineers we polled have a mobile device for work (75% employer provided, 25% employee selected) and for the most part engineers claim the mobility has made them more productive and more efficient. Its interesting to note that only 58% indicate that mobility has made them a better engineer.

Employee buy-in is essential when introducing new tools that require engineers to change the way they work. For instance, when encountering a problem while on the customer site, most engineers claim that they would prefer to call into technical support or call a colleague to seek help.
Engineer Feedback - Seeking Help
As organizations evaluate messaging, visual support, and Augmented Reality tools to provide real-time assistance to field engineers, a gradual change in mindset is necessary to ensure that these tools deliver desired results. The workforce of the future might demand these solutions based on convenience and ease of use, but the workforce of today needs to know that these tools are actually focused on Improving a Day in the Life of the Field Service Engineer.

About the project

In 2016, The Service Council launched the first version of its field service engineer feedback research surveys involving 200 engineers and technicians. We were so pleased with the results that we decided to run a similar survey in 2018, which yielded participation from 550 engineers. You can access the summary results (and data tables) here. The intent of this survey, as it was for its predecessor in 2016, is to uncover the voice of the front lines. We often hear from service and field service leaders, but we rarely present the voices of the front-line field service engineers.

The Voice of the Field Service Engineer – Day 4

By Sumair Dutta | Perspective | No Comments

In part 4 of our 5-part “Voice of the Engineer” blog series we ask engineers to share their level of satisfaction with their current organizations. Parts 1, 2 and 3 can be found here, here, and here.

Day 4: Field Employee Listening Needs to Be a Priority

We’ll spend some more time on the technology of field service work in the 5th and final installment of our series. It seems like organizations have made heavy investments toward improving the productivity of their engineers. There is still work to be done, but the message to do more has been received loudly and clearly. It seems that in the drive to squeeze more, organizations have forgotten about the human side of field service engineers.
Engineer Feedback - Current Role
There is a lot that can be read into the data available in the figure above, but I’d like to spend some time on the areas of mentorship and career development. We’ve talked about the inherent enjoyment and accomplishment in doing field service work, a major driver for field service engineers. Yet it seems like the growth prospects for field engineers within field service organizations are limited. Increased pay and upward mobility are some forms of growth, but so are increased learning and personal improvement opportunities. In recent discussions we have seen organizations begin to offer more to their field engineers, especially in the form of learning paths, certifications, and specializations. We also see more organizations open up different career paths for their field engineers, recognizing that the engineer-to-supervisor-to-manager-to- path doesn’t work for all. Yet these organizations are more the exception than the rule. Organizations must take an increased stake in the development and futures of their engineers.
Engineer Feedback - Employee Listening

Employee listening and engagement programs are great places to invest to uncover improvement opportunities when it comes to engineer growth. In listening, it is vital to ensure that we’re not only seeking information and insight from our field engineers, but we’re actually willing to act on the information that’s provided to us. Field engineers tend to accept that their organizations are willing to collect feedback, but it seems less likely that these organizations are willing to source that feedback to formulate actual improvements. More so, recognition of the value of feedback seems to be elusive.

In promoting personal development and growth, it’s also worth considering the personal ambitions and apprehensions of field engineers and the impact that those personal traits might have on professional engagement. While some might feel that there is a pretty rigid line between personal and professional, I would argue that the line is beginning to blur. Bob Kelleher, founder and CEO of the Employee Engagement Group (he knows engagement), claims that engagement efforts often fail because they are focused only on who the individuals are as employees, neglecting their other aspects as individuals. In his work on I-Engage, Bob advocates a much more holistic approach to engagement, both from the employee and the employer. I tend to agree with where Bob is going and believe that a more comprehensive approach to employee engagement is essential even for the future of rough-and-tough professions such as field service.

In our final piece we’ll look into the impact of technology on the ease of getting work done.

About the project

In 2016, we launched the first version of our field service engineer feedback research surveys involving 200 engineers and technicians. We were so pleased with the results that we decided to run a similar survey in 2018, which yielded participation from 550 engineers. You can access the summary results (and data tables) here. The intent of this survey, as it was for its predecessor in 2016, is to uncover the voice of the front lines. We often hear from service and field service leaders, but we rarely present the voices of the front-line field service engineers.

The Voice of the Field Service Engineer – Day 3

By Sumair Dutta | Perspective | No Comments

In part 3 of our 5-part “Voice of the Engineer” blog series we ask engineers to rank the favorite and least favorite parts of their work day. Parts 1 and 2 can be found here and here.

Day 3: Let Me Get to Work

Field service engineers like the work that they do. They like fixing or resolving issues and ultimately resolving customer challenges. This hasn’t changed from our 2016 survey results, where the same two factors were highlighted as the best parts of the engineers’ day-to-day work. The top two also remain in the same order regardless of geographic presence, age, or size of company. Of note, more experienced field service engineers are more likely to enjoy interacting with customers and solving their problems, as seen by 61% of respondents. Only 38% (still the top factor) of those engineers 35 years or younger state that solving customer problems is the best part of the day. A near equal proportion claim that they are interested in the work, but are more drawn to the aspect of fixing or repairing things as opposed to dealing directly with customers. The younger engineers are much more likely to enjoy learning new skills or learning about new tools and technology. In part 1 of our blog series, we briefly alluded to the challenge that this raises as organizations look to use their field service resources to complete as many jobs as possible. There is an inherent enjoyment and pride that field engineers take in their craft, and service leaders must be cognizant of this when making investments to change the nature of field service.
Best Part of Engineers Day - 2018 Research

It also seems that there is ample opportunity for field service leaders to remove some of the obstacles that hinder field service engineers. The time spent in completing service related paperwork or administrative tasks is seen as the least favorite part of the field service engineer’s day. In the age of ubiquitous mobility, this continues to come as a surprise. The fact of the matter is that field service engineers spend nearly 20% of their day on paperwork. Not all of this can be done away with due to regulatory or other requirements, but 20% is a large number that can be whittled down. In impacting that number, I would also recommend that field service leaders and technologists address the time it takes field service engineers to locate the information that they need to get work done. As seen from our 2016 survey, the four major pieces of information and content that were desired by field engineers were:

  1. Access to service manuals and a knowledge base
  2. Visibility into spare parts inventory
  3. Ability to order spare parts in the field
  4. Access into customer history prior to onsite engagement

Worst Part of the Engineers Day - 2018 Research
This would begin to impact the “pressure to work faster” issue, which receives a higher level of disdain in this year’s survey when compared to 2016 results. Field engineers understand that there are revenue and cost benefits for service organizations when more tasks are completed by the same pool of labor. The rising expectations are viewed negatively when they

  • Aren’t supported with the appropriate resources
  • Impact the quality and professionalism of work
  • Compromise the safety of the field service professionals

In demanding more from their field engineers, service leaders must ensure that they are truly equipping them with resources and tools to get work done and that they are consistently engaging with engineers to collect and act on feedback and insight.

In our next piece we’ll look into the engineer’s level of satisfaction with various aspects of their work. If you are interested in getting to the end, and in accessing the entire deck of results, please visit us here. If you are a field service engineer, I’d love to hear from you. Please feel free to add your comments or email me at If you are a field service leader, I’m happy to chat as well.

About the project

In 2016, we launched the first version of our field service engineer feedback research surveys involving 200 engineers and technicians. We were so pleased with the results that we decided to run a similar survey in 2018 which yielded participation from 550 engineers. You can access the summary results (and data tables) here. The intent of this survey, as it was for its predecessor in 2016, is to uncover the voice of the front lines. We often hear from service and field service leaders, but we rarely present the voices of the front-line field service engineers.

The Voice of the Field Service Engineer – Day 2

By Sumair Dutta | Perspective | No Comments

Last week we covered why field service engineers chose the profession of field service. In part 2 of our 5-part ‘voice of the field service engineer’ blog series (part 1 can be found here) we ask engineers what has changed about their day-to-day work.

Day 2: The Transformation of Field Service Work

Most engineers agree that the knowledge required to service products has changed. As products have an increasing array of software and digital components, the diagnosis and resolution of service issues requires a newer skill set. It is worth noting that those engineers that have been in the field for longer are unanimous in their agreement that the knowledge requirements of today’s field service engineer are changing. This has broad implications in terms of learning and development investments that need to be made to ensure that engineers are consistently up to speed on the service work that has to be done. The changing knowledge profile also raises the discussion of specialization. It might not be feasible to keep everyone trained on all the service aspects of every service product. Therefore, it might make sense to develop teams of specialists who focus on specific service areas and products. These specialists can then be used to work in their areas of expertise or to assist and train generalists when they encounter more specific service issues and needs.
Change in Field Service Work

The two other major takeaways from the results involve:

  1. Increasing management demands and pressure around work.
    As field service leaders are faced with increasing pressure to churn out more work, that pressure rolls downhill and impacts those on the front-lines. This was a major theme of our 2018 study and was seen in greater frequency when compared to our 2016 survey. Field service engineers are being pushed to complete a greater number of tasks and increase productivity. In certain organizations, field service engineers are also being pressured to uncover and bring in new revenue opportunities. This constant pressure to do more can be a worrying trend, especially if engineers feel a lack of support and resources in getting additional work done.
  2. The Impact of Technology. Younger engineers express slightly higher favorability toward the impact of technology on their service work. For those with more experience, less than one half indicate that available tools actually make it easier for them to get their job done. In the era where organizations are spending a lot of time worrying about customer effort, it might make sense to spend some time in improving the effort with which engineers can acquire the information or resources that they need to get work done.

Changing Profile of Field Service Work - By Age
Tomorrow, we’ll publish results documenting the best and worst parts of the field service engineers’ work days. If you are interested in getting to the end, and in accessing the entire deck of results, please visit us here. If you are a field service engineer, I’d love to hear from you. Please feel free to add your comments or email me at If you are a field service leader, I’m happy to chat as well.

About the ‘Voice of the field service engineer’ project:

In 2016, we launched the first version of our field service engineer feedback research surveys involving 200 engineers and technicians. We were so pleased with the results that we decided to run a similar survey in 2018 which yielded participation from 550 engineers. You can access the summary results (and data tables) here. The intent of this survey, as it was for its predecessor in 2016, is to uncover the voice of the front lines. We often hear from service and field service leaders, but we rarely present the voices of the front-line field service engineers.

The Voice of the Field Service Engineer – Day 1

By Sumair Dutta | Perspective | No Comments

In 2016, we launched the first version of our field service engineer feedback research surveys involving 200 engineers and technicians (Note: hereinafter we’ll call them “engineers” collectively). We were so pleased with the results that we decided to run a similar survey in 2018. The participation from our community has been outstanding.

Over the next five days, I’ll be sharing some interesting charts from our recently conducted survey of approximately 550 field service engineers across the globe. You can access the summary results (and data tables) here. The intent of this survey, as it was for its predecessor in 2016 (report, webinar for North America, webinar for Europe), is to uncover the voice of the front lines. We often hear from service and field service leaders, but we rarely present the voices of the front-line field service engineers.

Day 1: Why Field Service?

It isn’t the most sought-after profession, especially when we consider the types of dreams and aspirations that children typically have. This in turn is part of the problem that the overall industry is facing when it states that there is a talent crisis in engineering or repair and maintenance-oriented disciplines. The brand of field service is poor and needs some work, and all of us – analysts, software providers, service companies, consultants, and educational institutions – are responsible to reshape the image of field service. While the lure of new technology might help in reshaping the profile of work being done, the core rebranding of field service has to be built around the financial security, the safety, and the opportunity to learn and grow that the profession provides to new entrants.
Reasons for Joining Field Service
The 2018 results are very similar to the 2016 results and they continue to bring an interesting discussion to the forefront. Many of the technology investments being made in field service are aimed at eliminating inefficiencies. These inefficiencies infect every part of the field service ecosystem, from call scheduling to appointment booking, and from dispatch to actual field service work completion. Field service engineers enjoy the process of figuring out a customer’s issue and deciphering the necessary steps that need to be taken to resolve the issue. It is part of the pride of being a field service engineer, and while some of this might retire with the current generation of workers, we doubt that this will completely go away. This is something that companies must consider as part of the change management thought process around new automation. If the field service engineer is only seen as a worker drone that needs to get the job done, then maybe pride has no future play, but if the field service engineer is seen as a customer asset, then the pathway adopted should be very different.

At the end of the day, field service engineers want to fix things to solve customer problems. Enabling them to do so in a professional manner is the key to improving their work. (More on this later.) Their work, and the interest in their craft, is what keeps them in the profession.
Reasons for Staying in Field Service
If you are interested in getting to the end, and accessing the entire deck of results, please visit us here. If you are a field service engineer, I’d love to hear from you. Please feel free to add your comments or email me at If you are a field service leader, I’m happy to chat as well.

More soon…

On the Service Leader’s Mind for 2018: Service Revenue

By Sumair Dutta | Uncategorized | No Comments

We just published our 2018 Service Leader’s Agenda Report (Get it here). One of the key takeaways from this report was the refocus on Service Revenue as a metric of success in 2018 and our conclusion is that service leaders are finally putting the infrastructure in place to achieve revenue growth.
Top Metrics for Service Leaders in 2018

Earlier this week I had the opportunity to chat with several service leaders on the topic of revenue growth. These leaders reflected a range of industries from medical devices to facilities management and financial services. The key takeaways and actions being prioritized are:

Know Your Installed Base

In this date and time when every single movement and action can be tracked, one would assume that companies have a good handle on their installed base and the associated contract coverage. Getting insight into installed base status and coverage is a great way to identify near-term revenue opportunities.

Talk to Your Customers

What your customers will want 3-5 years from now is very different from what they expect and want today. That said, they are already envisioning what service should look like and what they will be willing to pay for. While we talk about the role of consumerized experiences in the enterprise world, the impact of true consumerization will be felt in a much more critical way in the coming years. Customers might be willing to accept that the equipment they hold today is outdated but will wonder why the next generation of available equipment is already outdated if it doesn’t come with connectivity and desired service and support resources. As one service leader put it, “Customers don’t want to have to tell us what’s wrong, they want us to tell them.” The equipment of tomorrow better be ready to enable and support changing service needs.

“Customers don’t want to have to tell us what’s wrong, they want us to tell them.”

Expand You Service Product Portfolio

While service contracts, time and material work, and service part sales, continue to be the revenue stalwarts for service organizations, there is an opportunity for the provision of new services. In instances where customers are beginning to self-maintain, there might be appetite for training, knowledge, and other information-based resources. In other industries, new service contract or agreement terms and types might address the needs of customers who interact with or use equipment in different ways.

Get Sales on Board

All the steps above can lay a strong foundation for service growth, but eventually someone needs to approach and talk to the customer. This is where the sales team’s comfort with and desire to sell service offerings becomes increasingly important. At a recent meeting with a large service company in the facilities management space, I was happy to note that the organization had finally tweaked its sales compensation models to align incentives with desired action around service products. In this, the company had put incentives in place for standard service products and services but had also put in incentives for getting customers connected. Incentives for service sales need to be paired with improved training, better service offering collateral, and dedicated resources to aid sales agents’ in their interactions with customers.

These are just a couple of the ideas discussed on the recent IdeaShare (see future events) around revenue growth. They also happened to be most foundational. Technician lead programs, self-service portals with ecommerce functionality, and multi-vendor services, were also discussed as arenas for untapped revenue.

We’re currently looking into the world of new services via a research survey (Link). The survey looks into the types of services that are being evaluated in support of service revenue growth. If interested, please do participate. We expect to share the results in the coming weeks. You can also access a copy of our Service Leader’s Trends report to learn about some of the key initiatives and focus areas for the coming 12 months.

ADP Gets Agile: Acquires WorkMarket

By Sumair Dutta | News | No Comments

On January 22, 2018, ADP announced its acquisition of WorkMarket for an undisclosed fee (Release). WorkMarket, a TSC Customer, has been developing and offering the OS for Work for organizations to manage and support their on-demand labor strategies. Most organizations work with WorkMarket to enable the management of their contingent workforces comprising primarily of freelancers. Other organizations rely on the WorkOS to develop an overview of their entire workforce, whether full-time employee, contractor, or otherwise.

ADP provides comprehensive HCM solutions in payroll, talent, time, tax, and benefits administration. By their numbers, they support the payroll of 26 million employees in the US and 13 million employees outside the US. The company’s solutions are tapped by large global enterprises but are also used by over 400,000 small business owners.

This move marks the first major step by ADP into the gig or freelance economy, something confirmed by ADP during a recent conversation with the TSC research team. Entrance into the space in this manner makes a lot of sense given the:

  • Increased interest in the freelance work model by both employees and employers
  • Need to adapt systems to manage multiple workforce types
  • Attention that needs to be paid to compliance and regulatory needs when managing multiple workforce categories

By every measure, the interest in freelancing and contract work is increasing and raises the reality that organizations will have to manage multiple workforce types in the future. According to Deloitte’s 2017 Global Human Capital report, 66% of companies indicated that their reliance on off balance sheet talent will grow significantly in the coming 3-5 years. Deloitte refers to the blended workforce model as the Augmented Workforce. From a workforce supply side, up to 35% of the US population (as per a 2016 study commissioned the Freelancers Union) is now choosing to freelance due to the agility and flexibility offered. And companies are happy with their freelance workers. In another major research initiative conducted by the”>Aspen Institute on the Workforce of the Future, 60% of 800 organizations polled cited the use of independent contractors in some capacity. These organizations indicated a 95% or higher level of satisfaction with their use of independent contractors and 70% reported that they were likely to increase their reliance on an on-demand and flexible labor model.

TSC sees a greater use of an ‘augmented workforce’ (we prefer the term agile workforce) in field service in the coming years. Field service is an arena where WorkMarket has a strong presence, bolstered by its acquisition of OnForce in 2017. Organizations are facing the need to ramp up their field capacity while struggling to find and train new talent. This coupled with an aging workforce issue is leading to organizations:

  • Leveraging technology tools to enhance the capacity of their existing workers
  • Investigating flexible labor models to manage work that cannot or should not be supported by highly skilled and expensive service employees

In our recently completed 2018 trends research of over 70 service leaders, 51% indicated that the workforce and talent shortage was a major external challenge impacting their business in 2018. As seen in figure 1 below, we see that this leads to internal concerns of being able to meet service demand with existing service resources. More so, service leaders are also thinking about the work allocation to their highly skilled service workforce and augmenting this workforce with a more flexible labor pool.
Internal Challenges for Service Leaders in 2018

In our 2016 research on field service outsourcing, 52% of organizations indicated that they were looking to increase their reliance on contractors in the coming 3-5 years. That said, organizations indicated that they expected approximately 30-35% of work to be managed by third-parties, thereby indicating the continued use of multiple labor models.
Workforce Reliance in Field Service - Coming 5 Years
Organizations continue to remain concerned about the brand and quality impact of a partner or contractor field service technician, especially when the service delivered is poor and not up to the standards of the service organization. Hence leading organizations have taken greater steps to further support their field service partners with:

  • Increased access to product support knowledge and training content
  • Better visibility int
    o service demand forecasts and allocation plans
  • Increased knowledge of direct customer feedback to prioritize service business process improvements

This more integrated approach requires a set of tools to match service work with the available service workforce. The ADP acquisition of WorkMarket is a step in this direction. Those using WorkMarket’s tools to manage their contingent workforces will now have the ability to rely on ADP’s broader solutions for workforce administration and management. ADP’s traditional customers will now have the ability to leverage WorkMarket’s experience and technology to integrate the needs of a freelance or contingent workforce. In addition, WorkMarket’s integrations with the likes of Salesforce and ServiceNow will also allow for improved matching between created work and available workers. This is vital in field service.

We’ve published content on the agile field service workforce (Link) or steps that organizations can take to address the retiring workforce crisis (Link). In both of these research projects we highlight the growing reliance on multiple worker types, a trend that we expect to continue in the arena of field service.

Work sourced in this post:

  1. 1- Deloitte Human Capital Trends Report 2017 –
  2. 2- The Aspen Institute Workforce of the Future Survey 2016 –
  3. 3- Upwork Global Inc., Freelancing in America 2016 –

Customer-Centricity at the Heart of Digital Transformation Initiatives

By Sumair Dutta | Perspective | No Comments

It’s easy to toss around the term Digital Transformation nowadays. Everyone needs to have a perspective on it in order to sound forward thinking. It seems to me that very few people know what it means. More importantly, very few people seem to have a clear definition of what it means specifically for their organizations, their roles, and their overall futures.Or so I think.

In order to bring our community together on the topic of Digital Transformation, we recently launched a research project aimed at service business leaders and strategists. The purpose of the project was two-fold:

  1. Uncover the different definitions of the term.
  2. Assess where organizations were in their digital journeys.

As I write this, we’ve had 25 leaders of service businesses voice their opinion and we shall keep the project open (take survey) till we hear from 50 leaders. A quick word on the early results.

Defining Digital Transformation

By far the most entertaining definition we received goes to, “Going from Flintstones darkness to Jetson light. From no data to ‘some’ data.” Others (seen below) were much more descriptive and the comment about minimizing data administration and maximizing data analysis is a really succinct way of approaching digital transformation. We need to move from the data collector stage to one where data analysis and data-driven decision making is where our resources are targeted.
Digital Transformation Definition

Most leaders responding to our survey believed that being a digital business was vital to the success of their organization but only 50% indicated that their organizations had a clear and coherent digital strategy.
Digital Transformation Strategy

In executing on the strategy, 88% of leaders indicated that their organizations do not currently spend the appropriate amount time, energy, and resources on implementing digital business initiatives and that the coming years needed to see an increased level of investment and focus on the execution of an established digital business vision.

Digital Outcomes

The desired results from planned digital transformations leaned heavily towards improving customer outcomes tied to proactively support customer needs while being more agile in reaction and response.
Digital Transformation Outcomes

Organizations hope to achieve these outcomes with the aid of:
– Improved Technology Integration
– Better Management of Customer Touch points
– Increased Understanding of Customer Needs
– Customer-Focused New Product and Service Enablement
– Intelligent Service Worker Enablement

Before any of these activities and actions can occur, organizations need to ensure that they equip themselves with the appropriate digital leadership, digital talent, digital technology, and digital mindset. These are areas of assessment that our research project dives into.

I look forward to sharing more final results in the coming weeks. If you are a service business leader, I’d encourage you to spend some time with our research survey. As indicated, we are going to close it once we reach 50 total leaders.

If thirsty for some results and content on the topic, we’ve got you covered. Feel free to listen to our discussion on the topic during our recent webinar featuring leaders from KONE Americas and Merck Millipore. You can also sign up to listen to our findings call (Jan 23, 1pm Eastern) wherein we share the expanded results of our survey.

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