Establishing SSME as a new academic discipline: Thought Leadership Workshop Slide Layout © 2007 IBM Corporation For those wanting to recruit … ‘A Framework

Establishing SSME as a new academic discipline: Thought Leadership Workshop

People

FundamentalSkills

TechnologyBusiness ServiceCore

People

FundamentalSkills


Slide Layout © 2007 IBM Corporation

For those wanting to recruit …

‘A Framework for Service Science Curricula’

Steve Street, IBM (UK) Ltd


2

Establishing SSME as a new academic discipline:

Thought Leadership Workshop Manchester 17-18 September 2008

‘Establishing SSME as new academic discipline’

Thought Leadership Workshop

Services Science Management and Engineering (SSME Workshop) Centre for Service Research Manchester Business School, Oxford Road, Manchester

11.30 Parallel sessions – For those interested in recruiting SSME graduates: A session to agree on

their collective requirements in terms of outcomes and graduate capabilities

– For educators: To learn from each other what courses, teaching materials, resources already exist

– For those who are not so familiar with the SSME agenda: Leading SSME advocates from business will brief participants on the key strategic issues, after the briefing participants will join the main parallel sessions.


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Target Workshop Outcomes

An agreed "requirement" from business and public sector organisations

the scope of what comprises service science courses and what constitutes 'core' material

examples of innovation in course design or delivery the way forward for future UK curriculum development including:

– a list of current modules and courses plus contacts

– a list of establishments that agree to work to provide modules and / or courses

– a framework for managing the course / module development

a "press release" – "the conference agreed that service science is a critical success factor

for the UK economy and plan to develop detailed curricula to address the gaps"


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Unfinished business …

‘Broaden the base’

Articulate value from the Student perspective


5



Background & Context

A New Discipline – Services Science – to provide a framework for understanding and improving service delivery..

High Calibre Personnel who not only have in-depth expertise in a key area of service delivery, but also a broad general knowledge of the range of skills needed to design and deliver new, innovative services

Most current graduate and post-graduate education is focussed on producing highly trained experts in a relatively narrow field of knowledge

A key issue for companies is how to train or recruit people with the wide general skills needed to deliver high-quality services – the horizontal of the T.

Increasing Recognition of need to for new mix of skills

Core Field of Study

Interactional Expertise Across Other Fields

Across industriesAcross culturesAcross functionsAcross disciplines=More experiencedMore adaptiveMore collaborative

Technical breath

Tech

nica

l dep

th

Architect

Speci

alis

t VersatilistVersatilist

Increasing Economic Significance of Services

The “Versatilist” – Gartner Group 2005The ‘T shaped person’ – IBM 200x


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Key Goal - Improved Graduate Capability

..to perform in Services Business..

Social Science (People)

Management(Business)

Engineering (Technology)

Core Field of Study

Interactional Expertise Across Other Fields

Tower of Babel“Biggest problem in businessis people don’t know how to talk to other people in the language they understand.”Charles Holliday, CEO Dupont

Across industriesAcross culturesAcross functionsAcross disciplines=More experiencedMore adaptiveMore collaborative

Together

Higher skilled workers to compete Adaptive workers who change

with the business– who can lead market innovation,

technology innovation, and /or business model innovation to compete

– who can cope with/exploit the accelerating pace of technological and societal change


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Key Attributes of people working in Service Science

Adaptive Innovator / Versatilist – managing across a broad set of business and technical disciplines

Consider – Business objectives– IT & Technology – People - Cultural and Human system dynamics

Analyse large and/or complex processes – across private & public sectors

Demonstrate customer interaction skills equivalent to a business consultant– ideas, recommendations and knowledge among individuals from varying backgrounds

Ability to Articulate, Understand Key Concepts & make trade-offs across – engineering, project management, business management, marketing, finance, design, computer

science, systems engineering, information management, and the social or behavioural sciences

Working knowledge of Service Concepts – front-stage, back-stage, service “mind-set”, service innovation, service dominant logic, – co-creation of value, service productivity, service science, and service systems.

KNOWLEDGE – Working knowledge of Services (, Service Systems & Services Concepts)

– Public & Private Sector

– Understand & articulate the rich environment of different Sources of Value

– in Multi-Stakeholder Systems

– Business Model,

– Quality management, front-stage, back-stage, service “mind-set”, service innovation, service dominant logic,

– co-creation of value, service productivity, service science, and service systems

– Recognise difference Strategy v Operation

Analyse, model & predict large complex service systems / processes

Understanding of Key Concepts

– Business (public & private sector)

– IT & Technology

– People

CAPABILITY - Handle Variability: operate in a variable environment and understand variability Customer Interaction: Demonstrate customer interaction skills equivalent to a business consultant

– ideas, recommendations and knowledge among individuals from varying backgrounds

– Time management, passionate …

Empathy with / Appreciation of Customer Perspective: Eg: Value of experience, value of intangibles, Adaptive

– Understand & communicate need & importance of change & be able to change

Innovator / Versatilist – managing across a broad set of business and technical disciplines

Design & build Services – Value Propositions, Customer Mindset .. Ability to Articulate, Understand Key Services Concepts & make trade-offs across multiple ill defined pieces Benchmark, Assess, Deploy, Operationalise & Management


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Target Students & Modes of Education

Wide variety of backgrounds and expertise. – Develop people with a wide skills-base

– Give specialist experts the ability and knowledge that will enable them to work effectively in the cross-disciplinary teams

– Students with a number of years of Industrial experience

Retraining of Existing Staff

Masters or Second-Degree – …gradually included throughout undergraduate or first degrees.

Promotion of ‘Service Awareness’ within First Degrees or as part of other ‘Further / Tertiary Education’.


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Target Students & Modes of Education

Wide variety of backgrounds and expertise. – Develop people with a wide skills-base

– Give specialist experts the ability and knowledge that will enable them to work effectively in the cross-disciplinary teams

– Students with a number of years of Industrial experience

Retraining of Existing Staff

Masters or Second-Degree – …gradually included throughout undergraduate or first degrees.

Promotion of ‘Service Awareness’ within First Degrees or as part of other ‘Further / Tertiary Education’.


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A framework for Service Science Curricula

5 Element Model -1. Service Core –

‘Key Service Concepts’ & Methods the ‘Integrative element’

2. Business – Key ‘Business’ related concepts as they

relate to Services

3. People – Awareness & high understanding of key

concepts the interaction of People as individuals, as members of a society

4. Technology – Awareness & high level understanding

of key concepts about how key technologies can be applied to Services

5. Fundamental Skills – ‘other methods’ / ‘other ways of thinking’

of value when thinking about Services


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Content: Service Systems: a type of complex system

“People-Oriented, Services-Intensive, Market-Facing Complex Systems – complex systems and services – are very similar areas

around which we are framing the very complicated problems of business and societal systems that we are trying to understand.”

– Irving Wladawsky-Berger, IBM VP Innovation (Oct. 9, 2006)

Unravelling and understanding complex systems is a foundation stone for SSME, from whichbetter services concepts, implementation and management models and tools can be developed.

© 2008, IBM


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Teaching the Framework – Content (ctd)

SMB

Tangible

Intangible

2C 2B

Financial Services

IT Services

Manufacturing,‘Engineering’

Public Sector

Digital Media

Specific main Content & Type of ‘Services’ – IT Services, High Value Engineering , Financial Services -

Implemented locally based on....Institution & Student ..

..Background & Preference


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Teaching the Framework (2) - Structure

Based on 12 modules –

1. Service Core – 3+ ‘Key Service Concepts’ & Methods the ‘Integrative element’

2. Business – 1+ Key ‘Business’ related concepts as they relate to

Services

3. People –1+ Awareness & high understanding of key concepts the

interaction of People as individuals, as members of a society

4. Technology – 1+ Awareness & high level understanding of key concepts

about how key technologies can be applied to Services

5. Fundamental Skills – if needed ‘other methods’ / ‘other ways of thinking’ of value when

thinking about Service

Integrative Practical Work - 2+

Implemented locally based on....Institution & Student ....Background & Preference

People

FundamentalSkills

Technology2+

mod

ules

ServiceCore

c 1 module

1+ modules1+ modules

1+ modules

3+ modules

Business

Practical

Work

Inte

grat

ive

People

FundamentalSkills

Technology2+

mod

ules

ServiceCore

c 1 module

1+ modules1+ modules

1+ modules

3+ modules

Business

Practical

Work

Inte

grat

ive


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Teaching the Framework (3) – Case Studies

etc

ENG

OM

HR

MKT

IT

.. Bridging Knowledge

Multi Disciplinary

Explicit connections between subject areas

Contemporary Case Studies

'If you want a motorcycle, go to Chongqing … Although this dusty central Chinese city of drab office buildings and perpetually grey skies is better known as the gateway to the enormous Three Gorges Dam, it is also the two-wheeler capital of the world. Led by the region's pioneers, China now makes half the world's motorcycles. But more important than the numbers produced is the way these motorcycles are made—especially the way designers, suppliers and manufacturers have organised themselves into a dynamic and entrepreneurial network.

Unlike state-run firms, the city's private-sector upstarts, such as Longxin and Zongshen, do not have big foreign partners like Honda or Suzuki with deep pockets and proven designs. So they came up with a different business model, one that was simpler and more flexible. Instead of dictating every detail of the parts they want from their suppliers, the motorcycle-makers specify only the important features, like size and weight, and let outside designers improvise.

This so-called “localised modularisation” approach has been very successful and delivered big cost reductions and quality improvements, says John Seely Brown, an innovation expert who used to head the legendary Xerox PARC research centre. It is one example of the sort of business-model innovation which he insists is far more radical than conventional product or process innovation'


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Teaching the Framework - Business

Business acumenFinancial acumen

Basic financeBusiness case development and analysisProject justification IRR/ROI

EconomicsCycles, exchange ratesInflation Supply and demand management

Transaction Economics

Globally integrated enterprise

MarketingMarket analysis (Internal & External Analysis)

(Macro & Micro)

Industry specific knowledge

People

FundamentalSkills

TechnologyService

Core

Business -selected Key Concepts ..

•Business, Business Models, Finance, Economics, Marketing, Organisation & Industry-specific knowledge…

People

FundamentalSkills

TechnologyService

Core




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People in Society – – the way that individuals

work within groups, ‘organisations’, companies or ‘society as a whole’.

– History of Technology / History of Innovation

– Organisational Theory / Organisation Design

– Key Sociology Concepts

People as Individuals – – ‘how people work as

individuals’.

– ‘Leadership Styles’

– ‘Team Dynamics

– Psychological theory

People....in Society..

•Sociology, History…

..as Individuals..•Communications, ’Human Factors’, Pyschology. Anthropology…

FundamentalSkills

TechnologyBusinessService

Core




FundamentalSkills


Core

Teaching the Framework - People


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People

FundamentalSkills

BusinessService

Core

Technology -Key Concepts/Methods ..

•ICT (Infrastructure, Architecture)• Engineering •…

Teaching the Framework - Technology

Principles of IT Infrastructure and Architecture

Principles of Physical Architecture / Logistics

Principles of Engineering

Experimentation / Demonstration, Proof of Concept

Root cause analysis

Cause & effect Feedback & correction

Web 2.0 Implications


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People


Core

Fundamental Skills -‘Other Methods / Ways of Thinking’..

Scientific..•Philosophy of science, Experimental design, Process Analysis..

Other..•Artistic, Narrative,

Performance ..

People


Core

Fundamental Skills -‘Other Methods / Ways of Thinking’..

Scientific..•Philosophy of science, Experimental design, Process Analysis..

Other..•Artistic, Narrative,

Performance ..

Teaching the Framework – Fundamental Skills

‘Other skills’ / ‘Other ways of thinking’

Analysis and design of Services

‘Scientific Methods’ –– Experimental Design

– Process Analysis

– ‘Philosophy of Science’

‘Artistic’ / ‘non-Scientific’– ‘Narrative’ / ‘Storyboarding’

– Artistic ‘Performance’ skills


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Summary

SMB

Tangible

Intangible

2C 2B

Financial Services

IT Services

Manufacturing,‘Engineering’

Public Sector

Digital Media

Multiple Topic Configurations .. Single Model

Implemented locally based on....Institution & Student ..

..Background & Preference

People

FundamentalSkills


People

FundamentalSkills


Establishing SSME as a new academic discipline: Thought Leadership Workshop

People

FundamentalSkills


People

FundamentalSkills



Backup


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Cambridge SSME Whitepaper - Key Objectives

To build consensus on the need for service innovation

To identify knowledge and skills required for service innovation

To offer recommendations for business, government and academia


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The SSME Whitepaper - Topics

4 Topic Areas –1. Business2. Technology 3. People 4. Information

Individual topics– Architecture and designed systems (1,2,3,4)– Behavioural sciences and education (3, 4)– Cognitive science and psychology (1,2,3,4)– Complex adaptive systems theory (1,2,3,4)– Computer science and AI/web services (2,4)– Computer supported cooperative work

(1,2,3,4)– Economics and law (1,3,4)– Engineering economics and management (2)– Experience design, theatre and arts (3)– Financial and value engineering (1,2,3,4)– Game theory and mechanism design (3,4)– Human resource management (1,3)– Industrial engineering (IE) and systems

(1,2,3,4)– Industrial and process automation (1,2,3,4)– International trade (1)– Knowledge management (1,2,3,4)

– Management of information systems (1,2,3,4)– Management of technology & innovation

(1,2,3,4)– Marketing and customer knowledge (1,2,3,4)– Mathematics and non-linear dynamics (1,2,3,4)– Operations management (OM) (1,2,3,4)– Operations research (OR) (1,2,3,4)– Organisation theory and learning (1,2,3,4)– Political science (1,3)– Product and software architecture (2)– Project management (1,2,3,4)– Queuing theory (1,2,3,4)– Simulation, modelling visualization (1,2,3,4)– Sociology and anthropology (1,2,3,4)– Software metrics and development (2)– Statistical control theory (2,4)– Strategy and finance (1,2,3,4)– Supply chain management (1,2,4)– Systems dynamics theory and design (1,2,3,4)– Total quality management, lean, six sigma

(1,2,3,4)


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People in Society – – the way that individuals

work within groups, ‘organisations’, companies or ‘society as a whole’.

– History of Technology / History of Innovation

– Organisational Theory / Organisation Design

– Key Sociology Concepts

People as Individuals – – ‘how people work as

individuals’.

– ‘Leadership Styles’

– ‘Team Dynamics

– Psychological theory




FundamentalSkills


Core




FundamentalSkills


Core

Teaching the Framework - People


25



The SSME Whitepaper - People

4 Topic Areas –1. Business2. Technology

3. People 4. Information

Individual topics– Architecture and designed systems (1,2,3,4)

– Behavioural sciences and education (3, 4)– Cognitive science and psychology (1,2,3,4)– Complex adaptive systems theory (1,2,3,4)– Computer science and AI/web services (2,4)– Computer supported cooperative work (1,2,3,4)– Economics and law (1,3,4)– Engineering economics and management (2)

– Experience design, theatre and arts (3)– Financial and value engineering (1,2,3,4)

– Game theory and mechanism design (3,4)– Human resource management (1,3)– Industrial engineering (IE) and systems (1,2,3,4)– Industrial and process automation (1,2,3,4)– International trade (1)– Knowledge management (1,2,3,4)


(1,2,3,4)– Marketing and customer knowledge (1,2,3,4)– Mathematics and non-linear dynamics (1,2,3,4)– Operations management (OM) (1,2,3,4)– Operations research (OR) (1,2,3,4)– Organisation theory and learning (1,2,3,4)

– Political science (1,3)– Product and software architecture (2)– Project management (1,2,3,4)– Queuing theory (1,2,3,4)– Simulation, modelling visualization (1,2,3,4)– Sociology and anthropology (1,2,3,4)– Software metrics and development (2)– Statistical control theory (2,4)– Strategy and finance (1,2,3,4)– Supply chain management (1,2,4)– Systems dynamics theory and design (1,2,3,4)– Total quality management, lean, six sigma

(1,2,3,4)


26



Teaching the Framework - Business

Business acumenFinancial acumen

Basic financeBusiness case development and analysisProject justification IRR/ROI

EconomicsCycles, exchange ratesInflation Supply and demand management

Transaction Economics

Globally integrated enterprise

MarketingMarket analysis (Internal & External Analysis)

(Macro & Micro)

Industry specific knowledge

People

FundamentalSkills

TechnologyService

Core



People

FundamentalSkills

TechnologyService

Core




27



The SSME Whitepaper - Business


Individual topics– Architecture and designed systems (1,2,3,4)– Behavioural sciences and education (3, 4)– Cognitive science and psychology (1,2,3,4)– Complex adaptive systems theory (1,2,3,4)– Computer science and AI/web services (2,4)– Computer supported cooperative work

(1,2,3,4)– Economics and law (1,3,4)– Engineering economics and management (2)– Experience design, theatre and arts (3)– Financial and value engineering (1,2,3,4)– Game theory and mechanism design (3,4)– Human resource management (1,3)– Industrial engineering (IE) and systems

(1,2,3,4)– Industrial and process automation (1,2,3,4)– International trade (1)– Knowledge management (1,2,3,4)


(1,2,3,4)– Marketing and customer knowledge (1,2,3,4)– Mathematics and non-linear dynamics (1,2,3,4)– Operations management (OM) (1,2,3,4)– Operations research (OR) (1,2,3,4)– Organisation theory and learning (1,2,3,4)– Political science (1,3)– Product and software architecture (2)– Project management (1,2,3,4)– Queuing theory (1,2,3,4)– Simulation, modelling visualization (1,2,3,4)– Sociology and anthropology (1,2,3,4)– Software metrics and development (2)– Statistical control theory (2,4)– Strategy and finance (1,2,3,4)– Supply chain management (1,2,4)– Systems dynamics theory and design (1,2,3,4)– Total quality management, lean, six sigma

(1,2,3,4)


28



People

FundamentalSkills

BusinessService

Core

Technology -Key Concepts/Methods ..

•ICT (Infrastructure, Architecture)• Engineering •…

Teaching the Framework - Technology

Principles of IT Infrastructure and Architecture

Principles of Physical Architecture / Logistics

Principles of Engineering

Experimentation / Demonstration, Proof of Concept

Root cause analysis

Cause & effect Feedback & correction

Web 2.0 Implications


29



The SSME Whitepaper - Technology


Individual topics– Architecture and designed systems (1,2,3,4)– Behavioural sciences and education (3, 4)– Cognitive science and psychology (1,2,3,4)– Complex adaptive systems theory (1,2,3,4)– Computer science and AI/web services (2,4)– Computer supported cooperative work (1,2,3,4)– Economics and law (1,3,4)– Engineering economics and management (2)– Experience design, theatre and arts (3)– Financial and value engineering (1,2,3,4)– Game theory and mechanism design (3,4)– Human resource management (1,3)– Industrial engineering (IE) and systems (1,2,3,4)– Industrial and process automation (1,2,3,4)– International trade (1)– Knowledge management (1,2,3,4)

– Management of information systems (1,2,3,4)– Management of technology & innovation (1,2,3,4)– Marketing and customer knowledge (1,2,3,4)– Mathematics and non-linear dynamics (1,2,3,4)– Operations management (OM) (1,2,3,4)– Operations research (OR) (1,2,3,4)– Organisation theory and learning (1,2,3,4)– Political science (1,3)– Product and software architecture (2)– Project management (1,2,3,4)– Queuing theory (1,2,3,4)– Simulation, modelling visualization (1,2,3,4)– Sociology and anthropology (1,2,3,4)– Software metrics and development (2)– Statistical control theory (2,4)– Strategy and finance (1,2,3,4)– Supply chain management (1,2,4)– Systems dynamics theory and design (1,2,3,4)– Total quality management, lean, six sigma

(1,2,3,4)

Documents

Establishing SSME as a new academic discipline: Thought Leadership Workshop Slide Layout © 2007 IBM Corporation For those wanting to recruit … ‘A Framework