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Organizational Transformation

Jaw Jaw or War War… where do you fit!

Winston Churchill understood that people can be influenced in two ways: either their minds have been opened or their heart broken. Opening minds requires talk, exchange of views and reflection. Service Boot Camp is one of the enablers leaders can choose to help them achieve their goals faster!
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Creating the Solution focused Self Learning organisation to harness tomorrows technology

 ‘Profitable long term growth comes from having the right people in the right place at the right time.’ Technology although important, usually plays a secondary role. In todays fast moving world this might be an “off-message” statement, but the truth is that it is still people who deliver profits.  As […]
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Collaborate to Compete: Potential for Independent Service Companies (Part 2)

Based on the reasoning described in Part 1 of this article, we can conclude that for collaboration to make business and economic sense, in particular for smaller and medium sized companies such as most of those operating independently in technical / industrial (after sales) service markets, it must help make […]
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Service Excellence through effective Key Performance Indicators

Practical advice on how to develop Service KPI that drives people to action.  Si2’s Dag Gronevik  and Nick Frank   are interviewed by Kris Oldland of Field Service News on their experiences in setting effective KPI’s.  You can listen to a brief sample of the discussion or download the full podcast through this link to Field Service News […]
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Service Transformation: More an Art than Process

The mistake many leaders in industry make, is to believe that defining a clear vision and strategy with ruthless follow up is the only recipe for success. This may indeed initiate change, but rarely do the results last. Often 3-4 years later, the business will be addressing the very same […]
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The accelerating pace of change and disruption in technologies, industries and markets results in nearly a permanent state of flux in many companies. Particularly companies undergoing service transformation as part of their strategy, must align their processes, structure and culture towards enabling the new direction and achieving business objectives.

For manufacturing and industrial companies, service transformation does not happen in a vacuum. Managements must take into account many broader issues. But they need to be very clear on their vision, their perception of their company and, ultimately, on their strategic intent: They must decide how far to go along the “product-services continuum”. This is important because service transitions change the company’s value proposition and hence its operating system. A new structure must bring products and services into a symbiotic alignment with minimum internal tensions. Friction or internal competition not only confuse customers, but can lead to inadvertent undermining of both product and service offerings, reputation damage, high coordination costs and lost opportunities. Many efforts to enhance and compete through services fail because of discrepancies between strategy, culture and structure: Managements continue to define their business in product terms while pursuing a service driven strategy and they do not take sufficiently into account the consequences of organisational actions.

We help managements understand how service driven change affects market positioning, customer relationships and the value creation process. Our work  helps ensure the design and integration of service organizations supports new strategic priorities; Enables scaling across markets and geographies, supports growth and improves and sustains performance. We identify needs for culture change and emphasize alignment of incentives,  inter-organisational relationships and cooperation. We challenge biases, help minimize political agendas and reduce internal friction. We further provide the framework for clear accountabilities and robust governance, addressing the need to reduce complexity.  Furthermore we analyse and determine needs and required capabilities for key roles and positions. Once the organisational redesign has been completed, we support our clients in implementation and rapid value realization.

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Our capabilities

  • Strategy
  • Innovation and Design
  • Go To Market
    • Market and Customer Research
    • Optimizing Customer Journeys
    • Sales and Marketing Organisation
  • Organizational Transformation
  • Service Performance Management
    • Service Operations Strategy
    • Lean Six Sigma Service Management
  • Technology
  • After Sales Services
    • Field Service Management
    • Spare Parts Management
  • Industrial Asset Management
  • Outcome based Services
  • Service Procurement
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