Blomberg Notes

8/3/2019 Blomberg Notes

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Practice-oriented design of products, services andexperiences

Service Science Lecture SeriesUniversity of California, BerkeleyMarch 20, 2007Jeanette BlombergIBM Research


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2005 IBM Corporation

2 Jeanette Blomberg -- IBM Almaden Research Center March 20, 2007

Outline

Practice-oriented design: Origins and premises

Shift to focus on services

Layers of IT enabled service design

Experience Design (Midmarket IT Services)

Design of IT Enabled Services (Communication Portal)

Design of back-office IT for services (Solution Definition Manager)

Lessons from participatory design and design in use

Directions in b-2-b service design


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OriginsXerox, Palo Alto Research Center Focus on technology (product) designFocus on work practitioners as organizationalactors and not users of technology

PremisesNeither pure work analysis or field testing of designed technologiesFocus on integration of new technologies withexisting practices and technology environmentsUse of case-based prototypes and other representational artifactsEstablish working relations among researchers,work practitioners, designers, developers, andother relevant actors (stakeholders)

Practice-oriented design


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Design ideas and representational artifacts

Field observations, interviews and analysis

time

Target activities

Technologydirection

Design andpractice insightsfrom previous

projects

Practice-oriented design (of products)


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What's different about services?

Deeds, acts, processes or performances(Berry, 1980; and Zeithaml &Bitner, 1996)

Activities provided as asolution to customer problems(Gronroos, 1990)

Intangible and perishable created and usedsimultaneously(Sasser et al., 1978; andFitzsimmons, 2001)

Service providers and clients co-producevalue in and through their interactions withone another

Many services require the participation of thereceiver of the service

hair stylist clientdoctor patientteacher studentIT service provider business client

Relationships matter!

the important distinction is that the relationshiphas become a resource in itself thus the returnshave now more to do with extending the scope,content and process of the relationship. Bryson, Daniels and Warf from Service Worlds


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Layers of service design

Service experience

Technology that enables theservice (experience)

Back-office technology thatsupports service delivery

Business Partner Network

YourName, Proprietor Your Company,[email protected](123) 456-7890

1234FifthStreet,Suite100Your Town,YS 12345www.ibm.com/local




The Portal Vision

Help deskTower

Sales

Deliveryteam

Client

Sales

Manufacturing

Sales

DatabaseTower

SecurityTower

CorporateHeadquarters

W e b P

or t al

Service levelattainment

Delivery teamperformance

Access to accountmanagement team

Manufacturing

Is my businesssupported by myIT investment?

Is my IT serviceprovider doingall theypromised?

Webserver Tower

DevelopHigh-Level

Solution

DevelopProposal

ObtainClient

Approval

Close theSolution

OM: OpportunityManagement

SD: Solution Design6-9 Month Life Cycle

Solution Delivery Fulfillment

S t a r t u p

I m p

l e m e n

t

M a n a g e

C l o s e

M a n a g e

O r d e r

G e n e r a

t e

B i l l i n g

D a

t a

P r e p a r e

I n v o

i c e

DevelopContract

N o

t i c e

I d e n

t i f y

V a

l i d a

t e

Q u a

l i f y

Growth

R F S

SF: Solution Delivery, Fulfillment & GrowthBM: Bid

Portfolio Management

MM: Market Managementand Enablement

DevelopHigh-Level

Solution

DevelopProposal

ObtainClient

Approval

Close theSolution

OM: OpportunityManagement

SD: Solution Design6-9 Month Life Cycle

Solution Delivery Fulfillment

S t a r t u p

I m p

l e m e n

t

M a n a g e

C l o s e

M a n a g e

O r d e r

G e n e r a

t e

B i l l i n g

D a

t a

P r e p a r e

I n v o

i c e

DevelopContract

N o

t i c e

I d e n

t i f y

V a

l i d a

t e

Q u a

l i f y

Growth

R F S

SF: Solution Delivery, Fulfillment & GrowthBM: Bid

Portfolio Management

MM: Market Managementand Enablement


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2005 IBM Corporation7 Jeanette Blomberg -- IBM Almaden Research Center March 20, 2007

Responsive

Knowledgeable

Deliver what they sell

Design PointsAccess to real, known peopleFlexibility one size does not fit allMultiple touch points the most appropriate for the problem at handKnow my business and IT environmentReputation and trust developed through history of interaction and local networks

Experience Design:Midmarket customer Local IT provider IBM relationships







New business models for the delivery IT services tothe Midmarket

The customer experienceshould be one of thecompetitive advantages


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Design of IT enabled services:Communication portal

The Portal Vision

Help deskTower

Sales

Deliveryteam

Client

Sales

Manufacturing

Sales

Database

Tower

Secur ityTower

CorporateHeadquarters

W e b P

or t al

Service levelattainment

Delivery teamperformance

Access to accountmanagement team

Manufacturing

Is my businesssupported bymy IT

investment?

Is my ITserviceprovider doingall theypromised?

Webserver Tower

Study of executivelevel interactionsbetween IToutsourcing Project

Executives andDelivery ProjectExecutives and their client counterparts -CIO, director of technology


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Motivation and goals of the portal project

IT service providers are going to market highlightingtheir portal dashboard capabilities (build trust andhigher levels of credibility, identify problems sooner and solve them faster, execute decisions moreeffectively).

Service providers without a focused customer portal strategy will be left behind as the service provider industry

consolidates and evolves. Herb VanHook, Meta Group

Push to accelerate portal/dashboard offerings to staycompetitive and to leverage portal strategy as a keydifferentiator.Portal dashboard development effort initially focusedon the executive level customer as the end-user (CIO,Director of Technology).

Enrich the interactionsbetween clients and serviceprovider and raise customer satisfaction by providing:

a single servicesmanagement portalinformation transparency

near real-time views onIT performance datavisualization of servicesto clients

a highly secure, resilient andavailable environment for interaction

support for the managementof services contractualagreements across theoffering portfolio


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What is IT Outsourcing Services?

OutsourcingThe delegation of tasks or

jobs from internal productionto an external entityIn 2003 generated globalrevenues of $298.5 billionGartner Inc .

Distinguished from

Offshoring or the relocation of business processes (includingproduction and manufacturing)

to a lower cost location, usuallyoverseas .

Two main types of outsourcingIT infrastructure (database administrationservices, storage management, disaster recovery and security services, helpdesk.desktop services, etc.)

Business Process (medical transcription,

claims processing, accounting, HR, etc.)Reasons to outsource

Cost reduction

Focus on core competency

Flexibility

Reduce risk


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Findings: Client Delivery Team Interactions

Do you want the CIO to read problem reports fromsupport team? No! It needs to be dressed up. Delivery Project Executive

With regard to the SLAs (Service Level Attainment)and availability information, you want a review processbefore it goes to the customer. We need to get our story together and in some cases the information is

just wrong. You want that level of review before thecustomer sees it. And if you had an outage you want to be able to work the details and get a good story together - what happened, why, whats being done,

when fixed - before the customer sees it if possible. Delivery Project Executive

Contractual document exchanges SLA reporting are oftenaccompanied by face-to-facemeetings or conference callswhere meaning is negotiated,new issues identified, and

problems addressedService delivery teams manageaccess to IT performanceinformation through variousmeans (e.g. delayed reporting,problem solution resolution,proactive analysis, etc.). Theyare reluctant to make unfilteredperformance informationavailable.


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2005 IBM Corporation12Jeanette Blomberg -- IBM Almaden Research Center March 20, 2007

Findings: Presenting IT performance data

The SLAs are green month after month, but my employees are complaining about IT service.

Delivery Project Executive

Its frustrating to me that when the SLAs are greenmonth after month, no one pays any attention tothem. You cant see how hard we work to keep the

SLAs green month after month. I wish there was away to make this more visible. Delivery Project Executive

I dont care whose fault it is, when the cashregisters arent working my business suffers. Customer

Service contracts, IT performancemeasures, and reporting formatsare dynamic and evolve

SLA performance measures arebut one indication of the health of an account.

Presentation and analysis of theIT performance data depends onthe focus of interaction.

Emergency response to an acuteIT failure

After the fact Critical Situationevaluation

Capacity planning for the future

Different roles involved inthe interaction depending onthe activity


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Findings: IT performance data is not enough

SLA performance recedes intothe background when remainrelatively constant over time.Complete self-service isnt whatmany clients want, but proactiveservice provider who providesclient specific information and

analysis.Want service delivery teams tobe a business partner, butrequires

Access to the clients businesscritical information and LoBmanagersExpertise in the clients businessAbility to coordination acrossmultiple service providers indeveloping business (not IT)metrics

The SLA measures are great, but I dont feel like Imgetting what I signed up for with my service provider. I want you guys to bring your IT expertise to be proactiveand help me with my business problems .

Delivery Project Executive

I dont want the LoB executives to have direct accessto IT performance information. They wouldnt know how to interpret it. And I dont want them talking directly tothe IT delivery teams. They might ask for things that arenot part of our overall IT strategy. Project Executive


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Implications for portal design

Portal communication affordances should beintegrated with, for example, face-to-face meetings,telephone interactions, email, hardcopy reports.

Ability to printAbility to download into standard document file formatsUse of portal in face-to-face meetings

Provide access to trending analysis and proactiverecommendations, not just SLA data.Explore ways of leveraging Portal strategy to shiftfocus of delivery team -- client interactions from ITperformance metrics to client business metrics.

The work doesn't stop once all the SLAs are in place,either. The agreements require constant discussionand renegotiation as the needs of the businesschange. E-mail response time and network availability statistics may look great to IT, but the business may actually be seething about a wholly unrelated issue.

CIO Magazine November 1998

Integrate portal with existingmodes of communication

Provide information and(business) analysis not data

Support continued evolution of IT requirements in relation toongoing changes in theclients business.

Develop tools and strategiesto help service delivery teamsand clients manage

information transparency .


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Rethinking information transparency

Transparency of meaning cannot be taken as a given

Negotiation and re-interpretation of information is at thecore of meaning making

There is no single, transparent window on servicedelivery performance

Multiple ways of representing performanceinscribed in the toolsbased on information accessiblemotivated by situation at hand

The meaning of information is negotiated in workingand organizational relationshipsNegotiating the meaning of IT performance is theongoing work of client -- service delivery collaborations

Were selling a dream. but

We must deliver an ongoing collaboration!


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Design of back-office enablers of IT outsourcing services:Solution Definition Manager

IBMs StrategicOutsourcing business isresponsible for roughly$35b in revenueThe tools used for creating,tracking and managing

outsourcing deals are old,incompatible, slow andawkwardThe business is committedto making the changesnecessary to build theplatform (SOA) on which a

new suite of tools can bebuiltFocus initial efforts onsolution definition

Gain views on the work practice and organizationaldimensions of the engagement solutioning practiceAnalyze engagement solutioning using complex

service system frameworkExamine the business, organizational, and individualpractices of SO engagementIdentify key integration points, information and valueflows, and transformations between the organization,people, and technologyChallenge Engagement Solutioning is owned by

multiple stakeholders and organizations


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Designing for participation and ongoing design in useCo-construction of value in service relationships

Participatory Design PrinciplesMutual respect for the different knowledge that allparticipants bring to the interactionOpportunity to learn about each others domain of knowledgeJoint negotiation of project goals, objectives andagendaRecognition that all participants should benefitfrom the interaction although not necessarily in thesame wayFocus on the organizational context in whichparticipation is possible

Development of the tools, processes that enableparticipation (future workshops, case-basedprototypes, design games, envisioning)

Design in UseDifferences between the waysystems are envisioned andhow they are usedPlanning IT change, it seems, has

proven to be as challenging as thechange itself. Rob Kling

In attempts to changeorganizational practices newunderstandings emergeIf you want to understand something, try to change it. KurtLewin

Reciprocal relationshipbetween technology andsocial/organizational change


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Directions in b-2-b service design

Understand the service provider clientinteractions/relationships (where value iscreated)Recognize the risks of undermining theservice provider client relationship

in self-service and automationin standardization of services

Recognize that innovation occurs in theinteractions between service provider andclient

Design for (ongoing) participation and designin use

IBM ChallengesHow to scale services? (apeople intensive industry)

How to standardizeservices (industrializedservice delivery)

How to develop and useassets in serviceengagements

How to manage theglobalization of servicedelivery?

How to leverage IT toenhance the client experience? (not just reduce costs)

Future workforce (SSME)


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Documents

Blomberg Notes