service - Bertrand Duperrin on Diigo

May

16

2012

Jobs-to-be-done’s place in a customer-centric organization

"I asked it, as I had a conversation in recent days with a fellow from a large corporate. Customer-centricity was recently adopted as an internal mantra, but the manifestation of that was…wait for it…sentiment analysis.

It’s a start, right? But is it really a difference-maker?

I’ve written recently about jobs-to-be-done. As in, what customers hire your product to do. Those jobs have a tendency to (i) be hidden from you; and (ii) change over time. Knowing, and acting on, jobs-to-be-done (JTBD acronymized) is probably one of the most customer-centric things a company can do. You’re getting deep into what someone is buying your product for."

www.cloudave.com/...-customer-centric-organization

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customercentricity jobstobedone gamificiation service customerservice marketanalysis focusgroups

Customers love talking about their jobs-to-be-done. Seriously. I usually schedule an inital hour to talk about them, and every single company has wanted to continue to the conversation for another hour
6 more annotation(s)...
- Those are the current factors influencing the product/service development process.
- Market Analysis
- Customer Service Tickets:
- Customer Surveys
- Focus Groups:
- Most are a triangulation to understanding what customers want. Now some are quite useful in a customer-centric sense: usage vectors, customer service tickets, surveys. But they’re also piecemeal.
  
  They represent the hope that you’ve got a bead on customer needs and wants.

May

14

2012

The chemistry of enthusiasm

"Organizations have been trying for years to cultivate employee engagement. Like JetBlue, they persist in their efforts for good reason. One of the most powerful factors that spur customers to become advocates for a company is employees’ positive behavior and attitude. Bain consumer surveys show that the overall experience of dealing with a company often matters much more to customers than price or brand or—in industries with a big service component, such as home insurance and retail banking— even product features alone."

www.bain.com/...e-chemistry-of-enthusiasm.aspx

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engagement customers advocacy service NPS management humanresources employeesengagement feedback metrics customerexperience

One reason for this superior performance is that engaged employees direct their energy toward the right tasks and outcomes
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- And when the true source of job satisfaction, happiness and recognition derives from enriching customers’ experiences, good things happen.
- These trailblazers manage to instill an extraordinary sense of purpose and autonomy, as well as strong affiliation with the company and its offerings. They take a systematic approach, focusing on a few key areas.
- It’s intuitive that customer advocacy closely correlates with employee engagement.
- To make progress with the Net Promoter system, it’s critical to build customer feedback into daily operations and then “close the loop”
- Such questions helped Belgacom, a telecommunications provider in Belgium, reduce the excessive flow of customer inquiries to its call center. Workshops with employees generated many hypotheses about what prompted the calls, and the company used customer feedback loops to winnow the hypotheses to a handful that merited attention.
- Feedback should not dwell exclusively on problems. Hearing a customer’s descriptions of how an employee’s actions had a positive effect can be a powerful reinforcement of desired behaviors and reminder of the employee’s purpose.
- Performance metrics can be powerful incentives for behavior. Rate employees along metrics of time or cost, and they will respond in kind, even if that degrades the customer experience.
- Masters of engagement change their processes to give employees greater decision-making autonomy because people on the front lines have a great influence over the quality of the customer experience.
- Many companies don’t take the trouble to understand which are their linchpin roles—as distinct from high-performing or high-potential people. These are roles that have a big influence on the customer experience or that provide critical support or coaching to employees who shape the customer’s response.

May

12

2012

Gambling With Intangibles

"What if the origin of political division in this country could be traced to a simple glitch of the generally accepted accounting practices?
In other words, charging money for baggage essentially transfers this service from the liability column to the asset column of the accounting statement. As a liability, it can only atrophy under the weight of austerity measures."

www.ingenesist.com/...gambling-with-new-value.html

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accounting balancesheet humancapital customerservice service serviceeconomy

By charging fees, once neglected baggage service departments have become star revenue performers for airlines. Department managers can now justify new technology and equipment. Where before, baggage service only represented a cost, it now provides millions in revenu
The basic problem is that regulators have been working for the last two years to define the difference between hedging and gambling, and can’t.
2 more annotation(s)...
- What if that’s what it’s all about; all the fighting, and slander, and division, and prejudice, and injustice, and violence, etc., caused by a simple accounting system problem.
- When we do not have an accounting system for human values, we can only gamble with them.

May

1

2012

All work can be viewed as service

"Today we manage workers by headcount, jobs, roles, processes, and infrastructure. By viewing all work as a service we can define the service needs, match the service talent, and confirm the value exchange. The process empowers the worker to get the work done the way they want to work."

www.managementexchange.com/...all-work-can-be-viewed-service

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work service workasaservice serviceeconomy humanresources management

Jobs, headcount, and roles do not reflect the real person, their talent, and the actual work and yet this is way people are managed. The result is a costly ineffective model that will become increasingly suboptimal as work itself evolves into cloud-like services. The root cause is the traditional organization model of authority, roles, and headcount resource/financial management.
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- We can observe that the service economy has evolved dramatically in the past three years to the point where nearly any company function or project can be executed by a hired service, many of which are on demand
- Augment existing entities with the ability to internally create a marketplace for services that emulate the external marketplace for services without disrupting existing resource and governance management processes.
- The services model opens up a new layer of management where all workers manage the experience of their customers. The services model does not replace top down decision making. Instead, it improves the decision quality by reducing the number of top down decisions and replacing them with many smaller but important decisions right at the customer level

Apr

6

2012

What Really Replaces Marketing (Madness)..

"What Really Replaces Marketing (Madness)
Here’s my take on What Really Replaces Marketing (Madness). I will do so following the story line of my recent Guest Lecture for the Marketing faculty, headed by Peter Verhoef, of the University of Groningen (The Netherlands). The guest lecture was titled: Marketing Leadership in age of Service."

wimrampen.com/...lly-replaces-marketing-madness

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marketing service customersupport customers communities engagement partnership metrics value serviceeconomy

The bottom line in my thinking is that, since Value is dominantly created in-use and is a result of co-creation between company and Customer, marketing strategies should shift their focus from creating momentum for value exchange (the sale) to creating momentum for interactions that support Customers in creating value for themselves.
And since value is something that can only be defined by its beneficiary we need to understand what outcomes Customers desire when they hire a company’s resources to get their jobs done.
8 more annotation(s)...
- Marketeers need to turn into Service Designers that are capable of designing end-to-end experiences. And they need not only design, orchestrate and market the experience (or value proposition in Service Dominant Logic terminology), they also need to ensure the company’s capability to deliver on the promise. And this also means involving, and taking responsibility for, company partners in the value network.
- Marketing’s first job is to understand Customer’s jobs & outcomes (or value creation process) and where in that process they fail to meet their desired outcome.
- Secondly Marketers need to build relationships in communities of individuals with similar Jobs-to-be-done and desired Outcomes.
- Their third job is to start supporting Customers to create value, not doing stuff to create value to the company.
- Marketing’s fourth job is to design for interactions that stimulate engagement in these networks or communities (=your Customer segment!).
- More and more I think that the fifth job is one of the most important ones: engaging employees and partners in supporting Customers to co-create value.
- Your 6th job is to extract actionable insights out of 360 degree feedback to foster innovations and design new value propositions that attract new Customers
- You last job is to redesign metrics that capture the engagement value to firm and to ensure that there is a high correlation to these metrics and Customer’s value created. I

Mar

24

2012

Compétences RH : d'une culture de process à une culture d'offre de services

"Arnaud Gien-Pawlicki, responsable recrutement France de la DRH de l’Apec, détaille les compétences indispensables à la fonction RH telles qu’elles se dessinent aujourd’hui, et relève les tendances majeures des prochaines années."

www.focusrh.com/...ulture-doffre-de-services.html

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humanresources process service chro IT communitymanagement

Il s’agit par exemple de gérer le décalage entre les directeurs opérationnels, centrés sur la performance à court-terme, et la vision long-terme impliquant l’employabilité des collaborateurs et l’adaptation de leurs savoir-faire
L’avènement de l’entreprise 2.0 collaborative se fait encore attendre, mais le DRH peut d’ores et déjà faciliter la coopération.
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- Le principal enjeu, pour les DRH, est d’intégrer les technologies de l’information et de la communication dans les pratiques d’entreprise.
- Il faut s’interroger sur la transformation de la relation entre les entreprises et leurs parties prenantes – internes et externes. Le community management va s’imposer dans les missions des DRH.
- La marque employeur, les réseaux sociaux ou l’impact des nouvelles technologies sur la fonction RH sont des sujets sérieux qui me semblent insuffisamment abordés. Tout futur professionnel RH doit se positionner sur l’ensemble de son spectre en intégrant ces questionnements, le plus tôt possible, pour compléter sa formation de base.
- Participer au pilotage stratégique pose aussi la question de l’externalisation de certains process RH, pour se consacrer aux sujets fondamentaux – la fidélisation des talents, l’anticipation des besoins de compétences, etc. Les dimensions administratives et légales sont inhérentes à la fonction mais ne s’y résument pas
- ce positionnement permet à la DRH de passer d’une culture du process à une culture d’offre de services.

Mar

23

2012

Là où le Social Learning s'épanouit

"Pour tirer profit du social learning, mettez en place une culture qui rend l’apprentissage amusant, productif et familier, une culture où apprendre fait partie du travail quotidien. Marcia Conner et Steve LeBlanc ont cherché où le social learning s’épanouit le plus. "

www.entreprisecollaborative.com/...-le-social-learning-s-epanouit

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sociallearning culture service education attention learning

L’apprentissage social (social learning) s’épanouit dans une culture du service et de l’émerveillement. Il est inspiré par les leaders, activé par la technologie et déclenché par des opportunités qui ne se sont que récemment produites.
Si une culture se concentre sur le service, la question la plus fréquemment posée est : « comment puis-je vous aider ? » Comment puis-je vous aider à réussir ?
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- Cependant dans la plupart des salles de classe, on empêche les jeunes de s’aider les uns les autres à apprendre et à réussir. Dans certaines communautés, des velléités telles que la valeur de la propriété ou l’intégrité de son terrain empêchent de venir en aide aux voisins.
- La dispersion de notre attention est une des raisons pour lesquelles nous sommes si peu capables d’aider les autres à apprendre et à grandir.
- Nous n’avons pas intégré cette notion d’entraide dans le cycle des affaires, dans notre travail quotidien. Nous n’avons pas non plus détruit le mythe selon quoi la peur et .la confusion motive plus ou moins les gens à apprendre
- C’est la technologie du social learning, et les medias sociaux en général, qui nous permettent de régler notre attention sur les sujets qui peuvent nous apporter le meilleur rapport sur investissement, et donner le plus de valeur à notre contribution.
- Plus les outils permettront facilement aux gens de nous dire ce dont ils ont besoin, plus il sera facile et agréable de leur venir naturellement en aide.

Mar

12

2012

The Future Of Service Is Data

"With more analytics about which organizations need help and which people are available, we could create a true marketplace for people looking to donate their time and skills."

www.fastcoexist.com/...the-future-of-service-is-data

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service data marketplace skills humanresources humancapital talent talentmanagement

Data has the same potential for service. Data can help unveil social issues in a more immediate and accurate way. It can also connect people with ways they can do something, by surfacing opportunities they didn’t even know existed.
During the Haiti earthquake, this tool analyzed text messages in real time to direct aid workers to where help was needed. The platform aggregates critical and timely information (or data), and makes it available on a platform that allows people to take action. The availability of this specific data, offered by people like you, literally saved lives.
2 more annotation(s)...
- What about the supply side of data for service? I believe that this is where the real opportunity lies for data to make a difference. Each of us are able to use our skills and experience to make an impact on the world, either as individuals or collaborating as a team to create crowd-sourced knowledge.
- The world also has a huge reservoir of human capital that is being organized in a way that highlights individuals’ knowledge and skills in a much more accessible way. We just need to create a better marketplace that matches the needs with the human capital, or as we like to say at LinkedIn, that connects the right talent with the right opportunity to have a social impact.

Feb

13

2012

Taming complexity: the service-oriented company

www.dachisgroup.com/...y-the-service-oriented-company

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complexity service agility organization coupling composability autonomy servicecontract iterations programming casestudies wholefoodmarket

Since the 1950s, technologists have adopted new approaches that allow them to better address complexity and ongoing change. One, called agile development, is a different way of doing work. The other, called service orientation, is more focused on how bits of work are connected to other bits. Both of these approaches emphasize continuous learning, adaptation, and distributed control, rather than planning, prediction and central control. They are specifically designed for managing work in fast-changing, complex, uncertain environments.
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- Agile is about small teams that deliver real, working software at all times, get meaningful feedback from users as early as possible, and improve the product over time in iterative development cycles.
- Object orientation allowed programmers to design software as a system of interacting objects instead of a list of instructions.
- The next phase in programming’s evolution, service orientation, emerged to solve this problem. It delivered a way for software objects to interconnect with each other over the internet, at a massive scale.
- Software services are very similar to software objects. They are modular functional units that can operate independently and interact with other services using an agreed-upon set of common standards. The big move forward comes from the way that they interact with the larger world
- The power of a service-oriented architecture is that each service can learn, adapt and coevolve without wreaking havoc on the overall system, just like species coevolve in a biological community.
- Service contracts.
  
  A service contract is a simple description of the service, including what the service provider needs from customers, what it will do for them, and any rules about how the service provider and customer will interact. Like any business contract, it represents an agreement.
- A service contract specifies what the provider will do, but it doesn’t specify how the work will be done.
- This is important because it allows the service to independently evolve and improve its operations without affecting customers or other services. A service can be as complex as it likes internally, so long as it provides a simple contract describing what it does and how it will interact with its customers.
- The reason to hide complexity is that it makes a service easier to understand and use. Since customers see only the things they can act on, make decisions about or buy, they can make better, faster choices.
- Composability.
  
  Most services are combinations of other services.
- Loose coupling.
  
  Loose coupling simply means that services agree to use a set of common set of rules about how to connect. So as long as a service follows the rules, it can update, change or modify itself without having to worry about the impact on other services in the system.
- But there can be good reasons for tight coupling. Things that are designed to work closely together can deliver better performance, more efficiently.
- Agile and service-oriented approaches are designed for complex, uncertain, fast-changing environments. They are proven methods for organizing systems and work. And the same approaches that solved complex software problems can also work in business.
- Most businesses today are not designed with agility in mind. Their systems are tightly coupled, because their growth has been driven by a desire for efficiency rather than flexibility.
- Many business systems are tightly coupled, like trains on a track, in order to maximize control and efficiency. But what the business environment requires today is not efficiency but flexibility
- So we sit in these business meetings, setting goals and making our strategic plans, arguing about which way the rails should be pointing, when what we really need is to get off the train altogether and embrace a completely different system and approach.

Win on Service in a Tough Economy

"Great service is always a differentiator, even more so when people are hurting. The service companies that thrived coming out of the Great Depression — think Macy's and Disney — figured out how to take care of their customers in a climate of fear and uncertainty. The fog of recession may be starting to lift, but most households and businesses are still feeling vulnerable today. History makes a compelling case that serving customers with integrity — delivering steadfast, predictable service quality — can translate into outsized loyalty and market share when the economy commits to a comeback. "

blogs.hbr.org/...n-service-in-a-tough-econ.html

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service performance costs

Underperform. It turns out winning service companies aren't great at everything. They're bad at some things, often very bad, but the pattern isn't random. It's tightly mapped to the priorities of their customers. Service leaders tend to over-deliver on the features their customers value most and under-deliver on the features their customers value least.
Streamline the back office. One way Zappos funds its legendary service is by relying on a very lean operation. Back-end cost savings get invested in front-end excellence, which means that shipping's free and a kind, competent Zappos employee has the cultural freedom to stay on the phone with you as long as you want
2 more annotation(s)...
- Simplify your employees' jobs, and your service levels will improve. Figure out how to go from eight screens to four screens, and put away the timer.
- Put your customers to work. Self-service is on the rise in almost every service industry we've studied. The reason is clear — asking customers to pump their own gas, bus their own tables, or perform any other task your employees once did can indeed save you money. But the trick, once again, is to design self-service in a way that actually improves the experience

Jan

10

2012

"Produire Français", un marronnier électoral à abattre d’urgence

" Aujourd'hui, un de ces "marronniers" de la vie politique est la "relocalisation" de l'industrie française, source de mesures supposées la favoriser, au premier rang desquelles la fameuse TVA sociale éreintée ici même il y a peu. Mais certains candidats imaginent un retour à un protectionnisme bien plus contraignant, qu'il soit européen, voire, pire encore, national. Dans la période économique difficile que nous connaissons, de telles politiques protectionnistes, qu'elles soient revendiquées ou masquées, seraient absolument suicidaires. Voyons pourquoi. "

www.objectifeco.com/spip.php

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economy service serviceinnovation value relocation addedvalue

la capacité d'un produit à se faire connaître, à séduire, à s'adapter au plus près des besoins du consommateur, à lui être livré, avec un service après vente et des prestations annexes de qualité, comptent autant que la fabrication du produit lui même, voire, de plus en plus souvent, beaucoup plus.
En termes de comptabilité nationale, nous avons donc bien importé un iPhone « made in China » pour une valeur de $178,96 mais ce que cet exemple démontre, c’est que ce qui est effectivement « made in China », ce sont les $6,5 d’assemblage – soit 3,6% du prix d’importation.
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- la part de la production dans la VA chute régulièrement. Il ne suffit pas de fabriquer un objet pour le vendre : les fonctions "différenciantes", la conception et le marketing, ont une valeur souvent bien plus importante de nos jours.
- Et plutôt que de vouloir utiliser la force législative ou fiscale pour maintenir en France des emplois de production de gamme basse, dont la valeur ajoutée ne justifie plus le maintient dans un pays à forte masse salariale, mieux vaut utiliser une part de la valeur ajoutée dégagée par la délocalisation pour financer la reconversion professionnelle des personnes qui doivent changer de métier.
- L'enjeu, pour l'Europe, n'est pas de se protéger de la perte des emplois industriels du passé, mais de rester une place dans laquelle il est possible et attractif de créer ces emplois à haut potentiel, éventuellement "néo-industriels"

Nov

22

2011

Paroles d'experts vs attentes clients : une étude exclusive

"L’idée de cette étude est simplissime : les 5 attentes majeures exprimées systématiquement par les consommateurs (Facilitation, Transparence, Confiance, Humilité et l’émergente Prévenance) sont-elles parfaitement, partiellement ou faiblement intégrées par les experts de la relation client ?"

sensduclient.blogspot.com/...perts-vs-attentes-clients.html

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service customer customercare customerservice facilitation procedures processes personalization trust transparency

les 5 attentes majeures exprimées systématiquement par les consommateurs (Facilitation, Transparence, Confiance, Humilité et l’émergente Prévenance) sont-elles parfaitement, partiellement ou faiblement intégrées par les experts de la relation client ?
6 more annotation(s)...
- La référence au besoin de transparence des clients (attente consommateur d’une information objective, non-commerciale, non biaisée pour pouvoir faire ses choix de consommation en toute connaissance de cause, besoin grandissant de confirmations écrites des accords verbaux, transparence tarifaire, etc…) apparait de façon plus marginale (exprimée par moins de 10% des experts).
- L’attente de confiance (consommateurs qui attendent des marques qu’elles leur fassent ‘a priori’ confiance, en évitant de remettre en cause leurs dires) est ,elle, quasiment absente du discours….
- Enfin, quatre experts (sur 100 !) seulement font référence au besoin de prévenance des consommateur
- Plus fondamentalement, les Entreprises ont un mal fou à s’ouvrir vers l’extérieur car elles ont souvent le sentiment de s’exposer.
- La faible intégration de l’attente de confiance relève aussi d’un phénomène culturel aussi. Les Entreprises françaises restent très suspicieuses à l’endroit de leurs clients.
- Les notions mises en avant jusqu’à 2008 ("communauté", "proximité"…) se sont quasiment effacées des réponses…
  …pour laisser place à d’autres champs d’exploration : la "conversation", ou le "multi canal". De même, le souci de "faire émerger la voix du client", de "penser client" se substitue peu à peu à la nécessité de répondre aux ‘attentes, aux besoins des clients’, plus prégnante lors des interviews les plus anciennes.

Aug

10

2011

Service 2020 megatrends for the decade ahead

www.slideshare.net/...s-for-the-decade-ahead-8787894

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service customer customerservice innovation technology

Apr

20

2011

Vers la next entreprise, l'entreprise en mode beta

Il convient de relever les nouveaux défis de la complexité de cette entreprise nouvelle et d'assembler les premières pierres de l'édifice qui reste à ériger. Celui du modèle de création de valeur et du fonctionnement de l'entreprise nouvelle dans un monde ou l'énergie et la matière, les ressources et les ingrédients de base de l'ère industrielle que nous laissons peu à peu derrière nous, laissent place à l'information - la nouvelle énergie - et à la matière grise que chacun active.

www.planete-plus-intelligente.lemonde.fr/...ise-en-mode-beta_a-12-676.html

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organization management enterprise2.0 socialbusiness transformation change behaviors trust knowledgeeconomy ROI humancapital innovation service serviceinnovation value valuecreation

les technologies 2.0 et du social media, qui nous invitent à penser autrement aussi bien le travail, le management, l'innovation, la production, les processus et l'organisation que les nouveaux modèles de création de valeur.
L'entreprise 2 .0, avec ses indispensables processus d'innovation et de collaboration revisités, est cette entité vivante et particulière dans laquelle chacun des collaborateurs (re)devient l'artisan de toute solution. A l'heure où les métiers deviennent de plus en plus tacites, l'enjeu pour chacun n'est-il pas de mettre dans son propre contexte, les informations nécessaires pour résoudre les problèmes qui se posent ?
7 more annotation(s)...
- la collaboration, l'innovation et les processus qui deviennent 2.0 s'appuient de plus en plus sur une approche sociale, voire anthropologique de l'organisation.
- renforcer et développer les aptitudes et les comportements en matière de réseau et d'adoption des valeurs de confiance ; ensuite redéfinir l'organisation et déployer des logiques transversales ; enfin imaginer et déployer les usages des technologies de l'information.
- il convient de prendre un peu de recul pour savoir comment l'homme et la femme qui sont devenus le facteur lent de cette fulgurante évolution, puissent trouver le sens, le plaisir et l'intérêt pour y contribuer activement.
- la création durable de richesses et leur distribution dans une économie qui s'appuie de plus en plus sur l'innovation - produits, services et organisationnelle - et la capacité de tous et chacun à mobiliser compétences et connaissances, conduit à revisiter les bases de nos modèles économiques.
- nous fait passer de la chaîne de valeur à la chaîne des valeurs qui la font vivre - confiance, transparence, reconnaissance, respect, discernement, écoute, empathie, réputation, audace
- Assurons-nous que les nouvelles règles de l'entreprise - on passe du contrôle/commande à la régulation et la reconnaissance - et les pratiques collaboratives, sources inépuisables de la création de richesse, ne soient pas détournées ou ignorées.
- l'entreprise se construit autour de l'usage inventif des technologies nouvelles, de l'innovation, de la création et de la capacité à animer l'écosystème vivant de toutes les parties prenantes.

Dec

20

2010

Putting Your Customer at Center? Constrain Yourself, or..

"My issue with the many views, explicit or implicit, on Customer Centricity, is that they always seem to tell you what you need to stop and start thinking of or doing, but they hardly discuss or let you know where the boundaries are. Or at least discuss the notion of boundaries and their importance.

As a result many organizations get stuck in Voice of the Customer programs because they do not know how to handle the abundance and variance of feedback they collect, exhausting their resources with too many things to focus on and too little meaningful results, for Customer and company."

wimrampen.com/...t-center-constrain-yourself-or

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customercentricity boundaries socialcrm service customerservice customerexperience

And as a result Customer Experience programs turn into action plans or campaigns trying to create a Disney-like WOW-experience on every touch-point or even create completely new ones where “old” ones continue “as is”.
And as a result Customer Experience programs turn into action plans or campaigns trying to create a Disney-like WOW-experience on every touch-point or even create completely new ones where “old” ones continue “as is”.
3 more annotation(s)...
- nd as a result Customer Experience programs turn into action plans or campaigns trying to create a Disney-like WOW-experience on every touch-point or even create completely new ones where “old” ones continue “as is
- And as a result Customer Experience programs turn into action plans or campaigns trying to create a Disney-like WOW-experience on every touch-point or even create completely new ones where “old” ones continue “as is”
- (Social) CRM tells me we need to focus on Customers with the highest (potential) engagement value
  Customer Experience Management tells me we need to focus on the touch-points that contribute significantly to both Customer’s and company’s desired outcome
  Service Dominant Logic tells me to focus on Co-creation of Value-in-use, for which “Customer jobs-to-be-done” is a good proxy
  Lean start-up thinking tells me to get out there to test our hypotheses (or assumptions) to prevent late failure

Bertrand Duperrin's Library tagged service → View Popular, Search in Google

Jobs-to-be-done’s place in a customer-centric organization

The chemistry of enthusiasm

Gambling With Intangibles

All work can be viewed as service

What Really Replaces Marketing (Madness)..

Compétences RH : d'une culture de process à une culture d'offre de services

Là où le Social Learning s'épanouit

The Future Of Service Is Data

Taming complexity: the service-oriented company

Service contracts.

Composability.

Loose coupling.

Win on Service in a Tough Economy

"Produire Français", un marronnier électoral à abattre d’urgence

Paroles d'experts vs attentes clients : une étude exclusive

Service 2020 megatrends for the decade ahead

Vers la next entreprise, l'entreprise en mode beta

Putting Your Customer at Center? Constrain Yourself, or..

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