Service Portfolio Design for Service
 Innovation Management: The Case of
 a Luxemburgish RTO

 P-J. Barlatier pierre-jean....
Research Issue
With increased competition and accelerated changes in
market needs, organizations have to generate continua...
Service Innovation

➤ To perform a service “(…) is to place a bundle of
  capabilities and competencies (human, technologi...
NSD Process from a Resource-
              based perspective

➤  Non sequential and resource-based conception of
   NSD

➤...
A dual-perspective model of innovation in services




                                              5
Research Challenges

➤ We propose here an exploratory study of:
  ➤  the articulation of the NSD process,
  ➤  the develop...
Research & Technology
              Organizations (RTO)

   RTOs are “specialized knowledge organizations dedicated to the...
SSI Governance principles


Strategic Programs




 Service Lines




Scientific & Technological Unit
                    ...
Service Portfolio: SLM vision
                                           Service generic level
The skill foresight service...
Service Portfolio: SLM vision
                                            Service generic level
The skill foresight servic...
Service Portfolio: SLM vision
                                           Service generic level
The skill foresight service...
Service Portfolio: SLM vision
                                           Service generic level
The skill foresight service...
Service Portfolio: SLM vision
                                           Service generic level
The skill foresight service...
Service Portfolio: SLM vision
                                           Service generic level
The skill foresight service...
Service Portfolio: SLM vision
                                           Service generic level
The skill foresight service...
Service Portfolio: SLM vision
                                           Service generic level
The skill foresight service...
Service Portfolio: SLM vision
                                           Service generic level
The skill foresight service...
Service Portfolio: SLM vision
                                Assets : SLM – STM coordination
 The skill foresight service...
Service Portfolio: SLM vision
                          Contextualisation : SLM –SPM coordination
 The skill foresight ser...
Service Portfolio: SLM vision
                          Contextualisation : SLM –SPM coordination
 The skill foresight ser...
Service Portfolio: SLM vision
                          Contextualisation : SLM –SPM coordination
 The skill foresight ser...
Service Portfolio: SLM vision
                          Contextualisation : SLM –SPM coordination
 The skill foresight ser...
Service Portfolio: SLM vision
                          Contextualisation : SLM –SPM coordination
 The skill foresight ser...
As a conclusion
Outputs
  Design of a dual-perspective organizational model based
  on a study of NSD processes and Resour...
As a conclusion

Further research areas
     Associate to this model indicators and best practices


     Follow-up   ob...
Thanks for your attention!!




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Service Portfolio Design for Service Innovation Management: The Case of a Luxemburgish RTO
P-J. Barlatier pierre-jean
J-C. Bernacconi
S. Reiter

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  1. 1. Service Portfolio Design for Service Innovation Management: The Case of a Luxemburgish RTO P-J. Barlatier pierre-jean.barlatier@tudor.lu J-C. Bernacconi jean-charles.bernacconi@tudor.lu S. Reiter sandrine.reiter@tudor.lu 18/02/2010 IESS 1
  2. 2. Research Issue With increased competition and accelerated changes in market needs, organizations have to generate continually new services. Organizational capabilities to succeed in generating new services are a vector of competitiveness. However, many service organizations fail to identify and measure NSD processes they use.  What about the effective management of service- innovation processes?  What about sustainable development of innovation in services? 2
  3. 3. Service Innovation ➤ To perform a service “(…) is to place a bundle of capabilities and competencies (human, technological, organizational) at the disposal of a client and to organise a solution... (Gadrey et al., 1995); ➤ Service related innovation is A new or considerably changed service concept… that most likely in combination leads to one or more (re)new(ed) service functions… and do require structurally new technological, human or organisational capabilities of the service organisation (Van Ark et al., 2003) 3
  4. 4. NSD Process from a Resource- based perspective ➤  Non sequential and resource-based conception of NSD ➤  From linear to dynamic models of NSD ➤  NSD through the RBV lens ➤  Importance of human skills ➤  The role of the organizational structure ➤  IT as NSD enabler ➤  Innovation capabilities 4
  5. 5. A dual-perspective model of innovation in services 5
  6. 6. Research Challenges ➤ We propose here an exploratory study of: ➤  the articulation of the NSD process, ➤  the development of services innovation capabilities and resources, and ➤  the management of the service portfolio coherence. ➤ In a specific context, the case of Research and technology Organizations (RTOs). 6
  7. 7. Research & Technology Organizations (RTO) RTOs are “specialized knowledge organizations dedicated to the development and transfer of science and technology to the benefit of the economy and society” (www.earto.org) The Public Research Centre Henri Tudor – RTO  founded in 1987, 402 employees, privately managed  to carry out R&D activities in a collaborative way in order to improve and strengthen the innovation capabilities of private and public organizations  to develop its own innovation capabilities An explorative case-study: the SSI (Service Science & Innovation) CRP Henri Tudor department (150 researchers). 7
  8. 8. SSI Governance principles Strategic Programs Service Lines Scientific & Technological Unit 8
  9. 9. Service Portfolio: SLM vision Service generic level The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at answering the question: What competencies are needed for a job or a given sector within 3 or 5 years? 
 9
  10. 10. Service Portfolio: SLM vision Service generic level The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at answering the question: What competencies are needed for a job or a given sector within 3 or 5 years? 
 A global report containing: The initial skill card of the study job. The evolution profile Output (determinant, evolutions scenario, action plan) that has been identified. The resulting skill card of the job describing new key competencies within 3 or 5 years
 10
  11. 11. Service Portfolio: SLM vision Service generic level The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at answering the question: What competencies are needed for a job or a given sector within 3 or 5 years? 
 Output Technical description The skill foresight service proposes to look forward and to foresight tomorrow key competencies. The service aims at answering the question: What will be the competencies needed for a job, or a given sector within 3 or 5 years?
 The service is based on prospective theory and is decomposed into 3 main phases:
 Establishing the skill card of the job
 Establishing an evolution scenario
 Establishing the foresight skill card
 11
  12. 12. Service Portfolio: SLM vision Service generic level The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at answering the question: What competencies are needed for a job or a given sector within 3 or 5 years? 
 Output Technical description Delivery options Several options ‐ Option 1 : 21,75days o  Initial Skill Card through individual interviews and validation in focus group o  Evolution scenario based on 3 focus groups o  Foresight skill card : based on one focus group o  Final report ‐ Option 2 : 19 days o  Initial Skill Card based on Focus group o  Evolution scenario based on 3 focus groups o  Foresight skill card : based on one focus group o  Final report ‐ Option 3 : 16 days o  Initial Skill Card based on Focus group o  Evolution scenario based on 2 focus groups o  Foresight skill card : based on one focus group o  Final report 12
  13. 13. Service Portfolio: SLM vision Service generic level The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at answering the question: What competencies are needed for a job or a given sector within 3 or 5 years? 
 Output Technical description Delivery options Type of action Research, Consulting, Training, Support
 13
  14. 14. Service Portfolio: SLM vision Service generic level The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at answering the question: What competencies are needed for a job or a given sector within 3 or 5 years? 
 Output Technical description Delivery options Type of action Strategic human resources Res1, Res2, Res3, Res4
 Useful Asset Skill card methodology guide, Skill card Interview guide, abiliticWeb tool (under development)
 14
  15. 15. Service Portfolio: SLM vision Service generic level The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at answering the question: What competencies are needed for a job or a given sector within 3 or 5 years? 
 Output Technical description Delivery options Type of action Strategic human resources Useful Asset Research partner Luxemburgish training organisms (Chambres patronale et salariale, ADEM, ABSI)
 15
  16. 16. Service Portfolio: SLM vision Service generic level The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at answering the question: What competencies are needed for a job or a given sector within 3 or 5 years? 
 Output Technical description Delivery options Type of action Strategic human resources Useful Asset Research partner Maturity In 2009 maturity level 4
 Deployment plan Actually the service is been developed within “la grande region” through an INTERREG Project. Objective end 2010, deploy the service in several European training organisms as well as develop a computer based tool to support the service. In 2011 maturity level 5
 16
  17. 17. Service Portfolio: SLM vision Service generic level The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at answering the question: What competencies are needed for a job or a given sector within 3 or 5 years? 
 Output Technical description Delivery options Type of action Strategic human resources Useful Asset Research partner Maturity Deployment plan Success story Muller & Wegener – Luxembourg – Work on the job “préparateur de commandes”
 17
  18. 18. Service Portfolio: SLM vision Assets : SLM – STM coordination The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at answering the question: What competencies are needed for a job or a given sector within 3 or 5 years? 
 Output Technical description Res1: scientific coordinator, statistics, prospective theory… Delivery options Res2: research engineer, human resource… Res3: research engineer, skill card expert, project manager… Type of action Res4: research engineer, jobs and skills expert… Potential human resources Strategic human resources Useful Asset Potential non-human resources Research partner • Skill card methodology guide: skill_card_guide.doc Maturity • Skill card Interview guide: interview_guide.doc • abiliticWeb tool (under development): user_guide_aviliticWebtool.pdf Deployment plan • Training courses support: skill_foresight_methodology.ppt Success story For each of these resources a description is given 18
  19. 19. Service Portfolio: SLM vision Contextualisation : SLM –SPM coordination The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at answering the question: What competencies are needed for a job or a given sector within 3 or 5 years? 
 Output Specific outputs Technical description Market specialized description Delivery options You are a training organism and you wonder « How to adapt, as soon as possible, my training courses contain to the market need ». Type of action The skill foresight service is an innovative methodology that allows you to identify tomorrow key competencies and to adapt and valorize your training Strategic human offer. resources The service is adapted to your needs through a participative demarche involving professional of your domain. Useful Asset Research partner Maturity Deployment plan Success story 19
  20. 20. Service Portfolio: SLM vision Contextualisation : SLM –SPM coordination The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at answering the question: What competencies are needed for a job or a given sector within 3 or 5 years? 
 Output Specific outputs Technical description Market specialized description Delivery options Market challenge Identifying future competencies, adapting training to client needs Type of action Market customers Training organisms within the “grande region”, Human resources departments Strategic human Market competitors Specialize human resources consultants working on skill card resources Market partners establishment Useful Asset Support partners Service assets Research partner Maturity Deployment plan Success story 20
  21. 21. Service Portfolio: SLM vision Contextualisation : SLM –SPM coordination The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at answering the question: What competencies are needed for a job or a given sector within 3 or 5 years? 
 Output Specific outputs Technical description Market specialized description Delivery options Market challenge Type of action Market customers Strategic human Market competitors resources Market partners Useful Asset Support partners Service assets Research partner Communication means and supports Maturity Newspaper publication (example: “Tageblatt”, “Le jeudi”) Deployment plan Scientific publication (example: ESSEC 2009) Skill foresight leaflet (under construction) Success story 21
  22. 22. Service Portfolio: SLM vision Contextualisation : SLM –SPM coordination The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at answering the question: What competencies are needed for a job or a given sector within 3 or 5 years? 
 Output Specific outputs Technical description Market specialized description Delivery options Market challenge Type of action Market customers Strategic human Market competitors resources Market partners Useful Asset Support partners Service assets Research partner Communication means and supports Maturity Maturity on the market Deployment plan Development plan Develop the maturity of the service in intra-enterprise mainly by reducing the cost Success story for small and medium enterprises 22
  23. 23. Service Portfolio: SLM vision Contextualisation : SLM –SPM coordination The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at answering the question: What competencies are needed for a job or a given sector within 3 or 5 years? 
 Output Specific outputs Technical description Market specialized description Delivery options Market challenge Type of action Market customers Strategic human Market competitors resources Market partners Useful Asset Support partners Service assets Research partner Communication means and supports Maturity Maturity on the market Deployment plan Development plan Income models Collaborative research project, when specify to one specific Success story context within a company, Consultancy model in other cases 23
  24. 24. As a conclusion Outputs Design of a dual-perspective organizational model based on a study of NSD processes and Resource-based view elements with an empirical-based framework for sustainable service portfolio management. Benefits   To foster interactions between the organization and the markets   to increase services visibility for the clients (end-users).   To involve customers in a co-design process   interactions with the market are not the only prerequisite to support innovation design.   Tocreate coherent links between NSD processes, markets and resource base   to improve innovative sustainable services in a continuing process. 24
  25. 25. As a conclusion Further research areas   Associate to this model indicators and best practices   Follow-up observation   perspective of the innovation management model, and more specifically, new service development models.   Improvement of our practices.   Toward a Knowledge Management system   Contribute to service-innovation process capitalization and sustainability 25
  26. 26. Thanks for your attention!! 26
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