Service Integration is MAGIC
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Service integration is becoming increasingly important as complexity rises and the focus shifts from product to service economies. Effective service integration requires close collaboration and mutual trust between organizations rather than just contracts. There are different models for service integration including internal service integrators, hybrid service integrators led by a lead supplier, and resource augmentation. Key success factors include having the right people, embracing continuous improvement, and tailoring approaches based on specific situations rather than following rigid models.
![Claims postulate
[verb pos-chuh-leyt; noun pos-chuh-lit, -leyt]
noun
something taken as self-
evident or assumed without
proof as a basis for reasoning.
https://www.dictionary.com/browse/postulate
Complexity is ever increasing
Higher demands for integrating both processes
1
and technology
2
Paradigm shift
Change in focus from product economy to service economy3
Trust means more than contracts
Mutual trust is required for close collaboration to create customer value
2](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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Service Integration is MAGIC
- 1. Service Integration is MAGIC Service North, Manchester, 12 November 2019
- 2. Claims postulate [verb pos-chuh-leyt; noun pos-chuh-lit, -leyt] noun something taken as self- evident or assumed without proof as a basis for reasoning. https://www.dictionary.com/browse/postulate Complexity is ever increasing Higher demands for integrating both processes 1 and technology 2 Paradigm shift Change in focus from product economy to service economy3 Trust means more than contracts Mutual trust is required for close collaboration to create customer value 2
- 3. Cases • Mobile payments • Infrastructure and operations • Retail 3
- 5. Infrastructure and operations Customer A Supplier 1 Supplier 2 Service integrator Contact Contact End-users Customer DCustomer B Customer B Con- tract Con- tract Con- tract Con- tract Con- tract Con- tract Agree- ment (trust- based) Agree- ment (trust- based)? 5
- 6. Retail Customer A Supplier 1 Supplier 2 Service integrator Contact Contact End-users Customer DCustomer B Customer B Con- tract Con- tract Con- tract Agree- ment ? Con- tract Contact Contact Con- tract Con- tract 6
- 7. Service integrator structures Internal service integrator Internal service integrator Resource augmentation Hybrid service integrator Lead supplier Tune your SIAM graphic equaliser!4 ©Syniad, 2017 7
- 8. Common pitfalls • Management fails to purvey vision and objectives • The Lead Supplier is treated as a Prime Vendor • Too many people are contracted out – or too few • The Retained Organisation lacks trust in the Service Integrator • Contracts and Collaboration Agreements are unfit 8
- 9. Key learning points/take-aways Don’t • Hire expensive consultants with a standard solution • Believe that when the project is finished, the work is done • Do what it says in the book Do • Ensure you have the right people in your organisation • Embrace that you can never attain your goal – the journey never ends • What makes sense in every situation and point in time 9
- 10. Service integration is MAGIC • Governance • Management • Assurance • Integration • Control 10 • Management • Assurance • Governance