Csig 20150723 v2

Cognitive Systems Institute Group (CSIG)
Join Weekly Calls: http://cognitive-science.info/community/weekly-update/
Join Weekly Discussion: https://www.linkedin.com/grp/home?gid=6729452
Jim Spohrer, IBM
Director, Global University Programs (GUP) and Cognitive Systems Institute Group (CSIG)
CSIG Overview, Thursday July 23, 2015
http://www.slideshare.net/spohrer/csig-20150723-v2
7/23/2015
© IBM 2015, IBM UPward - University
Programs Worldwide accelerating regional
development
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© IBM 2015, IBM Upward University
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Explain external
phenomena

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Explain internal
phenomena

When you need help,
who are you going to call?
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1955
(Newburgh,
Maine)
(1965) 1975 (1985) 1995 2015
2035? 2055?

Hint 1: What $1000 buys
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2035
2055

Hint 2: 2015
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360,000 100,000 120,000 60,000 150,000

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Physics Chemistry Biology
Neuroscience Psychology Artificial
Intelligence
Engineering Management Public
Policy
Education Design Humanities
Natural Sciences – External World
(natural systems)
Cognitive Sciences – Internal World
(cognitive systems)
Service Science – Future Possible
(smart service systems)

Helping individuals and organizations
close their service innovation skills gap
to create smarter service systems
that empower customers and citizens
in the collaborative service economy

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Goals for Talk
• Learn about IBM, IBM Research
– “On a mission to build a smarter planet.”
– “Platforms for making and scaling
innovations.”
• Learn about Universities
– “Best way to predict the future is to
inspire the next generation of students to
build it better.”
– “The future is already here at
universities, it is just not yet well
distributed.”
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IBM operates in 170 countries
around the globe
Acquisitions contribute significantly
to IBM’s growth ; ~120 acquisitions in
last decade
Number 1 in patent
generation for more
than two decades
More than 40% of IBMs
workforce does
business away from an
office
5 Nobel Laureates10 time winner of the
President’s National
Medal of Technology &
Innovation – latest for
LASIK laser refractive
surgical techniques
The Smartest Machine On Earth
100 Years of Business &
Innovation in 2011
New Era in IBM’s Leadership
IBM Growth Initiatives
IBM has
~400,000
employees
worldwide

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Data: From Resource to Service
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Cloud
Social
Internet of Things
Makers
Cognitive
Security
Analytics
Cyber-Physical Systems
Smarter Planet
Smart Service Systems
Industry 4.0
Mobile
Collaborative Economy
Product-Service Systems
API Economy
Platforms
Barriers: Systems/Interdisciplinary

IBM
• 1. Big
• 2. Historic
• 3. Inventive
• 4. Acquisitive
• 5. Brand
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• 6. IBMers
• 7. Ups & Downs
• 8. Open
• 9. Mysterious
• 10. Future

IBM in Silicon Valley:
From Punch Cards….
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On August 22, 1943, 105 men, women and children,
among them 43 IBM employees, alighted from a
special train that carried them across the continent
to establish new homes and the new IBM Card
Manufacturing Plant Number 5 at 16th and St. John
Streets, San Jose, CA.

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IBM in Silicon Valley:
To Brain Chips….
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IBM TrueNorth Chip
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My first program…
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“Startups as Cognitive Team Sport”
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© IBM 2013 IBM University Programs
worldwide accelerating regional
development (IBM UPward)
26
T-Shaped Makers
Breadth & Depth
sector
region/culture
discipline

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Winfried Wilcke
T-shaped Explorer
From Battery 500 to next generation cognitive systems

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Primary Sector Example
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Robin Lougee
Jeff Welser

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New Materials
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Utility Fog:
“The Stuff Dreams Are Made Of”
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Those in-the-know say, “IBM is helping to build a Smarter Planet…”

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Smarter Planet = Smarter “Service” Systems
INSTRUMENTED
We now have the ability to
measure, sense and see
the exact condition of
practically everything.
INTERCONNECTED
People, systems and objects
can communicate and
interact with each other in
entirely new ways.
INTELLIGENT
We can respond to changes
quickly and accurately,
and get better results
by predicting and optimizing
for future events.
WORKFORCE
PRODUCTS
SUPPLY CHAIN
COMMUNICATIONS
TRANSPORTATION BUILDINGS
IT NETWORKS

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Land-population-energy-carbon
Carlo Ratti:
Senseable Cities

IBM Platforms for Entrepreneurs
• Smarter Cities Intelligent Operations Center Platform
• IBM Watson & Cognitive Computing Platform
• IBM UP helping university startups to scale-up (growth)
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Welcome to the new age of
platform technologies and
smarter service systems
for every sector of
business and society
nested, networks systems

National Science Foundation
A feature of a service system is the
participation and cooperation of the customer
in the service and its delivery. A service system
then requires an integration of knowledge and
technologies from a range of disciplines, often
including engineering, computer science, social
science, behavioral science, and cognitive
science, paired with market knowledge to
increase its social benefit.
Nano-Bio-Info-Cogno

Holistic Service Systems (HSS)
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http://www.service-science.info/archives/1056
Nation
State/Province
City/Region
University
College
K-12
Cultural &
Conference
Hotels
Hospital
Medical
Research
Worker
(professional)
Family
(household)
For-profits:
Business Entrepreneurship
Non-profits
Social Entrepreneurship
U-BEE
Job Creator/Sustainer
U-BEEs = University-Based Entrepreneurial Ecosystems
“The future is already
here (at universities),
it is just not evenly
distributed.”
“The best way to
predict the future
is to (inspire the next
generation of students
to) build it better.”
“Multilevel nested,
networked
holistic service
systems (HSS)
that provision
whole service (WS) to
the people inside them.
WS includes
flows (transportation,
water, food, energy, com
development (buildings,
retail ,finance, health,
education),
and governance (city,
state, nation). ”
University Four Missions
1. Learning
2. Discovery
3. Engagement
4. Convergence

Universities Matter #1
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Japan
China
Germany
France
United KingdomItaly
Russia SpainBrazil
Canada
India
Mexico AustraliaSouth Korea
NetherlandsTurkey
Sweden
y = 0,7489x+ 0,3534
R² = 0,719
0
1
2
3
4
5
6
7
8
9
0 1 2 3 4 5 6 7 8 9
%globalGDP
% top 500 universities
Nation’s % WW GDP and % Top 500 Universities (2009 Data)

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…But it can be costly, American student loan debt is over $900M

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“When we combined the impact of Harvard’s direct spending on payroll, purchasing and construction – the
indirect impact of University spending – and the direct and indirect impact of off-campus spending by Harvard
students – we can estimate that Harvard directly and indirectly accounted for nearly $4.8 billion in economic
activity in the Boston area in fiscal year 2008, and more than 44,000 jobs.”

“The best way to predict the future is to inspire the
next generation of students to build it better”
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Digital Natives Transportation Water Manufacturing
Energy Construction ICT Retail
Finance Healthcare Education Government

Brief History
of AI
1956 – Dartmouth Conference
1956 – 1981 Micro-Worlds
1981 – Japanese 5th Generation
1988 – Expert Systems Peak
1990 – AI Winter
1997 – Deep Blue
1997 – 2011 Real-World
2011 – Jeopardy! & SIRI
2013 – Cognitive Systems Institute
2014 – Watson Business Unit
2015 – “Cognition as a Service”
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Vision: Augment & Scale Expertise
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Cognitive Assistants - Occupations
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Biochemist/Biochemical Engineer
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Occupations = Many Tasks
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Watson Discovery Advisor
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Simonite, T. 2014. Software Mines Science Papers to Make New Discoveries. MIT. November 25, 2014.
URL: http://m.technologyreview.com/news/520461/software-mines-science-papers-to-make-new-discoveries/

User Models
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New Era of Computing:
Cognitive Technologies & Componentry
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 Natural Language
– Reasoning, Logic & Planning
– Symbolic Processing
– Natural Language Processing
– Ranking of Hypotheses
– Knowledge Representations
– Domain-Specific Ontologies
– Information Storage/Retrieval
– Machine Learning, Reasoning
– Von Neumann Componentry
– OpenPOWER Systems
 Pattern Recognition
– Recognition, Sensing & Acting
– Pattern Processing
– Image & Speech Processing
– Ranking of Hypotheses
– Pattern Representations
– Domain-Specific Neural Nets
– Information Storage/Retrieval
– Machine Learning, Perception
– Neuromorphic Componentry
– TrueNorth & Corelets Systems
AI for IA:
Intelligence
Augmentation
(Engelbart’s Visiion)
Cognitive Assistants
(“Cogs”) that boost
creativity and
productivity of people in
smart service systems.
Cognition as a Service
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IBM Cloud Bluemix

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Holistic Service Systems (HSS)
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http://www.service-science.info/archives/1056
Nation
State/Province
City/Region
University
College
K-12
Cultural &
Conference
Hotels
Hospital
Medical
Research
Worker
(professional)
Family
(household)
For-profits:
Business Entrepreneurship
Non-profits
Social Entrepreneurship
U-BEE
Job Creator/Sustainer
U-BEEs = University-Based Entrepreneurial Ecosystems
“The future is already
here (at universities),
it is just not evenly
distributed.”
“The best way to
predict the future
is to (inspire the next
generation of students
to) build it better.”
“Multilevel nested,
networked
holistic service
systems (HSS)
that provision
whole service (WS) to
the people inside them.
WS includes
flows (transportation,
water, food, energy, com
development (buildings,
retail ,finance, health,
education),
and governance (city,
state, nation). ”
University Four Missions
1. Learning/Teaching
2. Discovery/Research
3. Engagement
/Customer
4. Convergence
/Integration

In Summary
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“A service science
perspective considers
the evolving ecology of
service system entities,
value co-creation and
capability co-elevation
Interactions, their
capabilities, constraints,
rights, and responsibilities.
Cognitive Systems
Entities
Service
Systems
Entities Cognitive
Assistants
Rights &
Responsibilities

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Moore’s-Like Law for
Smart Service Systems
Computational System
Smarter Technology
Requires investment roadmap
Service Systems: Stakeholders & Resources
1. People
2. Technology
3. Shared Information
4. Organizations
connected by win-win value propositions
Smarter Buildings, Universities, Cities
Requires investment roadmap

People:
From I to T-shape and Beyond!
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Many disciplines
Many sectors
Many regions/cultures
(understanding & communications)
Deepinonesector
Deepinoneregion/culture
Deepinonediscipline

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Cognitive Limits of Different Types of
Service System Entities
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Knowledge levels can help make us
healthier, wealthier, and wiser
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Alone in the Wilderness
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Thinking About Value
• Service as value co-creation
– The application of knowledge for
mutual benefits (outcomes) when
entities interact
• Service innovations scale benefits
– Role of platforms (tech, biz, social)
• Service experience
– Expectations, Interactions, Outcomes

Basics
• Service science is the study of service systems and value-cocreation interactions
and outcomes, through the lens of a service-dominant logic (SDL) worldview
– All economic interactions are direct or indirect service interactions
– Goods are vehicles for indirect service interactions
• SDL (Vargo & Lusch) defines service as…
– the application of competence (e.g., knowledge) for the benefit of another entity
– slightly more specific, easier to understand
• Service science (Spohrer & Maglio) defines service as…
– value-cocreation interactions among service system entities
– slightly more general, harder to understand

Service Systems Thinking: ABC’s
A. Service Provider
• Individual
• Institution
• Public or Private
C. Service Target: The reality to be
transformed or operated on by A,
for the sake of B
• Individuals or people, dimensions of
• Institutions or business and societal organizations,
organizational (role configuration) dimensions of
• Infrastructure/Product/Technology/Environment,
physical dimensions of
• Information or Knowledge, symbolic dimensions
B. Service Customer
• Individual
• Institution
• Public or Private
Forms of
Ownership Relationship
(B on C)
Forms of
Service Relationship
(A & B co-create value)
Forms of
Responsibility Relationship
(A on C)
Forms of
Service Interventions
(A on C, B on C)
Spohrer, J., Maglio, P. P., Bailey, J. & Gruhl, D. (2007). Steps
toward a science of service systems. Computer, 40, 71-77.
From… Gadrey (2002), Pine & Gilmore (1998), Hill (1977)
Vargo, S. L. & Lusch, R. F. (2004). Evolving to a new
dominant logic for marketing. Journal of Marketing, 68, 1 – 17.
“Service is the application of
competence for the benefit
of another entity.”
Example Provider: College (A)
Example Target: Student (C)
Discuss: Who is the Customer (B)?
- Student? They benefit…
- Parents? They often pay…
- Future Employers? They benefit…
- Professional Associations?
- Government, Society?
A B
C

Service Science: Conceptual Framework
• Resources: Individuals, Institutions, Infrastructure, Information
• Stakeholders: Customers, Providers, Authorities, Competitors
• Measures: Quality, Productivity, Compliance, Sustainable Innovation
• Access Rights: Own, Lease, Shared, Privileged
Ecology
(Populations & Diversity)
Entities
(Service Systems, both
Individuals & Institutions)
Interactions
(Service Networks,
link, nest, merge, divide)
Outcomes
(Value Changes, both
beneficial and non-beneficial)
Value Proposition
(Offers & Reconfigurations/
Incentives, Penalties & Risks)
Governance Mechanism
(Rules & Constraints/
Incentives, Penalties & Risks)
Access Rights
(Relationships of Entities)
Measures
(Rankings of Entities)
Resources
(Competences, Roles in Processes,
Specialized, Integrated/Holistic)
Stakeholders
(Processes of Valuing,
Perspectives, Engagement)
Identity
(Aspirations & Lifecycle/
History)
Reputation
(Opportunities & Variety/
History)
prefer sustainable
non-zero-sum
outcomes,
i.e., win-win
win-win
lose-lose win-lose
lose-win
Spohrer, JC (2011) On looking into Vargo and Lusch's concept of generic actors in markets, or
“It's all B2B …and beyond!” Industrial Marketing Management, 40(2), 199–201.

74
Service system entities configure four types of resources
• First foundational premise of service
science:
– Service system entities dynamically
configure
four types of resources
– Resources are the building
blocks of entity architectures
• Named resources are:
– Physical or
– Not-Physical
– Physicist resolve disputes
• Named resources have:
– Rights or
– No Rights
– Judges resolve disputes
Spohrer, J & Maglio, P. P. (2009)
Service Science: Toward a Smarter Planet.
In Introduction to Service Engineering.
Editors Karwowski & Salvendy. Wiley. Hoboken, NJ..
Physical
Not-Physical
Rights No-Rights
2. Technology/
Environment
Infrastructure
4. Shared
Information/
Symbolic
Knowledge
1. People/
Individuals
3. Organizations/
Institutions
Formal service systems can contract to configure resources/apply competence
Informal service systems can promise to configure resources/apply competence
Trends & Countertrends (Balance Chaos & Order):
(Promise) Informal <> Formal (Contract)
(Relationships & Attention) Social <> Economic (Money & Capacity)
(Power) Political <> Legal (Rules)
(Evolved) Natural <> Artificial (Designed)
(Creativity) Cognitive Labor <> Information Technology (Routine)
(Dance) Physical Labor <> Mechanical Technology (Routine)
(Relationships) Social Labor <> Transaction Processing (Routine)
(Atoms) Transportation <> Communication (Bits)
(Tacit) Qualitative <> Quantitative (Explicit)
(Secret) Private <> Public (Shared)
(Anxiety-Risk) Challenge <> Routine (Boredom-Certainty)
(Mystery) Unknown <> Known (Justified True Belief)

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Service system entities calculate value from multiple stakeholder perspectives
• Second foundational premise of service
science
– Service system entities calculate value
from multiple stakeholder perspectives
– Value propositions are the building
blocks of service networks
• A value propositions can be viewed as a
request from one service system to
another to run an algorithm (the value
proposition) from the perspectives of
multiple stakeholders according to
culturally determined value principles.
• The four primary stakeholder
perspectives are: customer, provider,
authority, and competitor
– Citizens: special customers
– Entrepreneurs: special providers
– Parents: special authority
– Criminals: special competitors
Spohrer, J & Maglio, P. P. (2009) Service Science: Toward a Smarter Planet. In
Introduction to Service Engineering. Editors Karwowski & Salvendy. Wiley. Hoboken, NJ..
Model of competitor: Does
it put us ahead? Can we
stay ahead? Does it
differentiate us from the
competition?
Will we?
(invest to
make it so)
StrategicSustainable
Innovation
(Market
share)
4.Competitor
(Substitute)
Model of authority: Is it
legal? Does it compromise
our integrity in any way?
Does it create a moral
hazard?
May we?
(offer and
deliver it)
RegulatedCompliance
(Taxes and
Fines, Quality
of Life)
3.Authority
Model of self: Does it play
to our strengths? Can we
deliver it profitably to
customers? Can we
continue to improve?
Can we?
(deliver it)
Cost
Plus
Productivity
(Profit,
Mission,
Continuous
Improvement,
Sustainability)
2.Provider
Model of customer: Do
customers want it? Is there
a market? How large?
Growth rate?
Should we?
(offer it)
Value
Based
Quality
(Revenue)
1.Customer
Value
Proposition
Reasoning
Basic
Questions
Pricing
Decision
Measure
Impacted
Stakeholder
Perspective
(the players)
Value propositions coordinate & motivate resource access

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Service system entities reconfigure access rights to resources by mutually agreed to value
propositions
• Third foundational premise of service
science
– Service system entities reconfigure access
rights to resources by mutually agreed to
value propositions
– Access rights are the building blocks of the
service ecology (culture and information)
• Access rights
– Access to resources that are owned
outright (i.e., property)
– Access to resource that are
leased/contracted for (i.e., rental car,
home ownership via mortgage,
insurance policies, etc.)
– Shared access (i.e., roads, web
information, air, etc.)
– Privileged access (i.e., personal
thoughts, inalienable kinship
relationships, etc.)
service = value-cocreation
B2B
B2C
B2G
G2C
G2B
G2G
C2C
C2B
C2G
***
provider resources
Owned Outright
Leased/Contract
Shared Access
Privileged Access
customer resources
Owned Outright
Leased/Contract
Shared Access
Privileged Access
OO
SA
PA
LC
OO
LC
SA
PA
S AP C
Competitor Provider Customer Authority
value-proposition
change-experience
dynamic-configurations
(substitute)
time
Spohrer, J & Maglio, P. P. (2009)
Service Science: Toward a Smarter Planet.
In Introduction to Service Engineering.
Editors Karwowski & Salvendy. Wiley. Hoboken, NJ..

77
Service system entities interact to create ten types of outcomes
• Four possible outcomes from a
two player game
• ISPAR generalizes to ten possible
outcomes
– win-win: 1,2,3
– lose-lose: 5,6, 7, maybe 4,8,10
– lose-win: 9, maybe 8, 10
– win-lose: maybe 4
lose-win
(coercion)
win-win
(value-cocreation)
lose-lose
(co-destruction)
win-lose
(loss-lead)
WinLose
Provider
Lose Win
Customer
ISPAR descriptive model
Maglio PP, SL Vargo, N Caswell, J Spohrer: (2009) The service system is the basic abstraction of service science. Inf. Syst. E-Business Management 7(4): 395-406 (2009)

78
Service system entities learn to systematically exploit technology:
Technology can perform routine manual, cognitive, transactional work
L
Learning Systems
(“Choice & Change”)
Exploitation
(James March)
Exploration
(James March)
Run/Practice-Reduce
(IBM)
Transform/Follow
(IBM)
Innovate/Lead
(IBM)
Operations Costs
Maintenance Costs
Incidence Planning &
Response Costs (Insure)
Incremental
Radical
Super-Radical
Internal
External
Interactions
“To be
the best,
learn from
the rest”
“Double
monetize,
internal win
and ‘sell’ to
external”
“Try to
operate
inside
the
comfort
zone”
March, J.G. (1991) Exploration and exploitation in organizational learning. Organizational Science. 2(1).71-87.
Sanford, L.S. (2006) Let go to grow: Escaping the commodity trap. Prentice Hall. New York, NY.

79
Service system entities are physical-
symbol systems
• Service is value cocreation.
• Service system entities
reason about value.
• Value cocreation is a kind of
joint activity.
• Joint activity depends on
communication and
grounding.
• Reasoning about value and
communication are (often)
effective symbolic
processes.
Newell, A (1980) Physical symbol systems, Cognitive Science, 4, 135-183.
Newell, A & HA Simon(1976). Computer science as empirical inquiry: symbols and search. Communications of the ACM, 19, 113-126.

80
Summary
Spohrer, J & Maglio, P. P. (2009) Service Science: Toward a Smarter Planet. In Introduction to Service Engineering. Editors Karwowski & Salvendy. Wiley. Hoboken, NJ..
Physical
Not-Physical
Rights No-Rights
2. Technology/
Infrastructure
4.. Shared
Information
1. People/
Individuals
3. Organizations/
Institutions
1. Dynamically configure resources (4 I’s)
Model of competitor:
Does it put us ahead?
Will we?StrategicSustainable
Innovation
4.Competitor/
Substitutes
Model of authority: Is
it legal?
May we?RegulatedCompliance3.Authority
Model of self: Does it
play to our strengths?
Can we?Cost
Plus
Productivity2.Provider
Model of customer:
Do customers want
it?
Should we?Value
Based
Quality1.Customer
ReasoningQuestionsPricingMeasure
Impacted
Stakeholder
Perspective
2. Value from stakeholder perspectives
S AP C
3. Reconfigure access rights
4. Ten types of outcomes (ISPAR)
5. Exploit information & technology
6. Physical-Symbol Systems

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Learning More
About Service Systems…
• Fitzsimmons & Fitzsimmons
– Graduate Students
– Schools of Engineering & Businesses
• Teboul
– Undergraduates
– Schools of Business & Social Sciences
– Busy execs (4 hour read)
• Ricketts
– Practitioners
– Manufacturers In Transition
• And 200 other books…
– Zeithaml, Bitner, Gremler; Gronross, Chase, Jacobs, Aquilano;
Davis, Heineke; Heskett, Sasser, Schlesingher; Sampson;
Lovelock, Wirtz, Chew; Alter; Baldwin, Clark; Beinhocker;
Berry; Bryson, Daniels, Warf; Checkland, Holwell;
Cooper,Edgett; Hopp, Spearman; Womack, Jones; Johnston;
Heizer, Render; Milgrom, Roberts; Norman; Pine, Gilmore;
Sterman; Weinberg; Woods, Degramo; Wooldridge; Wright;
etc.
• URL: http://www.cob.sjsu.edu/ssme/refmenu.asp
• More Textbooks:
http://service-science.info/archives/1931
Reaching the Goal:
How Managers Improve
a Services Business
Using Goldratt’s
Theory of Constraints
By John Ricketts, IBM
Service Management:
Operations, Strategy,
and Information
Technology
By Fitzsimmons and
Fitzsimmons, UTexas
Service Is Front Stage:
Positioning services for
value advantage
By James Teboul, INSEAD

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Service Innovators
• ISSIP = International
Society of
Service Innovation
Professionals
• T-shaped Professionals
– Depth
– Breadth
• Register at:
– ISSIP.org

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Who is responsible for what type of
innovation in a large enterprise?
• Role 1: A. CIO (processes, operations) cares about improving internal offerings (KPI focus, internal),
as well as creating some new internal offerings … CIO often works with HR on creating new
offerings (B.)
• Role 2: B. Research VP and Marketing VP cares about creating new external types/new categories of
offerings to existing/new customers (many design and service innovation frameworks focus solely
on this aspect of innovation)
• Role 3: A.-E. GBS VP (consulting) cares about the portfolio of offerings, as well as helping customers
with their portfolios:
– C. with Finance VP cares about portfolio balance of service offerings (Rickett’s “Reaching The Goal” book)
– A. improving individual offerings to customers (KPI focus, external – See Anderson and Naur “Value
Merchants), as well as working with Research on B.
– D. and E. Helping customers in different industries with all of the above, requires industry maps with KPIs –
key performance indicators, and industry maturity models), often either technology or talent is the driver
• Role 4: A.-E. GTS VP (data centers) cares about – all of the above, but more from a technology-
driven view of service delivery… as the cost of technology changes, so do the offerings, portfolio,
and opportunities
• Role 5: F. Strategy VP and Marketing VP cares about ecosystems, including divestitures, mergers &
acquisitions, developers, customer co-creators, etc. versus competitors
• Acronyms: CIO = Chief Information Officer; HR = Human Resources; GBS = Global Business Services;
GTS = Global Technology Services
• Point: Many executives are responsible for a piece of the service innovation puzzle

Doblin Deloitte:
Ten Types of Innovation

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Measuring Impact (2003-2009)
• SSME: IBM Icon of Progress & IBM Research Outstanding Accomplishment
– Internal 10x return: CBM, IDG, SDM Pricing & Costing, BIW COBRA, SIMPLE, IoFT, Fringe, VCR
• Key was tools to model customers & IBM better
• Also tools to shift routine physical, mental, interactional & identify synergistic new ventures
• Alignment with Smarter Planet & Analytics (instrumented, interconnected, intelligent)
• Alignment with Smarter Cities, Smarter Campus, Smarter Buildings (Holistic Service Systems)
– External: More than $1B in national investments in Service Innovation activities
– External: Increase conferences, journals, and publications
– External: Service Science SIGs in Professional Associations
– External: Course & Program Guidelines for T-shaped Professionals, 500+ institutions
– External: National Service Science Institutions, Books & Case Studies (Open Services Innovation)
– External: International Society of Service Innovation Professionals (ISSIP)
• Service Research – service innovation methods in each area….
– 1. Improve existing offerings (value propositions that can move the needle on KPI’s)
– 2. Create new offerings (for old and new customers)
– 3. For both of the above, improve customer/partner capabilities (ratchet each other up)
– 4. Reshape portfolio and ecosystem, improve outcomes insourcing, outsourcing, acquisitions, divestitures
(interconnect-fission-fusion), across portfolio offerings as well as ecosystem entities
– 5. For all four of the above, increase patents and service IP assets (some donated to open forums)
– 6. For all five of the above, increase publications and body-of-knowledge (professional associations)
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Watson Services on Bluemix
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Glossary
• Service: Value co-creation entities, interactions, and outcomes; The application of knowledge for
mutual benefits.
• Service Innovation: Scaling the benefits of new knowledge globally, rapidly, and sustainably
• Service Platform: A means of scaling the mutual benefits of new knowledge: technology (smart
phones), business model (franchise), skills (universal education), etc.
• Service system: The systems studied by service science. A dynamic configuration of people,
technology, organizations, and shared resources, connected internally and externally by value
propositions. Examples: people, families, universities, cities, states, nations, businesses, hospitals,
hotels, etc.
• Service science: The study of the evolving ecology of nested, networked service system entities –
complex systems with capabilities, constraints, rights, and responsibilities – and their interactions,
including value co-creation and capability co-elevation processes.
• Physical symbol system: The systems studied by computer science. Examples: Turing machines,
Computers.
• Cognitive systems: The systems studied by cognitive science. Cognitive system entities have 4 L
capabilities: language, learning, levels (of confidence), and limbs.
• Smart service systems: Service systems in which all the people in the systems have access to
cognitive assistants.
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More to Read & Watch
• Rapidly Rebuilding Societal Infrastructure from
Scratch
– Posted by Jim Spohrer on 14 July 2012, 11:55 am
– http://service-science.info/archives/2189
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• “To our children and children’s
children,
to whom we elders owe an
explanation of the world
that is understandable,
realistic, forward-looking, and
whole.”
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IBM Almaden Service Research (ASR):
Entities, Interactions, Outcomes
Entities
(People Inside
Experiences)
Interactions
(Offerings, and KPIs)
Outcomes
(Configurations)
Improve Self
(IBM)
A. Improve existing offering (internal/external) C. (Re)shape Portfolio
B. Create new offering (internal/external)
Help Others
(Customers,
Partners, etc.)
D. Improve existing offering (internal/external) F. (Re)shape
EcosystemE. Create new offering (internal/external)
For all people, their experiences matter, in service innovation,
such as employees, customers, partners, and peripheral stakeholders.
For all the above, IBM Research must also consider:
(1) Patents/Intellectual Property and Applications
(2) Publications/Create New Knowledge

Conferences
• ICSERV, July
– July 7-9, San Jose
• Frontiers, July
– July 9-12, San Jose
– Deadline Nov 20th
• AHFE HSSE, July
– July 26-30, Las Vegas
• HICSS
– January 5-8, Hawaii
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Cognitive Assistants for all occupations
are beginning to appear
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Watson Platform on BlueMix
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CSIG: Cognitive Systems Institute Group
 LinkedIn discussion
 Cognitive-Systems-Institute-6729452
 Web site for resource
sharing
 cognitive-science.info
 Bluemix
 ibm.biz/HackBluemix
 ibm.biz/LearnBluemix
 $0.07 per GB-Hour (*)
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* = check online for current pricing info

Smarter, yes
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Ken Jennings jokingly wrote: “(I for one welcome our new computer overlords)”

Smarter, Yes! But Wiser?
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Smarter Service Systems Workshop
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National Science Foundation
A feature of a service system is the
participation and cooperation of the customer
in the service and its delivery. A service system
then requires an integration of knowledge and
technologies from a range of disciplines, often
including engineering, computer science, social
science, behavioral science, and cognitive
science, paired with market knowledge to
increase its social benefit.
Nano-Bio-Info-Cogno
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ISSIP.org
Professional Development for Service Innovators
• 2015 Conferences
– HICSS, Honolulu, HI, Jan 5-8
– T Summit, E Lansing, MI, Mar 16-17
– ICSERV,San Jose, CA July 6-8
– Frontiers, San Jose, CA July 9-12
– AHFE HSSE,Las Vegas, NV July 23-27
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Professionals Associations & T-Shapes
• ISSIP
• INFORMS
• IEEE
• ACM
• AMA (Marketing)
• AIS
• POMS
• TSIA
For more complete list of 24 see: http://service-science.info/archives/1982
http://tsummit2014.org

Journals
For more see: http://service-science.info/archives/2634
Paul Maglio, Editor Mary Jo Bitner, Editor

Readings & Textbooks
See http://service-science.info/archives/2708 http://service-science.info/archives/1931

Recent Report, Funding, etc.
http://california-center-for-service-science.org/nsf-workshop/
http://www.nsf.gov/pubs/2014/nsf14610/nsf14610.htm
https://www.linkedin.com/groups/NSF-Industry-Academe-Enabling-Smart-5109582
http://web.mit.edu/mitssrc/nsf/index.html

Conferences
• HICSS (Jan Hawaii) – 1000
• AAAI (Jan Austin) – 2000
• InterConnect (Feb Las Vegas) - 3000
• Service System Symposium (Feb Tokyo) - 100
• T Summit (Mar Michigan) – 250
• CogSci (May Los Angeles) – 500
• Service System Forum (May Venice) - 200
• Naples Forum (June Naples) – 150
• ICServ (July San Jose) – 120
• Frontiers (July San Jose) – 250
• AHFE HSSE (July Las Vegas) – 3000
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Guardian of the Genome – P53
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Explain phenomena
and build better
tools and systems

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What should service scientists make
of all of this kind of talk?
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Resilence?
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Jim Spohrer, IBM
• Dr. James (“Jim”) C. Spohrer is Director IBM Global University
Programs and leads IBM’s Cognitive Systems Institute. The
Cognitive Systems Institute works to align cognitive systems
researchers in academics, government, and industry globally to
improve productivity and creativity of problem-solving
professionals, transforming learning, discovery, and sustainable
development. IBM University Programs works to align IBM and
universities globally for innovation amplification and T-shaped
skills. Jim co-founded IBM’s first Service Research group, ISSIP
Service Science community, and was founding CTO of IBM’s
Venture Capital Relations Group in Silicon Valley. He was awarded
Apple Computers’ Distinguished Engineer Scientist and
Technology title for his work on next generation learning
platforms. Jim has a Yale PhD in Computer Science/Artificial
Intelligence and MIT BS in Physics. His research priorities include
service science, cognitive systems for smart holistic service
systems, especially universities and cities. With over ninety
publications and nine patents, he is also a PICMET Fellow and a
winner of the S-D Logic award.
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Professional Roles
• Director Global University Programs and Cognitive Systems Institute (2014 - )
– http://cognitive-science.info
– Cognitive Assistants for all occupations in smart service systems
• Director IBM Global University Programs (2009 – 2014)
– http://www.ibm.com/university
– 6 R’s - research, readiness, recruiting, revenue, responsibility, regions)
– Universities as “smarter service systems” and startup engines of their regions
• Founding Director of IBM’s first Service Research group (2003 - 2009)
– http://www.service-science.info
– Service Science (short for Service Science Management Engineering Design Arts Public Policy)
– http://www.issip.org
– International Society of Service Innovation Professionals (ISSIP)
• Founding CTO of IBM’s Venture Capital Relations Group (1999-2002)
• Apple Computer’s (Distinguished Engineer Scientist and Technologist) award (90’s)
• Student: Ph.D. Computer Science/Artificial Intelligence from Yale University (80’s)
• Researcher: Dialogue Systems/VERBEX – Speech Recognition Startup (1978-1982)
• Student: B.S. in Physics from MIT (1974-1978)
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Measuring Impact (2003-2009)
• SSME: IBM Icon of Progress & IBM Research Outstanding Accomplishment
– Internal 10x return: CBM, IDG, SDM Pricing & Costing, BIW COBRA, SIMPLE, IoFT, Fringe, VCR
• Key was tools to model customers & IBM better
• Also tools to shift routine physical, mental, interactional & identify synergistic new ventures
• Alignment with Smarter Planet & Analytics (instrumented, interconnected, intelligent)
• Alignment with Smarter Cities, Smarter Campus, Smarter Buildings (Holistic Service Systems)
– External: More than $1B in national investments in Service Innovation activities
– External: Increase conferences, journals, and publications
– External: Service Science SIGs in Professional Associations
– External: Course & Program Guidelines for T-shaped Professionals, 500+ institutions
– External: National Service Science Institutions, Books & Case Studies (Open Services Innovation)
– External: International Society of Service Innovation Professionals (ISSIP)
• Service Research, a Portfolio Approach
– 1. Improve existing offerings (value propositions that can move the needle on KPI’s)
– 2. Create new offerings (for old and new customers)
– 3. Improve outcomes insourcing, outsourcing, acquisitions, divestitures (interconnect-fission-fusion)
– 4. For all three of the above, improve customer/partner capabilities (ratchet each other up)
– 5. For all four of the above, increase patents and service IP assets (some donated to open forums)
– 6. For all five of the above, increase publications and body-of-knowledge (professional associations)
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Dedication: Doug Engelbart
Father of the computer mouse
and augmentation theory,
and my friend and mentor
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Csig 20150723 v2

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