Iii 1 Presentation V0 4

18/02/2010 IESS 1

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

P-J. Barlatier [email protected] J-C. Bernacconi [email protected] S. Reiter [email protected]

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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?

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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)

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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

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A dual-perspective model of innovation in services

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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).

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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).

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SSI Governance principles

Strategic Programs

Service Lines

Scientific & Technological Unit

Service Portfolio: SLM vision

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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?


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Service generic level

Output

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 (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


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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 jobEstablishing an evolution scenarioEstablishing the foresight skill card

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


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Output



Delivery options


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Output

Type of action



Research, Consulting, Training, Support

Delivery options


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Output

Type of action

Useful Asset

Strategic human resources



Skill card methodology guide, Skill card Interview guide, abiliticWeb tool (under development)

Delivery options

Res1, Res2, Res3, Res4


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Output

Type of action

Research partner

Useful Asset




Luxemburgish training organisms (Chambres patronale et salariale, ADEM, ABSI)

Delivery options


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Output

Type of action

Research partner

Useful Asset


Deployment plan



In 2009 maturity level 4

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

Maturity

Delivery options


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Output

Type of action

Research partner

Useful Asset


Deployment plan



Maturity

Delivery options

Success story Muller & Wegener – Luxembourg – Work on the job “préparateur de commandes”


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Assets : SLM – STM coordination

Output

Type of action

Research partner

Useful Asset


Deployment plan

Success story



Maturity

Delivery options

Potential human resources

Potential non-human resources

Res1: scientific coordinator, statistics, prospective theory… Res2: research engineer, human resource… Res3: research engineer, skill card expert, project manager… Res4: research engineer, jobs and skills expert…

• Skill card methodology guide: skill_card_guide.doc • Skill card Interview guide: interview_guide.doc • abiliticWeb tool (under development): user_guide_aviliticWebtool.pdf • Training courses support: skill_foresight_methodology.ppt For each of these resources a description is given


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Contextualisation : SLM –SPM coordination

Output

Type of action

Research partner

Useful Asset


Deployment plan

Success story



You are a training organism and you wonder « How to adapt, as soon as possible, my training courses contain to the market need ». The skill foresight service is an innovative methodology that allows you to identify tomorrow key competencies and to adapt and valorize your training offer. The service is adapted to your needs through a participative demarche involving professional of your domain.

Maturity

Delivery options

Market specialized description

Specific outputs


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Output




Specific outputs

Market challenge Identifying future competencies, adapting training to client needs Training organisms within the “grande region”, Human resources departments

Specialize human resources consultants working on skill card establishment Market partners

Support partners Service assets

Market customers Market competitors

Type of action

Research partner

Useful Asset

Deployment plan

Success story

Maturity

Delivery options



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Output




Specific outputs

Communication means and supports Newspaper publication (example: “Tageblatt”, “Le jeudi”) Scientific publication (example: ESSEC 2009) Skill foresight leaflet (under construction)

Type of action

Research partner

Useful Asset

Deployment plan

Success story

Maturity

Delivery options Market challenge

Market partners Support partners Service assets




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Output




Specific outputs

Development plan Develop the maturity of the service in intra-enterprise mainly by reducing the cost for small and medium enterprises

Maturity on the market Communication means and supports

Type of action

Research partner

Useful Asset

Deployment plan

Success story

Maturity






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Output




Specific outputs

Income models Collaborative research project, when specify to one specific context within a company, Consultancy model in other cases

Development plan Maturity on the market Communication means and supports

Type of action

Research partner

Useful Asset

Deployment plan

Success story

Maturity





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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.  To create coherent links between NSD processes,

markets and resource base   to improve innovative sustainable services in a

continuing process.

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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

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Thanks for your attention!!

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