post
Reading time
<1 min
Tag: under_dev
post
Reading time
<1 min
We (overly) pressurise our innovation approaches by seeking new to the world innovations. Do we need to?
Miles and others argue that a specific type of service organisation - knowledge intensive based services (KIBS) - can be sources, facilitators or carriers of innovation
But it is not just KIBS. Don't task-limit your innovation approach to being a source of innovation. Expand it to have a role as facilitators and carriers.
And we can note that carrying innovation - such as QR codes across industries - is particularly powerful and increasingly demanded by customers
Reading time
<3 mins
competencies
customer
co-creation
final
intangible
internal
provider
integrations
self-service
technical
tangible
We'll look at describing some examples of services using my update to Gallouj & Weinstein "service as characteristics" model.
And we'll take some examples from across the service-service continuum. From self-service - which includes what we would have called goods in the old days - through to full service.
Reading time
<3 mins
competencies
customer
co-creation
final
intangible
internal
provider
integrations
self-service
technical
tangible
Whilst Gallouj & Weinstein’s model is a great way of understanding a service – and systematically hunting for innovation – there are some updates we can make to bring it into an even more usable form. These are: using service-dominant logic terminology – beneficiary instead of the customer, for example. reflecting the network/ecosystem nature often […]
Reading time
<11 mins
actors
resouce integration
service systems
reason for firms
post
Perhaps better put as "All service systems, including the beneficiary" are resource integrators.
This premise highlights how every actor involved integrates resources and that there is a network of actors
Originally it hinted at why firms are formed - to integrate micro-specialisms into a more complex service. But it was quickly recognised that not just firms did this, so did individuals, households, social organisations and so on.
Hence, all economic and social actors are resource integrators.
Reading time
<6 mins
customer
entrepreneurial
increasing
innovativeness
learning
market
orientation
service
sharing
tools
How can we increase the potential innovativeness of our organisation?
It turns out 3 orientations impact the potential innovativeness of our organisation. And in turn the business performance. Increasing these orientations impacts innovation performance. They are:
- Market orientation - gaining and using intelligence on customers
- Learning orientation - creating and using knowledge
- Entrepreneurial orientation - how entrepreneurial the organisation is (attitudes and behaviours to innovation, pro-activeness and risk-taking).
Reading time
<4 mins
beneficiary-focussed
helps make progress
improves
minimised-resistance
offering
resource coordination
scalable
sustainable
co-creation of value
value proposition
post
Let's define innovation, avoiding the trap of value-in-exchange (that normal definitions have) and open our thinking up for wider success.
Innovation is creating and offering a new (to the organisation, market/industry, or world) value proposition:
- that helps a beneficiary make progress better than they can currently
- that improves during, or as a result of, the naturally occurring value co-creation
- which is delivered through the scalable and sustainable co-ordination of skills and resources (often across an ecosystem)
- and where resistance is minimised
Note, in particular, how our service-dominant logic lens steers us to focus differently on value. compared to normal old-school definitions
Reading time
<14 mins
one-off
transactional
relational
interactions
resource integration
value-in-exchange
value co-creation
post
We know that value, in service-dominant logic, is both co-created and uniquely determined by the beneficiary.
It then naturally follows that a service-centred view is:
- inherently beneficiary oriented
- inherently relational
It is not possible to be any other way
Reading time
<3 mins
post
In a simplistic world, we exchange services directly. I do something for you as you do something for me. But our world is messier than that and this exchange may be hidden. For example it could be deferred, unequal, or not even a direct exchange at all.
We can think of "service credits" as a useful concept to bridge the "gaps" above.
However, and this is important, it still remains the case that these seemingly partial exchanges fulfilled all the foundational premises of service-dominant logic.
So we can say service is the fundamental basis of exchange, though indirect exchange sometimes masks this.
Reading time
<5 mins