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An Introduction to Service Systems Thinking

A lecture for the Master’s Program in Industrial Management at Helsinki Metropolia University of Applied Sciences was an opportunity to talk about the research that has been brewing over the past 18+ months, from the basics.  These students were unlikely to have heard much about (i) systems thinking; (ii) service systems, (iii) generative pattern language, or (iv) federated wiki.

Coming to Metropolia in 2015 was like a return home.  In 2006, the institution was named Helsinki Polytechnic Stadia, and I collaborated on starting up the curriculum as part of the Rendez project.  In recent years, I haven’t been so involved.  As I was planning a trip to Europe this fall, I discovered that Satu Teerikangas had returned from teaching at UCL in the UK to Finland, becoming the Head of the Industrial Management Program.  My itinerary coincided well with the course dates, so I pulled together a presentation from the evolving ideas over the last year.  The audience would be a combination of students from the Industrial Management program and the Logistics program.

The session was conducted in two parts, each slightly under 60 minutes.  The first part covered:

  • 1. What could Service Systems Thinking be?
  • 2. Systems Thinking
  • 3. SSMED (Service Science, Management, Engineering and Design)
Part 1 Audio [20151002_1300_Metropolia_Ing_ServiceSystemsThinking.mp3]
(55MB, 57m02s)
Part 1 Video (58m06s) nHD
HD
H.264 MP4 [640×360
724Kbps m4v] (316MB)
[1280×720
1938Kbps m4v] (845MB)
[on archive.org]
[1280×720
5445Kbps mp4] (2.4GB)
WebM [1280×720
1006Kbps webm] (439MB)

In the second part after the break, the agenda covered:

  • 4.
Read more (in a new tab)

A lecture for the Master’s Program in Industrial Management at Helsinki Metropolia University of Applied Sciences was an opportunity to talk about the research that has been brewing over the past 18+ months, from the basics.  These students were unlikely to have heard much about (i) systems thinking; (ii) service systems, (iii) generative pattern language, or (iv) federated wiki.

Coming to Metropolia in 2015 was like a return home.  In 2006, the institution was named Helsinki Polytechnic Stadia, and I collaborated on starting up the curriculum as part of the Rendez project.  In recent years, I haven’t been so involved.  As I was planning a trip to Europe this fall, I discovered that Satu Teerikangas had returned from teaching at UCL in the UK to Finland, becoming the Head of the Industrial Management Program.  My itinerary coincided well with the course dates, so I pulled together a presentation from the evolving ideas over the last year.  The audience would be a combination of students from the Industrial Management program and the Logistics program.

The session was conducted in two parts, each slightly under 60 minutes.  The first part covered:

  • 1. What could Service Systems Thinking be?
  • 2. Systems Thinking
  • 3. SSMED (Service Science, Management, Engineering and Design)
Part 1 Audio [20151002_1300_Metropolia_Ing_ServiceSystemsThinking.mp3]
(55MB, 57m02s)
Part 1 Video (58m06s) nHD
HD
H.264 MP4 [640×360
724Kbps m4v] (316MB)
[1280×720
1938Kbps m4v] (845MB)
[on archive.org]
[1280×720
5445Kbps mp4] (2.4GB)
WebM [1280×720
1006Kbps webm] (439MB)

In the second part after the break, the agenda covered:

  • 4.
Read more (in a new tab)

Lecture on “Dynamics of Service Businesses”, Helsinki Metropolia, September 2009

When the Master’s program on International Service Business Management started up at Helsinki Metropolia University of Applied Sciences in 2006 — then it was Helsinki Polytechnic Stadia — I was one of the original authors for the curriculum.  I happened to be in Finland in September 2006 and 2007, so I gave some of the early lectures.

My schedule in 2008 didn’t line up, but I did happen to be back in Finland in September 2009.  Thus, I gave an updated version of the lecture in one of the first classes for the session.  The content included:

  • A. Introduction
  • B. The changing world, and SSMED
  • C. Service-dominant logic
  • D. Service as a paradigm
  • E. A smarter planet
  • F. Artifacts / feeds to follow

The lecture ran just under 2 hours.  I’ve posted the slides on the Coevolving Innovation Commons, under Publications.

When the Master’s program on International Service Business Management started up at Helsinki Metropolia University of Applied Sciences in 2006 — then it was Helsinki Polytechnic Stadia — I was one of the original authors for the curriculum.  I happened to be in Finland in September 2006 and 2007, so I gave some of the early lectures.

My schedule in 2008 didn’t line up, but I did happen to be back in Finland in September 2009.  Thus, I gave an updated version of the lecture in one of the first classes for the session.  The content included:

  • A. Introduction
  • B. The changing world, and SSMED
  • C. Service-dominant logic
  • D. Service as a paradigm
  • E. A smarter planet
  • F. Artifacts / feeds to follow

The lecture ran just under 2 hours.  I’ve posted the slides on the Coevolving Innovation Commons, under Publications.

Digest on Service Systems Science at Tokyo Institute of Technology (2009)

Systems Sciences Meet Service SciencesThe Service Innovation Educational Program at the Tokyo Institute of Technology hosted an “Open Seminar on Service Systems Science” (with a flyer in PDF) — as well as a private “Invited Workshop on Services Science, Management and Engineering” — in February 2009.

I’ve just noticed that much of the content is totally opaque to people who don’t read Japanese, so I’ve posted my (English-language) digest of the meetings on the Coevolving Innovation Commons.  The text is incomplete, but it at least provides a minimal sketch of some of the ideas discussed. (Digital photographs help, too!).  Speakers include:

The 2009 meetings were an annual extension of the 2008 21st Century CoE Symposium, and the first Invited Workshop on SSME.

With many of the researchers coming from a perspective of systems science, the trend has been to work out some of the ideas on an emerging science of service systems.

Systems Sciences Meet Service SciencesThe Service Innovation Educational Program at the Tokyo Institute of Technology hosted an “Open Seminar on Service Systems Science” (with a flyer in PDF) — as well as a private “Invited Workshop on Services Science, Management and Engineering” — in February 2009.

I’ve just noticed that much of the content is totally opaque to people who don’t read Japanese, so I’ve posted my (English-language) digest of the meetings on the Coevolving Innovation Commons.  The text is incomplete, but it at least provides a minimal sketch of some of the ideas discussed. (Digital photographs help, too!).  Speakers include:

The 2009 meetings were an annual extension of the 2008 21st Century CoE Symposium, and the first Invited Workshop on SSME.

With many of the researchers coming from a perspective of systems science, the trend has been to work out some of the ideas on an emerging science of service systems.

Business Models and Evolving Economic Paradigms: A Systems Science Approach

In summer 2006, I constructed a curriculum on International Service Business Management for a one-year master’s program in Finland. Appropriate to the Finnish style, this content was assembled in rapid development. With a profile of students admitted mostly with technical undergraduate degrees and 5-to-10 years of working experience, the curriculum leaned toward the style normally expected in a practical executive MBA program.

In contrast, at presentations in August 2007, and then again in March 2008, Jim Kijima proposed a more ambitious challenge — for the new program at the Tokyo Institute of Technology — looking at services science based on systems science. For full-time graduate students, he sees systems science as a “liberal art” where their perspectives are broadened beyond their disciplinary technical teaching. In Japan, it’s not enough to have T-shaped professionals, they expect pi-shaped people, i.e. two downward stems with at least a major and a minor, in addition to the crossbar.

I took the idea of services science and systems science as a challenge, and constructed an article and a presentation for the ISSS Madison 2008 meeting as an exercise. With a target of master’s level engineering and management students, developing this content was based on a few premises:

In summer 2006, I constructed a curriculum on International Service Business Management for a one-year master’s program in Finland. Appropriate to the Finnish style, this content was assembled in rapid development. With a profile of students admitted mostly with technical undergraduate degrees and 5-to-10 years of working experience, the curriculum leaned toward the style normally expected in a practical executive MBA program.

In contrast, at presentations in August 2007, and then again in March 2008, Jim Kijima proposed a more ambitious challenge — for the new program at the Tokyo Institute of Technology — looking at services science based on systems science. For full-time graduate students, he sees systems science as a “liberal art” where their perspectives are broadened beyond their disciplinary technical teaching. In Japan, it’s not enough to have T-shaped professionals, they expect pi-shaped people, i.e. two downward stems with at least a major and a minor, in addition to the crossbar.

I took the idea of services science and systems science as a challenge, and constructed an article and a presentation for the ISSS Madison 2008 meeting as an exercise. With a target of master’s level engineering and management students, developing this content was based on a few premises:

Science of service systems, service sector, service economy

As Service Science, Management and Engineering (SSME) has been developing, I’ve noticed a refinement of language. Rather than just abbreviating the long clause to service science, I’m now careful to use the phrase of a science of service systems, following Spohrer, Maglio et. al (2007). There’s a clear definition of service system in the final April 2008 revision of the report by the University of Cambridge Institute for Manufacturing.

What is a service system?
A service system can be defined as a dynamic configuration of resources (people, technology, organisations and shared information) that creates and delivers value between the provider and the customer through service. In many cases, a service system is a complex system in that configurations of resources interact in a non-linear way. Primary interactions take place at the interface between the provider and the customer. However, with the advent of ICT, customer-to-customer and supplier-to-supplier interactions have also become prevalent. These complex interactions create a system whose behaviour is difficult to explain and predict. [p. 6]

I’ve been sorting through the significance of this service system orientation, and have reached the following personal points-of-view.

  • 1. The definition of a service system as a system is earnest
  • 2. A service system creating and delivering value emphasizes a value constellation perspective over a value chain perspective
  • 3. Research into service systems is muddled in the ideas of coproduction and (value) cocreation
  • 4. A service system creates value with an offering as a platform for co-production
  • 5.
Read more (in a new tab)

As Service Science, Management and Engineering (SSME) has been developing, I’ve noticed a refinement of language. Rather than just abbreviating the long clause to service science, I’m now careful to use the phrase of a science of service systems, following Spohrer, Maglio et. al (2007). There’s a clear definition of service system in the final April 2008 revision of the report by the University of Cambridge Institute for Manufacturing.

What is a service system?
A service system can be defined as a dynamic configuration of resources (people, technology, organisations and shared information) that creates and delivers value between the provider and the customer through service. In many cases, a service system is a complex system in that configurations of resources interact in a non-linear way. Primary interactions take place at the interface between the provider and the customer. However, with the advent of ICT, customer-to-customer and supplier-to-supplier interactions have also become prevalent. These complex interactions create a system whose behaviour is difficult to explain and predict. [p. 6]

I’ve been sorting through the significance of this service system orientation, and have reached the following personal points-of-view.

  • 1. The definition of a service system as a system is earnest
  • 2. A service system creating and delivering value emphasizes a value constellation perspective over a value chain perspective
  • 3. Research into service systems is muddled in the ideas of coproduction and (value) cocreation
  • 4. A service system creates value with an offering as a platform for co-production
  • 5.
Read more (in a new tab)
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