Pathways towards Servitization: A trans-national study of Organisational Transformation

Lead Research Organisation: Aston University
Department Name: Aston Business School

Abstract

Manufacturing organisations in developed western economies are increasingly shifting from traditional product-based offerings towards service-oriented business models. Firms such as Rolls Royce, GE, Xerox and Siemens are remaining competitive by creating additional value to their customers through the services they provide, and taking a share of this value. Over the years, providing services embedded within products' offerings has gradually become a fundamental business constituent for manufacturing organisations.

Understanding the organisational transformation required to operate in this way has been an enduring challenge to both researchers and practitioners, and only a few notable contributions address the topic. Some prominent scholars have set out the benefits of, and barriers to, undertaking the transformation , while others describe the state of being a 'servitized' manufacturer and the impact this delivers, but few really deal holistically with the dynamics of the process of transformation itself, or distinguish what is particular about servitization over general organisational change. Although there are significant literature and theoretical frameworks in the general field of organisational change, no models exist to explain the servitization transformation process.

This project addresses this gap by consolidating the servitization knowledge base from the perspective of organisational change. Our integrative approach in this project will complement our goal of conducting a broad and inclusive study of the servitization transformation, which leads to identifying the stages of transformation, the key factors and forces that influence such transformation, and the key tasks and decisions in each stage. The purpose of the project is, therefore, to document the transformation of a manufacturing organisation as it moves towards competing through advanced services. In order to do this, the following research questions will be addressed:

(i) What stages might an organisation expect to go through as it progresses towards servitization? What are the critical decisions and activities that occur in each stage? (Process)
(ii) What are the principal factors and forces that affect progression through these stages? (Context)
(iii) How do these stages and forces interplay as a model to demonstrate pathways towards servitization? (Content)

Planned Impact

In addition to the academic audiences outlined above, this research is expected to have a direct impact upon three separate non-academic groups, as well as the general public interested in manufacturing issues.

The findings will have direct relevance, and provide strategic guidance, to the executives of those firms that are currently moving towards competing through advanced services and servitization. Product-focused manufacturing firms have realised that in a turbulent financial environment, servitization can certainly assist them in achieving a sustainable competitive advantage. However, due to the influence of different factors including organisational structure, customer demands and behaviour, market saturation, the triadic nature of service supply chains, and diffusion of innovation, the most challenging question is "how should we transform?". By developing and proposing the pathways, actions and decision points that will lead them towards servitization, this project will greatly impact such firms.

The development of the pathways will be informed by the established adopters of servitization, and the analysis of their transformation journey will, in turn, provide them with a more rationalised understanding of the ongoing process of servitization. These companies have followed emergent, organic strategies and now find themselves to be seen as exemplars of servitized firms. In all cases, they are continuing to evolve and develop their services strategies, and the systematic capturing of the stages that they have been through will assist them in revisiting some of the decisions and actions that have been taken, and improve the efficiency and effectiveness of their future plans and projects.

Finally, the findings of the proposed research are likely to have practical implications for those parties helping both large and small firms to address their sustainability and scalability. Having surveyed 76 SMEs we identified that the principal barriers to their transformation towards servitization were financial and contractual complexities. Financial sector companies (e.g. banks) and legal firms have, in recent years, become much more interested in supporting these companies with servitization. This project will help these parties to understand what servitization is, how organisations approach it, and what stages organisations will go through. It will also help the companies to understand in which stage(s) of their transformation they most need the help from third parties such as banks and lawyers.

These impacts are expected to be delivered towards the identified groups through: (1) direct contacts with the case organisations throughout the study, (2) dissemination workshops, and (3) engagement and presentations in industry conferences and events.

Publications

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Calabrese A (2019) The measurement of degree of servitization: literature review and recommendations in Production Planning & Control

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Calabrese A (2019) The measurement of servitization degree: literature review and recommendations in Production Planning & Control

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Dmitrijeva J (2019) Context matters: how internal and external factors impact servitization in Production Planning & Control

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Garcia Martin P (2019) The value architecture of servitization: Expanding the research scope in Journal of Business Research

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Naik P (2019) Behind the Scenes of Digital Servitization: Actualizing IOT-Enabled Affordances in Academy of Management Proceedings

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Schroeder A (2019) Capturing the benefits of industry 4.0: a business network perspective in Production Planning & Control

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Ziaee Bigdeli A (2018) Measuring servitization progress and outcome: the case of 'advanced services' in Production Planning & Control

 
Description The main objective of this project is to formalise our understanding of organisational change processes and pathways taken by manufacturers to become servitized and ultimately compete through advanced services. Through extensive engagement activities with several leading manufacturers (both multinationals and SMEs), we further validate the Advanced Services Transformation Roadmap developed as one of the main objectives of this project.

The roadmap explains how the servitization journey unfolds and that:
- Servitization can be explained as four macro-stages of organisational change: Exploration, Engagement, Expansion and Exploitation.
- Progress, both between and within these macro-stages, is significantly influenced by four sets of forces relating to the market, technology, value network, and the characteristics of organisation itself.
- Progress from one macro-stage to the next may initially appear to be structured and unidirectional, but contained within these stages are sub-processes, which are characteristically organic, unstructured and iterative.
- Servitization can be characterised as a business growth model with multiple crises or tipping points which need to be carefully managed for progressive transformation.

The development of such a roadmap has led us to identify and address key gaps in our understanding of the following:

(i) The set of activities, resources and capabilities required to develop and deliver advanced services. We identify an extensive list of IoT-enabled features that help manufacturers in their servitization journey to - improve service efficiency, enhance product performance, expand their services portfolio, and increase customer satisfaction. In addition, we examine how aspects of product-use data influence the opportunities the data provide to the different network actors; how capturing such opportunities in a network context is impacted by key barriers; and how network capabilities can overcome these barriers to capture benefits from product-use data.

(ii) The importance of stakeholder (internal and external) engagements. We explain the key activities, resources, and partnerships that manufacturers deploy to create and deliver value in Servitization. In addition, by using organizational storytelling, we have developed a toolkit, called the Stakeholder's Journey for encouraging managers to empathize with their stakeholders with the intention of increasing stakeholder engagement in servitization.

(iii) The role of platform ecosystem in the development of advanced services. We employ a platform ecosystem lens to understand how social and technical interdependencies can be managed within organizations that are undergoing transformation with servitization. Drawing from the collective experiences of large manufacturing companies, we develop an analytical framework to clarify the structure and network orchestration mechanisms that come into play with servitization.

(iv) the implications that servitization has on organisational boundaries. From the experiences of large manufacturing companies, we learn how servitization impacts the boundaries established in a conventional product-oriented setting. We also devise management actions to regulate the boundaries of power, competence, and identity that are at the risk of being disrupted with the introduction of servitization in such manufacturing-based settings.

As part of the other objectives of the project, we validate the proposed framework and the pathways to be relevant to the context of SMEs and reflect on the relevant economic and social consequences of their actions. We draw on the experiences of small and medium sized manufacturers to empirically identify internal and external context factors that can impact a manufacturer's transformation towards servitization.
Exploitation Route The research undertaken by this project offers a myriad of outcomes of practical worth for the service-aspiring officials, who can adapt our learnings to the servitization initiatives (see below) undertaken within their organisations. For instance:

- By developing a transformation roadmap, our research shows that organisations employing servitization can typically expect the process to unfold through four stages of organisational change - exploration, engagement, expansion and exploitation. We clarify typical activities and associated contextual factors for each stage that executives within such organizations should find particularly helpful in understanding - the characteristics of such stages alongside the factors that together are the key to success with services.

- Our analysis suggests, these characteristics and priorities of an organisation at the earlier stage of maturity are very different to the later, and recognition of such distinctions are important when executing popular management techniques such as benchmarking.
- We also learn from our research that practitioners should be mindful of the time required to progress through these four stages, as it may take decades for a company embarking on a servitization programme to achieve the capabilities typical of the later stages of maturity.
- On the basis of such data, we deduce that in the early exploration stage of a servitization programme, executive sponsorship (support from key management) is likely to have the most influence on progress related to services.
Sectors Aerospace, Defence and Marine,Agriculture, Food and Drink,Digital/Communication/Information Technologies (including Software),Healthcare,Manufacturing, including Industrial Biotechology,Pharmaceuticals and Medical Biotechnology,Transport

 
Description The non-academic impacts until date have been focused towards practitioners and senior executives in manufacturing. We are committed to raising awareness about servitization and organisational transformation, and the processes required to compete through advanced services. This has been achieved through keynote presentations and talks at different industrial events (listed in the engagement section), and hands-on workshops. Furthermore, the ESRC grant has enabled the research team to engage with more than 10 large multinational manufacturing firms, and 30 SME manufacturers to further refine the Advanced Services Transformation Roadmap. As a result, we have defined a portfolio of concepts, frameworks, models and tools that enable businesses to better understand, evaluate, and where appropriate accelerate their adoption of servitization. Our contributions include - the servitization transformation roadmap, services staircase, and business model framework for services. The outcomes of these have been systematically captured in the mini-guides that manufacturers are using in their organizations to support their servitization initiatives. These guides specifically cover the topics of - performance advisory, business models, services vision, and customer value proposition, and generally include templates and editable worksheets that companies can use to evaluate their servitization-related strategies. As an example, performance advisory refers to services, whereby the provider typically uses digital technologies to gain insights into how their customers use their products, and then offers data and/or intelligence back to that customer on how to gain more value from those products. For many manufacturers these services are at the forefront of their servitization plans, and are seen as an immediate opportunity to create and capture value from innovative digital technologies. Conceptually, these services are compelling, and manufacturers are using our mini-guide on performance advisory to understand how such services are viable in practice, and how they should be designed to ensure value creation and value capture from them. Our mini-guide on business models, on the other hand, explains advanced services by applying a business model framework to elucidate the differing customer value propositions, revenue models, delivery system characteristics, and the basis for competitive advantage associated with these services. Furthermore, our engagements with SME manufacturers has enabled us to translate and validate the proposed model and pathways to servitization in the SME context, and to reflect on the relevant economic and social consequences of their actions. We have developed as book that compiles thirty case studies of small to medium sized enterprises (SMEs) focused on manufacturing and technology, who are innovating their capabilities to compete through services rather than products alone. This book documents the processes of servitization being applied in practice. The case studies show how the theory, concepts and tools of servitization can be directly applied, translated or used to inform business strategy and actions and which have resulted in commercial impact. The cases presented herein are inspired by Advanced Services and although they are not clinical examples of these concepts, they demonstrate how a shift towards these business models can deliver impact. In compiling these cases, our goal has been to illustrate the value of servitization to businesses. In this book, the thirty SMEs increased their revenues by £9.9m and employed an additional 89 members of staff as a result of them servitizing.
Sector Healthcare,Manufacturing, including Industrial Biotechology,Other
Impact Types Cultural,Societal,Economic

 
Description Advanced Services Growth: Developing Strategies for Improved Growth in Manufacturing SMEs
Amount £1,446,400 (GBP)
Organisation European Commission 
Sector Public
Country European Union (EU)
Start 01/2019 
End 01/2022
 
Description Newton Fund
Amount £2,020,000 (GBP)
Funding ID BB/S020993/1 
Organisation Biotechnology and Biological Sciences Research Council (BBSRC) 
Sector Public
Country United Kingdom
Start 03/2019 
End 03/2021
 
Description 2018 Spring Servitization Conference 
Organisation Copenhagen Business School
Country Denmark 
Sector Academic/University 
PI Contribution I was one of the co-chairs of the 2018 Spring Servitization Conference in Copenhagen Business School (14,15 & 16 May 2018). As part of my duties, I was in charge of (i) selecting and assessing the quality of the venue, (ii) identifying the right industrial and academic keynote speakers, (iii) developing the call for papers and the theme of the conference, (iv) promoting the conference in social media and other networks, (v) managing the review process both at the abstract and full submission stages, and (vi) helping the organising committee during the conference.
Collaborator Contribution Dr Thomas Frandsen and Dr Jawwad Raja of Copenhagen Business School were two of the co-chairs of conference. They were also in charge of organising the conference, and similar activities mentioned above.
Impact The key output of the conference was the conference proceedings which was co-edited by the conference chairs.
Start Year 2018
 
Description 2019 Spring Servitization Conference 
Organisation Linkoping University
Country Sweden 
Sector Academic/University 
PI Contribution Similar to last year, I am one of the co-chairs of the 2018 Spring Servitization Conference to be held at Linkoping University in Sweden (13,14 & 15 May 2019). As part of my duties, I am collaborating with the host co-chairs in (i) selecting and assessing the quality of the venue, (ii) identifying the right industrial and academic keynote speakers, (iii) developing the call for papers and the theme of the conference, (iv) promoting the conference in social media and other networks, (v) managing the review process both at the abstract and full submission stages, and (vi) helping the organising committee during the conference.
Collaborator Contribution Professors Christian Kowalkowski and Daniel Kindström are two of the co-chairs of conference. They were also in charge of organising the conference, and similar activities mentioned above.
Impact No output as of yet.
Start Year 2019
 
Description Advanced Services Partnership 
Organisation BAE Systems
Country United Kingdom 
Sector Academic/University 
PI Contribution We have engaged at the senior management level to enhance the understanding of servitization in the company and the organisational transformation required to move towards advanced services. We have also worked closely with the companies in order to design and develop new business models around advanced services, and helped them to test and validate their customer value propositions.
Collaborator Contribution The companies have given us access to the ways in which they carry out their day to day operations. Also, we have received regular updates about the journey towards servitization.
Impact There are several white papers under development as the result of the research with the companies.
Start Year 2015
 
Description Advanced Services Partnership 
Organisation Corin Group PLC
Country United Kingdom 
Sector Private 
PI Contribution We have engaged at the senior management level to enhance the understanding of servitization in the company and the organisational transformation required to move towards advanced services. We have also worked closely with the companies in order to design and develop new business models around advanced services, and helped them to test and validate their customer value propositions.
Collaborator Contribution The companies have given us access to the ways in which they carry out their day to day operations. Also, we have received regular updates about the journey towards servitization.
Impact There are several white papers under development as the result of the research with the companies.
Start Year 2015
 
Description Advanced Services Partnership 
Organisation DHL
Country United Kingdom 
Sector Private 
PI Contribution We have engaged at the senior management level to enhance the understanding of servitization in the company and the organisational transformation required to move towards advanced services. We have also worked closely with the companies in order to design and develop new business models around advanced services, and helped them to test and validate their customer value propositions.
Collaborator Contribution The companies have given us access to the ways in which they carry out their day to day operations. Also, we have received regular updates about the journey towards servitization.
Impact There are several white papers under development as the result of the research with the companies.
Start Year 2015
 
Description Advanced Services Partnership 
Organisation Daimler AG
Country Germany 
Sector Private 
PI Contribution We have engaged at the senior management level to enhance the understanding of servitization in the company and the organisational transformation required to move towards advanced services. We have also worked closely with the companies in order to design and develop new business models around advanced services, and helped them to test and validate their customer value propositions.
Collaborator Contribution The companies have given us access to the ways in which they carry out their day to day operations. Also, we have received regular updates about the journey towards servitization.
Impact There are several white papers under development as the result of the research with the companies.
Start Year 2015
 
Description Advanced Services Partnership 
Organisation Goodyear Tire & Rubber Company
Country United States 
Sector Private 
PI Contribution We have engaged at the senior management level to enhance the understanding of servitization in the company and the organisational transformation required to move towards advanced services. We have also worked closely with the companies in order to design and develop new business models around advanced services, and helped them to test and validate their customer value propositions.
Collaborator Contribution The companies have given us access to the ways in which they carry out their day to day operations. Also, we have received regular updates about the journey towards servitization.
Impact There are several white papers under development as the result of the research with the companies.
Start Year 2015
 
Description Advanced Services Partnership 
Organisation Ishida Europe
Country United Kingdom 
Sector Private 
PI Contribution We have engaged at the senior management level to enhance the understanding of servitization in the company and the organisational transformation required to move towards advanced services. We have also worked closely with the companies in order to design and develop new business models around advanced services, and helped them to test and validate their customer value propositions.
Collaborator Contribution The companies have given us access to the ways in which they carry out their day to day operations. Also, we have received regular updates about the journey towards servitization.
Impact There are several white papers under development as the result of the research with the companies.
Start Year 2015
 
Description Advanced Services Partnership 
Organisation Yanmar Holdings Co., Ltd.
Department Yanmar Europe BV
Country Netherlands 
Sector Private 
PI Contribution We have engaged at the senior management level to enhance the understanding of servitization in the company and the organisational transformation required to move towards advanced services. We have also worked closely with the companies in order to design and develop new business models around advanced services, and helped them to test and validate their customer value propositions.
Collaborator Contribution The companies have given us access to the ways in which they carry out their day to day operations. Also, we have received regular updates about the journey towards servitization.
Impact There are several white papers under development as the result of the research with the companies.
Start Year 2015
 
Description Facilitating workshop/Executive eduction (Mondragon Corporation, Spain) 
Form Of Engagement Activity Participation in an activity, workshop or similar
Part Of Official Scheme? No
Geographic Reach International
Primary Audience Industry/Business
Results and Impact I developed and facilitated a three day executive education on 'Service-led Business Models' for 30 industrial companies in the Basque Country. The course was carried out at the Mondragon Corporation, San Sebastian, Spain.
Year(s) Of Engagement Activity 2019
 
Description Interview 
Form Of Engagement Activity A press release, press conference or response to a media enquiry/interview
Part Of Official Scheme? No
Geographic Reach International
Primary Audience Professional Practitioners
Results and Impact I was interviewed (and quoted) for an article on titled "The Big Promise of Everything-As-A-Service". The article published by Forbes AI in September 2018. The article has been read 30,218 times as of today (21 Feb 2019).
Year(s) Of Engagement Activity 2018
URL https://www.forbes.com/sites/insights-intelai/2018/09/21/the-big-promise-of-everything-as-a-service-...
 
Description Interview with Natwest 
Form Of Engagement Activity A press release, press conference or response to a media enquiry/interview
Part Of Official Scheme? No
Geographic Reach International
Primary Audience Media (as a channel to the public)
Results and Impact I was interviewed for an article for Natwest Live on Manufacturing: how to work smarter, not harder.
Year(s) Of Engagement Activity 2019
URL https://natwestbusinesshub.com/content/aee6bd6a-eb10-b21a-a200-0cddf29d3c16
 
Description Interview with Natwest 
Form Of Engagement Activity A press release, press conference or response to a media enquiry/interview
Part Of Official Scheme? No
Geographic Reach International
Primary Audience Media (as a channel to the public)
Results and Impact I was interviewed by Natwest Live on an article titles Manufacturing and the shift to servitization
Year(s) Of Engagement Activity 2019
URL https://rm.natwest.contentlive.co.uk/content/manufacturing-and-the-shift-to-servitisation
 
Description Interview/Writing 
Form Of Engagement Activity A magazine, newsletter or online publication
Part Of Official Scheme? No
Geographic Reach International
Primary Audience Professional Practitioners
Results and Impact I was interviewed and later helped in the writing of a piece that was later published by The Field Service Digital (FSD). FSD belongs to ServiceMax by GE. The talk focused on 'How Do We Do It?': Charting a Course to Servitization.
Year(s) Of Engagement Activity 2018
URL https://www.servicemax.com/uk/fsd/charting-a-course-to-servitzation-advanced-services-group
 
Description Invited Keynote Talk (Industrial Meeting) 
Form Of Engagement Activity A talk or presentation
Part Of Official Scheme? No
Geographic Reach International
Primary Audience Industry/Business
Results and Impact I was the keynote speaker at Philips Global Customer Services Marketing Meeting in Best, The Netherlands. This was part of a week gathering from all of the sales and marketing executives at Philips Healthcare to develop their services strategy for the coming year. My talk focused on Servitization, advanced services and outcome-based contracts in Healthcare. I also ran a hand-on workshop with the attendees to frame their current service offerings against a business model framework that we have developed based on our research.
Year(s) Of Engagement Activity 2019
 
Description Invited Keynote Talk (Industrial Workshop) 
Form Of Engagement Activity A talk or presentation
Part Of Official Scheme? No
Geographic Reach International
Primary Audience Industry/Business
Results and Impact I was one of the invited academic keynote speakers for an industrial workshop organised by Lulea University of Technology in Stockholm, Sweden. The workshop was around 'Profiting from Digitalization' and my talk focused on Digitally-enabled Performance Intelligence Services. The attendees were all senior executives from industrial companies such as ABB, Volvo, Sandvik, and Saab.
Year(s) Of Engagement Activity 2018
URL https://www.youtube.com/watch?v=35CtDgQ31Ko
 
Description Invited Talk (Academic Seminar) 
Form Of Engagement Activity A talk or presentation
Part Of Official Scheme? No
Geographic Reach National
Primary Audience Other audiences
Results and Impact I gave a presentation on "What do we really mean by servitization?" at an academic seminar held at the Westminster Business School in London.
Year(s) Of Engagement Activity 2018
 
Description Media article on Platform Ecosystems: a new opportunity for Servitization 
Form Of Engagement Activity Engagement focused website, blog or social media channel
Part Of Official Scheme? No
Geographic Reach International
Primary Audience Media (as a channel to the public)
Results and Impact An article that Dr Kawal Kapoor wrote for the Field Services News on the importance of platform ecosystem in servitization.
Year(s) Of Engagement Activity 2019
URL https://www.fieldservicenews.com/blog/platform-ecosystems-a-new-opportunity-for-servitization
 
Description Podcast (How servitization can transform manufacturing) 
Form Of Engagement Activity A broadcast e.g. TV/radio/film/podcast (other than news/press)
Part Of Official Scheme? No
Geographic Reach International
Primary Audience Media (as a channel to the public)
Results and Impact I recorded a podcast as part of Aston Means Business podcast series. I discuss how servitization can help manufacturers improve financial sustainability.
Year(s) Of Engagement Activity 2020
URL https://open.spotify.com/episode/7wqt5AsKxA4XdtSNIz9QaL?si=_KkAMpj3Q-e4fy5n7wnYkQ
 
Description Presentation (Henley Business School) 
Form Of Engagement Activity A talk or presentation
Part Of Official Scheme? No
Geographic Reach National
Primary Audience Other audiences
Results and Impact I gave an invited presentation at the quarterly research seminar series organised by Henley Business School, University of Reading. The presentation focused on servitization in manufacturing: a business model perspective.
Year(s) Of Engagement Activity 2019
 
Description Presentation (Industry) 
Form Of Engagement Activity A talk or presentation
Part Of Official Scheme? No
Geographic Reach International
Primary Audience Industry/Business
Results and Impact Kawaljeet Kapoor, the post-doc Research Fellow on this project, gave a talk at the Advanced Services Partnership Winter Roundtable in Washington DC. Her talk focused on platforms and platform strategies, and the impact of such strategy/approach on organisations moving towards servitization.
Year(s) Of Engagement Activity 2019
 
Description The Advanced Services Partnership, Birmingham 
Form Of Engagement Activity A formal working group, expert panel or dialogue
Part Of Official Scheme? No
Geographic Reach International
Primary Audience Industry/Business
Results and Impact The Roundtable was hosted by Legrand on 7 and 8 May 2019 and was themed around the Voice of the Customer. Colleagues from Legrand helped us design and deliver an exercise looking at the way in which actively listening to, and understanding, customer pains and gains can help us jointly create a Customer Value Proposition.
Year(s) Of Engagement Activity 2019
 
Description The Advanced Services Partnership, Paris 
Form Of Engagement Activity A formal working group, expert panel or dialogue
Part Of Official Scheme? No
Geographic Reach International
Primary Audience Industry/Business
Results and Impact The Roundtable was hosted by Thales on 28 and 29 Jan 2020, with the theme Aligning Service and Digital Innovation. We were delighted to welcome delegates in person from seven partner companies, and two further partners participated virtually.
Year(s) Of Engagement Activity 2020
 
Description The Advanced Services Partnership, Worcester 
Form Of Engagement Activity A formal working group, expert panel or dialogue
Part Of Official Scheme? No
Geographic Reach International
Primary Audience Industry/Business
Results and Impact The Roundtable was hosted by Mazak on 8 and 9 October 2019, with the theme Demystifying the contractual aspects of advanced services. We were delighted to welcome delegates from all nine partner companies, as well as guests from Alstom, JCB and Omron.
Year(s) Of Engagement Activity 2019
 
Description Workshop 
Form Of Engagement Activity Participation in an activity, workshop or similar
Part Of Official Scheme? No
Geographic Reach International
Primary Audience Professional Practitioners
Results and Impact I was part of a wider group from the Advanced Services Group (Aston University) who developed and delivered several hand-on workshops for a multinational defense contractor (the name is withheld due to confidentiality). The workshops focused on (i) identifying and mapping services-related offering within different business lines, and (ii) mapping the maturity of each business line in their transformation towards servitization.
Year(s) Of Engagement Activity 2018
 
Description Workshop 
Form Of Engagement Activity Participation in an activity, workshop or similar
Part Of Official Scheme? No
Geographic Reach International
Primary Audience Industry/Business
Results and Impact Since April 2018, we have conducted 2 industry focus group workshops with 4 large multinational manufacturers in order to address the objectives of the research project. These companies could be identified as established adopter of sevitization strategy. The main focus of the workshops has been to (i) understand the transformation pathways that have taken place as the organisation servitized and adopted advanced services, and (ii) develop a resultant theoretical framework that demonstrates the organisational transformation towards servitization. We will carry out more workshops with these companies as well as those companies that have recently started their transformation journey to enrich and deepen the developed framework by recording, comparing and contrasting the actual decisions, their processes and contexts, taken by a cross-section of staff who are actively involved in the execution of servitization strategies within the companies currently moving towards the adoption of servitization.
Year(s) Of Engagement Activity 2018,2019