June 30, 2021 | 19 Mins Read

AT&T on The Future of The Call Center

June 30, 2021 | 19 Mins Read

AT&T on The Future of The Call Center


June 28, 2021 | 8 Mins Read

6 Defining Traits of Digital Transformation Success

June 28, 2021 | 8 Mins Read

6 Defining Traits of Digital Transformation Success


By Sarah Nicastro, Creator, Future of Field Service

The ability to deliver a measurable return on tech investment quickly (and to the satisfaction of internal stakeholders) is the number one concern for 64 percent of decision-makers when it comes to digital transformation initiatives. However, we know that, all too often, digital transformation desires don’t translate to reality.

When you consider the layers of complexity that exist in aligning and executing a digital transformation strategy, it’s easy to begin to identify numerous areas where the best of digital transformation intentions can go awry. But in striving for ROI, it’s worthwhile to examine the best practices and lessons learned of those who have already paved their path to success. With that in mind, here’s a collection of insights gleaned during Future of Field Service interviews that shed light on some of the defining traits of digital transformation done right.

#1: Eliminate Siloes

It is absolutely imperative to understand that digital transformation success hinges on an aligned, cohesive, and collaborative approach. The elimination of siloes between business and IT functions – as well as an overarching view of the digital future of the company – is essential. Digital transformation cannot be accomplished within functions or in the presence of siloes – it requires a company-wide agreement and effort.

Pekka Nurmi, Director of Corporate IT at Cimcorp, and I discussed this during his podcast interview. “I had a fantastic discussion with one of my colleagues from another company regarding this exact topic, and we were thinking, okay, 10 years ago how we would have solved this item at the time?” he says. “And we would have selected really dedicated IT people. Now, the business is much more involved and should be much more involved. It’s not like the IT side has become any less important, but today you have to solve the IT and business sides at the same time. This is the core change that has happened in the last 10 years.”

#2: Define Your Guiding Principles

A major barrier to digital transformation success is that it can be easy to veer off course or become distracted, even if those distractions are born of additional opportunities. When you allow scope creep within your project, ROI becomes increasingly difficult to achieve. This isn’t to say you cannot evolve your digital transformation efforts and add additional capabilities, but rather that you must clearly define your guiding principles so that you aren’t continually pulled out of focus.

Katie Hunt, Service Operations Leader at APi Group discussed the importance of guiding principles during her podcast.  “Guiding principles exist so that, as the inevitable ebbs and flows of the project occur, you know exactly what to stay focused on,” she explains. “We had four that we outlined to ensure everyone was aligned. The first was maintaining focus on end user needs. Our second one was being open to changing processes. The third one was leveraging the ideas and suggestions of our steering committee. And then the last one was valuing time over process changes, which was us saying that our go live date needed to be met and viewed not as a stopping point, but really as something we could continue and use as a springboard to keep developing upon.”

Guiding principles won’t look the same from company to company and are meant to be unique. The point is that you, as an organization, should know what is most important to you – your ‘why’ for the initiative – and you should develop these principles to help you stay focused on those overarching goals. Otherwise, you will inevitably get off course as challenges, curve balls, or new ideas come into play.

#3: Set the Stage for a Data-Driven Future

One of the goals for most companies’ digital transformation efforts is to create a stronger foundation for the world’s data-driven future. Data has become the most valuable asset for many businesses, not only for internal decision making and optimization but as a customer value proposition and tool of differentiation. As such, you want to be sure that you are putting a digital foundation in place that will support your long-term data goals.

Gyner Ozgul, COO of Smart Care Equipment Solutions discusses how the company has set the stage for a data-driven future with its pragmatic technology selection. “Looking at our future vision, we wanted to make sure we had a partner in technology that allows us to dictate the inflow of the data. In all data reporting or monetization out there, the inflow of data is critical. IFS helps us to master the seemingly simple things first, like building labor and parts accurately,” explains Ozgul. “That seems very fundamental but believe it or not it’s easy to do wrong and provides a ton of value when we get it right. With IFS we have a simpler platform with less integrations – and every integration is a breakage point, so this improves integrity. It gives us the ability to aggregate data, which is very unique and imperative for our long-term vision. Every single work order in IFS generates hundreds of data points and over time this allows us to generate very valuable insights, which is where we feel we can drive a significant point of differentiation for our business.”

#4: Work Smarter, Not Harder

I began covering these topics in 2008 and the advancements in technology just in that timeframe are astounding. To achieve digital transformation success, and to maximize ROI, it’s important to acknowledge not only the sophistication of the technology itself but also of the ecosystem that exists to aid you in your efforts. Pekka Nurmi, Director of Corporate IT at Cimcorp, discusses this using the phrase “work smarter, not harder.”

Working smarter can be accomplished in a variety of ways – reducing the number of systems in use to achieve greater simplicity, outsourcing responsibilities that aren’t necessary to handle in-house, and realizing that you may be surprised how well today’s technologies work sans time-consuming and expensive customizations. The general idea behind much of Pekka’s message is that modern IT is more about strategy and vision, and less about execution.

“The strategy is that we are always reducing the number of the systems in house to focus on what’s core to our business,” he says. “We also look for opportunities to outsource. There is so much new stuff we have to take care of, like a compliance, information security, and embedding IT and IT processes, so we always are trying to find things that we don’t have to do ourselves anymore.” Pekka and I discussed the fact that there seems to be a desire for control and even a sense of ego that prevents companies from utilizing the vast array of resources at their disposals today, but when you let go of the need for control you can often get more accomplished.

“It’s so important to try not to over-complicate any of the processes and topics,” says Pekka. “If we look at ERP systems or software in general, they already have built-in processes, and tried out ways of working. Have an open mind that maybe somebody has found the golden egg of approaches that’s already built into the system. We’ve worked to accept what the platform enables, and we’ve been trying to channel our energy to provide value to the customer using that. The innovation in that is really about finding a platform that fits your business and then accepting that platform.”

#5: Focus on Function Vs. Speed

There isn’t a scenario in which you can just opt out of the need for digital transformation. However, you also shouldn’t race ahead based on an “us too” mentality – digital transformation ROI isn’t a box you can check. As Trond Aune, Global ERP Manager at Jotun says, “doing it right is more important that doing it first, or fast.”

I can’t emphasize his point enough, because there are hoards of companies whose digital transformation initiatives have failed because they mistakenly assumed there was a shortcut to success. There are no shortcuts and racing will only result in determinantal mistakes. A steady-paced path of digital transformation that includes building a strong technological foundation, optimizing processes and cross-functional collaboration, and amply managing change will get you farther, faster than looking for a quick fix.

“Our digitalization approach is not to be the fanciest or to utilize every digital tool that exists. We are very focused on making decisions either because it serves our customers or because it will improve our efficiency,” says Trond. “So, we are not jumping in all kinds of digitalization trends, but we are very focused on the activities we start. We pick our important areas which make us unique and that is where we focus our energy on digital transformation.”

#6: Embrace the Reality of Continual Evolution

The final common trait for those succeeding at digital transformation is an understanding that it really isn’t a transformation so much as a continuum – meaning, it’s a journey not a destination. Digitalization isn’t an effort you complete, but one you continually evolve and expand upon.

Klaus Glatz, Chief Digital Officer at ANDRITZ  discusses this continual evolution in his podcast episode. “Digitalization for us is on one hand internal, so optimizing processes, delivering new solutions, helping our people to really focus on what they need to do,” says Klaus. “And then on the other hand, we are digitalizing for our customers, creating additional revenue, implementing new models, like performance-based contracts or revenue sharing models up to equipment-as-a-service. Technology offers a lot of possibilities and, even though we’ve already done a lot, we are still in the learning phase. For instance, with AI and machine learning and anomaly detection, we are still in the phase of learning and understanding how we can use them. We’ve started, but we have so much to further explore in how we can use these technologies to further optimize what we are doing.”

To avoid the overwhelm that can come with a never-ending journey, Klaus suggests thinking big but starting small. In other words, have a big-picture idea of what you’re aiming for but work toward that picture in consumable chunks. “Our mission is to develop a fully-autonomous solution. Starting from zero, it’s very ambitious. That’s why you need to have a very clear plan, which steps you need today in order to get there,” he says. “We started very small, very easy but it’s also important not to work two years in your protected environment, go out to the customers and learn you’re off. Failing is also okay. This is also something we needed. Think big and start small has been key to our success.”

Most Recent

June 25, 2021 | 3 Mins Read

Super Service

June 25, 2021 | 3 Mins Read

Super Service


By Tom Paquin

Nowadays, the public discourse on comic book characters is so firmly entrenched into the mainstream that summer blockbuster season (at least in a normal year) is usually clogged with capes, tights, and, I don’t know, Iron Man suits or whatever. Partially because they’re owned by the evil mouse company, much of that discourse centers around Marvel properties, like Captain America, Spider-Man, The Hulk, and so on. And yes, people study this.

Child of the eighties as I am, this is not quite where I stand (I will say, however, that in the leadup to the birth of my daughter, my pregnant wife and I watched all of the Marvel movies in order and quite enjoyed them). For me and my ilk, owing overwhelmingly to the success of the 1989 Tim Burton film, Batman was the hero du jour (And he’s still overwhelmingly popular, of course). As a youngster, I got Batman comics (and occasionally Superman comics for a while, at least, after he died), had more than one Batman-themed birthday, and routinely dressed as Batman for Halloween.

I’m Vengeance.

We can certainly debate the ethics of a “hero” whose power is that he is so rich he can beat people indiscriminately, but that doesn’t change the fact that I was a DC kid, and if I’m going to spend the lead-up to a holiday discussing a superhero through a service lens, it’s going to be the one that I actually know a lot about.

And Batman is a great fit for service, actually. Every night, Batman patrols the streets, taking planned appointments, calls from regulators (frequent visits with Commissioner Gordon), and addressing random issues and crimes as they arrive. Heck, Batman even has a dispatcher, Oracle, feeding him information and offering hacking support remotely.

So what sort of service functionality might Batman benefit from? Here are some thoughts:

Asset Monitoring

Knowing the Penguin, there’s little chance that he can stay away from Gotham’s first national bank for very long. So—why not have sensors inside the vault that ensure normal use, and send out exception alerts any time there are anomalies? In a perfect world, predictive systems can be triggered if there’s for instance, a temperature spike (if, say, his henchmen are using blowtorches), so that Batman can be dispatched, even before there’s a breach.

With more complex assets, like, for instance, Gotham observatory, which Mr. Freeze might use to amplify his freezing ray, connectivity could allow for remote access. Going a step beyond remote assistance, this could allow, in many cases, for assets to be either shut down remotely, or controlled, throttled down, or adjusted, thus avoiding a break. Or in the Mr. Freeze case, freezing the entire city.

Knowledge Management

The Riddler’s big thing is, you know, riddles. On a very basic level, having historical access to his riddles, and perhaps the computational chops to assign patterns, might help Batman crack them without needing to bring the thing back to the Batcave to brainstorm with Robin.

More broadly, though, Batman is periodically put into extreme situations where he needs to either use a machine he’s not familiar with, or perhaps find an antidote for a toxin from The Joker or Scarecrow, or simply get the schematics for Gotham’s sewer system to figure out where Killer Croc might be hiding. Batman can’t take the time to scuttle back to his supercomputer in order to do that—all of those insights need to be made mobile. Better yet—they should be tied into his cowl so that he can utilize them in augmented reality where appropriate.

SLA Compliance

This should go without saying, but when you have a rogues gallery as deep as Batman’s, it’s sometimes hard to remember whether Kite Man is supposed to be in Arkham Asylum or Blackgate prison. When apprehending any supervillain, it’s important to know the expectations that you should follow. Though Batman doesn’t seem particularly interested in complying the authorities outside of the commissioner, he certainly doesn’t want to raise their ire, either. Knowing where to deposit the criminals he catches is undoubtedly key to successfully continuing his unregulated vigilantism.

Most Recent

June 23, 2021 | 32 Mins Read

Lenovo On Embracing the Opportunity of Service

June 23, 2021 | 32 Mins Read

Lenovo On Embracing the Opportunity of Service


June 21, 2021 | 5 Mins Read

5 Necessities for Field Technician Retention in a Modern Service Landscape

June 21, 2021 | 5 Mins Read

5 Necessities for Field Technician Retention in a Modern Service Landscape


By Sarah Nicastro, Creator, Future of Field Service

There’s a major emphasis among service organizations on the need to modernize and master the recruitment and hiring of a new wave of field talent. This emphasis is incredibly important, and we’ve discussed this topic in some of our content – but today’s article is about what it takes to keep the great talent you already have as the service landscape evolves.

Whether your field talent has been on board for two years or 20, there’s a strong likelihood their scope of work has changed and is continuing to change. With the majority of businesses embracing the move to delivering outcomes, what’s required of field technicians from now and into the future is different than it may have been when your existing talent signed up for the job. That doesn’t mean, however, that these employees can’t commit to or execute on the new service mission. In fact, it makes perfect sense to focus ample energy on maximizing the use of your existing resources rather than overlooking a treasure trove of talent by focusing only on what you don’t have.

So keeping in mind that recruiting and hiring new talent is imperative, let’s put our focus here on five necessary areas when it comes to retaining the knowledgeable, skilled technicians you already have and fitting them into the new era of service.

#1: Invest in Connection

Change is hard for most humans, but connection is what helps your employees feel they are a part of the change rather than the change is happening to them. Regular communication, authentic interest in your employees as human beings, the ability for them to ask questions and provide feedback are all characteristics that are important to building and maintaining a connection with your talent that will fortify their relationship with you and the organization and strengthen the likelihood of their buy-in and emotional investment in your service evolution. Keep in mind, too, that COVID only increased the importance of connection and employees’ desire to feel that their overall wellbeing – physical, mental, and emotional – is important to their employer. Investing in connecting more frequently, more deeply, and more honestly with your employees will set a strong foundation for retaining talent.

#2: Set Clear Expectations

Ambiguity breeds frustration. No one can succeed at a role that is poorly defined or where the desired outcome is unclear. Even as your service business evolves, when things may be in flux, it is important for you to consider how to articulate your expectations of your field technicians. This is especially true when they may be moving from the very clear, basic expectations of a break/fix service environment to the more fluid and soft-skills centric expectations of an outcomes-based relationship. You’re of course responsible for providing your employees the knowledge and skill necessary to evolve from basic to advanced service execution, but even before knowledge and skill comes clarity around what you expect them to accomplish.

#3: Equip for Success

If you have current talent who is engaged and open to change, you must do everything in your power to equip them for success – not everyone is so lucky! It can help to build a field technician journey map to understand the various areas within their day-to-day where there is a need or opportunity for improvement in process, technology, or skill to make them more effective. User-friendly, streamlined digital tools that provide real-time access to customer history, a knowledge library, and any other information needed on-site are critical. In 2021, cumbersome or outdated technology is an unacceptable barrier to success for field technicians – especially as you look to modernize the customer experience and mature your service offerings. Beyond digitalization to automate manual processes and provide easy access to information, training and skill building are key. Most companies who are advancing services are requiring more soft skills and relationship-building capabilities from their service teams. You need to ensure you’re giving a willing employee every opportunity to build, improve, and polish those skills. If you’re unsure where your technicians are lacking in information, knowledge, or technology to do their jobs to the best of their abilities, ASK!

#4: Offer Options & Progression Opportunities

As service evolves, some long-term technicians will have an interest in or willingness to adapt and change and others will not. To the degree you can, try to offer options to your existing talent to ensure you can continue to leverage anyone that is useful to your mission. Perhaps it’s a tiered approach, where some technicians choose to grow and expand into a more evolved role and others continue to execute more basic functions. Maybe there’s an opportunity to leverage augmented reality to allow a technician who no longer wants to travel to train some newer hires remotely. A certain technician may incline naturally to some of the newer soft skills needed for the trusted advisor evolution of the role, and you may be able to call on them to lead other team members to similar success. Be as creative and flexible as you can in identifying the strengths of your existing talent and putting it to its best use, while giving ample opportunity for employees to evolve and grow.

#5: Focus on Empowerment

Your field technicians are the face of your brand. The customer experience, in many ways, rests in their hands. You need to focus on treating them like the treasured resources they are, and when you do you may be surprised how much you’ll get out of them. Some employees may be happy to show up day after day, be told what to do, and simply get it done. But for many, they want something more – they want to feel valued, important, and a part of the company’s success (or failure). The more you can foster trust, the more they will feel motivated to do good work. There’s a movement toward more of a “hire good talent and get out of their way” approach versus the more traditional micromanagement approach, and I think this is by-and-large a necessary evolution in order to continue to attract and retain the level of talent that will be needed for the modern service era.

June 18, 2021 | 2 Mins Read

Dispatchers, Agents, and the Future of the Backoffice

June 18, 2021 | 2 Mins Read

Dispatchers, Agents, and the Future of the Backoffice


By Tom Paquin

It feels crass, sometimes, discussing how software can help drop dispatcher-to-tech ratios for field operations. I know dispatchers, and I don’t want to support tech that makes them redundant. In spite of this, I think we all understand that automation of back office processes lessen the workload in the back office, which will lead to the flexibility to limit headcount. But I don’t necessarily think that’s the best way to think about it.

I’d argue, more than anything, that service automation software shouldn’t be seen as a way to limit back office workers, but instead as a way to eliminate the need to do simple, repeatable, time consuming tasks, like setting appointment schedules, thereby freeing up back office time to manage more call ins, develop broader service strategies, and focus on more complex, fulfilling, and consequential business decisions.

There are a few avenues where we can parse out the importance of automation as it relates to day-to-day office tasks, so let’s go ahead and put together a few examples.


Scheduling automation is one of the lowest automation bars that can be cleared, but its benefit for the back office is immediately tangible. Under ideal circumstances, service visits will be triaged and triggered through a variety of different channels. This starts with simple distinctions like an online scheduling portal, and can evolve into smart scheduling through alerts triggered by connected assets, chatbot-triggered scheduling, predictive scheduling through IoT, or simply automating routine appointments to take away the onus from the customer and the business.

A fully automated environment changes the role of dispatcher from order-taker to nuanced qualifier and quality expert. Their job transforms away from data entry to dynamically addressing complex or ambiguous requests, and providing the “human touch” that ties the business together.

High-Volume Planning

This, as a component of service scheduling, is one of my favorite topics, mostly because getting it right can be a huge asset for your business, and getting it wrong can saddle you with mediocre software for what can be a long time.

Let’s say you have 2,000 employees at a specific branch of your business, and they schedule, say, 10,000 appointments over the course of that day. With new appointments, exceptions, callouts, weather issues, and other unforeseen circumstances, a dispatcher could spend the entire day tweaking schedules, cancelling appointments, and doing just about anything other than ensuring exceptional customer service. Therefore, a system that automates these processes has the potential of being a huge benefit for dispatch, giving them more time back, since they don’t have to do that level of micromanagement.

June 16, 2021 | 24 Mins Read

Real-World Advice From a Change Champion

June 16, 2021 | 24 Mins Read

Real-World Advice From a Change Champion


Sarah talks with Scott Lowes, Construction Supervisor at FortisBC, about his love for technology, his excitement in seeing it permeate field service, and his advice as a change champion for how to make technology palatable, how to foster adoption versus just compliance, and the joy of the “aha” moment when it takes hold.

Sarah Nicastro: Welcome to The Future of Field Service Podcast. I'm your host, Sarah Nicastro. Today we are going to be getting some real world advice from a change champion. I'm excited to welcome to the podcast today, Scott Lowes, who is a construction supervisor at FortisBC. Scott, welcome to the podcast.

Scott Lowes: Hey Sarah. Thanks for having me.

Sarah Nicastro: Thanks for being here. Before we dive in to our content for the day, tell our listeners a bit about yourself and your role at FortisBC.

Scott Lowes: Yeah. High level, I'm somebody that is always on the move but I'm always doing something, whether it's tinkering on stuff around my house, figuring out a way to brew better coffee, all that stuff. I'm always doing something in my personal life and then at work, I've been with FortisBC for about 14 years now, just over that. And throughout that time, I've had every job that we've gotten the field really. I've been through our construction department, putting in gas mains and services, then moving into our field customer service department, dealing with our customers forward, facing that way and then also working down at our liquefied natural gas plant. Pretty technical job there. And then most recently I have now made a change into our project management office as a construction supervisor. That's me in a nutshell.

Sarah Nicastro: And in case anyone isn't familiar with Fortis, give the overview of the organization.

Scott Lowes: Yeah. FortisBC is a natural gas and electrical utility in the province of British Columbia in Canada. We supply natural gas and electricity and I've been on the natural gas side of the industry. We operate and maintain our below ground gas utility and we provide all of the service for that. And so dealing with our customers that have gas meters on their houses and all that pertains to that. So there's a whole lot in there.

Sarah Nicastro: Okay. So you love a good project at home and at work. You like to stay busy.

Scott Lowes: Yeah.

Sarah Nicastro: I'm assuming you like to be just learning new things. It's what it sounds like.

Scott Lowes: Yeah. If I'm not learning a better way to do something in my personal life, it's like learning something new at work, right? A lot of people do Netflix and chill, I do like research and chill. It's usually like, my wife is watching Netflix, I'm watching or I'm like researching how to build concrete forms or do some something random around the house.

Sarah Nicastro: I'm laughing because this is very much parallel my home life. My husband spends a ton of time watching the most random things on YouTube, I'm like, what are you watching? "I'm watching how you..." Okay. Who cares? But he loves it.

Scott Lowes: There are those people that care. It makes it really good at parties and gatherings because when people are like, "I'm in like an aerospace..." I'm like, well, I've done carbon fiber repairing and they kind of give you this like, "what? Who are you?" But yeah.

Sarah Nicastro: And it's all come in handy. I mean, there's a lot of home projects and things like that that he's tackled that are far out of his comfort level that he literally just YouTubed and followed along and learned how to do it himself so it works.

Scott Lowes: Yeah. It's handy that way. But my disclaimer is don't do any gas work unless you're a ticketed gas fitter.

Sarah Nicastro: That's really good advice.

Scott Lowes: No. But yeah.

Sarah Nicastro: We did draw the line at gas. Actually, last summer we put in a pool in our backyard and he did all of the electrical himself. Which he was pretty comfortable with but we had someone come in and run the gas line and all of that stuff.

Scott Lowes: That's a good call.

Sarah Nicastro: We have to draw the line somewhere, right?

Scott Lowes: Yeah.

Sarah Nicastro: Okay. Scott and I were introduced by a part of the IFS team which is Clevest and we were introduced to related to FortisBC's use of remote service technology. That's how we got in touch with one another. But as I was talking to Scott, I realized there was a lot more about our conversation that stood out and I felt like if we were to do a podcast talking only about the remote service topic might be leaving some good content on the table. Before we talk a bit about how you've leveraged remote service at FortisBC, I want to talk about some of those other things. The first thing that stood out to me Scott is your passion for technology, which was very clear. Tell us a little bit about why you love tech and why you're so passionate about it to use in Field Service.

Scott Lowes: Yeah. Passion with technology started once... Okay. If we go way back, it's probably I think when my parents had I think it was our first computers, either at 286 or 386. The power switch was like the size of my head type thing. It's just like a giant toggle, the lights dim when you turn the thing on but then it powers up and it's all text-based DOS right? That was my first introduction to computers. Fast forward a few years, I'm learning a lot more about computers but I'm breaking them all the time. It was like a non-stop, revolving door of having like my dad's tech support guy in the house fixing the computers because Scott broke the computer again. And now I'm the tech support guy for my parents for their computers so it's come full circle but it was probably a painful for that period.

Scott Lowes: But yeah. In terms of technology, I've been around it for a while, I've seen it, used it, always trying to be early adopter, right? Like, okay. Something new is showing up. I want to have the newest, latest, greatest. Or if I can't have the newest iPhone I'll leverage the older iPhone to extend that lifespan right?

Sarah Nicastro: Mhhmm

Scott Lowes: Everything from back in the day when jail breaking iPhones was a thing so you could get all the little tweaks and stuff. I nerd out on that stuff and so that's where the technology for me, my passion for it I guess came. And then I guess in terms of where I think the use with Field Service stuff, it's probably one of the one... If you think of technology, everybody's using technology except the guys that are swinging the wrenches. The field techs aren't using technology to the same extent that the rest of the globe is.

Scott Lowes: If you think of like okay. We've got such high horsepower in terms of technology and stuff that's out there, why not utilize it in a field that isn't really utilizing it yet? Or to its fullest potential right? Because there's lots of cases where it could just make their job or, and make my old job a lot easier and just... Yeah. It's pretty neat to see what's out there in the marketplace right now and where we're going. I'm excited for that part too.

Sarah Nicastro: You are the epitome of the young guy in Field Service that loves technology right? When we talk to different service leaders on the podcast, one of the topics that comes up is the challenge of managing a multi-generational workforce right? And so there's folks like you on one end of the spectrum that are, technology's awesome. I love it. I want to use all the newest, latest, greatest things and then as you well know based on some of your team members, there's people that want nothing to do with that right?

Scott Lowes: Yeah.

Sarah Nicastro: It is challenging for organizations to strike the right balance and I think that when we spoke initially, one of the things that I thought would be interesting to share on this episode is, you very much are a change champion within FortisBC for greater adoption of technology in the field and you have a lot of firsthand experience introducing these things to some of the people that are a little bit more resistant or less excited about the tools right? One of the things you said to me that I'm hoping you can talk a little bit about is, when you introduce a new tool to one of the people that's less passionate about technology or really against the idea of it, I guess on a continuum, you mentioned you love when you can see an aha moment, where it just clicks and that resistance fades away a little bit. What do you think it is that prompts that aha moment?

Scott Lowes: I think it's the magic really. Because I've grown up with technology, I don't want to say the magic is lost but I'm expecting a groundbreaking thing and it's not like this huge thing. But the aha moment for me that I've seen, we just did finished up a pilot using some VR headsets for training and so a guy, I think he said to like retire in November right? He's on the complete opposite end of the spectrum as myself. We've got a great working relationship and I was like hey. I want you to try this out and put on this VR headset. And I'm able to walk him through all the controls because he doesn't know how to use the hand controls and all that stuff.

Scott Lowes: And he's like, "I just want to see it." He puts the thing on and his mind is blown. He's like freaking out. And so for him, he's like, "wow. This is crazy." And then next thing you know, he takes it off and he's going around the office, "hey. Go see Scott and you got to go try this thing. It's really cool." And so his little aha moment was the barrier was broken because he didn't have to learn how to use the controls of a VR headset or try to navigate into the software, he just got to get plunked into this virtual world and he's looking around and his mind is blown. Those aha moments I think it would come in all of our different texts, when there is no barriers to entry right?

Scott Lowes: When it's not like, I got to figure out how to use Windows 10 just to use a software, if we can remove that, that's when I think the most success has happened and yeah. It's that interface. Having that smooth interface so once somebody can use it, it's not cumbersome I guess. And that's like I've seen have happened where it's just... they can use the software and it works. That's probably one of the bigger things.

Sarah Nicastro: Yeah. That makes sense. I mean, user interface is obviously super important but what you just said also made me think of, and I've talked to companies that have done this as part of their change management strategy. Prior to actual rollout of a new solution, having more of a low pressure, even making it fun, introductory phase to the technology, where it's that ability to casually familiarize yourself with it and looking for different ways to maybe make that bad idea even fun for people that aren't as excited about that new thing. But having a period prior to roll out where you're going to be driving toward a very specific outcome but more of like a familiarization period where that barrier to entry is low because there isn't an expectation of immediate outcome. Does that make sense?

Scott Lowes: Yeah. And I think you hit the nail on the head there, where it's like having it fun is key because for me, I can get over if it's not fun or not because I've been around it for so long and I know the leverage that's there, I can get on board with a little bit of pain to get there. But to get the mass of really who we're wanting to push this technology towards, is the mass workforce and to get it there, it's got to be fun. It's got to be engaging and it's got to be a way that these individuals are going to say, hey. Man. I really want to use that. That's a really cool piece of software. That's a really cool piece of technology. I'm like, that makes my job easy or that's a really cool whatever it is, but if it's not fun, why would anybody like to use that boring thing over what they've been doing for the last decade or two decades or four decades. If it's not fun and engaging, they're never going to use the technology or the tool or whatever it is right?

Sarah Nicastro: One of the other words that you used in our initial conversation that I really liked is that, really for change to be successful, the technology that's being introduced needs to be palatable. What would your advice for listeners be on, how do you make the introduction of a new technology palatable?

Scott Lowes: That? Man. That is the magic question. And that is like the key. And I think the way it becomes palatable is having somebody that is not only passionate but willing to educate and willing to go through the tech support aspect. I remember I broke my arm so I couldn't work in the field and they said, "hey. You're good with technology, can you go sit on the tech support desk?" And said yeah. Sure. And we're rolling out a new software. This is probably 10 years ago now. And one of the guy comes on the phone and he starts griping. He's like, "computers are the damnation of the world. I don't have a computer at home so why do I need to use one at work? I just want to throw this thing off the bridge." And that just really stuck out to me.

Scott Lowes: And I was like okay. Everybody's feeling that at some point that it's not going to work. Having somebody that is aware of that as well, isn't just somebody that's going to say hey. This is a new technology we're using, you got to use it or you're done. That's not an option when you're rolling out technology especially when you've got an already effective workforce and you want to see them become more effective, the way you do it is, you've got to really have somebody that is passionate about the technology that's willing to be that change champion then says hey. You know what? I'm going to go through the hard stuff. I'm going to figure this out. But then also, they're going to see or foresee those roadblocks and those speed bumps that are going to come along and help the people through that and say hey. This is what we can do or just being available as somebody to just go through that so they're not stuck struggling, right?

Scott Lowes: Because the way that you can take any technology rollout and make it just fall flat on its face is you come up with this great idea and you say, hey. We're going to release this technology to the guys or to the girls or to whoever and you're just going to release this technology and then there's no support. And there's nobody that is... Another term I've used is the tech expert, right? Because you got to have somebody that knows just that much more than everyone else that they're always getting the call, they can say hey. Scott. How do I do this? How do I do that? You've got to have that person that you've identified that says okay. I'm going to learn this technology and all the nuances and I'm not going to learn it from a book, I'm going to learn it by using it and finding out the problems and the success with it and then they become really your technical expert on that software or technology.

Scott Lowes: When they understand it and they love it then they can make it palatable just through, "how would you teach your grandma how to use this." In some aspects right? You don't care about the gigabytes that this thing has or all that stuff. You just want to know how to turn the thing on, how to work it, how to make it work for you and make your life easier not make it more complicated. Having that change champion or somebody, your technical expert identified with anything, with software or tech or hardware to then make it palatable for those individuals to actually use right?

Sarah Nicastro: Yeah. I think that's a good point. I also think going back to what you said previous to that, no company is going to deploy a new technology just because it's cool or fun right? There's obviously a objective that's being worked towards and value that that needs to be achieved but the idea of leading a little bit with fun and trying to think about how to make it fun, to at least get people engaged enough to hear what that value to them might look like right? And to warm them up to talking about, here's how this fits, here's how this ultimately can help you be more effective at your job so that they warm up to even entertaining that discussion right? In the early phases, I think the idea of considering okay. How can we take some of the pressure off? How can we make this process fun? How can we get people engaged? And then get into to the heavier outcomes of the project makes sense as well.

Scott Lowes: I definitely agree. And so with that, we just wrapped up our pilot for this VR software and we were using it for training. Right? Or that was the intent. But how I pitched it, I said. Okay. The people I want to actually have use this technology, they're not the people that are going to look at the, does it meet our requirements for the training and all the nuance. I'm like, I want the people that are going to try it on this VR headset and they're going to get so excited and so jazzed on this that now all of a sudden they don't care if it meets the requirements, that's for later on in the project but they're like wow. This is exciting. I tried it. Scott showed it to me, I'm blown away. I want to see that thing go.

Scott Lowes: And then now all of a sudden, you have people that have bought in throughout the organization that can help push it through those roadblocks and those speed bumps that you're going to get when you say, well, it doesn't have XYZ or it doesn't meet our requirements here or there. That early stage of having it fun and exciting and just something new and cool to try, you've got to get to that first before it can go through the nitty because sometimes that nitty gritty takes a week, sometimes it might take three years to get through whatever it is in your deployment. To have somebody or a group of people that are passionate to push you through that phase to get you to the deployment, yeah. I think that's key for sure.

Sarah Nicastro: It just made me think of a point when you were saying that, taking a step back and thinking about where you want to put the pressure of the project right? Ultimately like I said, whenever a new technology as it's being introduced it's being introduced to drive a certain outcome right? And there's a business case, and there's a desired state that you're changing from and to but at the end of the day that frontline worker who you need to ultimately accept and adopt that technology, the overarching outcome of that entire project is not their responsibility, their responsibility is to leverage the new tool and to do that, it needs to be useful to them, it needs to have a good user interface et cetera. But maybe it's not a good idea to put even implied pressure of the entire project on their shoulders. Do you know what I mean?

Sarah Nicastro: I'm just thinking about a conversation I had recently with a leader within an organization that has taken a really big hit in business since COVID. And he was talking about the fact that their frontline workforce is so disheartened because the company is struggling but his point was the company's struggles aren't that worker's responsibility, they're still doing a really good job, they're hitting all of their milestones and their performance is above average and above expectation and so how do we as an organization separate the overall situation and outcome from individual performance right? I'm just thinking, when you think about managing change related to technology adoption within an organization, looking at the project outcome versus the individual contribution and making sure that you're either rewarding or coaching individuals based on their individual adoption and use and engagement versus maybe some of the complexity of the overall project. Just a thought.

Scott Lowes: Yeah. No. It does. And I think that where it gets tricky is, sometimes we come up with this project or we have this idea and we just want to see it implemented but we forget about the people that have to use it. And so when the software that we rolled out at Fortis was used, I was still in the tech role and I was the guy that had to use it. And I wanted to see it rolled out in a way that... It wasn't like, you've got to use this no ifs, ands or buts. It was like, here's the tool in your toolbox that is valuable and I'm going to show you how cool it is and how valuable it is. And the people that were willing to use it, they got to see the benefit from it.

Scott Lowes: And it's that snowball effect, right?

Sarah Nicastro: Mm-hmm (affirmative).

Scott Lowes: Because you got to think if you've been doing your job for 20, 30 and 35 years and some young kid comes in and says hey. We want you to use this software, you're going to get clocked right? It's that figuring out, okay. We got to get the snowball moving down the hill and once it's going, it's picking up steam but we also got to be careful that anybody that is at the bottom of the mountain, that we're not going to just mow them over either right? We got to get them on board rather than just say, this technology is coming whether you like it or not, get on board or get out right? You can't say, get off the bus, because if everybody hops off the bus because they don't want to use the software guess what? You got no workforce right?

Sarah Nicastro: Right.

Scott Lowes: It's that really tricky balance of saying okay. How do we get people to come on the bus? And maybe you don't get on the first bus, maybe you're on the second or the third. And when I think about how technology would be best deployed to a workforce like Fortis is for instance, is it's not all at once because you've got to get these people onboard that are then going to get the others on board right? And it's like with the iPhone, you get a bunch of people that started with the iPhone 3G or, and then it's like, wow. Look at this cool thing. And they show their so somebody is like, okay. Well, you can play a fun game. But now everybody's got a smartphone in their pocket because the momentum is there.

Scott Lowes: The same thing is when we're starting especially in Field Service where historically we've never used technology to the level that we can use it now. To just say hey. You got to use this or you're done, it's not fair because everybody also has that for whatever reason a differing length of time they're going to take to get used to utilizing a new software or be willing to. There's multiple buses, don't just think it's one bus and everybody's got to get on because if you think about it that way, you'll be on the bus and you'll be thinking everything's all great and then you'll look behind you and you'll realize that nobody else is on the bus with you right?

Sarah Nicastro: And I always say the goal needs to be commitment not compliance right? You're not going to get the outcome you want if you're just driving compliance, it needs to be actually them seeing the value and being more bought into its purpose and its use.

Scott Lowes: Yeah.

Sarah Nicastro: Okay. Scott, talk to me a little bit about how FortisBC has leveraged remote service to navigate the pandemic.

Scott Lowes: Yeah. This is where I guess all this came about. Early days pandemic, just so everybody understands, our job as technicians at Fortis basically, we've got to change out our gas meters at customers' houses, which then means we'd have to shut off the gas then we have to enter the customer's house and return on all the equipment that would have been shut down. But pandemic hits, nobody wants anyone in their house for obvious reasons. Now, we're still trying to maintain this work because it's regulatory requirement and all this sort of thing. We had guys that were... They would get the customer to open windows, they're hollering through doors, trying to walk customers through how to relight a hot water tank. Even heard stories where guys were just okay. Do you have FaceTime?

Scott Lowes: Yeah. I got FaceTime. And so they just FaceTime and they do exactly what this software that we've started using, they started using that. What it was, essentially the software we're using, it allows us to have a video and audio feed much like FaceTime but we can pause the video, we can draw little circles on it or point to stuff and turn on and off the customer's flashlight. All this kind of neat stuff. I always called at FaceTime on steroids anytime I was training on the software. And so we rolled this out early days pandemic and said okay. Let's get this thing going and we're still rolling it out as we're getting more and more guys using the software. Again, it's that like, that you can't just have everybody on the bus in the first kick of the cat.

Scott Lowes: And yeah. We rolled this out and we're still going through that as we progress and we're still dealing with pandemic fears, obviously ongoing. I don't foresee this tool as I've always called it, this tool in our toolbox ever going away, I think through further iterations, there may be a different particular softwares that we use or we leverage but I think the premise is just... The thing that was probably the most exciting about it was the fact that I go up to a customer's house and say hey. I've got this cool software that allows me to just send you a text message, you click the link and then we get an audio video feed and I could walk you through relighting their fireplace or their hot water tank and they said, "really?" And I said, yeah. It's easy. And when you pitch it that way and the customers do it and then at the end of the call I'm like, how was that?

Scott Lowes: And they're like, "that was actually really easy. I really enjoyed that. That was pleasant." Obviously there were the ones where the customers were more frustrated because the technology wasn't working but again, that's just getting through those roadblocks and those speed bumps but the coolest thing for me was the fact that our technicians could use it and our customers were able to use it. And it just not just that customer service level just up another, right? Because now those customers that say, "I don't want anybody in my house but I'm willing to have you walk me through it." That for me, it was a big aha moment in that regard, that wow. Our customers can do it and our techs can do it. Is it going to work every time? No. And that's okay. But it works. And yeah. It was a pretty exciting as the software has been rolling out and we're going through it.

Sarah Nicastro: So it was put in place initially because people didn't want folks in their home due to COVID, as that continues to normalize and becomes less of a concern over time, how do you expect it will be leveraged?

Scott Lowes: Yeah. That's where I get into dreamer mode a little bit but I think it's definitely still a tool in the technician's toolbox but I think as the technology gets more refined, as stuff like that happens and whether it's for us changing our gas meters or any of anyone else in field service, I definitely think it's this really... We're right at this tipping point of saying, wow. All of a sudden, we don't have to send a technician every time because when a customer calls in and I know this isn't gas related world, customer calls in and says, my hot water tanks not working, well now, before I even roll out to that job site, I can flash up this video assist software and I can say okay. Well, it actually looks like...

Scott Lowes: Do you mind if I just walk you through trying to relight the pilot light, walk the customer through relating in the pilot light and guess what? You spent 15 minutes on a phone with some technical expert to walk the customer through that without having to roll a truck, without having to dispatch a technician onto those sites, when you think about that, it's like okay. How do you scale that up in every tech?

Scott Lowes: And I foresee a future where you've got a technical expert, whether it's some central organization, they've got a technical expert in multiple fields that now all of a sudden a customer call them, they've got a concern about electrical or a gas or whatever it may be, they can now call the technician, that technician can walk them through a very preliminary high level troubleshooting, get a good picture of the trouble shooting that needs to happen.

Scott Lowes: And then now when you dispatch a technician, you're making one visit rather than two or three. There's no parts that need to be grabbed, the technician going in knows that he's going to be working on this model of appliance or whatever it is and it really reduces not only a carbon footprint again, with driving back and forth to customer's houses and here and there and everywhere but also it's just quick, it's easy. The customers get immediate answers to their questions and I think that if we think of just how do we do customer service better, everybody wants to be able to be connected with somebody right now. Look at what COVID has done now. Now you can meet with your-

Sarah Nicastro: Instant gratification.

Scott Lowes: Yeah. It's instant gratification. But at the same time too it's like, if the technology is there, why aren't we using it? It's no different than if you need to go see your doctor now, you can set up a video chat with your doctor and yeah. Sure. He might not be able to diagnose everything but it's like hey. I've got this or that. He can get you through... or he or she can get you through whatever it is. When I think of the future of where this field service and tech in that regard, man, it's massive and I think we're right on that tipping point of where we're going to go in. And COVID as much as it's been really tricky and really hard, I think it's allowed those technologies that we're just waiting in the wings that there was one person using or a couple of people using have now really been elevated to another level where people are like, wow. Okay. This is actually really cool. We can use this.

Sarah Nicastro: You said that you see the future of field service as less field and more tech. Are there any other major I guess, technology trends or aspects of what you think this will all look like in say five years’ time?

Scott Lowes: It's hard to say, right? Technology, it's so bleeding edge but as we tried this pilot for the VR, you've got VR software then you got mixed reality and augmented reality, all these sorts of things, as these just become so easy for the technology that we're using to actually execute. I think really the sky's the limit. It's going to be exciting but the flip side with that is we got to remember that we have a huge working force that may not love technology or may not want to use it.

Scott Lowes: It's being aware of that in any future deployment to say okay. These are the people that if we can sell it and if we can make it fun and if we can engage these people, they become the change champions and they become the ones that now all of a sudden are utilizing it even more than they would have in the past. I think that's probably the biggest key, is just being in control of the change. Because that's the biggest thing where you're going to see the biggest hurdles is, with anything, rolling out change is hard but if you can do it well and efficiently and get the right people on board then yeah. You're jamming.

Sarah Nicastro: Awesome. All right Scott. Well, thank you so much for coming on today and sharing your experience and insights with us. I really appreciate it.

Scott Lowes: Thank you so much for having me.

Sarah Nicastro: Welcome. You can find more by visiting us at https://futureoffieldservice.com. You can also find us on LinkedIn as well as Twitter @TheFutureOfFS. The Future of Field Service podcast is published in partnership with IFS. You can learn more about IFS technology by visiting https://www.ifs.com. As always, thank you for listening.

June 14, 2021 | 4 Mins Read

Cashing in on The Opportunity of Outcomes

June 14, 2021 | 4 Mins Read

Cashing in on The Opportunity of Outcomes


By Sarah Nicastro, Creator, Future of Field Service

Sometimes it feels like the majority of content I’m creating is around the move to delivering outcomes. But, guess what? That’s because it is THE single biggest trend – in the form of a truly monumental opportunity – that our audience needs to better grasp, understand, and navigate. In a recent report published by Boston Consulting Group (BCG), the firm summarizes the importance of this topic quite nicely by saying, “As the focus of creating and capturing value shifts from one-time sales to long-term partnerships, it is driving higher customer retention as well as rapid account expansion. No wonder many CEOs are convinced that deploying outcome-based business models (OBMs, for short) is the best way to win the future.”

As business leaders take note of outcomes as the way to win the future, there’s a deeper recognition than ever before around the criticality of service – as well as the need for digitalization. In fact, BCG states that “Companies deliver outcomes mainly by combining servitization with digitalization.” I’ve never heard it put this simply, but I love this statement and it illustrates why both of these themes are so inextricably linked. While the statement of outcomes = servitization + digitalization makes it look so darn simple, the reality is that the journey to outcomes proves quite complex for those that seek to cash in on its opportunity.

What It Takes

BCG discusses the evidence of how pervasive the move to delivering outcomes is becoming. The firm also examines the three common characteristics they’ve recognized among adopters of an outcomes-based model. It’s well worth your time to read the report in full, but let me summarize here briefly in my own words:

  • Customer focused. The first characteristic is that these organizations are customer-driven, which is absolutely necessary to have success in this endeavor. If your focus of delivering outcomes is solely the impact it can have on the business in terms of revenue, without the focus on how you can actually help fulfill a customer need, you will fail. The report quotes a Harvard Business School Professor, Theodore Levitt, as writing: “People don’t want a quarter-inch drill. They want a quarter-inch hole.” You absolutely have to master the understanding of what it is your customers want and need.
  • Measurable results. The second characteristic the report discusses is the need to provide measurable, quantifiable results. If you think about the nature of outcomes, this makes sense. Customers will want evidence and tracking of the value they’ve been delivered, so as an organization, you have to think through how you will provide that level of insight.
  • Enabled by digital. The journey to outcomes isn’t possible without digitalization, and BCG discusses the fact that many recent digital transformation efforts have been put in place specifically to enable this move to outcomes. The availability of asset performance information, the real-time exchange of insights, and the ability to leverage data are all foundational elements of delivering on an outcomes-based model.

What Stands in the Way?

When you begin to really ponder the layers of an evolution from transaction-based business to an outcomes-based model, it becomes easy to uncover where the complexity comes in. While the bumps on this journey vary from industry to industry and company to company, there are a few common challenges we’ve uncovered in our Future of Field Service interviews:

  • Lack of alignment. For an outcomes-based model to be fully embraced and adopted, there must be agreement on the value of moving to outcomes and this agreement has to be shared by the top leadership of the company. Often, we speak with service leaders who are bullish about the opportunity outcomes presents their company but are working with top leadership who is very traditional and doesn’t share that perspective. Because the delivery of outcomes relies on an elimination of siloes and a cohesive, collaborative approach, alignment among leadership is imperative.
  • Layered legacy and change management. For most organizations, the move to outcomes represents a massive change and legacy mindset, culture, and practices often get in the way. From sales and marketing to operations and service, from R&D and production to IT and financials, everyone has to be on board with this change for it be successful and there are a lot of historical beliefs and processes that have to evolve. Overcoming resistance to change and creating buy-in on the value of migrating away from the company’s legacy is often the hardest challenge companies face on this journey.
  • Digital lag. As we discussed earlier, digitalization is essential in delivering outcomes. Companies that are laggards in their digital transformation efforts must first contend with modernizing their systems and creating foundational functionality before they can really dig into the introduction of an outcomes-based model. Whether the challenge is outdated, legacy technology, disparate and disjointed systems, or functionality gaps, a certain degree of digital competency must be achieved to fulfill the outcomes-based value proposition.

Will It be Worth It?

Absolutely, undoubtedly, 100-percent yes. The reality is, in fact, there’s no choice. Outcomes is the future, for service and for business overall. I couldn’t say it better than BCG does in the summary of their report: “A word of caution. As more customers start demanding outcomes, challenging suppliers and software vendors to deploy outcomes-based models, it may be dangerous to ignore them. Companies that can’t deliver outcomes and don’t have a role to play in their customers’ ecosystems may find they are expendable. They will give up market share, miss growth opportunities, and lose long-term buyers.”

June 11, 2021 | 3 Mins Read

What Will Become of the Pure Service Provider?

June 11, 2021 | 3 Mins Read

What Will Become of the Pure Service Provider?


By Tom Paquin

We spend a lot of our time here discussing servitizaiton: The act of repositioning traditionally product-oriented businesses with a more service-oriented mindset. It’s obvious why we do this: Servitization is a compelling trends, especially in manufacturing, but also in the ways in which industries like utilities, telecommunications, and others are embracing service.

We’ve centralized this conversation so much on the move towards product diversification that it’s easy to overlook the companies that have been there all along. Is there and equal, but opposite move in those organizations to “de-servitize”, thus creating internal product categories with which to service? From my experience, the answer is generally no—there’s a lot more of an incentive to become a service than to become a product provider.

But the move towards servitization does have an impact on pure service providers, of course. Suddenly, relationships with product categories, vendors, are fraught, as once allies in the battle for business could potentially become competitors.

These changes mean that pure service businesses need to make sure that their core offering—service—is of the highest possible quality. So from order scheduling, to routing, to parts, to follow-up, to customer retention, and everything in between, service companies need to go beyond optimization to make exceptional service a true value-add for their customers.

We’ve certainly been able to feature a lot of stories for how companies have done this well, but there are a few constants. Chief among them is making sure that their technical infrastructure is catered to the contours of their business specifically. This means choosing software that’s built with a service-first mindset, understands, broadly, your industry, and has tools that don’t just work for you in the abstract.

Below are links to some of my favorite pure service stories. While these three all service products in specific industries they each provide exceptional templates for making sure that the core of a service business is offered at a world-class level.

Smart Care

“We needed technology that would help us build a better customer experience. From an end user perspective, I call it the Amazon mentality or consumerization that’s happened so this whole expectation of service delivery and timing a service delivery and great communication and constant communication flow, but also things like information on the equipment you’re working on and work order management systems. Impacting the customer experience was first and foremost for us.”

Spencer Technologies

“In today’s always-on world, customers demand insight. We realized about 18 months ago that we weren’t giving them enough information – they wanted more from us, and we needed to better use our technology to deliver. Customers want to know, at a glance, how we’re performing against our SLA, how long the technicians have been on-site, the reason for any delays or re-visits. They want to check in continuously to get that status update and know everything is happening as planned.”

Park Place Technologies

“In light of this pandemic, digital capability is more important now than ever. It’s been instrumental in our ability to make sure that our customers can safely work remotely, but at the same time know that their data centers, for example, are running healthy and they can support their end users, and their customers, and their essential services.”

Brady Services

“Sometimes when you’ve been successful in doing things a certain way for a long time, it’s hard to understand why you’d need to do something a different way. We’ve really focused in the last several years on our culture and have been very intentional about how we wanted to preserve the good and evolve as we’ve needed to. It’s really come down to getting good leaders in place and having a culture that is very performance-based, very data-driven and very process-focused, and helping everybody understand that that’s not a bad thing. That’s a good thing and it’s going to help us continue to grow and continue to distinguish ourselves from our competitors in the marketplace. Sounds easy, but it’s a lot of work to take an organization in that direction.”

June 9, 2021 | 21 Mins Read

Schneider Electric’s Journey To As-A-Service: Part 2

June 9, 2021 | 21 Mins Read

Schneider Electric’s Journey To As-A-Service: Part 2