Understanding the Field Service Dynamics of People, Process and Technology

We are often told that people, process and technology are the three key elements to be considered when designing and executing change projects in businesses; also, that they should be considered in that order. But in a field service management environment, are all equally important ingredients for success? 

Mostly, change facilitated through a field service software implementation will be authorized on the basis of predicted business benefit. That is, a measurable return on the investment (ROI) of both time and money. Stakeholders are engaged, new or updated processes defined, software and hardware vendors selected and relevant purchases made. The project team works through the implementation and rollout of the change, and is then disbanded to return to their “day jobs.’ All too often, the critical question of whether the ROI was achieved is left unanswered, or is actually unanswerable. 

Service management improvement initiatives are no different to any other area of the business in this respect. Frequently, projects will be deemed a technical success but fail to deliver the anticipated benefits because behaviors and working habits have not changed. Now, more than ever, it is the business culture that poses the limitation, not the influence of technology. Even the level of resistance to technological tools, or lack of skills in
using them, isn’t the problem. The biggest challenge is getting staff at all levels to understand that developing the business through service is an imperative; and that it has to be adopted as a way of working and accepted as the norm if the business is to be successful. Read the entire white paper for more information.

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