Evolution of an organization’s field service and field service maturity models are hot topics and gaining increasing attention in field service management right now.
But what does it all mean for your organization?
Put simply, it is well documented that moving from basic, manual processes through to automated stages and beyond can deliver significant results to an organization. But what does this maturity model mean in reality to an organization and do all field service companies need to strive for the highest levels of field service maturity?
The operational maturity of a field service organization can be broken down into five stages and in the latest interview with leading publication, Field Service News, Steve Wellen CEO of FieldAware explains more.
At the most basic stage, the field service team is seen as purely reactive. The organization’s operational development is restricted by the use of paper-based processes; there is reduced visibility of the workflow and the approach to managing work will generally be function-based and hence, reactive in nature. The field team is likely to be a siloed operation with strong focus on the department, rather than any wider business requirements
Moving through the levels the final most advanced stage of maturity in the model is transformative, where the emerging technologies of the Internet of Things (IoT), augmented reality (AR), artificial intelligence (AI) and Machine Learning become the norm and this stage has potential to have huge influence on field service operations. At this stage of maturity, the field service organization is wholly connected across the company, applying analysis to continually improve performance, and adding value to the business through product and service innovation. Ultimately, this enables field service to drive, not only the business, but the market, which is how companies differentiate themselves from their competition and lead company growth.
The maturity of a company’s field service operations is dictated by many factors; company size, type of industry and customers served, complexity of workflow, value of the assets and equipment they supply and service, and importantly, their leadership.
What is common, however, to all field service organizations is that their organizational maturity—and their ability to serve as a business differentiator—corresponds directly to the effectiveness of their technology, regardless of what that technology is.
So, taking individual factors into account, what then drives a company to develop and evolve their field service solution?
“There are four key drivers we see within organizations looking to evolve,” Steve explains to Field Service News editor, Kris Oldland:
- The first driver is growth as it is imperative that a growing field service organization has solutions to support it and keep pace with operational needs.
- Next is flexibility, which is crucial to a developing field service organization – being locked into using any solution that can’t easily adapt, handcuffs the business and restricts its development.
- Efficiency is critical as not having the right technology in place can be a cost driver, limit productivity and compromise service delivery.
- Last, but certainly no means least important, is the increasing need for business insight. With more data available to field service organizations than ever, field service leaders demand better insight into their business and they understand that the right software holds the key to this.
Read the full interview to get Steve’s further insight on the field service maturity stages and the benefits being realized when organizations move their field service to the next stage.
“With over 35 years’ experience in the technology industry, Steve Wellen is somebody who knows more than most how important developing maturity is to business success. “ Kris Oldland, Editor, Field Service News.