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A calculus for services innovation

Innovation in the services area — especially in the electronic services (e-services) domain — can be systematically developed by first considering the strategic drivers and foci, then the tactical principles and enablers, and finally the operational decision attributes, all of which constitute a pro...

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Autores principales: Tien, James M., Berg, Daniel
Formato: Online Artículo Texto
Lenguaje:English
Publicado: Systems Engineering Society of China 2007
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7104594/
https://www.ncbi.nlm.nih.gov/pubmed/32288407
http://dx.doi.org/10.1007/s11518-007-5041-y
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author Tien, James M.
Berg, Daniel
author_facet Tien, James M.
Berg, Daniel
author_sort Tien, James M.
collection PubMed
description Innovation in the services area — especially in the electronic services (e-services) domain — can be systematically developed by first considering the strategic drivers and foci, then the tactical principles and enablers, and finally the operational decision attributes, all of which constitute a process or calculus of services innovation. More specifically, there are four customer drivers (i.e., collaboration, customization, integration and adaptation), three business foci (i.e., creation-focused, solution-focused and competition-focused), six business principles (i.e., reconstruct market boundaries, focus on the big picture not numbers, reach beyond existing demand, get strategic sequence right, overcome organizational hurdles and build execution into strategy), eight technical enablers (i.e., software algorithms, automation, telecommunication, collaboration, standardization, customization, organization, and globalization), and six attributes of decision informatics (i.e., decision-driven, information-based, real-time, continuously-adaptive, customer-centric and computationally-intensive). It should be noted that the four customer drivers are all directed at empowering the individual — that is, at recognizing that the individual can, respectively, contribute in a collaborative situation, receive customized or personalized attention, access an integrated system or process, and obtain adaptive real-time or just-in-time input. The developed process or calculus serves to identify the potential white spaces or blue oceans for innovation. In addition to expanding on current innovations in services and related experiences, white spaces are identified for possible future innovations; they include those that can mitigate the unforeseen consequences or abuses of earlier innovations, safeguard our rights to privacy, protect us from the always-on, interconnected world, provide us with an authoritative search engine, and generate a GDP metric that can adequately measure the growing knowledge economy, one driven by intangible ideas and services innovation.
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spelling pubmed-71045942020-03-31 A calculus for services innovation Tien, James M. Berg, Daniel J Syst Sci Syst Eng Article Innovation in the services area — especially in the electronic services (e-services) domain — can be systematically developed by first considering the strategic drivers and foci, then the tactical principles and enablers, and finally the operational decision attributes, all of which constitute a process or calculus of services innovation. More specifically, there are four customer drivers (i.e., collaboration, customization, integration and adaptation), three business foci (i.e., creation-focused, solution-focused and competition-focused), six business principles (i.e., reconstruct market boundaries, focus on the big picture not numbers, reach beyond existing demand, get strategic sequence right, overcome organizational hurdles and build execution into strategy), eight technical enablers (i.e., software algorithms, automation, telecommunication, collaboration, standardization, customization, organization, and globalization), and six attributes of decision informatics (i.e., decision-driven, information-based, real-time, continuously-adaptive, customer-centric and computationally-intensive). It should be noted that the four customer drivers are all directed at empowering the individual — that is, at recognizing that the individual can, respectively, contribute in a collaborative situation, receive customized or personalized attention, access an integrated system or process, and obtain adaptive real-time or just-in-time input. The developed process or calculus serves to identify the potential white spaces or blue oceans for innovation. In addition to expanding on current innovations in services and related experiences, white spaces are identified for possible future innovations; they include those that can mitigate the unforeseen consequences or abuses of earlier innovations, safeguard our rights to privacy, protect us from the always-on, interconnected world, provide us with an authoritative search engine, and generate a GDP metric that can adequately measure the growing knowledge economy, one driven by intangible ideas and services innovation. Systems Engineering Society of China 2007-05-26 2007 /pmc/articles/PMC7104594/ /pubmed/32288407 http://dx.doi.org/10.1007/s11518-007-5041-y Text en © Systems Engineering Society of China & Springer-Verlag 2007 This article is made available via the PMC Open Access Subset for unrestricted research re-use and secondary analysis in any form or by any means with acknowledgement of the original source. These permissions are granted for the duration of the World Health Organization (WHO) declaration of COVID-19 as a global pandemic.
spellingShingle Article
Tien, James M.
Berg, Daniel
A calculus for services innovation
title A calculus for services innovation
title_full A calculus for services innovation
title_fullStr A calculus for services innovation
title_full_unstemmed A calculus for services innovation
title_short A calculus for services innovation
title_sort calculus for services innovation
topic Article
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7104594/
https://www.ncbi.nlm.nih.gov/pubmed/32288407
http://dx.doi.org/10.1007/s11518-007-5041-y
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