light blue banner

How hidden assumptions affect Field Service operations: The value of Values (Part 2)

How hidden assumptions affect Field Service operations: The value of Values (Part 2)

How hidden assumptions affect Field Service operations: The value of Values (Part 2)

November 14, 2011 ClickSoftware 1 Comments

I’m using the term values here in the sense used in in a highly influential article published in the Harvard Business Review (HBR), March 2000. The article is “Meeting the Challenge of Disruptive Change”, by Clayton M. Christensen and Michael Overdorf. You may know Christensen as the author of the highly influential books “The Innovator’s Dilemma”, and (with co-writer Michael Raynor) “The Innovator’s Solution”.

In the HBR article, the authors propose a framework for understanding what organizations can and cannot do – in other words, what changes will come easy and what changes are going to be extremely challenging. This framework consists of three parts: Resources, Processes and Values. Resources include tangible resources such as people, equipment and cash, and intangible ones such as knowledge, brands and customer relationships. Processes are, quoting from the HBR paper: “the patterns of interaction, coordination, communication, and decision making employees use to transform resources into products and services of greater worth”, whether these processes are formal and well-documented or implicit, deeply ingrained patterns of how the organization goes about anything from creating a business relationship to launching a new service. The term Values, in this context, is not focused on ethical imperatives. It is more general: “the standards by which employees set priorities that enable them to judge whether an order is attractive or unattractive, whether a customer is more important or less important, whether an idea for a new product is attractive or marginal, and so on.”.

In an earlier post, I wrote about the important of processes, particularly implicit and hidden ones. Values are even more important in determining what an organization can and can’t do; and values are notoriously hard to change. Most of the “change management” stories that you’ll hear are really about discovering values that are not shared by all employees, and/or a need to change the shared values in order to meet the challenges of a changing and growing business.

Resources, processes and values are all at the core of why your service organization has been successful up to now. They may also be at the core of the roadblocks for changing it into an even more successful one in the future. This is what change management is all about, and since much of it is under the surface, it is the reason why change management is so difficult. Exercises such as the one described here will let you expose the challenges, and therefore take you closer to understanding what needs to be done. If you haven’t done so yet, think of making it a New Year resolution. Based on extensive experience of ClickSoftware and our customers and partners, it’s very probable that you and your colleagues will be surprised and enlightened by the results.

  • Doug Pauly

    Clear writing reflects clear thinking. Thanks for an interesting article that reflects both. 
    My company has a very talented and effective staff. The longer they have worked here, however, the more comfortable they typically are with established procedures and more resistent to change.  
    Getting full buy in for implementing more new procedures and software is often a tough challenge. 
    Some members of our staff still faxes forms, for example, because its a comfortable 20+ year routine.  
    That inherent resistence to change seems to be one of the biggest barriers to companies adopting next generation schedule optimization software. 
    Any thoughts on whether the availability of new smart devices could be a catalyst in reducing field technician resistence to next generation workforce optimization solutions? Could field technicians using iPhones, Androids and iPads as consumers begin clamoring to use the same technology in their work? A headwind to change shifts to a tailwind? 
    Or am I dreaming (again)? 

Ready to transform your business? So are we.

Get started

Join us for ClickConnect 2016!

The Leading Mobile Workforce Management business and educational conference

Register Today