Service Transformation Summit

Mastering Service Strategy Execution

Accelerate the growth of your services and the pace of your service transformation

March 6-7, 2024

Art'otel Amsterdam

Manufacturers are on an exciting and challenging journey to advance their services to a strategic business line.
This has a major impact on their (service) organisations, advancing their:
- Winning service strategies.
- Value propositions.
- Strategy capabilities
- Service development capabilities.
- Service revenue generating capabilities.
- Service delivery capabilities.
- Various supporting capabilities.
The stakes are high. The name of the game is maintaining a winning pace in your service strategy execution.
This is why mastering strategy execution is crucial for success.

Teams need clear visibility of the potential to engage and drive a strategy to success.

We have learned data has been one of the most powerful tools when it comes to:

Cementing a strategy and having strategic goals well understood.
Take actions.
To communicate the strategy, goals and progress repetitively.
Engage stakeholders for commitment.

We need to setup an organisation that drives multiple projects to execute strategies at pace.

Organise change with well-defined projects and project teams.
Drive results with strict management of the program and portfolio of projects.

Each initiative should have one single person accountable to drive the set-up and execution.
How to get buy-in and agree on strategy execution ownerships.
Define only few but measurable goals at “umbrella” level.
How to get visibility of strategy execution progress.
How to enable timely course-correction.
Importance of being customer focussed.

What is a winning strategy?
The process of formulating a winning strategy that get's buy-n.
Building an "army" of change agent that is full engaged and taking ownership.
Recommended readings:

Ensuring full alignment and commitment at all levels of the organization is crucial for successful service transformation. Without widespread buy-in and engagement, initiatives may stall, hindering the realization of strategic goals. Transitioning from a product-centric to a service-centric model requires structural adjustments and a cultural shift.

Aligning diverse teams, regions, and functions is complex and can lead to misalignments. The key is to establish a strong foundation of buy-in, deep engagement, and empowerment for individuals and teams to take ownership of their roles in the transformation, supported by effective communication and clear incentives.

Organisations in service transformation face the challenge of spreading efforts too thinly without clear focus, hindering progress. The dynamic service industry and innovation pressure can overwhelm teams with projects, leading to missed opportunities.

Establishing a sharp strategic focus, prioritizing key initiatives, and allocating resources effectively are crucial for aggressive pursuit of transformation goals.

Organisations often struggle with slow execution during service transformations, delaying strategic goals and responsiveness to market demands. Internal resistance, unclear priorities, and inefficient resource allocation can hinder progress.

To address this, streamline processes, enhance collaboration, and implement agile methodologies for faster execution. Clear communication, robust project management, and effective change management are key to driving acceleration.

Organisations often struggle to maintain agility and adaptability during service transformations, hindering their ability to respond swiftly to market changes. This can lead to missed opportunities and a decline in competitive edge.

The goal is to foster a culture of agility, enabling quick navigation through complexities by implementing adaptable frameworks and empowering teams with decision-making autonomy.