2011 IBM Corporation IBM University Programs worldwide,
accelerating regional development (IBM Upward) Holistic Service
Engineering for a Smarter Planet Dr. James (Jim) C. Spohrer,
[email protected]@us.ibm.com Innovation Champion and
Director IBM UPward (University Programs worldwide - accelerating
regional development) UTEP Engineering in the Conceptual Age
Thursday September 15, 2011 Working Together to Build a Smarter
Planet
Slide 2
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 2 Outline Introduction: History
& Future History of Engineering IBM: History & Future
Predicting the Future Holistic Service Engineering Evolution:
Smarter Planet What are Smarter Service Systems? How to measure
Quality-of-Life? How to visualize Service Science? Whats the Skills
Goal? Hint: T-Shaped People Where are the Opportunities? Where is
the Real Science in SSME+D? Lets Build a Smarter Planet"
Slide 3
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 3 A new engineering discipline
about every decade Antiquity Weapons & Defense Military
Engineering 1852 Buildings, Roads & Bridges Civil Engineering
(ASCE) 1880 Steam Engines & Machinery Mechanical Engineering
(ASME) 1884 Electric Grid & Appliances Electrical Engineering
(AIEE/IEEE) 1907 Better Farms & Crops Agriculture &
Biological Engineering (ASAE/ASABE) 1908 Fuels, Fertilizers,etc.
Chemical Engineering (AICE) 1948 Better Factories & Automation
Industrial Engineering (ASIE/IIE) 1948 Computers Computing
Machinery (ACM) 1954 Power Plants Nuclear Engineering (ANS) 1955
Sustainable Construction Environmental Engineering (AAEE) 1963 Jets
and Rockets Aerospace Engineering (AIAA) 1968 Medical Instruments
Biomedical Engineering (BMES) 1985 Better Plants & Animals
Genetic Technologists (AGT) 1992 Financial Instruments Financial
Engineering (IAFE) 1993 Applications & Web Sites Software
Engineering (JCESEP) 2007 Holistic Service Systems Service Research
& Innovation Initiative (theSRII.org) Service Science,
Management, and Engineering + Design (SSME+D) Service Enterprise
Engineering (SEE) Service Systems Engineering (SSE)
Slide 4
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 4 IBM Centennial: 100 Years of
Innovation
Slide 5 $20K GDP/Capita) Emerging Market Nations (< $20K
GDP/Capita) IBM UP WW: Tandem Awards: Increasing university
linkages (knowledge exchange interactions)">
34 Universities connect innovation flows between Regions (High
Speed Bus) World as System of Systems World (light blue - largest)
Nations (green - large) States (dark blue - medium) Cities (yellow
- small) Universities (red - smallest) Cities as System of Systems
-Transportation & Supply Chain -Water & Waste Recycling
-Food & Products ((Nano) -Energy & Electricity
-Information/ICT & Cloud (Info) -Buildings & Construction
-Retail & Hospitality/Media & Entertainment -Banking &
Finance -Healthcare & Family (Bio) -Education & Professions
(Cogno) -Government (City, State, Nation) Nations: Innovation
Opportunities - GDP/Capita (level and growth rate) - Energy/Capita
(fossil and renewable) Developed Market Nations (> $20K
GDP/Capita) Emerging Market Nations (< $20K GDP/Capita) IBM UP
WW: Tandem Awards: Increasing university linkages (knowledge
exchange interactions)
Slide 35
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 35 Systems-Disciplines Matrix:
Visualizing the Scope of Service Science Disciplines
Stakeholder-focus E.g., Customer = marketing Resource-focus E.g.,
Technology = engineering Change-focus E.g., Future = design
Value-focus E.g., Innovation = entrepreneurship Stakeholders
Resources Change Value FlowsHuman Development Governance Systems
Flows E.g., Transportation Human Development E.g., Health
Governance E.g., City-level-security
Slide 36
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 36 Systems-Discipline Matrix:
More Detail disciplines systems
Slide 37
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 37 What are T-shaped
professionals? Ready for Life-Long-Learning Ready for T-eamwork
Ready to Help Build a Smarter Planet SSME+D = Service Science,
Management, Engineering + Design Many disciplines (understanding
& communications ) Many systems (understanding &
communications) Deep in one discipline (analytic thinking &
problem solving) Deep in one system (analytic thinking &
problem solving) Many multi-cultural-team service projects
completed (resume: outcomes, accomplishments & awards) BREADTH
DEPTH
Slide 38
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 38 How are advanced technologies
changing the mix of jobs? Levy, F, & Murnane, R. J. (2004). The
New Division of Labor: How Computers Are Creating the Next Job
Market. Princeton University Press. Expert Thinking Complex
Communication Routine Manual Non-routine Manual Routine
Cognitive
Slide 39
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 39 Interactions are Key Johnson,
B., Manyika, J., & Yee, L. (2005). The next revolution in
interactions. McKinsey Quarterly, 4, 20-33. As more 21 st century
companies come to specialize in core activities and outsource the
rest, they have greater need for workers who can interact with
other companies, their customers, and their suppliers. Raising the
productivity of employees whose jobs cant be automated is the next
great performance challenge and the stakes are high. Companies that
get that right will build complex talent-based competitive
advantages that competitors wont be able to duplicate easily if at
all.
Slide 40
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 40 Where are the opportunities?
Everywhere!
Slide 41
41 Time ECOLOGY 14B Big Bang (Natural World) 10K Cities
(Human-Made World) sun (energy) writing (symbols and scribes,
stored memory and knowledge) earth (molecules & stored energy)
written laws (governance and stored control) bacteria (single-cell
life) sponges (multi-cell life) money (governed transportable value
stored value, economic energy) universities (knowledge workers)
clams (neurons) trilobites (brains) printing press (books) steam
engine (work) 200M bees (social division-of-labor) 60 transistor
(routine cognitive work) Where is the Real Science - mysteries to
explain? In the many sciences that study the natural and human-made
worlds Unraveling the mystery of evolving hierarchical-complexity
in new populations To discover the worlds architectures and
mechanisms for computing non-zero-sum Entity Architectures ( N ) of
nested, networked Holistic-Product-Service-Systems (HPSS)
Slide 42
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 42 A Science of Smarter Service
Systems Computational System Smarter Technology Requires investment
roadmap Service Systems: Stakeholders & Resources 1.
Individuals (People) 2. Infrastructure (Technology) 3. Shared
Information (QoL Decision-Making) 4. Societal Institutions (Acad.,
Industry, Gov.) connected by win-win value propositions Smarter
Buildings, Universities, Cities Requires investment roadmap
Slide 43
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 43 Come visit IBM Almaden
Research Center, San Jose, CA Upcoming Conferences Sept 27 th, 2011
Future Technologies, Skills & Jobs July 2012 ISSS & SRII
San Jose HSSE San Francisco More Information Blog
www.service-science.info Twitter @JimSpohrer Presentations
www.slideshare.net/spohrer Email [email protected]
Slide 44
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 44 Thank-You! Questions? Dr.
James (Jim) C. Spohrer Innovation Champion & Director, IBM
University Programs & open worldwide entrepreneurship research
(IBM UPower) WW [email protected] Instrumented, Interconnected,
Intelligent Lets build a Smarter Planet. IBM If we are going to
build a smarter planet, lets start by building smarter cities
CityForward.org Universities are major employers in cities and key
to urban sustainability. Coalition of USU Cities learning from
cities learning from cities. Fundacion Metropoli The future is
already here It is just not evenly distributed. Gibson The best way
to predict the future is to create it/invent it. Moliere/Kay
Real-world problems may not/refuse to respect discipline
boundaries. Popper/Spohrer Todays problems may come from yesterdays
solutions. Senge History is a race between education and
catastrophe. H.G. Wells The future is born in universities. Kurilov
Think global, act local. Geddes
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 46 Laws of Service?
Computational power doubles at a predictable rate. Are there
analogous capability-doubling laws that apply in services? Suppose
that traces of human activity in particular service systems double
at some rate, and that these human activity data lead to specific
opportunities for improved or increased service productivity or
quality. Consider Amazon.com: The quality of recommendations
depends on accurate statistics the more purchases made, the better
the statistics for recommendations. Three improvement laws that
might be applicable in services: The more an activity is performed
(time period doubling, demand doubling), the more opportunities to
improve The better an activity can be measured (sensor deployment
doubling, sensor precision doubling, relevant measurement variables
doubling) and modeled, the more opportunities to improve. The more
activities that depend on a common sub-step or process (doubling
potential demand points), the more likely investment can be raised
to improve the sub-step.
Slide 47
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 47 2011 Priorities PRIORITY AREA
Research Readiness Recruiting Revenue RegionsResponsibility Smarter
Cities and Service Innovation --INTERNET OF THINGS (Instrumented,
Interconnected, Intelligent) - LIVING LABS (Triple Helix
Innovations, Smarter Buildings, Asset Management, CityForward.org)
- QUALITY-OF-LIFE (Holistic Modeling (CityOne), STEM Education
Pipeline, Jobs & Entrepreneurship) Cloud Computing &
Analytics - BIG DATA (High Performance Computing, Grand Challenges,
Boost University Rankings) - SHARED SERVICE (IBM Cloud Academy, IBM
Academic Cloud, VCL) - DEEP-QA (Analytics Skills, Watson
technology, Massive Analytics, Stream Computing) Growth Markets -
REGIONAL INNOVATION ECOSYSTEMS (Smarter City Challenge,
Universities as Living Labs) - TANDEM AWARDS (connect developed
& emerging Twin Towns & Sister Cities to Boost Quality) -
ACCELERATING INNOVATION (Bi-Directional Learning To Be The Best
Learn From The Rest) IBM on Campus -- ON CAMPUS IBMERS (Checklist
for University Relationship Maturity Audit) -- IBM CENTERS (CAS,
IIE, University Delivery Centers, Research Collaboratories, etc.)
-- ALIGNMENT (IBM Cloud Academy, City Shared Service, Smarter City
Challenge, etc.) Events & Ecosystem Alignment - BIG EVENTS
(Centennial, Watson, etc.) - EXTERNAL STAKEHOLDERS (Professional
Associations, National Academies, Science Foundation) - INTERNAL
STAKEHOLDERS (S&D, GBS, GTS, STG, SWG, HR, CC&CA, IDR, VC,
etc.) Awards Programs - CLASSICS: Shared University Research, Open
Collaborative Research, Faculty, PhD Fellowships - SPECIALS:
Special Award Programs, Named Awards, Smarter Planet Curriculum
Awards - LEVERAGE: Leverage IBM CCC&A with government,
foundation, and other external award programs
Slide 48
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 48 Vision for the Educational
Continuum: Individuals & Institutions Learning Any Device
Learning TECHNOLOGY IMMERSION PERSONAL LEARNING PATHS
Student-Centered Processes KNOWLEDGE SKILLS Learning Communities
GLOBAL INTEGRATION Services Specialization ECONOMIC ALIGNMENT
Systemic View of Education Intelligent Aligned Data Outcomes
Insight Instrumented Student-centric Integrated Assessment
Interconnected Shared Services Interoperable Processes Continuing
Education Higher Education Secondary School Primary School
Workforce Skills Individuals Learning Continuum The Educational
Continuum Institutions Learning Continuum Economic Sustainability
http://www-935.ibm.com/services/us/gbs/bus/html/education-for-a-smarter-planet.html
Slide 49
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 49 A. Flow of things 1.
Transportation: Traffic congestion; accidents and injury 2. Water:
Access to clean water; waste disposal costs 3. Food: Safety of food
supply; toxins in toys, products, etc. 4. Energy: Energy shortage,
pollution 5. Information: Equitable access to info and comm
resources B. Human activity & development 6. Buildings:
Inefficient buildings, environmental stress (noise, etc.) 7.
Retail: Access to recreational resources 8. Banking: Boom and bust
business cycles, investment bubbles 9. Healthcare: Pandemic
threats; cost of healthcare 10. Education: High school drop out
rate; cost of education C. Governing 11. Cities: Security and tax
burden 12. States: Infrastructure maintenance and tax burden 13.
Nations: Justice system overburdened and tax burden Complex
Buildings: Modern Cities Example: Singapore
Slide 50
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 50 Understanding the Human-Made
World See Paul Romers Charter Cities Video:
http://www.ted.com/talks/paul_romer.html Also see: Symbolic
Species, Deacon Company of Strangers, Seabright Sciences of the
Artificial, Simon
Slide 51
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 51 World Population &
Service System Scaling
Slide 52
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 52 What is Service? Spohrer, J.
& Maglio, P. P. (2010). Toward a science of service systems:
Value and symbols. In P. P. Maglio, C. A. Kieliszewski & J. C.
Spohrer (Eds.), Handbook of Service Science. New York:
Springer.
Slide 53
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 53 Service Science: Conceptual
Framework Resources: Individuals, Institutions, Infrastructure,
Information Stakeholders: Customers, Providers, Authorities,
Competitors Measures: Quality, Productivity, Compliance,
Sustainable Innovation Access Rights: Own, Lease, Shared,
Privileged prefer sustainable non-zero-sum outcomes, i.e., win-win
win-win lose-lose win-lose lose-win Spohrer, JC (2011) On looking
into Vargo and Lusch's concept of generic actors in markets, or
It's all B2B and beyond! Industrial Marketing Management, 40(2),
199201.
Slide 54
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 54 Service system entities
configure four types of resources First foundational premise of
service science: Service system entities dynamically configure four
types of resources Resources are the building blocks of entity
architectures Named resources are: Physical or Not-Physical
Physicist resolve disputes Named resources have: Rights or No
Rights Judges resolve disputes Spohrer, J & Maglio, P. P.
(2009) Service Science: Toward a Smarter Planet. In Introduction to
Service Engineering. Editors Karwowski & Salvendy. Wiley.
Hoboken, NJ.. Physical Not-Physical RightsNo-Rights 2. Technology/
Environment Infrastructure 4. Shared Information/ Symbolic
Knowledge 1.People/ Individuals 3. Organizations/ Institutions
Formal service systems can contract to configure resources/apply
competence Informal service systems can promise to configure
resources/apply competence Trends & Countertrends (Balance
Chaos & Order): (Promise) Informal Formal (Contract)
(Relationships & Attention) Social Economic (Money &
Capacity) (Power) Political Legal (Rules) (Evolved) Natural
Artificial (Designed) (Creativity) Cognitive Labor Information
Technology (Routine) (Dance) Physical Labor Mechanical Technology
(Routine) (Relationships) Social Labor Transaction Processing
(Routine) (Atoms) Transportation Communication (Bits) (Tacit)
Qualitative Quantitative (Explicit) (Secret) Private Public
(Shared) (Anxiety-Risk) Challenge Routine (Boredom-Certainty)
(Mystery) Unknown Known (Justified True Belief)
Slide 55
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 55 Service system entities
calculate value from multiple stakeholder perspectives Second
foundational premise of service science Service system entities
calculate value from multiple stakeholder perspectives Value
propositions are the building blocks of service networks A value
propositions can be viewed as a request from one service system to
another to run an algorithm (the value proposition) from the
perspectives of multiple stakeholders according to culturally
determined value principles. The four primary stakeholder
perspectives are: customer, provider, authority, and competitor
Citizens: special customers Entrepreneurs: special providers
Parents: special authority Criminals: special competitors Spohrer,
J & Maglio, P. P. (2009) Service Science: Toward a Smarter
Planet. In Introduction to Service Engineering. Editors Karwowski
& Salvendy. Wiley. Hoboken, NJ.. Model of competitor: Does it
put us ahead? Can we stay ahead? Does it differentiate us from the
competition? Will we? (invest to make it so) StrategicSustainable
Innovation (Market share) 4.Competitor (Substitute) Model of
authority: Is it legal? Does it compromise our integrity in any
way? Does it create a moral hazard? May we? (offer and deliver it)
RegulatedCompliance (Taxes and Fines, Quality of Life) 3.Authority
Model of self: Does it play to our strengths? Can we deliver it
profitably to customers? Can we continue to improve? Can we?
(deliver it) Cost Plus Productivity (Profit, Mission, Continuous
Improvement, Sustainability) 2.Provider Model of customer: Do
customers want it? Is there a market? How large? Growth rate?
Should we? (offer it) Value Based Quality (Revenue) 1.Customer
Value Proposition Reasoning Basic Questions Pricing Decision
Measure Impacted Stakeholder Perspective (the players) Value
propositions coordinate & motivate resource access
Slide 56
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 56 Service system entities
reconfigure access rights to resources by mutually agreed to value
propositions Third foundational premise of service science Service
system entities reconfigure access rights to resources by mutually
agreed to value propositions Access rights are the building blocks
of the service ecology (culture and information) Access rights
Access to resources that are owned outright (i.e., property) Access
to resource that are leased/contracted for (i.e., rental car, home
ownership via mortgage, insurance policies, etc.) Shared access
(i.e., roads, web information, air, etc.) Privileged access (i.e.,
personal thoughts, inalienable kinship relationships, etc.) service
= value-cocreation B2B B2C B2G G2C G2B G2G C2C C2B C2G *** provider
resources Owned Outright Leased/Contract Shared Access Privileged
Access customer resources Owned Outright Leased/Contract Shared
Access Privileged Access OO SA PA LC OO LC SA PA S A PC Competitor
Provider Customer Authority value-proposition change-experience
dynamic-configurations (substitute) time Spohrer, J & Maglio,
P. P. (2009) Service Science: Toward a Smarter Planet. In
Introduction to Service Engineering. Editors Karwowski &
Salvendy. Wiley. Hoboken, NJ..
Slide 57
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 57 Service system entities
interact to create ten types of outcomes Four possible outcomes
from a two player game ISPAR generalizes to ten possible outcomes
win-win: 1,2,3 lose-lose: 5,6, 7, maybe 4,8,10 lose-win: 9, maybe
8, 10 win-lose: maybe 4 lose-win (coercion) win-win
(value-cocreation) lose-lose (co-destruction) win-lose (loss-lead)
Win Lose Provider Lose Win Customer ISPAR descriptive model Maglio
PP, SL Vargo, N Caswell, J Spohrer: (2009) The service system is
the basic abstraction of service science. Inf. Syst. E-Business
Management 7(4): 395-406 (2009)
Slide 58
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 58 Service system entities learn
to systematically exploit technology: Technology can perform
routine manual, cognitive, transactional work L To be the best,
learn from the rest Double monetize, internal win and sell to
external Try to operate inside the comfort zone March, J.G. (1991)
Exploration and exploitation in organizational learning.
Organizational Science. 2(1).71-87. Sanford, L.S. (2006) Let go to
grow: Escaping the commodity trap. Prentice Hall. New York,
NY.
Slide 59
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 59 Service system entities are
physical-symbol systems Service is value cocreation. Service system
entities reason about value. Value cocreation is a kind of joint
activity. Joint activity depends on communication and grounding.
Reasoning about value and communication are (often) effective
symbolic processes. Newell, A (1980) Physical symbol systems,
Cognitive Science, 4, 135-183. Newell, A & HA Simon(1976).
Computer science as empirical inquiry: symbols and search.
Communications of the ACM, 19, 113-126.
Slide 60
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 60 Summary Spohrer, J &
Maglio, P. P. (2009) Service Science: Toward a Smarter Planet. In
Introduction to Service Engineering. Editors Karwowski &
Salvendy. Wiley. Hoboken, NJ.. Physical Not-Physical
RightsNo-Rights 2. Technology/ Infrastructure 4.. Shared
Information 1.People/ Individuals 3. Organizations/ Institutions 1.
Dynamically configure resources (4 Is) Model of competitor: Does it
put us ahead? Will we? StrategicSustainable Innovation
4.Competitor/ Substitutes Model of authority: Is it legal? May we?
RegulatedCompliance 3.Authority Model of self: Does it play to our
strengths? Can we? Cost Plus Productivity 2.Provider Model of
customer: Do customers want it? Should we? Value Based Quality
1.Customer ReasoningQuestionsPricingMeasure Impacted Stakeholder
Perspective 2. Value from stakeholder perspectives S A PC 3.
Reconfigure access rights 4. Ten types of outcomes (ISPAR) 5.
Exploit information & technology 6. Physical-Symbol
Systems
Slide 61
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 61 Learning More About Service
Systems Fitzsimmons & Fitzsimmons Graduate Students Schools of
Engineering & Businesses Teboul Undergraduates Schools of
Business & Social Sciences Busy execs (4 hour read) Ricketts
Practitioners Manufacturers In Transition And 200 other books
Zeithaml, Bitner, Gremler; Gronross, Chase, Jacobs, Aquilano;
Davis, Heineke; Heskett, Sasser, Schlesingher; Sampson; Lovelock,
Wirtz, Chew; Alter; Baldwin, Clark; Beinhocker; Berry; Bryson,
Daniels, Warf; Checkland, Holwell; Cooper,Edgett; Hopp, Spearman;
Womack, Jones; Johnston; Heizer, Render; Milgrom, Roberts; Norman;
Pine, Gilmore; Sterman; Weinberg; Woods, Degramo; Wooldridge;
Wright; etc. URL: http://www.cob.sjsu.edu/ssme/refmenu.asp Reaching
the Goal: How Managers Improve a Services Business Using Goldratts
Theory of Constraints By John Ricketts, IBM Service Management:
Operations, Strategy, and Information Technology By Fitzsimmons and
Fitzsimmons, UTexas Service Is Front Stage: Positioning services
for value advantage By James Teboul, INSEAD
Slide 62
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 62 So what is service science?
Service is value-cocreation, that is, useful changes that result
from communication, planning, or other purposeful interactions
between distinct entities. A service system is a collection of
entities and interactions that cocreate value, that is, a set of
distinct configurations of resources (including people,
organizations, shared information, and technology) that are better
off working together than working alone. Service Science aims to
create a body of knowledge that describes, explains, predicts, and
improves value- cocreation between entities as they interact, that
is, relying on methods and standards used by a community to account
for observable phenomenon with conceptual frameworks, theories,
models, and laws that can be empirically tested. So the object of
study value-cocreation, the basic abstraction is the service
system, and the ultimate goal is develop methods and theories that
can be used to explain and improve value-cocreation in service
systems.
Slide 63
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 63 Service Systems Thinking:
ABCs A. Service Provider Individual Institution Public or Private
C. Service Target: The reality to be transformed or operated on by
A, for the sake of B Individuals or people, dimensions of
Institutions or business and societal organizations, organizational
(role configuration) dimensions of
Infrastructure/Product/Technology/Environment, physical dimensions
of Information or Knowledge, symbolic dimensions B. Service
Customer Individual Institution Public or Private Forms of
Ownership Relationship (B on C) Forms of Service Relationship (A
& B co-create value) Forms of Responsibility Relationship (A on
C) Forms of Service Interventions (A on C, B on C) Spohrer, J.,
Maglio, P. P., Bailey, J. & Gruhl, D. (2007). Steps toward a
science of service systems. Computer, 40, 71-77. From Gadrey
(2002), Pine & Gilmore (1998), Hill (1977) Vargo, S. L. &
Lusch, R. F. (2004). Evolving to a new dominant logic for
marketing. Journal of Marketing, 68, 1 17. Service is the
application of competence for the benefit of another entity.
Example Provider: College (A) Example Target: Student (C) Discuss:
Who is the Customer (B)? - Student? They benefit - Parents? They
often pay - Future Employers? They benefit - Professional
Associations? - Government, Society? A B C
Slide 64
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 64 Service System Dynamics: Four
Key Drivers of Change Provider: Technology (Tech) & Sustainable
Value-Cocreation Models New technology to boost productivity &
capacity (innovate) Use technology to perform routine manual,
cognitive, and transactional work New relationship networks:
Business models and new ventures (for-profit & non-profits)
Customer: Self Service New self-service options to lower costs
& expand choice (educate) Authority: Rules New rules to fix
problems & achieve policy goals (regulate) Institutional
diversity and governance of resource commons (Ostrom et. al.)
Competitors: Rankings New rankings to guide decision-making &
gain valued customers (differentiate) Hint: You want to be at the
top of an independently ranked list of what customers are looking
for Especially for valued customers - calculating customer lifetime
value (Rust et. al.)
Slide 65
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 65 Example Service System
Re-Design: A College Course Problem: What if a college course had
Input: Student quality lower Process: Faculty motivation lower
Output: Industry fit lower Solution: Tech + Self-Service E: -20%
E-learning enrollment pre-certification F. +10% Faculty interest
tuning J. +10% on-the-Job skills tuning After a decade the course
may look quite different Service systems are learning systems:
productivity, quality, compliance, sustainable innovation Maglio,
P., Srinivasan, S., Kreulen, J.T., Spohrer, J. (2006), Service
systems, service scientists, SSME, and innovation. Communications
of the ACM, 49(7), 81-85. Year 1: 20% Year 2: 20% Year 3: 20% Year
N: 20%.... E FJ
Slide 66
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 66 Service Systems Are Complex
Systems Types A = Informal B = Formal Dimensions 1. Social Systems
2. Technical Systems 3. Environmental Systems 4. Economic Systems
5. Political Systems 6. Learning Systems 7. Information Systems 8.
Physical-Symbol Systems A. B. 1. 2. 3. 4. 5. 6. 7. 8.
Slide 67
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 67 What about advanced
manufacturing? http://www.youtube.com/watch?v=nd5WGLWNllA
Slide 68
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 68 Rethinking Product-Service
Systems F B Service System Entity Product-Service-System B F SSE B
F B F B F B F B F B F B F B F B F B F F F B B Service Business
Product Business Front-Stage Marketing/Customer Focus Back-Stage
Operations/Provider Focus Based on Levitt, T (1972) Production-line
approach to service. HBR. e.g., IBM e.g., Citibank Everybody is in
service... Something is wrongThe industrial world has changed
faster than our taxonomies..
Slide 69
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 69 Example Service Systems
Innovation Framework The Ten Types of Innovation by Larry Keeley,
Doblin Inc. Innovate (inside and outside) systems that create
value
Slide 70
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 70 Most Wanted: A CAD for
Service System Design CBM: Component Business Model WBM and RUP:
Work Practices & Processes SOA: Technical Service-Oriented
Architecture Key Performance Indicators (KPIs) IBM IBV: Component
Business Models IEEE Computer, Jan 2007
Slide 71
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 71 Ultimately, a Service Ecology
Simulation Tool is Needed 2000 2010 2020 2030 Log Entities 6 9 12
15 Projected Simulation Capability Earth Simulator Universe
Simulation Brain Simulation Heart Simulation CBM-based Industry
Simulations - 2013? Every decade both HPC and PC platforms increase
complex simulation capabilities by 1000x. - HPC: (2000 10 6 ),
(2010 10 9 ), (2020 10 12 ), (2030 10 15 ) - PC: (2000 10 3 ),
(2010 10 6 ), (2020 10 9 ), (2030 10 12 )
Slide 72
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 72 A Game of Life: Essentials
Game = board with squares & rules Infrastructure both
Environmental and Technological PS (Physical Systems - Environment)
Natural Endowment (hidden & observable information) PSS
(Physical Symbol Systems Environment & Technology) Biological
PSS (observable information DNA, RNA, proteins, etc.) Technological
PSS (observable information states of system, bits, etc.) Life =
multiple generations of entities Entities = SSE (Service System
Entities) Individuals with Competencies & Life-Spans
Competencies (vary with age) Life-Spans (vary with stage)
Institutions with Roles & Rules Roles (Competency-Levels and
Pay-Levels) Rules (Compliance-Levels and Tax-Levels) Physical
Not-Physical RightsNo-Rights 2. Technology/ Environmental
Infrastructure 4. Shared Information 1. People/ Individuals 3.
Organizations/ Institutions 1. Dynamically configure resources (4
Is)
Slide 73
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 73 Life = Multiple Generations
of Entities (200 years = 10 generations x 20 years) Pedagogy: Ten
Social-Technological-Economic-Environmental-Political (STEEP)
Stages Thought Experiment: Binary-Board-Space (Rule: Toggles Each
Generation) 1.Hunter-Gatherer Knowledge-Value Economy 1 - 2K
population (20 people/sq mile * 100 sq miles) 2.Transition
Hunter-Gatherer Knowledge-Value Economy 2 - 4K population (40
people/sq mile * 100 sq miles) 3.Agricultural Knowledge-Value
Economy 1 - 8K population (80 people/sq mile * 100 sq miles)
4.Transition Agricultural Knowledge-Value Economy 2 - 16K
population (160 people/sq mile * 100 sq miles) 5.Manufacturing
Knowledge-Value Economy 1 - 32K population (320 people/sq mile *
100 sq miles) 6.Transition Manufacturing Knowledge-Value Economy 2
- 64K population (640 people/sq mile * 100 sq miles)
7.Service-Information Knowledge-Value Economy 1 - 128K population
(1,280 people/sq mile * 100 sq miles) 8.Transition
Service-Information Knowledge-Value Economy 2 - 256K population
(2,560 people/sq mile * 100 sq miles) 9.Sustainable-Innovation
Knowledge-Value Economy 1 - 512K population (5,120 people/sq mile *
100 sq miles) 10.Transition Sustainable-Innovation Knowledge-Value
Economy 2 - 1024K population (10,240 people/sq mile * 100 sq miles)
11.And beyond! 10 miles In Use Recycle Rule: Toggles Each
Generation
Slide 74
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 74 Game = Board with Squares
& Rules Example: Possible STEEP Stages 9 & 10
(infrastructure, sustainable-innovation cities) Imagine nested
holistic product-service-systems entities 10 Continents/planet 10
Nations/continent 10 States/nation 10 Cities/state 4 Sectors/city
(interconnect to others) 11 Systems/sector Rules: Board-space
toggles each generation 20 years/generation New
infrastructure/generation World: Further Pedagogical Purposes World
Simulator benchmarking Search to accelerate learning 10,000 city
experiments/generation Low skill/raw materials > Hi-talent/tech
Each generation new outcomes Talents (skills & jobs)
Technologies (recycle & rebuild) Investments (script &
performance) Occupied (In Use) Recycling (De-construction &
Re-construction) water food/products energy ICT
R&H/M&E/C&S finance health education governance
transportation buildings/family Sector 1 city interconnect 11
Systems Sector 2 state interconnect Sector 3 nation interconnect
Sector 4 continent interconnect Toggle each generation 20 year
cycle
Slide 75
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 75 Entities = Life-Cycle Script
Example: Possible STEEP Stages 9 & 10 (individuals, multiple
generations of entities) Children Age 0-20 (Local & Global)
Grow, Learn, & Have Fun Parents Age 20-40 (offspring 2) (Next
Local) Reproduce, Raise Children, & Build New City SET Stage
Grand-Parents Age 40-60 (offspring 4) (Local) Run the City You
Built & Connect with Family Great-Grand-Parents Age 60-80
(offspring 8) (Global) Travel the World, Enjoy Experiences, &
Share Ideas Great-Great-Grand-Parents Age 80-100 (offspring 16)
(Local) Return, Reconnect, and Document History & Future Plans
Great-Great-Great-Grand-Parents Age 100-120 (offspring 32) (Local
& Global) Celebrate, Tell Stories, Depart & Explore Further
Realms
Slide 76
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 76 The Game of Life: Service
Science Framework The Game Board: A configuration of PS (Physical
Systems), with interspersed PSS (Physical Symbol Systems) and SSE
(Service System Entities). The SSE are PSS are PS The
infrastructure is PS + PSS The PS have hidden information (state)
The PSS have observable information (state and read-write) The SSE
use information to co-create value World model information about
the world (The Game Board) Self model information about self (SSE)
The SSE have a beginning and an end (life-cycle) The SSE judge
quality-of-life across their life-cycle The game is each generation
of SSE try to improve quality-of-life, by improving the
capabilities of the infrastructure (less waste, more support for
SSE activities) and the capabilities of the SSE to co-create value
(an SSE activity) The starting game board consists of PS with a few
PSS, and the goal is to see how quickly and with how little energy
and with how few types and tokens of PS, the PSS can become SSE and
reconstruct a high level infrastructure and high quality of life
and continuously improve at a sustainable pace. Processes of
valuing are based on the above
Slide 77
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 77 Priority 1: Urban
Sustainability & Service Innovation Centers A. Research:
Holistic Modeling & Analytics of Service Systems Modeling and
simulating cities will push state-of-the-art capabilities for
planning interventions in complex system of service systems
Includes maturity models of cities, their analytics capabilities,
and city-university interactions Provides an interdisciplinary
integration point for many other university research centers that
study one specialized type of system Real-world data and advanced
analytic tools are increasingly available B. Education: STEM
(Science Tech Engineering Math) Pipeline & LLL City simulation
and intervention planning tools can engage high school students and
build STEM skills of the human-made world (service systems)
Role-playing games can prepare students for real-world projects LLL
= Life Long Learning C. Entrepreneurship: Job Creation City
modeling and intervention planning tools can engage university
students and build entrepreneurial skills Grand challenge
competitions can lead to new enterprises
Slide 78
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 78 Universities as Holistic
Service Systems: All the systems A. Flow of things 1.
Transportation: Traffic congestion; parking shortages. 2. Water:
Access costs; reduce waste 3. Food: Safety; reduce waste. 4.
Energy: Access costs; reduce waste 5. Information: Cost of keeping
up best practices. B. Human activity & development 6.
Buildings: Housing shortages; Inefficient buildings 7. Retail:
Access and boundaries. Marketing. 8. Banking: Endowment growth;
Cost controls 9. Healthcare: Pandemic threat. Operations. 10.
Education: Cost of keeping up best practices.. C. Governing 11.
Cities: Town & gown relationship. 12. States: Development
partnerships.. 13. Nations: Compliance and alignment.
Slide 79
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 79 University: The Heart of
Regional Innovation Ecosystems $ Cities & Public Safety
Government Service to Individuals & Institutions Education
Transportation Energy ICT (Computing & Communications) Retail
& Hospitality Food & Products Health Building Finance
University: The Heart of Regional Innovation Ecosystems School of
Public Policy School of Engineering School of Business Mngmnt
School of Medicine School of Education School of Architecture
School of Urban Planning School of Hospitality School of
Information School of Science & Arts University: The Heart of
Regional Innovation Ecosystems Incubator & Start-Ups
Slide 80
2010 IBM Corporation University Relations Smarter Planet
Initiative 80IBM Confidential Skills Demand in the Decade of Smart
Smarter planet Strategic Context Introduction Smarter
planetAcademic InitiativeSmarter planet Dynamic Infrastructure
Dynamic Infrastructure Green & Beyond New Intelligence Smart
Work Primary ThemesTalent EcosystemIndustry Solutions Architecture
SolutionsRequired SkillsGoal SOA BPM Large Systems Software
Development SSME Social Software Security Information on Demand
Analytics
Slide 81
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 81 Job Roles: University
Research and Education 1.Model Systems 2.Connect/capture Data
3.Integrate, Analyze 4.Improve, Automate 5.Optimize, Evolve Water
Supply Transportation Energy, Electric Grid Cities, Buildings
Healthcare Education/Government General Methods & Techniques
Specific Technology Run Transform Innovate SP Service Systems
1.Synapsense, SensorTronics 2.Infosphere Streams, ILOG, COGNOS
3.WS, Tivoli, Rational, DB2, etc. 4.BAO, Green Sigma Specialists
Consultant Project Manager SalesArchitect Cross Industry Skills
Industry Specific Skills Job Roles Systems Engineering/
Analytics/BAO/SSME University Research fuels
Slide 82
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 82 Job Roles: IBM Building
Smarter Enterprises & A Smarter Planet
https://jobs3.netmedia1.com/cp/find.ibm.jobs/location/ 1.
Consultant (trusted advisor to customer) - a value proposition to
address problems or opportunities and enhance value co-creation
relationships 2. Sales - a signed contract that defines work,
outcomes, solution, rewards and risks for all parties 4. Project
Manager (often with co-PM from customer side) a detailed project
plan that balances time, costs, skills availability, and other
resources, as well as adaptive realization of plan 3. Architect
(systems engineer, IT & enterprise architect) -An elegant
solution design that satisfies functional and non-functional
constraints across the system life-cycle 5. Specialists (systems
engineer, Research, engineer, Industry specialist, application,
technician, data, analyst, professional, agent) -a compelling
working system (leading-edge prototype systems from Research) ~10%
~5% ~45% 6. Enterprise Operations Administrative Services, Other,
Marketing & Communications Finance, Supply Chain,
Manufacturing, Human Resources, Legal, General Executive Management
~25% IBM Employees 1.~10% Consultant 2.~10% Sales 3.~5% Architect
4.~5% Project Manager 5.~45% Specialists 6.~25% Enterprise
Operations Project Mix From 90-10 to 80-20: B2B Business to
Business B2G Business to Government
Slide 83
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 83 US National Academy of
Engineering Grand Challenges A. Systems that focus on flow of
things humans need 1. Transportation & Supply Chain Restore and
enhance urban infrastructure 2. Water & Waste/Climate &
Green tech Provide access to clear water 3. Food & Products
Manager nitrogen cycle 4. Energy & Electricity Make solar
energy economical Provide energy from fusion Develop carbon
sequestration methods 5. Information & Communication Technology
Enhance virtual reality Secure cyberspace Reverse engineer the
brain B. Systems that focus on human activity & development 6.
Buildings & Construction (smart spaces) Restore and enhance
urban infrastructure 7. Retail & Hospitality/Media &
Entertainment (tourism) Enhance virtual reality 8. Banking &
Finance/Business & Consulting 9. Healthcare & Family Life
Advance health informatics Engineer better medicines Reverse
engineer the brain 10. Education & Work Life/Jobs &
Entrepreneurship Advance personalized learning Engineer the tools
of scientific discovery C. Systems that focus on human governance
11. City & Security Restore and improve urban infrastructure
Secure cyberspace Prevent nuclear terror 12. State/Region &
Development 13. Nation & Rights
Slide 84
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 84 Our ambition is to reach K-12
students with Service Science & STEM: The systems we live in,
and the systems we are Imagine smarter systems, explain why better
(service systems & STEM language) STEM = Science, Technology,
Engineering, and Mathematics See NAE K-12 engineering report:
http://www.nap.edu/catalog.php?record_id=12635 See Challenge-Based
Learning:
http://www.nmc.org/news/nmc/nmc-study-confirms-effectiveness-challenge-based-learning
Challenge-based Project to Design Improved Service Systems K -
Transportation & Supply Chain 1 - Water & Waste Recycling 2
- Food & Products (Nano) 3 - Energy & Electric Grid 4
Information/ICT & Cloud (Info) 5 - Buildings & Construction
6 Retail & Hospitality/Media & Entertainment (tourism) 7
Banking & Finance/Business & Consulting 8 Healthcare &
Family Life/Home (Bio) 9 Education /Campus & Work Life/Jobs
& Entrepreneurship (Cogno) 10 City (Government) 11 State/Region
(Government) 12 Nation (Government) Higher Ed T-shaped depth added,
cross-disciplinary project teams Professional Life Adaptive
T-shaped life-long-learning & projects Systems that focus on
Governing Systems that focus on Human Activities and Development
Systems that focus on Flow of things
Slide 85
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 85 Students for a Smarter Planet
YouTube - animated!! http://www.youtube.com/watch?v=P7bEyPrtF
HMhttp://www.youtube.com/watch?v=P7bEyPrtF HM and another
http://www.youtube.com/watch?v=WklJujtIip4http://www.youtube.com/watch?v=WklJujtIip4
Tweet comments to @wendywolfie Continuously Improving
Product-Service Systems = Smarter Systems Simplify the message
Provide advanced organizers
Slide 86
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 86 Proposed Guidelines Please
send feedback to Wendy Murphy [email protected] Help us devise
better ways to visualize scope of service science For use with:
Students Faculty Practitioners Policy-makers Scientists &
Engineers Government officials
Slide 87
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 87 Corning: A Day Made of Glass
(Our Homes) http://www.youtube.com/watch?v=6Cf7IL_eZ38
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 89 Infrastructure: Smarter
Buildings Examples SMART IS Solving building systems shortcomings
with the most appropriate, effective & energy efficient
approaches. Tulane University: Connecting to existing building
systems to collect metered data; incorporating advanced analytics
to uncover sub optimal conditions; bringing disparate data together
to drive better decision making and measurably reduce overall
energy costs.. IBM Rochester, MN: Incremental energy savings of
approximately 5% yearly through various improvements and programs;
after the installation of IBM Intelligent Building Management, the
team achieved an incremental 8% savings. SMART IS Integration of
energy and asset management to lower operating cost. SMART IS
Optimizing energy consumption lowers operating costs and reduces
carbon emissions. Bryant University: An IT initiative to create an
energy-efficient data center shifted to a partnership between IT
& Facilities to construct smarter buildings. A 15% reduction in
energy use and 50% reduction in floor space in the data center are
helping to reduce Bryants carbon footprint..
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 91 IBM Innovation Centers A
proven gateway into SmartCamps TECHNICAL ENABLEMENT Support for
building, porting, and testing applications Industry Framework
Validations SKILLS DEVELOPMENT Education on key IBM capabilities
Access to IBM hardware COLLABORATION Entrepreneur / Venture Firm
networking events Connect to Win events Academia / Partner
networking events GO TO MARKET Support for expanding to new
countries Partner demand generation seminars Mexico Slovenia
Slide 92
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 92 University-Based
Entrepreneurial Ecosystems (U-BEEs) Do you know that (from NCET2):
More than three quarters of post-1995 increase in productivity
growth could be traced to science investments [D. W. Jorgenson, M.
S. Ho, K. J. Stiroh, J. Econ. Perspect. 22, 3 (2008)] 1/3 of SBIRs
reported involvement with a university including founder was a
former academic, faculty were consultants, universities were
subcontractors, or graduate students were employed 20 year returns
for Early/Seed VCs was 20.6%, compared to 13.8% for Later Stage VCs
and 8.2% for the S&P 500 8 percent of all university startups
go public, in comparison to a "going public rate" of only 0.07
percent for other U.S. enterprises - a 114x difference over 400
university startups are created nationally each year based on
federally funded R&D, which included Google, Netscape,
Genentech, Lycos, Sun Microsystems, Silicon Graphics, and Cisco
Systems Between 1980 and 2005, virtually all net new jobs created
in the U.S. were created by firms that were 5 years old or less 68%
of university startups created between 1980 to 2000 remained in
business in 2001, while regular startups experienced a 90% failure
rate during that same time period
Slide 93
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 93 Good ideas evolving to higher
value Revenue
Slide 94
2011IBM CorporationIBM University Programs World Wide (IBM UP)
94 A New Paradigm: Collaborative Innovation China Watson Almaden
Austin Tokyo Haifa Zurich India IBM Research Lab Global, Smarter
Planet Collaborations Pangoo Brazil
Slide 95
2011IBM CorporationIBM University Programs World Wide (IBM UP)
95 Connecting Universities and IBM Global Research Labs Smarter
Planet Solutions &Platforms Sci Net Consortium Mega Scale
Centers of Competency HSCCI Innovation Showcase Centers On Campus
Collaborations Services Research Institute Collaboratory for
Services Science Grand Challenge Centers
Slide 96
2011IBM CorporationIBM University Programs World Wide (IBM UP)
96 Global University Programs in Action Sci Net Consortium at
University of Toronto IBM & University of Melbourne
Collaboratory for Life Sciences Research King Abdullah University
of Science & Technology (KAUST) IBM & Rice University to
Tackle Smarter Healthcare Challenges with HPC POWER7
Slide 97
2011IBM CorporationIBM University Programs World Wide (IBM UP)
97 Co-investing to improve capabilities of individuals &
institutions. Realizing profitable & sustainable improvements.
Smarter cities/regions improve quality-of-life (for all of us!)
Where We Focus: Universities Research RecruitingSkills People
Individuals & Disciplines Government IndustryAcademia Planet
Institutions & Systems TalentInfrastructure
Slide 98
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 98 Big Picture in Words:
Regional 4 Is Upward Spirals Academia, industry, and government,
while different types of societal institutions, are nevertheless
similar in that they provide career paths for individuals; in
general higher skill, greater responsibility, and more
productive-prior experiences and outcomes correlate with higher
pay, one aspect of modern quality-of-life. These individuals live
somewhere and experience quality-of-life both where they live and
where they visit; furthermore, their decisions about where to live,
where to visit, which career paths and other options to pursue are
shaped by culturally shared information about regional
quality-of-life variations - some regions historically provide more
and better opportunities than others. Finally, stepping back for a
moment, and taking a broad view of history, one can see academia,
industry, and government interacting to build and rebuild more and
more technologically advanced infrastructure, from buildings to
transportation and utility systems; infrastructure which provides
access to natural and human- made resources that support
quality-of-life in regions - vast majority of regions today have
increasing population densities that put stress on older systems.
How well do we understand regional 4 Is upward spirals across
generations? IBMs Smarter Planet research aims to understand
infrastructure building and rebuilding, by institutions designing
and redesigning career paths, for individuals working and reworking
lifes options, based on shared information about regional
quality-of-life and what is best for them, their families, and
their communities.
Slide 99
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 99 Our History: Over 60 Years of
Collaborations 1945: IBM Research born in cooperation w/ Columbia
University 1951: PhD Fellowship Program launched 1997: First ACM
Intl Collegiate Programming Contest (ACM ICPC) held 2002: Virtual
Computing Lab Initiative ( VCL ) created at NC State 1990: First
Center For Advanced Studies ( CAS ) opens in Toronto CA 2003: IBM
and leading universities pioneer the discipline of Services
Science, Management & Engineering ( SSME ) 2008: Award programs
innovated with introduction of Named Awards for outstanding
achievers 2007: IBM, RPI and State of NY form CCNI ; A $100M
public- private partnership 2009: IBM Cloud Academy launched as a
forum for Higher Educ to create & share cloud based
technologies 1945 2011 1983: Faculty Award Program launched 1980
1993: Shared Univ Research ( SUR ) Program launched 2004: Launch of
the Academic Initiative ( AI ) providing free IBM SW to the
academic community 2006: Open Collaborative Research ( OCR ) award
program launched
Slide 100
2011IBM CorporationIBM University Programs World Wide (IBM UP)
100 What We Do: The 6 Rs (not to be confused with 3 Rs) 1. Research
Research awards focus on grand challenge problems and big bets
https://www.ibm.com/developerworks/university/research 2. Readiness
Access to IBM tools, methods, and course materials to develop
skills
https://www.ibm.com/developerworks/university/academicinitiative 3.
Recruiting Internships and full-time positions working to build a
smarter planet http://www.ibm.com/jobs 4. Revenue Improve
performance, the university as a complex enterprise (city within
city)
http://www.ibm.com/services/us/gbs/bus/html/bcs_education.html 5.
Responsibility Community service provides access to IBMers
expertise/resources http://www.ibm.com/ibm/ibmgives/ 6. Regions
Regional innovation ecosystems incubators, entrepreneurship, jobs
http://www.ibm.com/ibm/governmentalprograms/innovissue.html
2011 IBM CorporationIBM UPward (University Programs worldwide
accelerating regional development) 102 Measuring Impact SSME: IBM
Icon of Progress & IBM Research Outstanding Accomplishment
Internal 10x return: CBM, IDG, SDM Pricing & Costing, BIW
COBRA, SIMPLE, IoFT, Fringe, VCR Key was tools to model customers
& IBM better Also tools to shift routine physical, mental,
interactional & identify synergistic new ventures Alignment
with Smarter Planet & Analytics (instrumented, interconnected,
intelligent) Alignment with Smarter Cities, Smarter Campus, Smarter
Buildings (Holistic Service Systems) External: More than $1B in
national investments in Service Innovation activities External:
Increase conferences, journals, and publications External: Service
Science SIGs in Professional Associations External: Course &
Program Guidelines for T-shaped Professionals, 500+ institutions
External: National Service Science Institutions, Books & Case
Studies (Open Services Innovation) Service Research, a Portfolio
Approach 1. Improve existing offerings (value propositions that can
move the needle on KPIs) 2. Create new offerings (for old and new
customers) 3. Improve outcomes insourcing, outsourcing,
acquisitions, divestitures (interconnect-fission-fusion) 4. For all
three of the above, improve customer/partner capabilities (ratchet
each other up) 5. For all four of the above, increase patents and
service IP assets (some donated to open forums) 6. For all five of
the above, increase publications and body-of-knowledge
(professional associations)
Slide 103
2010 IBM CorporationGlobal University Programs 103 Who I am
Director IBM Global University Programs since 2009 Global team
works with 5000 university world wide
(http://www.ibm.com/university) Research (Awards), Readiness
(Skills), Recruiting, Revenue, Responsibility Transform IBM on
Campus brand awareness (Smarter Planet/Smarter Cities) Create Urban
Service System Research Centers & U-BEEs Founding Director of
IBM's first Service Research group from 2003-2009 Almaden Research
Center, San Jose, CA 10x ROI with four IBM outstanding and eleven
accomplishment awards Improve existing offerings, create new,
portfolio synergies, partners, patents, publications I know/work
with service research pioneers from many academic disciplines I
advocate for Service Science, Management, Engineering, and Design
(SSME+D) Short-term: Curriculum (T-shaped people, deep in an
existing discipline) Long-term: New transdiscipline and profession
(awaiting CAD tool) I advocate for SRII (one of the founding
fathers) Co-editor of the Handbook of Service Science (Springer
2010) Other background (late 90s and before) Founding CTO of IBMs
Venture Capital Relations group in Silicon Valley Apple Computers
(Distinguished Engineer Scientist and Technologist) award (90s)
Ph.D. Computer Science/Artificial Intelligence from Yale University
(80s) B.S. in Physics from MIT (70s)