WASEDA-EDGE, IOT
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1 WASEDA-EDGE, IOT
2 2 IBM (S3FIRE) 15 9 IT INFORMS Service Science Global Perspectives on Service Science: Japan Springer Serviceology for Designing the Future Springer R&D
3 SCCFX,,, (Smalltalk, C++) (C++,,,) (AP Tech) SABLE, SQALE,,, ( )
4 IoT
5
6 Birgit Mager
7
8 1990-) (1990-)
9 Service design aims to ensure service interfaces are useful, usable, and desirable from the client s point of view and efficient and distinctive from the supplier s point of view. Birgit Mager Service design is focused on bringing service strategy and innovative service ideas to life by aligning various internal and external stakeholders around the creation of holistic service experiences for customers, clients, employees, business partners, and/or citizens. Center for Services Leadership, Arizona State University
10 The Future of Service Design by Birgit Mager
11 (reframing)
12 BY SERVICE DESIGN THINKING
13 サービス舞台モデル (SERVICE IS FRONT STAGE, JAMES TEBOUL) 裏舞台 表舞台 原材料 部品 ; 情報 完成品 加工済みの情報 知識 問題や 要望を携えて 顧客が訪れる サービスの提供従業員 機械 装飾品 他の顧客などと 直接かかわる 顧客の問題が解決する顧客の気分や姿が変わる モノの側面 裏舞台での活動 サービスの側面 表舞台での活動 ソリューション コモディティ ( 日用品 ) サービスをあまり必要としない製品 サービスを必要とする製品 耐久消費財 モノづくり サービス モノづくりに近づく ( 工業化 ) 顧客経験 製品や情報に密着したサービス 製品や情報に関連のないサービス
14 製造業とサービス産業における品質改善の比較 モノの側面 裏舞台での活動 サービスの側面 表舞台での活動 生産計画と工程の自動化 ( 納期は長い 在庫管理 ) プロセスの成熟度 設備中心 品質評価の仕組み ( 裏舞台 ) サプライチェーンの成熟度 業界全体で適用されている標準 短期間での提供 目に見えない その場で消費される 在庫できない 多様性 ( ツール スキル コスト構造 ) 人中心 品質指標は複雑 ( 表舞台 + 裏舞台 ) 作業中の顧客参画度 製造業 サービス業 サービス提供者側の指標 SLA の達成 + 生産効率 + 財務プラン サービス消費者側の指標顧客満足度 = 顧客の知覚 - 顧客の期待 サーバーの稼働率は99.9% 以上アプリケーションの稼働率は90% 程度 電子機器製造 6シグマ航空会社の手荷物処理 4シグマ 乗客からの苦情のワースト2 位 IT Application Development: Journal of Managerial Auditing, CMU SEI Service Management SLAs: Forrester Consulting Survey
15 AALTO University six schools married since 2010 Service Factory (Business) Design Factory (Engineering)
16 Laurea University of Applied Sciences MBA Service Innovation and Design Design thinking Service logic based strategic management New service development and innovative business models Deep customer insights Service design process and methods Future thinking and foresight methodologies Thesis Elective (business and leadership competences, advances competences in service innovation and design, operational skills)
17 Loughborough University Industrial Design Service Design and Management (London 2015 Fall start)
18 Royal College of Art Industrial Design, Innovation RCA Service Design (Design 70%, Business 20%, S&T 10%) Start from Design London (2005)
19
20 GAFA? G A F A
21 GAFA(GOOLE, APPLE, FACEBOOK, AMAZON) + A(ALIBABA) 2015 (1$=100 Google Apple Facebook Amazon Alibaba ref:
22 Amazon (2014) 0.60 (2014) 1.32 (2014) ref: archives/ html
23 AMAZON 2015 Annupurna Labs 2014 comixology comic platform, Twitch.tv streaming vid 2013 IVONA, TenMarks Kiva Systems 2012, 775M$ 2012 Kiva Systems 2009 Zappos 2008 audible.com video game development 2007 dpreview.com, 2005 BookSurge mobipocket.com e-book 1994
24 ref: TheSecondMachineAge, Brynjolfsson, E., & McAfee, A.
25 (General Purpose Technology) Gavin Wright
26 B. ref:,,, 1997.
27 IOT
28 =HUMAN CENTERED COMPLEX SYSTEM
29 2 n
30 vs.
31 ref: Ref: Spohrer, J. and Maglio, P. P.: Service Science: Toward a Smarter Planet, In Service Engineering, Karwowski, W. and Salvendy, G. (eds.), Wiley, New York 2009 生態系 要素 インタラクション ( ネットワーク ) アウトカム 人 価値提案型 ガバナンス型 Win-Win 組織 ステークホルダー 資源 Win-Lose 情報 尺度 アクセス権 Lose-Win 技術 Lose-Lose
32 Ref: Normann, Richard., Service Management, Wiley, (Richard Normann)
33 (macro) (meso): (creator) (micro) (company) (customer) ref: Sawatani, Y.& Nishiyama, K.,
34 IOP: Open Innovation クラウドソーシング 伝統的企業 伝統的企業 時期インターネット以後に出現インターネット以前から存在 システム形態 構成要素 オープン システム疎連結ネットワーク TSP(Two-Sided-Platform) MSP(Multi-Sided-Platform) プラットフォーム提供者としての企業 群衆 (crowd) 創造者 (creator) クローズド システム垂直統合 企業 従業員 価値共有の状態プラットフォーム上で価値共有企業のビジョン 分析単位ビジネスモデル企業
35 IOT IOT (B2C) (B2B) B2B B2C
36
37
38 A FOUR-DIMENSIONAL MODEL OF SERVICE INNOVATION & (Dimension 1) (Dimension 2) (Dimension 4) (Dimension 3) Ref: Pim Den Hertog, Knowledge-intensive business services as co-production of innovation, International Journal of Innovation Management, Vol 4, No. 4, Dec 2000, pp
39 ECOSYSTEM BUSINESS MODEL PROCESS PRODUCT PEOPLE
40 CEO try, Quick win Project CDO Project Lean Startup Open Innovation Business People Technology
41
42 SAP GE Pivotal IBM Leadership level Chief Design Officer Design Director Design Director Chief Design Officer Project team Designer, Industry, Engineer Product manager, Designer, Engineer Product manager, Designer, Engineer Product manager, Designer, Engineer Decision maker Designer Product manager Product manager Product manager Start Instlation 2005(Design Thinking) Top down, Strategy, R&D, BU 2011(CXO), 2013(Service Design) Bottom up? (MRI case)? 2000-(UX), 2012(Design Dept.)? Top down
43 IOT IOT CEO CDO IT R&D DEV-OPS Ref: Michael E. Porter & James E. Heppelmann How Smart, Connected Products Are Transforming Companies, HBR, Nov, 2015
44 SAP SAP 2004 Plattner David Kelley 2004 d.school
45 SAP SAP : 2/3 ( try
46 SAP SAP hana ERP ERP
47 SAP
48
49 ref:the Customer-activated Enterprise, IBM Institute for Business Value
50 ref:the Customer-activated Enterprise, IBM Institute for Business Value
51 ref: Japan Report, IBM Institute for Business Value
52 サービスは顧客との価値共創 Goods-dominant (G-D) logic 何かを作る ( 商品 サービス ) 価値は生産される 独立した実態としてのお客様 Service-dominant (S-D) logic お客様の価値創造プロセスを支援する ( 提供されるものは知識 スキルを含むサービス システム ) 価値は共に創られる 自分の環境 ネットワークにおけるお客様 お客様は対象 効率性優先 お客様は重要な資源 効果を考慮した上での効率 Ref: Vargo, Stephen L. and Robert F. Lusch, "From good to service(s): Divergences and convergences of logics, Industrial Marketing Management, 2008.
53 IT Ref: Discussion with Lasse Mitronen, AALTO University and Yuriko Sawatani, Tokyo University of Technology
54 Vargo, Stephen L. and Robert F. Lusch, "Institutions and axioms: an extension and update of service-dominant logic, Journal of the Acad. Mark. Sci., Sawatani, Y.& Nishiyama, K., :, preparing for HBR. Redefining Boundaries Insights from the Global C-suite Study, 2015, IBM
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