WhatsApp is gearing up to finally monetize its messaging app by charging large enterprise businesses for tools to better communicate with customers. A simple way to think about the power of service models in relation to rapid problem isolation is that they reduce mean-time-to-know to zero. No more need for accusations flying in hastily arranged war-room meetings. With an accurate and always up-to-date service model, it is easy for an operations manager to assign work by service criticality – or, perhaps according to the service bringing in the most revenue.
The most important lessons: Services will increasingly be procured together with products (hybrid services) and because of that complexity and the need to increase knowhow in procurement and products will increase more and more. This can’t be handled by procurement alone in the future. This will become more of a team effort, or even an empowerment and enablement of the experts that are the nearest to the customer need. Furthermore the service provider will have to tightly integrate with the customers value stream. Most important learning was that the researcher found is no pattern to procure business services nor a tool yet, that supports it.
The change management process is another area where a services approach brings a lot of positive benefits. The ability to compare current and previous configurations makes it easy to see newly added or modified applications, supporting infrastructure, and their respective interconnections. The Change Advisory Board (CAB) is empowered to understand the implications of proposed changes and to validate that the scope of proposed changes, and the ‘bleed’ from those changes, are well-understood.
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The Services Directive allows business service providers to more easily establish in another EU country or provide services across borders. This Directive covers a large number of business services but there are exceptions such as private security services, temporary work agency services and notarial services.