Service Strategy

Unclear, confusing definition of 'separation of concerns'

Submitted by ianclayton on Fri, 2007-07-06 18:45

Page 21 describes SoC as:

"Complex issues or problems can be resolved or separated into distinct parts or concerns. Specialized capabilities and resources address each concern leading to better outcomes overall. This improves focus and allows optimization of systems and processes at a manageable scale and scope."

The glossary entry is an improvement (p249) and should have been used on p21.

paragraph 2.4.3 should be the value of the volume to the business

Submitted by PELIJN on Mon, 2007-06-25 00:07

chapter 2 in each book should describe it from a volume perspective: Therefor paragraph 2.4.3 should be the value of the volume to the business... (see service design). In SO it is a generic value to the business. In SS it does not have the value to the business described. Better alignment between these values would be beneficial.

All books 2.2.1 repeats service definition

Submitted by skeptic on Sun, 2007-06-24 21:41

pure pedantry:

Chapter 2 is in all books (though with very subtle editorial differences).

2.2.1 the text at the start in a box defining a service is almost identical with the following paragraph - should have been edited?

Invalid claim that value networks supercede or trump value chains

Submitted by ianclayton on Fri, 2007-06-22 03:07

P 47-49. The author references the well trodden term 'value chain' by saying "Business executives have long described the process of creating value as links in a value chain." this may be so but I believe the term 'value chain' is more commonly attributed to the pioneering work of Michael E. Porter (Competitive Advantage 1990, p59). Indeed it was referenced this way in ITIL version 2.The authors then compound this misdirection by stating that the value chain model is linear by nature (its nothing of the sort) and superseded by 'Value Networks'. It is not.

Service Management is a 'Strategic Asset'?

Submitted by ianclayton on Fri, 2007-06-22 02:55

P 81. in the section 'Develop Strategic Assets (4.3.2)' the authors clearly direct the reader that Service Management the concept is a strategic asset. Service management is a conceptual framework for conducting activities designed to fulfill the objectives of a customer organization. It continues to describe strategic assets as 'dynamic'. That much may be true, but strategic assets are TANGIBLE and subject to the SMART concepts favored by metrics. More plausible examples of strategic assets would include people, services, and information.

Incorrect placement of "Market Space"

Submitted by ianclayton on Fri, 2007-06-22 02:51

P 70. The concept of a 'market space' is introduced as part of the 'Develop the Offerings' conversation. The definition of market spaces (the term market segment is more commonly used by the marketing professional) is a fundamental stage of the what Service Strategy previously describes in this section as the 'Define the Market' activity. market segments are identified, target markets defined, and opportunities sized. products are positioned based upon differentiation. The service strategy book seems to be trying to rewrite Marketing 101 concepts....

Process improvement programs are a staff distraction

Submitted by ianclayton on Fri, 2007-06-22 02:42

On page 10 of the introduction to this book the authors categorically state:

"A process improvement programme reduces the time the staff have for existing service duties, causing a decrease in service quality - exactly the opposite of intended programme goals. "

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