Read the summary and the most important questions on Four Ways to Reinvent Service Delivery

• 1 Introduction

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• Why is radical innovation of a service relatively rare?

  Service redefinition requires deep insight into how to meet clients’ needs. And because it is not generally driven by disruptive technologies, which often force people to confront basic assumptions, organizations struggle to overcome the mentality of “that’s not how we do it” and “our clients don’t expect that.” 

• What is the challenge for managers?

  To have a systematic way to question basic assumptions about how a service is defined and delivered and to see the opportunity to achieve dramatically better results.

• By which 2 factors should changes in the structure of the interaction be guided?

  1. The degree to which sharing information adds value for customers.
     
  2. The need for coordination among providers. 
     

• Where are changes in the allocation of service tasks dependent on?

  On the fit between employees’ tasks and their expertise and the prevalence of tacit assumptions about who does what.

• Which 2 questions are relevant for the delivery location?

  1. Does the location limit access or outcomes for clients? 
     
  2. Have their communication and information needs changed? 
     

• Which four dimensions can organizations consider?

  1. The structure of the interaction
  2. The service boundary
  3. The allocation of service tasks
  4. The delivery location

• 2 The Structure of the Interaction

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• In which 4 ways can the interaction between providers and clients be configured?

  1. One provider with one client
  2. One provider with multiple clients
  3. Multiple providers with one client
  4. Multiple providers with multiple clients

• Where does the most effective structure depends on?

  On whether the value for clients increases or decreases when the experience or information from the interaction is shared with others, and whether communication among experts improves the service.

• Does creating shared experience or shared information among clients add value for them?

  On the one hand, the client might benefit from interactions or shared experiences with other clients. On the other hand, a client might have concerns about privacy or individuality, which is why the norm in medicine is to serve one patient at a time. So a critical question is whether a customer’s experience becomes less or more valuable if another customer shares it.

• 3 The Service Boundary

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• Does segment of your clients use a very similar set of complementary services?

  If so, there may be case for integration. Done well, this integration improves communication and efficiency and develops team expertise. Patients benefit form more-convenient and better-coordinated access to care and improved outcomes.