Day 2-Exploring New and Expanded Service Models by Leveraging People, Technology, Data & Knowledge

Tap into the expertise of 10-12 of your service peers who are working through the same challenges as you during these interactive small-group roundtable discussions. You’ll get tangible takeaways and advice at the roundtable discussions to carry out your most important projects in 2023.

Choose one.

• TABLE #1 The Harsh Realities of Inflation: Tips on Renewing, Negotiating and Managing SLAs and Customer Price Increases – Moderated by Zoltan Gal, Global Service Sales Manager Power Protection, ABB

• TABLE #2 -- Tangible Solutions for Staffing, Skills Development and Diversity Amidst a Skills and Labor Shortage – Moderated by Louise Murton, U.K. Service Director, Baxi Heating 

• TABLE #3 – The Industrial Metaverse: Continuing the Conversation -- Moderated by Daniel Wessinghage, Senior Account Executive, Genesys; and Simon Dürig, Enterprise Sales Representative, Genesys 

• TABLE #4 – Surviving Supply Chain Disruption and What the Future Holds – Moderated by Maria Jose Aguado, Global Service Parts Program Director, Glory Global 

Zoltan Gal

Global Service Sales Manager Power Protection
ABB

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Louise Murton

U.K. Service Director
Baxi Heating

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Maria Jose Aguado

Global Service Parts Program Director
Glory Global

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Daniel Wessinghage

Senior Account Executive
Genesys

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Simon Dürig

Enterprise Sales Representative
Genesys

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Come hear which are the most important financial benchmarks for the service industry. This presentation provides a strategic perspective of the financial results that can be achieved when manufacturers and service providers grow their service business in a profitable and sustainable way. 

Noventum Service Management consultants conduct an annual benchmark of the financial performance of hundreds of the top performing service organisations in the world. The benchmarking data is presented by maturity levels in peer groups that range from reactive, preventive, predictive, and proactive service organizations, and ranges across all industries from heavy machinery and medical equipment to high-tech digitally enabled service businesses. 

This presentation also will answer key questions such as: 

• How much should service organizations invest in digitalisation? 
• What percentage of recurring revenue can service organizations achieve with proactive digitally enabled services?    

In the interim, if you can’t wait to see this presentation, you may benchmark your company’s performance and receive an individual benchmark report. Visit www.thefutureofservice.com to learn more. 

Hilbrand Rustema

Managing Director
Noventum

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Artificial intelligence has the potential to transform service by unlocking powerful insights and predictions. But AI projects and initiatives will not create business value if a strategic approach is not taken from the start. Come learn how Schneider Electric is delivering real business value with AI, as well as the key benefits and the best use cases for the technology in service. Conversely, you will hear what causes an AI strategy and execution to fail and common pitfalls to avoid. 

Ravichandra will share a customer case where Schneider Electric: 

• Transformed the services delivery using AI, and 
• Delivered massive savings on energy and maintenance costs 

Ravichandra Kshirsagar

Vice President – Digital Buildings Services
Schneider Electric

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Looking to bolster your service revenue opportunity? A great place to start is to map your customer journey and experience interacting with your service organization. Customers with high satisfaction scores are much more likely to accept -- and possibly even endorse -- fees for flawlessly and consistently delivered service, either remote or in person. 

Rajat Kakar

Managing Director
Quickwork Sales EMEA

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Not all KPI’s are created equal or useful, and more is also not necessarily better. But targeted and effective benchmarking can drive internal performance, and enhance service quality and better outcomes.  

Gerrit will discuss:  

• Creating “green field” conditions 
• Key analytics that have helped improve BT’s Field Service performance in a hybrid model 
• How BT benchmarks service partners to ensure it remains competitive in the market

Gerrit Van Splunder

Global Field Service Transformation and Strategy Lead, Global Division
BT Group

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Remote service was a success driver during the pandemic, enabling companies to support customers virtually. Now as we move toward hybrid service, organizations must figure out the right mix of remote service and in-person service. 

While remote service is typically less costly than rolling a truck or hopping on a plane to see a customer, what will be the best practices and rewards in the future, besides cost savings? 

• What are customer expectations now and how have their opinions shifted over the past two years? 
• What are the best methods and metrics to shed light on the right decisions for your service organization? 
• Hear how Zoll is navigating customer expectations with a balance of in-person service with remote monitoring 

Kevin Pritchard

Operations Director
Zoll Medical Corp.

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The customer is changing. Technology is accelerating. Supply chain and workforce challenges continue unabated. Inflation is taking a firm grip. With these ever-changing market dynamics, how do you select the right service model that is both flexible and executable? 

Ralf Bootz will lead this discussion of how Philips is tackling these challenges by keeping a laser focus on: 

• Enhancing the customer experience 
• Service innovation, and 
• Service execution 

Philips has a singular global service strategy that it invests in centrally but execute locally. 

Come join the conversation and compare notes with Philips and other service leaders about these very pertinent service model considerations. 

Ralf Bootz

Services and Solution Delivery Lead, International Markets
Philips

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What are the business challenges and expansion opportunities with this servitization model, including senior stakeholder onboarding and well as executing a complete digital mindset shift. 

James will outline how Baxi is: 

• Developing this mew HaaS model and why 
• How this approach promises to enhance the customer experience and improve overall value and service delivery 
• Testing and scaling this new model and how it selected the clients to include in the first phase rollout

James Galloway

Head of Product Marketing – Commercial UK&I
Baxi Heating UK Ltd.

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Best-in-class training --what does that mean today and what new tools are at service organizations’ disposal that they should fully leverage to accelerate onboarding, upskilling, training and retention. 

High turnover and a tight labor market makes it imperative to execute strong training programs that swiftly engage employees, make the training substantive and fun (these are not mutually exclusive), and allow workers to matriculate at their own pace within acceptable time parameters so that they can put their new-found skills to work as soon as they learn them.  

• What is the optimal blend of hybrid and in-person learning? 
• What type of training is more conducive to in-person learning vs. virtual learning? 
• What are the best practices for training virtually and keeping technicians engaged and excited about what they learn? 

Ludolf Herbst

Director Factory & Field Service Support
Coherent

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Introducing digital solutions at Hitachi Energy services is improving sustainability by implementing safeguards that protect people, the environment, and economies. Some examples are: 

• Monitoring system condition to improve system reliability, safety conditions and costs 
• Applying reliability-centered strategies and AR to eliminate unnecessary activities and their corresponding environmental impact 
• Optimizing the lifecycle, executing the right actions on the right assets for greater sustainability performance 

Digitalization also makes it possible to develop environmental reporting solutions that simplify the understanding of the environmental impact during service execution. Impacts can be evaluated at the project level to enable greener choices when defining the maintenance strategy for your assets. 

In short, a Digital Service Strategy automatically reduces the environmental footprint of your assets by optimizing their lifecycle, improving safety conditions by eliminating unnecessary activities and avoiding unforeseen failures. It also optimizes the asset lifecycle, reduces cost and improves reliability. 

Mercedes Jul

Global Head of Product Management and Strategy for Grid Integration Services
Hitachi Energy

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As service organizations face a large retiring workforce and are coping with the unexpected “great resignation,” finding qualified technicians and engineers is becoming increasingly difficult in this tight and extremely competitive labor market.  

Come hear how to: 

• Retain and reward the most skilled workers during your digital transformation, and during the return to a hybrid work environment  
• Identify quality workers for digital training and upskilling who are interested and capable of making the transition now 
• Re-employ the apprenticeship/farm team strategy to identify and groom promising talent 

Venkata Reddy Mukku

VP, Worldwide Service & Support Organisation
Bruker Nano Analytics

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