Category: Si2 News

Short news activities such as events attended, public workshop or trade bodies

Focus on Contracts – April Summit Highlights

The workshop, held as part of the Service Leaders Network Summit on April 23, 2026, in Bielefeld, focused on the role and design of service agreements (“Vereinbarungen”) in industrial service business models. A central theme was the increasing importance of customer collaboration as companies shift from pure product sales toward service-driven offerings. While traditional machine sales require limited interaction, advanced service models depend heavily on structured cooperation between provider and customer—formalized through clear service agreements.

Si2 Strengthens Management Team

Peter Schoenle has joined the management team of Si2-Group. Having worked with Si2 for the past 15 months, Peter decided to become a co-owner and Managing Director. He very much strengthens Si2 expertise in the area of service business coaching, people development and eprofessional education.

Coaching MSc students of Through-Life Engineering

Si2 facilitates “Services” day with MSc students at Cranfield University Nick Frank was at Cranfield University yesterday, facilitating a one-day session for 30 students on the MSc in Sustainable Through-Life Engineering Services. With its focus on organisations that supply or operate large, complex assets, this is one of the few degree-level programmes that truly dives […]

Attendee feedback from Feb SLN on Contracts

The February Service Leaders Network (SLN) Summit was another sell-out success. To understand why, read this report out from our co-host Philipp Sigmann, Director of Service, GEBHARDT Intralogistics Group.

AI CONSULT and SI2 Group Combine Expertise to Future-Proof Service Organizations

AI CONSULT and SI2
Group are entering into a strategic partnership to provide comprehensive support to medium sized companies as they continue to develop their service organisations. The goal of the collaboration is to enable organisations to address
and implement organisational, automation, and technological challenges
in service.

On the Road: Summer thoughts from Si2 clients

Peter Schoenle had a busy summer, on the road seeing clients and attending trade fairs. He has shared his thoughts on what he saw and what is relevant to service businesses at this moment in time.

Si2 Brand: More focus on YOU

Si2 Brand: more focus on YOU
As Si2 develops it’s services, we have tweaked our brand to focus more on your needs than that of our partners.

Our core management team of Nick Frank, Peter Maier and Harald Wassermann has expanded to include Peter Schönle who brings 25 years of expertise centered on culture, change and professional development.

What’s up at Hannover Messe 2025

Peter Schoenle from Si2 provides his observations on why some companies are relectant to talk about Service at the Hannover Messe 2025

Educating the Service Leaders of tomorrow

This week, Nick Frank from Si2 spent 2 days with students from Cranfield University’s MSc in Sustainable Through-Life Engineering Services. These Operational, Logistics and Design professionals from the UK’s leading Engineering companies together with UK Ministry of Defence staff, want to upgrade their skills and capabilities for implementing Servitised business models in industries with complex, […]

Service in Industry

Deep Dive into the industrial service business.

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Service Innovation for value-driven opportunities:

Facilitated by Professor Mairi McIntyre from the University of Warwick, the workshop explored service innovation processes that help us understand what makes our customers successful.

In particular, the Customer Value Iceberg principle goes beyond the typical Total Cost of Ownership view of the equipment world and explores how that equipment impacts the success of the business. It forces us to consider not only direct costs associated with usage of the equipment such but also indirect costs such as working capital and risks.

As an example, we looked at how MAN Truck UK used this method to develop services that went beyond the prevailing repairs, parts and maintenance to methods (through telematics and clever analytics) to monitor and improve the performance and  fuel consumption of their trucks. This approach helped grow their business by an order of magnitude over a number of years.

Mining Service Management Data to improve performance

We then took a deep dive into how Endress + Hauser have developed applications that can mine Service Management data to improve service performance:  

Thomas Fricke (Service Manager) and Enrico De Stasio (Head of Corporate Quality & Lean) facilitated a 3 hour discussion on their journey from idea to a real working application integrated into their Service processes. These were the key learning points that emerged:

Leadership

In 2018 the Senior leadership concluded that to stay competitive they needed to do far more to consolidate their global service data into a “data lake’ that could be used to improve their own service processes and bring more value to customers. As a company they had already seen the value of organising data as over the past 20 years for every new system they already had a “digital twin” which held electronically all the data for that system in an organised fashion. Initially, it was basic Bill of Material data, but has since grown in sophistication. So a good start but they needed to go further, and the leadership team committed resources to do this.

  • The first try: The project initially focused on collecting and organising data from its global service operations into a data lake.  This first phase required the development of infrastructure, processes and applications that could analyse service report data and turn it into actionable intelligence. The initial goal was to make internal processes more efficient, and so improve the customer experience. E+H looked for patterns in the reports of service engineers that could:
    • Be used to improve the performance of Service through processes and individuals
    • Be used by other groups such as engineering to improve and enhance product quality.
  • Outcome: Eventhough progress was made in many areas, nevertheless, even using advanced statistical methods, they could not extract or deliver the value they had hoped   for from the data. They needed to look at something different.
  • Leveraging AI technologies: The Endress+Hauser team knew they needed to look for patterns in large data sets. They had the knowledge that self-learning technologies that are frequently termed as AI, could potentially help solve this problem. They teamed up with a local university and created a project to develop a ‘Proof of Concept’. This helped the project gain traction as the potential of the application they had created started to emerge. It was not an easy journey and required “courage to trust the outcomes, see them fail and then learn from the process”. However after about 18 months they were able to integrate the application into their normal working processes where every day they scan the service reports from around the world in different languages to identify common patterns in product problems, or anomalies in the local service team activities. This information is fed back to the appropriate service teams for action. The application also acts as a central hub where anyone in the organisation can access and interrogate service report data to improve performance and develop new value propositions.
  • Improvement:  The project does not stop there. It is now embedded in the service operations and used as a basic tool for continuous improvement. In effect, this has shifted the whole organization to be more aware of the value of their data.

Utilizing AI in B2B services

Regarding AI, our task was to uncover some of the myths and benefits for service businesses and the first task was to agree on what we really mean by AI among the participants. It took time, but we discovered that there are really two interpretations which makes the term rather confusing. The first is a generic term used by visionaries and AI professionals to describe a world of intelligent machines and applications. Important at a social & macroeconomic level, but perhaps not so useful for business operations -at least at a practical level. The second is an umbrella term for a group of technologies that are good at finding patterns in large data sets (machine learning, neural networks, big data, computer vision), that can interface with human beings (Natural Language Processing) and that mimic human intelligence through being based on self-learning algorithms. Understanding this second definition and how these technologies can be used to overcome real business challenges is where the immediate value of AI sits for today’s businesses. It was also clear that the implication of integrating these technologies into business processes will require leaders to look at the change management challenges for their teams and customers.

To understand options for moving ahead at a practical level we first looked briefly at Husky through an interview with CIO Jean-Christophe Wiltz to CIOnet where we learned that i) real business needs should tailored drive technology implementation, and ii) that before getting to AI technologies, there is a need to build the appropriate infrastructure in terms of database and data collection, and, most importantly, the need to be prepared to continually adapt this infrastructure as the business needs change.