Execution and Change

Turning strategy into profitable outcomes

The challenges leaders of change typically encounter when striving to ensure the key success enablers are in place include:

  • Inconsistent execution of service strategies

  • Cultural resistance to shifting from product to service mindsets

  • Siloed teams with misaligned goals and priorities

  • Limited capability to manage transformation at scale

  • Failure to sustain momentum and realise business impact

A strong service strategy means little without disciplined execution. In today’s environment, success demands a mindset shift—from traditional production push to outcome-focused, value-driven service thinking.

Our programmes support companies turn ambition into measurable outcomes—by building the capabilities and commitment needed to drive service-led change. We also support organisations in making this transition through hands-on leadership, focused delivery, and strong stakeholder engagement.

It is important to make service transformation actionable, aligned, and performance-driven—ensuring strategies deliver the growth and advantage they promise.

Key Focus Areas:

  • Business development
  • Faciitating Change
  • Professional and Team Coaching
  • Team Facilitation – Change
  • Interim Management

Si2 Enabler Programmes

Service Value Sales

Transforms professionals from Feature to Value Selling! – From a customer ‘push to a pull’ mindset!

Service Value Sales

Brings sales & service teams together to create a compelling service sales process & tools.
Explore here

Exceptional Customer care

Typically long term engagements that develop and implement activities that will bring more value to customers as well as the solution provider

Exceptional Customer Care

Consists of Trusted Advisor workshops for compelling communication, problem solving excellence, dealing with conflict. Team facilitation to drive shift in mindset.
Explore here

Service Leadership Development

Developing high performance global service teams through building team work, alignment and values

Service Leadership Development

Si2 Leadership programmes include Sparring & Coaching, Leadership team coaching, as well as Management Education and Team Facilitation workshops
Explore here

Service Business Growth

Series of facilitated workshops and research that develops strategies for growth and takes them through to excecution

Service Business Development

A programme that potentially involves the creation of a Vivid Vision, Business Plan Development, Business Model Innovation, Transformation Project Management
Explore here

Service Leadership Development

Develop high performance global service teams through building team work, alignment and values.

Service Leadership Development

Virtual, facilitated regionalised touchpoint meetings that engage and align service leaders around common goals and outcomes
Explore here

Related Posts

Service in Industry

Deep Dive into the industrial service business.

Join our community to receive analysis, insight, news and more.
We will never share your data

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.