Service is now moving from 'reaction' to consolidation; where the global lockdown is loosening, and service is turning back on having been left dormant. How should we approach this new phase?
In the latest Field Service Podcast, Deputy Editor Mark Glover is joined by Martin Summerhayes who gives new insight into what the sector should be considering as we emerge, blinking slightly, into a new service world. In this excerpt from that podcast Summerhayes explains why precise planning pre-empt proactive performance...
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Planning for Fully Reopening the Field Service Sector
"We are going to come out of this at some point," Martin says. "However, it is not going to be a mass switch on of services; mass opening of markets and outlets - think of a giant “Turn On” switch being pulled - rather, it is going to be phased approach."
In this episode and off the back of a recent article exclusively for Field Service News, Martin takes the ubiquitous 'Five Ps' business acronym - Poor Planning Promotes Poor Performance - and swaps in new first, third and fourth words: Precise Planning Pre-empts Pro-active Performance is a possible blueprint for service directors who might be daunted or overwhelmed when sizing up a re-start.
"Take a set of scenarios to then precisely plan the impacts," Martin says, unpacking the first part of the acronym. "This evolves around asking a series of open ended questions and describing in detail the responses and impacts. This is where elements of “scenario planning” and an element of “game theory” comes into their own.
Martin backs the theory with an example: a mixed legacy IT estate distributed across a number of outlets. Here he applies open-ended questions on health and safety, customer expectations and spare parts to garner these responses and impacts.
Proactive performance is approached with questions also but the aim is to spot patterns: "Have you captured all of the impacts, potential outcomes and put it into a plan? A resource profile? A spares planning spreadsheet? Have you shared this across your organisation teams?" he says. "You will need to explore at least five different customers and scenarios to start to see a trend and start to see the common elements that you need to work."
At the moment our feeds and inboxes are being bombarded with webinars, articles and other podcasts taking a long view approach to service's current challenge. Here, Martin suggests stepping back and concentrating on the now might be the way forward.
However, he acknowledges this approach might not be the best way and he is keen to hear your feedback and to be challenged on his theory. So please let us know your thoughts.
- Read more from Martin Summerhayes @ www.fieldservicenews.com/martinsummerhayes
- Read more Covid-19 related content @ https://www.fieldservicenews.com/covid19
- Follow Martin Summerhayes on LinkedIn here.