The Wave of Transformation in Innovation - Case Study Example

Open Service Innovation Platform: Instructor’s Name: Date: Open Service Innovation Platform The company provides logistical services to people and corporations particularly in planning big occasions. Over the time, there has been a tremendous improvement in the service offered to customers. However, the wave of transformation in innovation continues to push for more sophisticated methods of doing things. Events as well become complicated while the levels of expectations are higher. It is on this basis that this report is written. It aims to use ideas in innovation and experience with the company and the business to further improve services and source more customers. Innovation can be taken to refer to any improved system of doing things emanating from some new knowledge or new interpretation of existing knowledge (Gardiner 21). Owing to the shortcomings of traditional performance measurement systems there has been a gap in determining best performance in firms and by extension the methodologies of studying innovation patterns. Professionals have continuously devised new systems of approaching the subject matter. In the recent past, operational experts have applied new methods of performance improvement such as total quality management and service blueprinting. However, none of these has demonstrated capability in ensuring that the path of innovation is keenly tracked down for study and subsequent application. What professionals concur is the fact that innovation in integral in a changing environment to for an entity to continue enjoying success and keep up with the pace of competition. Problems within the Existing System A major weakness with the whole procedure of contract processing is the lack of defined time frame. This can be, and is actually is a major source of dissatisfaction for the customers. Under normal circumstances, waiting is strenuous, but waiting indefinitely is even more hectic. One of the laws of the theory of constraints holds that indefinite waiting time seems longer than when the waiting time is defined. Also, waiting time off service seems longer than waiting time in the process of being served. The process of making the contract does not have a defined time frame between the point of customer’s first contact with the customer relationship officer and the time when signing is done. This can be very tricky for a customer who with a tight deadline to plan an event. The process has some aspects of duplication of efforts. This is a case where the same duty is done twice but by different officers. The process demonstrated by the company so far points to high level of unnecessary caution by the management. For instance, the contract closing agent performs calculations to ascertain the payment rates. Similarly the contract application manager does the same calculations when assessing the viability of the customer to be able to pay for service. These are two activities that are closely interrelated. It would be prudent therefore, to save time and effort by integrating these activities under one department and assigning their execution to one single officer. This move would shorten the process and reduce unnecessary customer contact. Finally, customers seem dissatisfied with the idea of visiting the business premises every time they need to communicate with the service provider. There is growing demand to automate operations and provide electronic shopping. In this case customers will be able to make enquiries online, get feedback and close the deal without necessarily signing papers. To further improve the service, online payment services will be made possible through already existing service providers such as PayPal. Proposed Framework of the System Designing new system requires that the designer tries as much as possible to consult widely from all the stakeholders and ensure that their inputs are appropriately incorporated in the final blueprint. This approach enhances acceptance of the new service system and reduces resistance from the very employees who will be called upon in the implementation of the system. The major aim of crafting the design is to ensure that service delivery at all areas of customer-service provider contact point leaves good memories and the experience of the customer with the service provider is persuasive to instigate new interactions (Boyd & Gupta 361). The system also ensures that the finer details of each section and sub-section of the service provision process are entered in the final documentation set up. The final blueprint henceforth acts as a common reference point for all the parties who participate in one way or the other in the service activity. The blueprint also acts as the guiding foundation for subsequent changes or refinements. Stage 1 – Application by Customer The customer upon approaching the customer relationship officer agent is given due advice concerning how services are offered, depending on the type of service sought. He/she is fed with the details in respect to duration of contract processing. When the client is satisfied, he/she is provided with an application form for filling. The CRO acting on the information provided by the client undertakes to calculate the rates and repayment details that will apply. If the client is comfortable with the rates and mode of payment he/she signs the papers that authorize the contract approval. Stage 2 – Contract Processing This step would entail verification of the document presented by the client to support his/her bid as well as the information given on filled forms. Once all the information is verified as the true representation of facts, the contract is approved and the process is allowed to pass to the next stage. Stage 3 – Contract Closing At this stage many clients like engaging an advocate. The client’s lawyer is invited to forward the contract packet. The lawyer and the closing agent verify all the repayment details. Finally the lawyer signs all the final formal document on behalf of the client and the contract now exists. The client makes down payment as agreed through whatever means stipulated in the terms of engagement. The customer can now access the service on the date designated by under the contract. Finally, the lead strategist and top management create empathy with the users of the new system. An ascertainment should be made that all stakeholders fully understand the need for the new system and that they appreciate and identify themselves with the new set up of activities. The new service framework will be available online and the process can be completed without the client physically visiting the premises. It would also inform a potential customer what to expect from the company. The new system will boost efficiency, eliminate unnecessary bureaucracies and hence speed up the rate of operations. Since views of customers have been incorporated in designing the new system, it is expected that more customers will be attracted and the company will be able to improve customer loyalty. Works Cited Boyd, LH & Gupta, MC, ‘Constraints Management: What is Theory’, International journal of operations & production Management, 24(4) 350-371, 2004 print. Gardiner, D. Operations Management for Business Excellence. Pearson Education, North Shore NZ. 21-24. 2006 print. Read More