CONTACTS 
0201 - Constorium for Service Innovation    650 261 9200
020101 - Mr. Greg Oxton; Executive Director =650 261 9200
020102 - goxton@serviceinnovation.org
020103 - Executive Office

SUBJECTS
CSI Consortium for Service Innovation Greg Oxton Inquires About SDS C
SDS Inquiry About Volitional Partners Found SDS Records Interesting
Constorium for Service Innovation CSI Greg Oxton Call Centers Technic
Define KM Leadership, TQM, AI, Project Management Social People Skill
Oxton, Greg ICS Asks for Information about SDS and Com Metrics
Metrics for Communication Greg Requests Information Calculating Savin
CSI Legacy is Call Center Support Trying to Move Beyond to Broader Us

1709 -    ..
1710 - Summary/Objective
1711 -
171101 - Follow up ref SDS 7 0000, ref SDS 6 0000.
171102 -
171103 - CSI is applying experience from innovations in customer service to
171104 - design enterprise support.  Greg feels advance needs both methodology
171105 - and technology. ref SDS 0 QQ4H  This fits the model of the SDS program
171106 - enabling a new management science of Communication Metrics.  Accuracy
171107 - is the key "metric" of communication that is determined and adjusted
171108 - routinely after-the-fact through traditional litigation. ref SDS 0
171109 - KT6L  SDS enables proactive management using an intelligence process
171110 - to discover small deviations in communication that are easily aligned
171111 - to avoid delay and extra cost of mistakes.  This is a better solution
171112 - than filing law suits and absorbing continual loss.  Greg will review
171113 - POIMS and cost savings to see how these innovations in tools and
171114 - service align with objectives he is setting for CSI. ref SDS 0 IZ5M
171115 -
171116 - Sent an email to Greg linked to this record confirming our discussion.
171117 -
171118 -
171119 -
171120 -
171121 -
171122 -  ..
1712 -
1713 -
1714 - 1654
1715 -
171501 - Adaptive Enterprise Expands Scope of Innovation in Services
171502 -
171503 - Greg received the follow up letter, ref DIP 3 0001, submitted on
171504 - 021021. ref SDS 7 YS4O  He recently completed a professional event,
171505 - and so is just now getting caught up on correspondence.
171506 -
171507 - Greg noted that the Consortium for Service Innovation (CSI) was formed
171508 - to advance customer support services, indicated by research on 021011.
171509 - ref SDS 6 MU9I  Funding comes from sponsors, and work is performed by
171510 - staff, and in part by people who are employed by sponsoring
171511 - organizations.
171512 -
171513 -  ..
171514 - Recently, CSI has been talking about expanding its scope beyond the
171515 - field of customer support.  Discussions among the group have shown
171516 - that people are the engine of value, rather than technology.
171517 -
171518 - Greg explained that "context" has emerged in group planning sessions
171519 - as a target of opportunity for innovation to improve services to
171520 - organizations.
171521 -
171522 -  ..
171523 - The letter to Greg on 021021 raises the idea of adding "intelligence"
171524 - to daily work, as a new innovation in services that enables a system
171525 - of Communication Metrics. ref SDS 7 UV3L
171526 -
171527 -  ..
171528 - Greg feels better management requires more than innovative technology.
171529 -
171530 - Technology is essential, but it must drive a concept that leads to
171531 - innovation in service, i.e., a new work role for new science and new
171532 - technology, explained in NWO, ref OF 4 3348, in order to make people
171533 - and enterprise more productive.  Greg is formulating a concept of
171534 - the....
171535 -
171536 -
171537 -                     adaptive enterprise
171538 -
171539 -
171540 - ...to encapsle the idea of innovation in tools and service.  This
171541 - supports Doug Engelbart's goals for continual improvement, reviewed on
171542 - 991222. ref SDS 4 3961
171543 -
171544 -  ..
171545 - Listening and learning are a big part of "adapting."  The SDS program
171546 - makes it faster and easier to create organizational memory from daily
171547 - experience that enables modern goals for "continual learning" called
171548 - out by Peter Senge at MIT, reviewed on 930216, ref SDS 2 8998, and
171549 - advocated the Tofflers, reported on 950911. ref SDS 3 2222  Support
171550 - for case studies based on the context of personal and organizational
171551 - objectives supports traditional notions of "lessons learned, reported
171552 - by the US Army Corps of Engineers. ref DRP 4 3156
171553 -
171554 -
171555 -  ..
171556 - Com Metrics Adds Intelligence to Align Work with Requirements
171557 - Accuracy Basic Metric of Communication Accomplished through Alignment
171558 -
171559 - Greg asked about how "metrics" work of communication?
171560 -
171561 - The basic metric of communiation is accuracy in understanding, and
171562 - following up so that performance aligns with objectives, requirements
171563 - and commitments.  Information overload caused by success improving
171564 - information technology overwhelms human span of attention that is at
171565 - constant war with accuracy.  Too much information becomes noise, which
171566 - causes listening to fail.  Poor listening impacts productivity and
171567 - earnings, as reported on 890809. ref SDS 1 CJ9J
171568 -
171569 -  ..
171570 - Better listening requires accurate understanding and timely follow up
171571 - to get things correctly.  Accuracy requires innovation in service and
171572 - tools to provide a process of continual alignment.
171573 -
171574 -  ..
171575 - "Alignment" in communication is performed in the legal profession
171576 - through a system of "discovery," where performance is compared with
171577 - objectives, requirements and commitments.  If performance does not
171578 - line up, then an adjustment is made to compensate for failure to
171579 - perform under the common practice of "adjudication."  Liability for
171580 - failure to perform is determined by reviewing communications, see NWO,
171581 - ref OF 3 2536, because communication is a predicate to action. Lawyers
171582 - and judges ask witnesses what happened, and then what happened in
171583 - order to determine the sequence of chronology that reveals causation.
171584 - It always turns that communication got off track somewhere and this
171585 - later caused people to take the wrong action.
171586 -
171587 -  ..
171588 - Communication Metrics is an innovation in service that enables people
171589 - to discover impending deviations before an actual mistake occurs that
171590 - causes delay and extra cost leading to adjudication in the courtroom.
171591 - Using SDS technology to check alignment of communcication people can
171592 - readily see when things are veering off track and take corrective
171593 - action in time to avoid causing damage.  Reducing mistakes saves time
171594 - and money.  Most mistakes are never adjucicated, i.e., people simply
171595 - absorb delay and extra cost, so there is a lot of opportunity to
171596 - improve productivity and earings by adding Communication Metrics
171597 - services.
171598 -
171599 -
171600 -  ..
171601 - Calculating Savings for Communication Metrics (ROI)
171602 -
171603 - Greg asked how much money is saved by Communciation Metrics?
171604 -
171605 - He will read through the report issued by USACE showing how savings
171606 - are calculated, ref DRP 5 0001, and let me know if this innovation
171607 - fits the vision and mission of ICS to strengthen service support for
171608 - the enterprise.
171609 -
171610 - Calculating cost savings from better communication reflects the price
171611 - people pay when listening fails, and people rely instead on poor
171612 - personal and organizational memory, explained in NWO. ref OF 4 L97J
171613 -
171614 -  ..
171615 - Greg will also try to get through some of POIMS, ref OF 1 0001, that
171616 - explains how the SDS program enables a new management science of
171617 - Communication Metrics, and a new work role.
171618 -
171619 - Suggested as a first read, he not follow any links.
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