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Consortium for Service Innovation

Overview of the New Framework

The Leadership Framework – it’s just a model

First, it is important to note that we recognize that models are helpful in identifying the big chunks or elements that make up a thing and, to some extent, the model can help map the relationship between the elements; models are always inadequate.  This is in part because we are modeling a thing that is multifaceted, dynamic and multidimensional and we are bounded to the margins of this two dimensional space.  The framework is a helpful way to organize our thinking; every thing in the framework relates to and supports every other thing in the framework.   

Elements of the Framework

Business Model

  • Value creation vs cost reduction: articulating the value of support
    • The support center as a highly leveraged contributor to customer success in the indirect model
    • Support as a driver of customer loyalty
    • Support’s contribution in identifying opportunities to improve the customer experience (more reliable and relevant products) 
  • Direct Vs indirect; how much demand for support is there and how much is being satisfied through which channel (assisted, self-help, community, automation)?
  • Good demand Vs bad demand or good revenue Vs bad revenue
  • Declining high margin maintenance Vs increasing demand for low margin professional services - the economic dynamics (could infer increased customer success /profits)


  • Beliefs about people?
  • People as people - an integrated view Vs a segmented view of employees, partners and customers
  • Loyalty vs satisfaction
  • Nurturing vs command and control
  • Alignment to a compelling purpose vs task level direction
  • Assessing the creation of value vs activity?
  • Accelerating capability development and deployment?


  • Networks vs hierarchies?
  • Swarming vs streaming? Dynamic resource alignment -  all the relevant capability to the problem on the first touch
  • Connecting people with content and people with people with a high degree of relevance.


  • User’s user interface vs application interface (technology serving the people rather than the people serving technology)
  • Agility – how do we enable the non-linear processes and get out from under the burden of 1990s CRM applications?
  • What is the opportunity and role for product instrumentation, automation, and autonomic systems?



  • How do we measure:
    • Our impact on customer success?
    • The value support creates (it cannot be measured inside of the support organization)?
    • The health of collaboration?
    • The effectiveness the process and technology elements in serving the needs of the people and the success of the business model?
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