Social physics 20150422 v2

Social Physics:A Service Science Perspective

Jim Spohrer, IBM

Team Call – IBM Europe GBS Talent and Change

Wednesday April 22, 2015http://www.slideshare.net/spohrer/social-physics-2015422-v2

http://service-science.info/archives/3486

4/22/2015© IBM 2015, IBM Upward University

Programs Worldwide accelerating regional development

1

http://www.slideshare.net/spohrer/social-physics-2015422-v2

http://service-science.info/archives/3486

Social Physics• Chapter 1: From Ideas to Action• Part 1: Social Physics

– Chapter 2: Exploration– Chapter 3: Idea Flow– Chapter 4: Engagement

• Part 2: Idea Machines– Chapter 5: Collective Intelligence– Chapter 6: Shaping Organizations– Chapter 7: Organizational Change

• Part 3: Data-Driven Cities– Chapter 8: Sensing Cities– Chapter 9: City Science

• Part 4: Data-Driven Society– Chapter 10: Data-Driven Society– Chapter 11: Design for Harmony

• Appendix 1: Reality Mining• Appendix 2: OpenPDS• Appendix 3: Fast, Slow, and Free Will• Appendix 4: Math



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History of “Social Physics”



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Source: http://www.eoht.info/page/Nightingale+Chair+of+Social+Physics

Comte: Father of Sociology



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Source: http://www.slideshare.net/PamGreen1/auguste-comte-14824023

More History: Then and Now



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Data Sets & Tipping Points



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Source: http://blog.optimice.com.au/?p=447

Hautamaki



7

Hautamaki



8

Hautamaki



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Balancing Act:Internal & External Idea Flows



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Source: https://abigideablog.wordpress.com/2014/05/31/when-pigs-fly/Source: Source: http://www.slideshare.net/HolgerSchmidt/who-will-own-the-smart-home

https://abigideablog.wordpress.com/2014/05/31/when-pigs-fly/

http://www.slideshare.net/HolgerSchmidt/who-will-own-the-smart-home

Talent and Change:Nested-Networked Structure



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For More Information



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Source: http://socialphysics.media.mit.edu/

What should change?

• Design of “Social Physics” experience– Apply for– Career advancement

• Feedback – ranking– “Your ‘resume/Linkedin profile’ was in the top 25%....”– “Your ‘resume/Linkedin profile’ was not in the top 50% ….”

• Feedback – development objectives– “Those in the top 25% had these…”– “Here is the training materials/suggestions for those…”

• Feedback – alternatives– “You were in the top 10% for these positions…”– “Your best overall course of study/action would be…”



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Perspective on Change



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“A service scienceperspective considersthe evolving ecology of service system entities, value co-creation andcapability co-elevationInteractions, their capabilities, constraints,rights, and responsibilities.

Cognitive Systems Entities

Service SystemsEntities Cognitive

Assistants

Rights &Responsibilities

Technology:Network Digital Revolution



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Cloud

Social

Internet of Things

Mobile

Cognitive Security

Analytics

Cyber-Physical Systems

Smarter Planet

Smart Service Systems Industry 4.0

People:From I to T-shape and Beyond!

4/22/2015© IBM 2013 IBM University Programs

worldwide accelerating regional development (IBM UPward)

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Many disciplinesMany sectors

Many regions/cultures(understanding & communications)

Deep

in o

ne se

ctor

Deep

in o

ne re

gion

/cultu

re

Deep

in o

ne d

isciplin

e

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Moore’s-Like Law for Smart Service Systems

Computational System

Smarter Technology

Requires investment roadmap

Service Systems: Stakeholders & Resources

1. People

2. Technology

3. Shared Information

4. Organizations

connected by win-win value propositions

Smarter Buildings, Universities, Cities

Requires investment roadmap

Scale: Nested, Networked Structure

4/22/2015 (c) 2015 IBM UP (University Programs) 19

Holistic Service Systems (HSS)



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http://www.service-science.info/archives/1056

Nation

State/Province

City/Region

University

College

K-12

Cultural &

Conference

Hotels

Hospital

Medical

Research

Worker(professional)

Family(household)

For-profits:Business Entrepreneurship

Non-profitsSocial Entrepreneurship

U-BEEJob Creator/Sustainer

U-BEEs = University-Based Entrepreneurial Ecosystems

“The future is already here (at universities),it is just not evenlydistributed.”

“The best way topredict the futureis to (inspire the nextgeneration of studentsto) build it better.”

“Multilevel nested, networked holistic service systems (HSS) that provision whole service (WS) tothe people inside them. WS includes flows (transportation, water, food, energy, communications), development (buildings,retail ,finance, health,

education), and governance (city, state, nation). ”

University Four Missions1. Learning2. Discovery3. Engagement4. Convergence

On Campus IBMers



2121

Up-SkillCycle

University-Region1

University-Region2

= New Venture

= Acquisition

= High-GrowthAcquisition/New IBM BU(Growing)

= High-Productivity/Mature IBM BU(Shrinking)

= IBMer moving from

mature BU to acquisition

= IBMer moving into

On Campus IBMer role(help create graduateswith Smarter-Planet skills,help create Smarter Planetoriented new ventures;Refresh skills

= Graduates with

Smarter Planet skills

IBM

What is more important than this?

• “To our children and children’s children, to whom we elders owe an explanation of the world that is understandable, realistic, forward-looking, and whole.”– Stephen Jay Kline (1922-1997)

– From the dedication of “The Conceptual Foundations of Multidisciplinary Thinking,” Stanford University Press, 1995.


2036 Trends: Industries & Professions Transformed



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Digital Natives Transportation Water Manufacturing

Energy Construction ICT Retail

Finance Healthcare Education Government

Brief History of AI

1956 – Dartmouth Conference1956 – 1981 Micro-Worlds1981 – Japanese 5th Generation1988 – Expert Systems Peak1990 – AI Winter1997 – Deep Blue1997 – 2011 Real-World2011 – Jeopardy! & SIRI2013 – Cognitive Systems Institute2014 – Watson Business Unit2015 – “Cognition as a Service”

on IBM Bluemix



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Vision: Augment & Scale Expertise



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Cognitive Assistants - Occupations



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Biochemist/Biochemical Engineer



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Occupations = Many Tasks



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Watson Discovery Advisor



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Simonite, T. 2014. Software Mines Science Papers to Make New Discoveries. MIT. November 25, 2014.URL: http://m.technologyreview.com/news/520461/software-mines-science-papers-to-make-new-discoveries/

User Models



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New Era of Computing:Cognitive Technologies & Componentry

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Natural Language– Reasoning, Logic & Planning

– Symbolic Processing

– Natural Language Processing

– Ranking of Hypotheses

– Knowledge Representations

– Domain-Specific Ontologies

– Information Storage/Retrieval

– Machine Learning, Reasoning

– Von Neumann Componentry

– OpenPOWER Systems

Pattern Recognition– Recognition, Sensing & Acting

– Pattern Processing

– Image & Speech Processing

– Ranking of Hypotheses

– Pattern Representations

– Domain-Specific Neural Nets

– Information Storage/Retrieval

– Machine Learning, Perception

– Neuromorphic Componentry

– TrueNorth & Corelets Systems

AI for IA:

Intelligence

Augmentation

Cognitive Systems

(“Cogs”) that boost

learning,

discovery,

engagement,

transformation, and

long-range planning.

Cognition as a Service



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Watson Platform on BlueMix



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CSIG: Cognitive Systems Institute Group

LinkedIn discussion Cognitive-Systems-Institute-6729452

Web site for resource sharing

cognitive-science.info

Bluemix

ibm.biz/HackBluemix

ibm.biz/LearnBluemix

$0.07 per GB-Hour (*)



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* = check online for current pricing info

https://www.linkedin.com/redirect?url=http://ibm.biz/HackBluemix&urlhash=FMhH&_t=tracking_anet

https://www.linkedin.com/redirect?url=http://ibm.biz/LearnBluemix&urlhash=53Uz&_t=tracking_anet

Smarter Service Systems Workshop



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National Science FoundationA feature of a service system is the participation and cooperation of the customer in the service and its delivery. A service system then requires an integration of knowledge and technologies from a range of disciplines, often including engineering, computer science, social science, behavioral science, and cognitive science, paired with market knowledge to increase its social benefit.

Nano-Bio-Info-Cogno4/22/2015

© IBM 2015, IBM Upward University Programs Worldwide accelerating regional

development35

ISSIP.orgProfessional Development for Service Innovators

• 2015 Conferences– HICSS, Honolulu, HI, Jan 5-8– T Summit, E Lansing, MI, Mar 16-17– ICSERV,San Jose, CA July 6-8– Frontiers, San Jose, CA July 9-12– AHFE HSSE,Las Vegas, NV July 23-27


Professionals Associations & T-Shapes

• ISSIP

• INFORMS

• IEEE

• ACM

• AMA (Marketing)

• AIS

• POMS

• TSIA

For more complete list of 24 see: http://service-science.info/archives/1982

http://tsummit2014.org

Journals

For more see: http://service-science.info/archives/2634

Paul Maglio, Editor Mary Jo Bitner, Editor

Readings & Textbooks

See http://service-science.info/archives/2708 http://service-science.info/archives/1931

Recent Report, Funding, etc.

http://california-center-for-service-science.org/nsf-workshop/

http://www.nsf.gov/pubs/2014/nsf14610/nsf14610.htm

https://www.linkedin.com/groups/NSF-Industry-Academe-Enabling-Smart-5109582

http://web.mit.edu/mitssrc/nsf/index.html

Conferences

• HICSS (Jan Hawaii) – 1000• AAAI (Jan Austin) – 2000• InterConnect (Feb Las Vegas) - 3000• Service System Symposium (Feb Tokyo) - 100• T Summit (Mar Michigan) – 250• CogSci (May Los Angeles) – 500• Service System Forum (May Venice) - 200• Naples Forum (June Naples) – 150• ICServ (July San Jose) – 120• Frontiers (July San Jose) – 250• AHFE HSSE (July Las Vegas) – 3000



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Thinking About Value

• Service as value co-creation

– The application of knowledge for mutual benefits (outcomes) when entities interact

• Service innovations scale benefits

– Role of platforms (tech, biz, social)

• Service experience

– Expectations, Interactions, Outcomes

Basics

• Service science is the study of service systems and value-cocreation interactions and outcomes, through the lens of a service-dominant logic (SDL) worldview

– All economic interactions are direct or indirect service interactions

– Goods are vehicles for indirect service interactions

• SDL (Vargo & Lusch) defines service as…– the application of competence (e.g., knowledge) for the benefit of another entity

– slightly more specific, easier to understand

• Service science (Spohrer & Maglio) defines service as…– value-cocreation interactions among service system entities

– slightly more general, harder to understand

Service Systems Thinking: ABC’s

A. Service Provider

• Individual

• Institution

• Public or Private

C. Service Target: The reality to be

transformed or operated on by A,

for the sake of B

• Individuals or people, dimensions of

• Institutions or business and societal organizations,

organizational (role configuration) dimensions of

• Infrastructure/Product/Technology/Environment,

physical dimensions of

• Information or Knowledge, symbolic dimensions

B. Service Customer

• Individual

• Institution

• Public or Private

Forms of

Ownership Relationship(B on C)

Forms of

Service Relationship(A & B co-create value)

Forms of

Responsibility Relationship(A on C)

Forms of

Service Interventions

(A on C, B on C)

Spohrer, J., Maglio, P. P., Bailey, J. & Gruhl, D. (2007). Steps

toward a science of service systems. Computer, 40, 71-77.

From… Gadrey (2002), Pine & Gilmore (1998), Hill (1977)

Vargo, S. L. & Lusch, R. F. (2004). Evolving to a new

dominant logic for marketing. Journal of Marketing, 68, 1 – 17.

“Service is the application of

competence for the benefit

of another entity.”

Example Provider: College (A)

Example Target: Student (C)

Discuss: Who is the Customer (B)?

- Student? They benefit…

- Parents? They often pay…

- Future Employers? They benefit…

- Professional Associations?

- Government, Society?

A B

C

Service Science: Conceptual Framework

• Resources: Individuals, Institutions, Infrastructure, Information• Stakeholders: Customers, Providers, Authorities, Competitors• Measures: Quality, Productivity, Compliance, Sustainable Innovation• Access Rights: Own, Lease, Shared, Privileged

Ecology(Populations & Diversity)

Entities(Service Systems, both

Individuals & Institutions)

Interactions(Service Networks,

link, nest, merge, divide)

Outcomes(Value Changes, both

beneficial and non-beneficial)

Value Proposition(Offers & Reconfigurations/

Incentives, Penalties & Risks)

Governance Mechanism(Rules & Constraints/

Incentives, Penalties & Risks)

Access Rights

(Relationships of Entities)

Measures

(Rankings of Entities)

Resources(Competences, Roles in Processes,

Specialized, Integrated/Holistic)

Stakeholders(Processes of Valuing,

Perspectives, Engagement)

Identity(Aspirations & Lifecycle/

History)

Reputation(Opportunities & Variety/

History)

prefer sustainable

non-zero-sum

outcomes,

i.e., win-win

win-win

lose-lose win-lose

lose-win

Spohrer, JC (2011) On looking into Vargo and Lusch's concept of generic actors in markets, or

“It's all B2B …and beyond!” Industrial Marketing Management, 40(2), 199–201.

46

Service system entities configure four types of resources

• First foundational premise of service science:

– Service system entities dynamically configurefour types of resources

– Resources are the building blocks of entity architectures

• Named resources are:– Physical or – Not-Physical– Physicist resolve disputes

• Named resources have:– Rights or– No Rights– Judges resolve disputes

Spohrer, J & Maglio, P. P. (2009)

Service Science: Toward a Smarter Planet.

In Introduction to Service Engineering.

Editors Karwowski & Salvendy. Wiley. Hoboken, NJ..

Physical

Not-Physical

Rights No-Rights

2. Technology/

Environment

Infrastructure

4. Shared

Information/

Symbolic

Knowledge

1. People/

Individuals

3. Organizations/

Institutions

Formal service systems can contract to configure resources/apply competence

Informal service systems can promise to configure resources/apply competence

Trends & Countertrends (Balance Chaos & Order):(Promise) Informal <> Formal (Contract)

(Relationships & Attention) Social <> Economic (Money & Capacity)

(Power) Political <> Legal (Rules)

(Evolved) Natural <> Artificial (Designed)

(Creativity) Cognitive Labor <> Information Technology (Routine)

(Dance) Physical Labor <> Mechanical Technology (Routine)

(Relationships) Social Labor <> Transaction Processing (Routine)

(Atoms) Transportation <> Communication (Bits)

(Tacit) Qualitative <> Quantitative (Explicit)

(Secret) Private <> Public (Shared)

(Anxiety-Risk) Challenge <> Routine (Boredom-Certainty)

(Mystery) Unknown <> Known (Justified True Belief)

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Service system entities calculate value from multiple stakeholder perspectives

• Second foundational premise of service science

– Service system entities calculate value from multiple stakeholder perspectives

– Value propositions are the building blocks of service networks

• A value propositions can be viewed as a request from one service system to another to run an algorithm (the value proposition) from the perspectives of multiple stakeholders according to culturally determined value principles.

• The four primary stakeholder perspectives are: customer, provider, authority, and competitor

– Citizens: special customers– Entrepreneurs: special providers– Parents: special authority– Criminals: special competitors

Spohrer, J & Maglio, P. P. (2009) Service Science: Toward a Smarter Planet. In

Introduction to Service Engineering. Editors Karwowski & Salvendy. Wiley. Hoboken, NJ..

Model of competitor: Does

it put us ahead? Can we

stay ahead? Does it

differentiate us from the

competition?

Will we?

(invest to

make it so)

StrategicSustainable

Innovation

(Market

share)

4.Competitor

(Substitute)

Model of authority: Is it

legal? Does it compromise

our integrity in any way?

Does it create a moral

hazard?

May we?

(offer and

deliver it)

RegulatedCompliance

(Taxes and

Fines, Quality

of Life)

3.Authority

Model of self: Does it play

to our strengths? Can we

deliver it profitably to

customers? Can we

continue to improve?

Can we?

(deliver it)

Cost

Plus

Productivity

(Profit,

Mission,

Continuous

Improvement,

Sustainability)

2.Provider

Model of customer: Do

customers want it? Is there

a market? How large?

Growth rate?

Should we?

(offer it)

Value

Based

Quality

(Revenue)1.Customer

Value

Proposition

Reasoning

Basic

Questions

Pricing

Decision

Measure

Impacted

Stakeholder

Perspective

(the players)

Value propositions coordinate & motivate resource access

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Service system entities reconfigure access rights to resources by mutually agreed to value propositions

• Third foundational premise of service science

– Service system entities reconfigure access rights to resources by mutually agreed to value propositions

– Access rights are the building blocks of the service ecology (culture and information)

• Access rights– Access to resources that are owned

outright (i.e., property)– Access to resource that are

leased/contracted for (i.e., rental car, home ownership via mortgage, insurance policies, etc.)

– Shared access (i.e., roads, web information, air, etc.)

– Privileged access (i.e., personal thoughts, inalienable kinship relationships, etc.)

service = value-cocreationB2B

B2C

B2G

G2C

G2B

G2G

C2C

C2B

C2G

***

provider resourcesOwned Outright

Leased/Contract

Shared Access

Privileged Access

customer resourcesOwned Outright

Leased/Contract

Shared Access

Privileged Access

OO

SA

PA

LC

OO

LC

SA

PA

S AP C

Competitor Provider Customer Authority

value-proposition

change-experience

dynamic-configurations

(substitute)

time

Spohrer, J & Maglio, P. P. (2009)

Service Science: Toward a Smarter Planet.

In Introduction to Service Engineering.

Editors Karwowski & Salvendy. Wiley. Hoboken, NJ..

49

Service system entities interact to create ten types of outcomes

• Four possible outcomes from a two player game

• ISPAR generalizes to ten possible outcomes

– win-win: 1,2,3– lose-lose: 5,6, 7, maybe 4,8,10– lose-win: 9, maybe 8, 10– win-lose: maybe 4

lose-win(coercion)

win-win(value-cocreation)

lose-lose(co-destruction)

win-lose(loss-lead)

Win

Lo

se

Pro

vid

er

Lose Win

Customer

ISPAR descriptive model

Maglio PP, SL Vargo, N Caswell, J Spohrer: (2009) The service system is the basic abstraction of service science. Inf. Syst. E-Business Management 7(4): 395-406 (2009)

50

Service system entities learn to systematically exploit technology:Technology can perform routine manual, cognitive, transactional work

L

Learning Systems

(“Choice & Change”)

Exploitation

(James March)

Exploration

(James March)

Run/Practice-Reduce

(IBM)

Transform/Follow

(IBM)

Innovate/Lead

(IBM)

Operations Costs

Maintenance Costs

Incidence Planning &

Response Costs (Insure)

Incremental

Radical

Super-Radical

Internal

External

Interactions

“To be

the best,

learn from

the rest”

“Double

monetize,

internal win

and ‘sell’ to

external”

“Try to

operate

inside

the

comfort

zone”

March, J.G. (1991) Exploration and exploitation in organizational learning. Organizational Science. 2(1).71-87.

Sanford, L.S. (2006) Let go to grow: Escaping the commodity trap. Prentice Hall. New York, NY.

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Service system entities are physical-symbol systems

• Service is value cocreation.

• Service system entities reason about value.

• Value cocreation is a kind of joint activity.

• Joint activity depends on communication and grounding.

• Reasoning about value and communication are (often) effective symbolic processes.

Newell, A (1980) Physical symbol systems, Cognitive Science, 4, 135-183.

Newell, A & HA Simon(1976). Computer science as empirical inquiry: symbols and search. Communications of the ACM, 19, 113-126.

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Summary

Spohrer, J & Maglio, P. P. (2009) Service Science: Toward a Smarter Planet. In Introduction to Service Engineering. Editors Karwowski & Salvendy. Wiley. Hoboken, NJ..

Physical

Not-Physical

Rights No-Rights

2. Technology/

Infrastructure

4.. Shared

Information

1. People/

Individuals

3. Organizations/

Institutions

1. Dynamically configure resources (4 I’s)

Model of competitor:

Does it put us ahead? Will we?StrategicSustainable

Innovation4.Competitor/

Substitutes

Model of authority: Is

it legal? May we?RegulatedCompliance3.Authority

Model of self: Does it

play to our strengths? Can we?Cost

Plus

Productivity2.Provider

Model of customer:

Do customers want

it?

Should we?Value

Based

Quality1.Customer

ReasoningQuestionsPricingMeasure

Impacted

Stakeholder

Perspective

2. Value from stakeholder perspectives

S AP C

3. Reconfigure access rights

4. Ten types of outcomes (ISPAR)

5. Exploit information & technology

6. Physical-Symbol Systems

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Learning MoreAbout Service Systems…

• Fitzsimmons & Fitzsimmons– Graduate Students– Schools of Engineering & Businesses

• Teboul– Undergraduates– Schools of Business & Social Sciences– Busy execs (4 hour read)

• Ricketts– Practitioners– Manufacturers In Transition

• And 200 other books…– Zeithaml, Bitner, Gremler; Gronross, Chase, Jacobs, Aquilano;

Davis, Heineke; Heskett, Sasser, Schlesingher; Sampson; Lovelock, Wirtz, Chew; Alter; Baldwin, Clark; Beinhocker; Berry; Bryson, Daniels, Warf; Checkland, Holwell; Cooper,Edgett; Hopp, Spearman; Womack, Jones; Johnston; Heizer, Render; Milgrom, Roberts; Norman; Pine, Gilmore; Sterman; Weinberg; Woods, Degramo; Wooldridge; Wright; etc.

• URL: http://www.cob.sjsu.edu/ssme/refmenu.asp

• More Textbooks: http://service-science.info/archives/1931

Reaching the Goal:

How Managers Improve

a Services Business

Using Goldratt’s

Theory of ConstraintsBy John Ricketts, IBM

Service Management:

Operations, Strategy,

and Information

TechnologyBy Fitzsimmons and

Fitzsimmons, UTexas

Service Is Front Stage:

Positioning services for

value advantageBy James Teboul, INSEAD

http://www.cob.sjsu.edu/ssme/refmenu.asp

http://www.diesel-ebooks.com/cgi-bin/item/0132359472/Reaching-the-Goal-How-Managers-Improve-a-Services-Business-Using-Goldratt's-Theory-of-Constraints-eBook.html

http://www.diesel-ebooks.com/cgi-bin/item/0132359472/Reaching-the-Goal-How-Managers-Improve-a-Services-Business-Using-Goldratt's-Theory-of-Constraints-eBook.html

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Service Innovators

• ISSIP = International Society of Service Innovation Professionals

• T-shaped Professionals– Depth– Breadth

• Register at:– ISSIP.org



55

Smarter, yes



56

Ken Jennings jokingly wrote: “(I for one welcome our new computer overlords)”

But wiser?



57

“Wise leaders make decisions only after they figure out what is good for the organization and society.”

“Practical wisdom is tacit knowledge acquired from experience that enables people to make prudent judgments and take actions based on the actual situation, guided by values and morals.”

Iwano: Cyber + Reality 1.0 = Reality 2.0The emerging “cyber-coated reality”

• Reality 1.0 Relationships

• Reality 2.0 Relationships include Cyber-relationships:– “Cogs” for all roles

• People-people• People-organizations• People-things• People-information

– Cogs = cognitive assistant intermediary



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Source: ResourcesForLife.com

What is “cyber-coated reality” like?• From Bacteria to “nervous-system-

coated reality”• From Simple Machines to “cyber-

coated reality”• Complex Adaptive Systems

– Physical systems– Chemical systems– Biological systems– Social systems– Socio-technical systems– Physical symbol systems– Cognitive systems– Service systems

• Capabilities & Constraints• Rights & Responsibilities

– Smart service systems• AKA “cognitive service systems”

– Wise service systems



59

Source teachersparadise.com

Progression

• Tool

• Assistant

• Collaborator

• ?

– Fear: “overlord”

– Design goal: “moral entity”



60

Source Amazon.com

First three items from a discussion withPaul Maglio (UCMerced) & Don Norman (UCSD)

Future Research Directions

• “The CSIG Algorithm”

• Cognitive Assistants for Policy Maker– “Debater” is coming

– Objective functions for other entities

• Wise/Wisdom Computing Needs:– Literature review

– Roadmap of steps



61

Source http://www.linkedin/group/Cognitive-Systems-Institute-6729452

Literature Review



62

Related Work: Steve Omohundro



63

Source http://www.parc.com/event/2127/ai-and-robotics-at-an-inflection-point.html

Join ISSIP.orgProfessional Development for Smart Service System Innovators

• 2015 Conferences– HICSS, Honolulu, HI, Jan 5-8– T Summit, E Lansing, MI, Mar 16-17– ICSERV,San Jose, CA July 6-8– Frontiers, San Jose, CA July 9-12– AHFE HSSE,Las Vegas, NV July 23-27



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IBM operates in 170 countries around the globe

Acquisitions contribute significantly to IBM’s growth ; ~120 acquisitions in last decade

Number 1 in patent generation for more than two decades

More than 40% of IBMs workforce does business away from an office

5 Nobel Laureates10 time winner of the President’s National Medal of Technology & Innovation – latest for LASIK laser refractivesurgical techniques

The Smartest Machine On Earth

100 Years of Business & Innovation in 2011

New Era in IBM’s Leadership

IBM Growth Initiatives

IBM has ~400,000 employees worldwide

New Species



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AppleSiri

IBMWatson

MicrosoftCortana

GoogleNow

AmazonEcho

Jim Spohrer, IBM

• Dr. James (“Jim”) C. Spohrer is Director IBM Global University Programs and leads IBM’s Cognitive Systems Institute. The Cognitive Systems Institute works to align cognitive systems researchers in academics, government, and industry globally to improve productivity and creativity of problem-solving professionals, transforming learning, discovery, and sustainable development. IBM University Programs works to align IBM and universities globally for innovation amplification and T-shaped skills. Jim co-founded IBM’s first Service Research group, ISSIP Service Science community, and was founding CTO of IBM’s Venture Capital Relations Group in Silicon Valley. He was awarded Apple Computers’ Distinguished Engineer Scientist and Technology title for his work on next generation learning platforms. Jim has a Yale PhD in Computer Science/Artificial Intelligence and MIT BS in Physics. His research priorities include service science, cognitive systems for smart holistic service systems, especially universities and cities. With over ninety publications and nine patents, he is also a PICMET Fellow and a winner of the S-D Logic award.



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http://en.wikipedia.org/wiki/Jim_Spohrer

http://www.slideshare.net/spohrer/t-shaped-people-20130628-v5

http://www.cognitive-science.info

https://www.linkedin.com/groups?home=&gid=6729452

http://www.slideshare.net/spohrer/t-shaped-people-20130628-v5

http://issip.org

http://scholar.google.com/citations?user=7T2Pz1YAAAAJ

http://www.picmet.org/main/fellows.asp

http://www.sdlogic.net/awards-and-recognitions.html

Professional Roles

• Director Global University Programs and Cognitive Systems Institute (2014 - )– http://cognitive-science.info– Cognitive Assistants for all occupations in smart service systems

• Director IBM Global University Programs (2009 – 2014)– http://www.ibm.com/university – 6 R’s - research, readiness, recruiting, revenue, responsibility, regions)– Universities as “smarter service systems” and startup engines of their regions

• Founding Director of IBM’s first Service Research group (2003 - 2009)– http://www.service-science.info– Service Science (short for Service Science Management Engineering Design Arts Public Policy)– http://www.issip.org– International Society of Service Innovation Professionals (ISSIP)

• Founding CTO of IBM’s Venture Capital Relations Group (1999-2002)• Apple Computer’s (Distinguished Engineer Scientist and Technologist) award (90’s)• Student: Ph.D. Computer Science/Artificial Intelligence from Yale University (80’s)• Researcher: Dialogue Systems/VERBEX – Speech Recognition Startup (1978-1982)• Student: B.S. in Physics from MIT (1974-1978)



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Measuring Impact (2003-2009)• SSME: IBM Icon of Progress & IBM Research Outstanding Accomplishment

– Internal 10x return: CBM, IDG, SDM Pricing & Costing, BIW COBRA, SIMPLE, IoFT, Fringe, VCR• Key was tools to model customers & IBM better• Also tools to shift routine physical, mental, interactional & identify synergistic new ventures• Alignment with Smarter Planet & Analytics (instrumented, interconnected, intelligent)• Alignment with Smarter Cities, Smarter Campus, Smarter Buildings (Holistic Service Systems)

– External: More than $1B in national investments in Service Innovation activities– External: Increase conferences, journals, and publications– External: Service Science SIGs in Professional Associations– External: Course & Program Guidelines for T-shaped Professionals, 500+ institutions– External: National Service Science Institutions, Books & Case Studies (Open Services Innovation)– External: International Society of Service Innovation Professionals (ISSIP)

• Service Research, a Portfolio Approach– 1. Improve existing offerings (value propositions that can move the needle on KPI’s)– 2. Create new offerings (for old and new customers)– 3. Improve outcomes insourcing, outsourcing, acquisitions, divestitures (interconnect-fission-fusion)– 4. For all three of the above, improve customer/partner capabilities (ratchet each other up)– 5. For all four of the above, increase patents and service IP assets (some donated to open forums)– 6. For all five of the above, increase publications and body-of-knowledge (professional associations)





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