The International Journal of Professional Management - ISSN 20422341
What Managers Should Know About Implementing a New Service Development Process
Volume 16, Issue 3, 2021
Dr Vessela Warren
Senior Lecturer, University of Worcester.
v.warren@worc.ac.uk
Prof Barry Davies
Emeritus Professor, University of Gloucestershire
Abbreviations
BMI - Business Model Innovation
NewSIP - New Service Innovation Process
NPD - New Product Development
NSD - New Services Development
SAM - Strategic Alignment Model
SaP - Strategy as Practice
SDL - Service Dominant Logic
Introduction
Growth is at the heart of most corporate strategies (Pidun, 2019). For a service firm, the continuing strategy of growth may well involve the development of innovative new services, which requires complex activities, multiple decisions and interactions, both internal and external. Such an intricate system of activities, to be sustained over time, will probably need underpinning by a formal innovation process. Such processes are often labelled New Service Development (NSD) approaches. There is guidance for managers embarking on NSD process as to what (normatively) should be done, but little guidance as to how to do it. As Barnes (2001) observed in the context of operations strategy, research has tended to concentrate on content (what is to be done) at the expense of process (how to do it). Guidance on this requires investigation to determine what formal innovation processes need to offer.
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