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RQ2: How can support methodology enable collaboration for PSS innovation capability development?

Appropriate methodology can support creation of structure to systematically address the challenges and opportunities for PSS design teams in the transition from product development to PSS development. When working with methods for PSS innovation it is important to consider the different characteristics of products and services. This research builds on previous research on the different characteristics of products and services, and shows how to handle the challenges that arise due to these differences through applying appropriate methods. In this research we have tested creative workshop methodology which contributes to a better communication and collaboration leading to new innovation outcomes. This research found that to facilitate PSS innovation in a workshop, there is a need to focus on the interaction between participants and systematically

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addresses the challenges of PSS innovation and collaboration. During our workshops we addressed challenges related to (1) time perspectives, (2) stakeholders need and customer value and (3) both hard and soft variables with positive results. This research further gives examples of workshop tools/activities to address this systematically (for example Janus Cones, TRL-scale, Personas, Stakeholder Identification and Prototypes). Apart from creative PSS workshop activities, this research has also analyzed a tool for creating business models for PSS (4):

1) The time perspective is different in product development compared to service development (as described in the previous section). Therefore, as this research found, there is a need for the PSS design team to clarify and visualize the time perspective in order to develop a common understanding of the different areas. Janus Cones was used in this research as a means to make time perspectives explicit in the PSS collaboration. Through observations at workshops and evaluations after workshops, it was found that the Janus Cones was a popular activity at the start of the workshop. It contributed positively to the common understanding and collaboration within the team. The participants got immediately engaged in sharing their views and knowledge of the history and foresight of the problem which created a common understanding within the team in the workshop (PAPER C). Further, the TRL-scale has also been used at the case company. In this research the TRL- scale was shown to put emphasis on the time perspective of the development processes in research/technology/innovation development which also contributed to a common understanding of the time perspective (PAPER B).

2) The stakeholder needs and customer value are important to address in PSS innovation since the ownership requirements and conditions of products and services are different. Ownership of a product is transferred when the product is sold, which is not the case for services. The ownership and responsibilities are therefore more complicated for PSS. Therefore, as this research shows, it is important to have increased contact and collaboration with partners, customer and user of the PSS. It is further important to put increased emphasis on the sampling of participant and new team constellations with greater cross-functionality, since PSS involves expertise from both product development, service development and business development. Creating Personas or Stakeholder identification were shown in this research to be effective activities in the workshop since they put the focus on creating customer value and created a valuable discussion on how to create customer value (PAPER C). Furthermore, the research shows that it is important to focus on customer needs and creation of customer value to a greater extent compared to traditional product development. The more services are integrated into the product offers, the more the company has to focus on value creation for the customer and to widen the scope of what creates value.

3) Both hard and soft variables are involved in PSS innovation since the design of products and services are different. Products have hard technical variables, such as material, dimensions etc., whereas services include soft variables, such as a time and place etc. Therefore, as this research shows, there is a need to visualize not only the product but also the services, software and the combination in a complete offer. Building prototypes of the PSS innovation offer has in this research (through interviews and observations at workshops) (PAPER B and C) shown useful for several reasons:

59 • to visualize hard and soft variables

• to stimulate communication

• to create ground for unifying the group • to visualizes specific challenges with the offer

• to visualize what is otherwise just seen on the computer • to get a “feel” of the offer

• to help the ideation of new ideas

4) Creating business models for PSS is part of the transition towards PSS innovations. A well known tool for business modeling is The Business Model Canvas (BMC). This research has shown that the BMC is an appropriate tool for PSS since it focuses on value creation and customer relationship, however, this research further found that it lacks an emphasis on change which is needed for PSS transition and it lacks a focus on risks which is of importance in the PSS transition. The tool therefore needs to be complemented with activities that pushes for change and identifies/addresses risks, when used for PSS innovation. When used at the case company, the BMC has therefore been complemented with an activity of risk assessment which was found to be needed (PAPER D).

The innovation process is very long in the aerospace industry, longer than a PhD project. The effect of these PSS innovation activities could therefore (in this research project) not be measured on the success of the PSS on the market, but rather on the immediate affect perceived during and after the activities. Although these workshop and business model methods/tools are not designed specifically for PSS, they have in this research been tested and/or analyzed in a PSS context in industry with real PSS teams and found to be valuable.