smart service systems 20150228 v2
TRANSCRIPT
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Smart Service Systemswith Cognitive Assistants:
A Service Science Perspective
Jim Spohrer, IBM
Eighth Service Systems Symposium, Tokyo, Japan
Saturday February 28, 2015http://www.slideshare.net/spohrer/smart-service-systems-20150228-v2
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Today’s Talk
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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
Service Systems
CognitiveAssistants
Rights &Responsibilities
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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 2.0
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People:From I to T-shape and Beyond!
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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
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2036 Trends: Industries & Professions Transformed
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Digital Natives Transportation Water Manufacturing
Energy Construction ICT Retail
Finance Healthcare Education Government
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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/
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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
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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-Cogno2/27/2015
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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
2/27/2015 (c) 2014 IBM UP (University Programs) 19
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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
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Journals
For more see: http://service-science.info/archives/2634
Paul Maglio, Editor Mary Jo Bitner, Editor
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Readings & Textbooks
See http://service-science.info/archives/2708 http://service-science.info/archives/1931
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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
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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
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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
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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
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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.
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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..
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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)
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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
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Service Innovators
• ISSIP = International Society of Service Innovation Professionals
• T-shaped Professionals– Depth– Breadth
• Register at:– ISSIP.org
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Steve Alter, USF
• Works Systems & Service Systems• Images of Service
– Service as activities for the benefit of others
– Service as outcomes or benefits for others
– Service as a response to a request– Service as a provider-customer
interaction – Service as a category distinct from
products/services– Service as a direction for change– Service as the basis of economic
exchange– Service as a role in a business
ecosystem
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Paul Maglio, UCMerced & IBM
• Test
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Irene Ng, Warwick UK
• Test
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Kyoichi (“Jim”) Kijima
• Test
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Gary Metcalf
• Test
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David Ing
• Test
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Hunter Hastings & Jeff Saperstein
• Test
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Lou Freund, SJSU
• T Measurement
• HSSE
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ISSIP, Cisco, HP, IBM, etc.
• Cisco– Sunil– Monique Morrow– Ammar Rayes
• HP– Charlie Bess– Marc Wilkenson
• IBM– Jeff Welser– Jim Spohrer
• ISSIP– Yassi Moghaddam
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Bob Lusch & Steve Vargo
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Andy Neely
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Mark Davis
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Steve Kwan
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Yuriko Sawanti
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Haluk Demirkan
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Nick at RCA
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Klein & Minoff
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Dick Larson, MIT
• Service Systems
– Education
– Healthcare
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Pramod (NSF)
• Service Systems and Boiler Explosions
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Mark Davis
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Jay Kandanpulley, OSU
• Test
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Smarter, yes
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Ken Jennings jokingly wrote: “(I for one welcome our new computer overlords)”
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But wiser?
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“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.”
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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
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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
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Source teachersparadise.com
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Progression
• Tool
• Assistant
• Collaborator
• ?
– Fear: “overlord”
– Design goal: “moral entity”
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Source Amazon.com
First three items from a discussion withPaul Maglio (UCMerced) & Don Norman (UCSD)
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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
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Source http://www.linkedin/group/Cognitive-Systems-Institute-6729452
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Literature Review
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Related Work: Steve Omohundro
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Source http://www.parc.com/event/2127/ai-and-robotics-at-an-inflection-point.html
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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
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New Species
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AppleSiri
IBMWatson
MicrosoftCortana
GoogleNow
AmazonEcho
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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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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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