“Out of intense complexities, intense simplicities emerge.” Winston Churchill
A service oriented approach is about the delivery of a piece of work, product or service, through the collaborative effort of the organization’s teams, whose performances and rewards are tied to the outcomes of the project. In situations where the team effort is more rewarded than personal effort, team members support and challenge each other. This leads to healthy competition, promotes creativity, prevents groupthink (that is, complacency and conformity among the team members). A service oriented team resolves issues faster and is a catalyst for service excellence.
Having a service oriented mind set enables the organization and the project team to understand the strategic importance of an undertaking and focus on delivering an outcome that relies on the collaborative effort, not heroic or individual effort.
A service oriented approach can also be described in terms of the concept of boundary-less information flow. Boundary-less information flow enables independent systems, teams and organizations to work together seamlessly, with clear exchange or free flow of information in every direction.
Service oriented organizations organize their resources around the product or service they produce, sell and support. These organizations make conscious effort to establish objective measures that are used to measure the success of the desired outcome throughout the value chain – that is, every point where contributions are made to deliver the end product. A service oriented approach ensures the establishment of a clear pathway from conception to realization, sustenance and retirement. Service oriented organizations have gained distinctive capabilities and competitive advantages in their industries and in the marketplace.
Service oriented organizations base rewards on results and in proportion to the contributions of the teams, without ignoring the individual contribution. Rewards solely based on individual performance could cause unhealthy competition, promotes empire building, protectionism or self preservation and conflicting performance measures.
A traditional or non-service oriented organization is a highly stressed environment and less innovative. It is characterized by blame culture, high conflicts, groupthink, unhealthy competition, uncontrolled escalations, low productivity, complacency and mediocrity. In a traditional organization, getting things done depends heavily on who knows who.
Service oriented organizations are usually the best performing organizations. They focus on developing people and teams that create superior solutions and services, and build wealth. Their workforces are happier, more productive and less stressed; they know and recognize their value to the organization and count on each other to deliver results.