Enterprise Transformation: Why Are We Interested, What Is It, and What Are the Challenges?

A through-life costing methodology for use in product–service-systems

“…Downstream, the ability to achieve contracted results is subject to the contribution of resources and activities by the customer and the provider, making Page 17 the boundaries between them more fluid . The purpose of a PSS may be shared by a diverse network of stakeholders undertaking a complex offset of interdependent activities within the virtual boundaries defined by the concept of enterprise (Purchase et al, 2011). Identifying the service-delivering activities and their linkages is necessary in order to adequately address service uncertainty (Erkoyuncu et al, 2011b).…”

Discretion and complexity in customer focused environments

“…As with other production processes, such an approach works best in reductionist environments where transformational tasks can be controlled (Purchase et al, 2011b). Given the great variety in possible customer expectations and preferences, task discretion becomes more difficult to codify or indeed manage in a service environment.…”

Identification of Induced Complexity in Product Service System Enterprises

“…A specific example of increasing organisational complexity is that which arises between the front and back offices that occurs in the transformation from product-based to PSS (Morcos and Henshaw, 2009;Purchase et. al., 2011).…”