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Journal of Service Management

ISSN : 1757-5818

Article publication date: 18 November 2021

Issue publication date: 3 January 2022

Existing innovation frameworks suggest that manufacturing firms have traditionally developed a complementary model of technological innovations comprising process and product innovations (e.g. Oslo Manual). This article presents digital service innovation as a novel form of technological innovation that is capable of enhancing the performance of firms in certain manufacturing industries.

Design/methodology/approach

Drawing on technological innovation and digital servitization fields of research, this study argues that digital service innovation, in manufacturing contexts, complements traditional sources of technological innovation, so increasing the profit margins of firms. This effect is significant in industries characterized by business-to-business contexts, high presence of link channels and long product life spans (e.g. manufacturing and computer-based industries). Predictions are tested on a unique sample of 423 Spanish manufacturing firms using parametric ( t -test) and nonparametric (fuzzy-set qualitative comparative analysis, fsQCA) approaches.

The results of this analysis show that a necessary condition so that manufacturing firms can increase profits is the deployment of simultaneous process and product innovations. It also reveals that optimal configuration requires that digital service innovation be undertaken, particularly in machinery and computer-based manufacturing industries. Hence, all three sources of technological innovation are brought together in order to reach the highest levels of company performance. The evidence suggests that technological innovation and digital servitization are closely interrelated in highly innovative manufacturing contexts.

Originality/value

This study's originality and value reside in the fact that it reveals the existence of firms incorporating digital service innovation – a new, technological innovation dimension that challenges existing innovation frameworks – to complement traditional technological innovation sources, namely process and product innovation. Moreover, the study conceptualizes and empirically tests the value-adding role of digital services in firms' technological innovation portfolio.

Technological innovation
Servitization
Digitalization
Oslo manual

Acknowledgements

This paper forms part of a special section “The Future of Servitization in a Digital Era (Part 2)”, guest edited by Christian Kowalkowski, Tim Baines and Ali Ziaee Bigdeli.

The authors thank three anonymous reviewers for their valuable suggestions. Marco Opazo-Basáez, Ferran Vendrell-Herrero and Oscar F. Bustinza acknowledge support from FEDER/Ministerio de Ciencia, Innovacion y Universidades – Agencia Estatal de Investigacion, Spain (grant number PGC2018-101022-A-100).

Opazo-Basáez, M. , Vendrell-Herrero, F. and Bustinza, O.F. (2022), "Digital service innovation: a paradigm shift in technological innovation", Journal of Service Management , Vol. 33 No. 1, pp. 97-120. https://doi.org/10.1108/JOSM-11-2020-0427

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Innovation portfolio management: a systematic review and research agenda in regards to digital service innovations

Published: 11 January 2021
Volume 72 , pages 187–230, ( 2022 )

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Theresa Eckert 1 &
Stefan Hüsig 1

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Portfolio Management (PM) for innovation is as relevant as ever before as many incumbent firms undergo massive transformation in response to digitalization and face the challenge to allocate resources for traditional product innovation and service innovation projects more efficiently and effectively. Digital service innovations, regarded as new business fields for many industrial firms are in the forefront of much discussion in practice and academia; nonetheless, it is unclear to what extent existing innovation PM has acknowledged how to manage a portfolio of service and digital service innovations. To address this gap, this work sets out to (1) review and synthesize decades of contributions in the field of innovation PM in a structured way, (2) examine to what extent research has considered and elaborated on innovation PM for services and digital services, and finally (3) provide a research agenda to foster future contributions in this field. We classified relevant findings in innovation PM into four categories (antecedents, consequences, models/frameworks, challenges) and found that literature has acknowledged services more than anticipated, but that still much of today’s innovation PM research is focused on physical products. In more recent years, the attention towards services has resulted in a few publications delving into the differences between service and product innovation PM; however, digital service innovations have been overlooked by the research so far. Lastly, we point out how innovation PM for services and digital services may diverge from traditional products and outline a research agenda.

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Eckert, T., Hüsig, S. Innovation portfolio management: a systematic review and research agenda in regards to digital service innovations. Manag Rev Q 72 , 187–230 (2022). https://doi.org/10.1007/s11301-020-00208-3

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Creating value in servitization through digital service innovations

Operations & Information Management
Aston Business School
Advanced Services Group

Research output : Contribution to journal › Article › peer-review

Servitization increasingly requires the use of digital technologies such as the Internet of Things (IoT), cloud computing, and predictive analytics. This paper investigates digital service innovations (DSIs) that use these technologies. Using a service innovation lens, it is distinguished from most prior servitization research through specifying DSIs from incremental to radical modes, rather than measuring service innovation on self-reported scales. Data were collected using expert interviews and secondary sources from 20 manufacturers from four sectors. Using changes from baseline service offerings, the study identified nine DSIs with varying degrees of innovativeness. The paper develops a framework within which each DSI can be placed, with two axes representing innovation mode (incremental, intermediate, radical) and impact of innovation (customer, manufacturer, hybrid). This latter dimension addresses concerns about the lack of focus on customer value in prior service innovation research. The study also develops a new typology of DSI groupings (Business enabler, Service enhancement, Digital service offering) demonstrating that DSIs have mainly enabling or service enhancing roles for manufacturers rather than one that is predominantly designed to create digital service offerings. The exceptions are ‘predictive maintenance’ and ‘process improvement’, which are radical/intermediate DSIs respectively and provide strong value for both manufacturers and customers.

Digital service innovation
Digital servitization
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Servitization

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Service Economy Business & Economics 100%
Service Innovation Business & Economics 90%
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T1 - Creating value in servitization through digital service innovations

AU - Raddats, Chris

AU - Naik, Parikshit

AU - Ziaee Bigdeli, Ali

PY - 2022/7

Y1 - 2022/7

N2 - Servitization increasingly requires the use of digital technologies such as the Internet of Things (IoT), cloud computing, and predictive analytics. This paper investigates digital service innovations (DSIs) that use these technologies. Using a service innovation lens, it is distinguished from most prior servitization research through specifying DSIs from incremental to radical modes, rather than measuring service innovation on self-reported scales. Data were collected using expert interviews and secondary sources from 20 manufacturers from four sectors. Using changes from baseline service offerings, the study identified nine DSIs with varying degrees of innovativeness. The paper develops a framework within which each DSI can be placed, with two axes representing innovation mode (incremental, intermediate, radical) and impact of innovation (customer, manufacturer, hybrid). This latter dimension addresses concerns about the lack of focus on customer value in prior service innovation research. The study also develops a new typology of DSI groupings (Business enabler, Service enhancement, Digital service offering) demonstrating that DSIs have mainly enabling or service enhancing roles for manufacturers rather than one that is predominantly designed to create digital service offerings. The exceptions are ‘predictive maintenance’ and ‘process improvement’, which are radical/intermediate DSIs respectively and provide strong value for both manufacturers and customers.

AB - Servitization increasingly requires the use of digital technologies such as the Internet of Things (IoT), cloud computing, and predictive analytics. This paper investigates digital service innovations (DSIs) that use these technologies. Using a service innovation lens, it is distinguished from most prior servitization research through specifying DSIs from incremental to radical modes, rather than measuring service innovation on self-reported scales. Data were collected using expert interviews and secondary sources from 20 manufacturers from four sectors. Using changes from baseline service offerings, the study identified nine DSIs with varying degrees of innovativeness. The paper develops a framework within which each DSI can be placed, with two axes representing innovation mode (incremental, intermediate, radical) and impact of innovation (customer, manufacturer, hybrid). This latter dimension addresses concerns about the lack of focus on customer value in prior service innovation research. The study also develops a new typology of DSI groupings (Business enabler, Service enhancement, Digital service offering) demonstrating that DSIs have mainly enabling or service enhancing roles for manufacturers rather than one that is predominantly designed to create digital service offerings. The exceptions are ‘predictive maintenance’ and ‘process improvement’, which are radical/intermediate DSIs respectively and provide strong value for both manufacturers and customers.

KW - Digital service innovation

KW - Digital servitization

KW - Incremental

KW - Radical

KW - Service innovation

KW - Servitization

UR - http://www.scopus.com/inward/record.url?scp=85128217144&partnerID=8YFLogxK

UR - https://www.sciencedirect.com/science/article/pii/S0019850122000657?via%3Dihub

U2 - 10.1016/j.indmarman.2022.04.002

DO - 10.1016/j.indmarman.2022.04.002

M3 - Article

AN - SCOPUS:85128217144

SN - 0019-8501

JO - Industrial Marketing Management

JF - Industrial Marketing Management

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IISM | Digital Service Innovation Prof. Dr. Gerhard Satzger

Write your thesis with us, digital innovations: aais.

Take a look at our research department: Applied AI in Services

Digital Innovations: DSDI

Take a look at our research department: Digital Service Design & Innovation

Startups coached by DSI

Our research group "Digital Service Innovation" (DSI) is focusing on designing, developing, and evaluating novel digital services and service business models based on the use of data and AI. Established in 2008 in cooperation with IBM, we build on a proven "industry-on-campus" concept bringing industry experience to KIT - and put a particular emphasis on connecting theory and practical application. We are part of both the Institute of Information Systems and Marketing (IISM) as well as the interdisciplinary Karlsruhe Digital Service Research & Innovation Hub (KSRI) .

Our conviction

We strongly believe that digitalization will radically transform the way value is generated for businesses and individuals and drive the "servitization" of businesses. Information and communication technology will be the "glue" for service systems in which several partners cooperate to jointly create value. In a business context, this means that innovation concepts have to elevate above the scope of the single enterprise and comprise customers, partners, or whole ecosystems.

We are fascinated by the opportunitities that digitalization holds for service innovation. Our research focuses on concepts, methods and tools to design novel services and entire business models. At the same time, we run an integrated teaching and training concept within the KSRI to educate future leaders for a global, services-led world. Based on a solid understanding of service systems, students are developing economic and technical competences essential to successfully engineer and manage IT-based services. Courses are usually taught in English.

Our expertise

We specialize in analyzing and designing user-centric and IT-based services and evaluating them in practice – while tightly connecting business and technology. Our current research is organized in two labs – in which we add interdisciplinary and domain expertise from other KSRI groups and partners.

Digital Service Design & Innovation : We conceive and apply methods, techniques and tools for the design and innovation of digital services. We provide knowledge and guidance to leverage emerging technologies such as AI, Analytics, Blockchain, IoT for impactful services, business models and service systems - emphasizing a human perspective. Current topics include Design Thinking-based Innovation Processes, Digital User Engagement, and Data- and AI-based Services and Business Models.

Applied Artificial Intelligence (AI) in Services : We utilize artificial intelligence and, in particular machine learning, to conceive, build and evaluate innovative digital services – with a particular focus on developing "system" solutions across organizations and on complementing human and machine capabilities. Current topics include AI in Service Systems, IoT-based (Smart) Services, and Human-AI Collaboration, in particular topics of complementary team performance, fairness, and appropriate reliance on AI.

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The evolution of service innovation research: a critical review and synthesis

2014, Service Industries Journal

The number of service innovation articles has increased dramatically in the past 25 years. By reviewing 128 articles published between 1986 and 2010, primarily in leading marketing and innovation journals, this study analyzes the progression of service innovation research according to topicality and perspective. The authors summarize prior research by clustering it into three evolutional phases and drawing parallels with the evolution of the wider services marketing field. Overall, the view of service innovation has evolved, from a complement of traditional product innovation to a multidimensional, all-encompassing notion that entails several functions, both within and outside the firm.

Related Papers

Jayant K . Panigrahi. Ph.D

Even though innovation is considered as a driver of economic growth, research about innovation within services sector is lagging. Most innovation related research is related to products or goods, therefore some service innovation taxonomy swap findings from innovation in the goods domain to the services domain .This categorization keep the intangible nature of the service as a 'particular class of goods' rather than a process. In the new millennium, the main issue is on how innovation takes place within service firms. A large number of publications suggest, services are less marginal, topic of research for economists and researchers. However, a driving question that emerged earlier and still remains relevant today " is not just whether services are innovative, but also whether certain services are critical for innovation in manufacturing and other industries " (Miles, 2000, p.381). This question takes the discussion beyond an approach characterized by exploring innovation within service firms, and helps examine a service as a process that affects value propositions.

Doris Schartinger

The Service Industries Journal

Christian Kowalkowski

In this chapter, the authors examine business model innovation driven by increased service focus. In their chapter, the authors discuss the external drivers and organizational implications of shifting towards service-based business models. Driven both by competition and by new customer demands, many firms find themselves moving from their traditional business models based on, primarily, product sales towards business models based on services. As business success in this setting depends as much on such organizational rearrangements (including business model redesign) as it does on new service development, examining the organizational implications of this shift becomes crucial. Hence, the authors discuss how firms can approach and understand this change to their business models, and also how their organization can become more service-oriented in order to take advantage of the emergent opportunities inherent in this shift.

There is an emerging acknowledgment that value creation takes place in any organization that produces something, it becomes an input to a process within a business network. SCM researchers analyzed how value is created and productivity is enhanced in the organization. Innovation, Networks, Services are key topics interlinked to explore processes associated to service innovation within supply networks from a multidisciplinary perspective. Certain underpinnings for each topic offer a rationale for interlinking. Since Schumpeter's works (1939, 1943), it has been said that innovation offers an opportunity for prosperity. Scholars demonstrated that networks play a critical role in innovation and knowledge transfer. Also the significant growth of services during the current century across globe is interpreted as a call to enhance. This research paper is a critical review of innovation processes within a supply network, which is the subset of business networks interacting within the services sector. Specifically, this will contribute to eliciting how Innovation, Service and Networks within a supply chain are key to promoting dynamic service innovation and benefits within the supply chain.

Suma de Negocios Journal

Resumo Apesar dos importantes avanc¸os na pesquisa em inovac¸ão em servic¸os, essa área ainda tem desafios a serem superados. Nesse sentido, o objetivo deste artigo é analisar o estado da arte em inovac¸ão em servic¸os e apontar algumas possibilidades de pesquisas futuras. O método utilizado foi uma revisão bibliográfica. Os resultados indicam que há uma transic¸ão ocorrendo da temática, cujos pesquisadores não estão mais buscando explicar o que é inovac¸ão atrelada a uma escola de pensamento da disciplina, mas tentando explicar como o fenômeno ocorre. Além disso, observa-se que a tendência de pesquisa nessa área é o estudo da inovac¸ão em servic¸os e a sua interligac¸ão com outras áreas. Abstract Despite significant advances in research on innovation in services, there are still major challenges in this area. The purpose of this article is to analyse the state-of-the art on innovation in services, and point out some future possibilities. The method used was a bibliographic review. The results indicate that there is a transition taking place, where researchers are no longer trying to explain what innovation is (linked to a school of thought of the subject), but trying to explain how it occurs. Moreover, it is observed that the research trend is the study on innovation in services interconnected with other areas.

Journal of Business Research

The point of departure for this article is the need for product-centric firms to compete in the market by adding services to their portfolio, which requires a greater focus on service innovation if they are to remain competitive. A major challenge associated with the shift from product-centeredness to a product-and-service orientation is the management of the essential dynamic capabilities of sensing, seizing, and reconfiguring needed for service innovation. The research study reported identifies key microfoundations forming the basis of successful realignment of a firm's dynamic capabilities so as to achieve a better fit with service innovation activities. Eight qualitative case studies of product-centric firms form the basis of the study. The findings make three primary contributions to the body of knowledge. First, they extend the existing literature on dynamic capabilities by specifically discussing microfoundations related to service innovation. Second, the study extends existing work on service innovation into the manufacturing industries by identifying the key microfoundations in that context. Third, the research provides empirical evidence of dynamic capabilities in practice, especially in product-centric settings in which the service context is novel.

Erika Ana Trinidad

A research paper that magnifies various service innovation techniques particularly in managing memorial parks.

Katri Ojasalo

In Agarwal, R., Selen, W., Roos, G. and Green, R. (Eds.), The Handbook of Service Innovation. London, UK: Springer-Verlag, 193-212. Identifying opportunities for service innovation and exploiting them requires novel capability building in the rapidly changing business environments. This study extends the existing literature on dynamic capabilities in service innovation by operationalizing the capabilities of sensing and seizing new opportunities. The purpose of this chapter is to examine how futures thinking and design thinking can facilitate service innovation from the dynamic capabilities point-of-view. As a result this chapter provides a conceptual framework for service innovation process that is grounded on foresight and service design. To synthesize the literature into a new conceptual framework, this chapter is based on a large body of literature from four burgeoning fields of study: dynamic capabilities, service innovation, foresight, and service design. The key point the chapter wishes to make is that a forward look at new methodological perspectives in service innovation is needed and that integrating the methods and tools of foresight and service design to the service innovation process provides a promising new avenue to future success.

Rethinking digital transformation of healthcare: The role of technology and institutions in service innovation: Dissertation

Research output : Thesis › Dissertation › Collection of Articles

digitalization
service innovation
innovation challenges
institutionalisation
healthcare renewal

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Theses Social Sciences 100%

T1 - Rethinking digital transformation of healthcare

T2 - The role of technology and institutions in service innovation: Dissertation

AU - Wallin, Arto

N2 - Due to the mounting prevalence of chronic diseases, increasing demand for expensive treatments and the growing old-age dependency ratio, there is a pressing need to augment the productivity and quality of health and elderly care. Although the potential of digital technologies is widely acknowledged, focusing on technological innovations and incremental improvements originatingfrom the healthcare system does not appear to provide the desired results. Therefore, there is a need for innovation that breaks established rules and practices and enables systemic transformation in healthcare.This article-based doctoral thesis builds on four published studies employing abductive case research strategy: a dialogue between theory and empirical analysis. The first two studies were conducted under the framework of European innovation programmes. They explore how digitallyenhanced services improve service productivity in the elderly care setting, and provide insights intoinnovation challenges experienced during a three-year collaborative innovation project. The latter two studies focus on start-ups operating under a start-up business accelerator programme. They increase understanding of the institutional constraints experienced by entrepreneurs when developing innovations that diverge from the prevailing rules of healthcare, and of the ways in which they attempt to change the rules hindering the adoption of innovations.The thesis contributes to service research by constructing a more profound understanding of the mechanisms that advance, hinder, enable and constrain service innovation in the field of healthcare. In particular, the thesis contributes to integrating the perspective of institutional entrepreneurship in service innovation, highlighting the importance of actions that contribute tobreaking prevailing 'rules of the game' (i.e. institutions) and creating new ones. In addition, the thesis depicts how digitalization reveals the pervasive role of technology in innovation. Jointly, these contributions advance the synthesis view on service innovation – a view that highlights the importance of both technological and service aspects in innovation.The policy and managerial implications of the thesis suggest that, in addition to a complex set of institutions that guide innovation in the field of healthcare, the development context may also have a notable impact on innovation. The institutional structures of collaborative innovation programmes should encourage collaboration outside project boundaries, in order to foster theactors' awareness of the institutional and market environment. Exposing innovation to institutional forces makes it easier to comprehend the necessary institutional change and to develop ways of justifying the change to actors that are vital for its support. The institutional perspective should be more tightly linked to the practice of innovation.

AB - Due to the mounting prevalence of chronic diseases, increasing demand for expensive treatments and the growing old-age dependency ratio, there is a pressing need to augment the productivity and quality of health and elderly care. Although the potential of digital technologies is widely acknowledged, focusing on technological innovations and incremental improvements originatingfrom the healthcare system does not appear to provide the desired results. Therefore, there is a need for innovation that breaks established rules and practices and enables systemic transformation in healthcare.This article-based doctoral thesis builds on four published studies employing abductive case research strategy: a dialogue between theory and empirical analysis. The first two studies were conducted under the framework of European innovation programmes. They explore how digitallyenhanced services improve service productivity in the elderly care setting, and provide insights intoinnovation challenges experienced during a three-year collaborative innovation project. The latter two studies focus on start-ups operating under a start-up business accelerator programme. They increase understanding of the institutional constraints experienced by entrepreneurs when developing innovations that diverge from the prevailing rules of healthcare, and of the ways in which they attempt to change the rules hindering the adoption of innovations.The thesis contributes to service research by constructing a more profound understanding of the mechanisms that advance, hinder, enable and constrain service innovation in the field of healthcare. In particular, the thesis contributes to integrating the perspective of institutional entrepreneurship in service innovation, highlighting the importance of actions that contribute tobreaking prevailing 'rules of the game' (i.e. institutions) and creating new ones. In addition, the thesis depicts how digitalization reveals the pervasive role of technology in innovation. Jointly, these contributions advance the synthesis view on service innovation – a view that highlights the importance of both technological and service aspects in innovation.The policy and managerial implications of the thesis suggest that, in addition to a complex set of institutions that guide innovation in the field of healthcare, the development context may also have a notable impact on innovation. The institutional structures of collaborative innovation programmes should encourage collaboration outside project boundaries, in order to foster theactors' awareness of the institutional and market environment. Exposing innovation to institutional forces makes it easier to comprehend the necessary institutional change and to develop ways of justifying the change to actors that are vital for its support. The institutional perspective should be more tightly linked to the practice of innovation.

KW - digitalization

KW - service innovation

KW - innovation challenges

KW - institutionalisation

KW - healthcare renewal

M3 - Dissertation

SN - 978-952-60-8019-2

SN - 978-951-38-8638-7

T3 - VTT Science

PB - Aalto University

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Search for dissertations about: "digital service innovation"

Showing result 1 - 5 of 28 swedish dissertations containing the words digital service innovation .

1. Service Logic in Digitalized Product Platforms : A Study of Digital Service Innovation in the Vehicle Industry

Author : Soumitra Chowdhury ; Maria Åkesson ; Michel Thomsen ; Magnus Bergquist ; Birgitta Bergvall-Kåreborn ; Högskolan i Halmstad ; [] Keywords : NATURVETENSKAP ; NATURAL SCIENCES ; digital services ; premises ; digital service innovation ; digitalized product platforms ; service logic ; Data- och informationsvetenskap ; Computer and Information Sciences Computer Science ; digital Services ; premises ; digital service innovation ; digitalized product platforms ;

Abstract : The digitalization of products has become an important driver for service innovation in manufacturing firms. The embedding of digital technology in previously non-digital products creates digitalized product platforms that enable digital service innovation. READ MORE

2. Designing Digital Resourcing

Author : Hannes Göbel ; Göteborgs universitet ; [] Keywords : NATURVETENSKAP ; NATURAL SCIENCES ; Digital Innovation ; Digital Resourcing ; Digital Resourcing Sys-tems ; Information Systems Design Theory ; Design Science Research ; Action Design Research ; Design Principles ; Service-Dominant Logic ; Resource-Based Theory ; IT Service Management ;

Abstract : Digital innovation has become imperative for organizational survival and is increasingly contributing to the growth of national wealth. A central element of digital innovation, brought into light in this dissertation, is digital resourc-ing. READ MORE

3. Value Network Transformation : Digital Service Innovation in the Vehicle Industry

Author : Asif Akram ; Maria Åkesson ; Bendik Bygstad ; Högskolan i Halmstad ; [] Keywords : NATURVETENSKAP ; NATURAL SCIENCES ; digital service innovation ; value network ; value creation ; digitized products ; digital services ; digital service innovation ; value network ; value creation ; digitized products ; digital services ;

Abstract : Advancement in digital technology is rapidly changing the contemporary landscape of business and associated networks for manufacturing firms. Many traditional physical products are now being embedded with digital components, providing them digital capability to become digitized products. READ MORE

4. Engaged in digital service innovation

Author : Lars-Olof Johansson ; Ulrika Lundh Snis ; Dick Stenmark ; Harald Holone ; Högskolan Väst ; [] Keywords : SAMHÄLLSVETENSKAP ; SOCIAL SCIENCES ; Digital service innovation ; Human-Centred Service Systems ; value ; practice perspective ; learning in practice ; engaged scholarship research ; Work Integrated Learning ; Arbetsintegrerat lärande ; Informatik ; Informatics ;

Abstract : The research in this thesis has digital services innovation to support Human-Centred Service Systems (HCSSs) from a practice theory perspective as a foundation. Digital service innovation is understood as service system reconfiguration due to digitalization, with the aim to change the service systemsin a way that increases the value for the involved actors. READ MORE

5. Social Media as Sociomaterial Service : On Practicing Public Service Innovation in Municipalities

Author : Livia Norström ; Martin Gellerstedt ; Ulrika Lundh Snis ; Iréne Bernhard ; Anna Ståhlbröst ; Högskolan Väst ; [] Keywords : SAMHÄLLSVETENSKAP ; SOCIAL SCIENCES ; Social media ; Municipalities ; Communicators ; E-government ; Participatory government ; Engaged scholarship ; Service innovation ; Practice perspective ; Sociomateriality ; Work Integrated Learning ; Arbetsintegrerat lärande ; Informatik ; Informatics ;

Abstract : Governments are in need to innovate public service. They struggle with complex societal problems, decreased citizen trust and the work of adapting to new demands related to how service should be delivered to fit contemporary living. READ MORE

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Master's Programme (120 credits) in Digital Service Innovation

Digitalisation fundamentally changes society by reducing or eliminating entire sectors and occupations, while boosting and creating new ones. Innovative and competent digital service designers have an important role in meeting the opportunities and challenges that accompany digitisation and the climate challenge. The Master’s Programme in Digital Service Innovation contributes to your personal development, increases your competence in digital service innovation, sustainability and digital business models, and makes you attractive on the labour market.

About the education

Innovative environments, methods and tools.

Halmstad University is an innovative environment for education and research and the Master’s Programme in Digital Service Innovation is an academic master's education. This means, among other things, that you study scientific articles, pen a research proposal and carry out a master’s thesis study. Our methods and tools are grounded in informatics, design theory, service innovation and practice. The programme includes themes like innovative design thinking, sustainable digital service innovation and societal resilience and much of the work is done in the design studio.

In the design studio you blend theory and practice, and advance your competence by working on design assignments from companies, public sector or research and development projects. The studio is a modern and creative learning environment. It is a Stanford-inspired pedagogical approach, and a physical space for creative problem solvers, innovators and curious learners. In the design studio, students work in groups as well as on their own, spending full workings day on design work.

During the education, you and your fellow students are academic peers. This gives you the opportunity to review and evaluate other students' design proposals, project work, etc. Think of it as an arena for exchanging experiences, for learning from each other and the professors, for personal development, and for advancing your competence in digital service innovation.

Courses and competencies in focus

The Master's Programme in Digital Service Innovation leads to a Degree of Master of Science (120 credits) with a major in Informatics. Informatics is a design-oriented social science. You will study courses like Services in the Digital Society, Design Research Methods, and Ethics and Sustainability in Digital Service Innovation. The courses target knowledge, understanding and skills in sustainable design, digital service innovation, critical and analytical thinking, problem solving, teamwork, collaboration, and time management. These are widely recognised research and development (R&D) skills.

Since all courses are at advanced level and given in English, you will be well prepared for a job in the global labour market and for doctoral studies (PhD).

Collaboration opportunities

This programme will give you good opportunities to collaborate with external actors. In the design studio, for example, you co-work with companies, public sector or researchers to explore, design or evaluate concepts, models or prototypes of new digital services. The Research Placement gives you opportunity to participate in an authentic R&D project. You will also research real world problems, practical and theoretical, in your thesis work.

Entry requirements

Information about entry requirements is available in the information box under the page picture. Click on "show education info" to learn more.

Programme content

The courses listed below are included in the programme starting autumn 2024.

Click on a linked course to search for the course syllabus, including course literature. Please note that you need to scroll down the page to find the syllabus.

All courses are included in the programme main area of Informatics.

Services in the Digital Society, 15 credits
Academic Communications and Emergent Themes in Digital Service Innovation Research, 15 credits
Design Research Methods, 15 credits
Intelligent Services, 7.5 credits
Ethics and Sustainability in Digital Service Innovation, 7.5 credits
Research Placement, 15 credits
Design Studio Digital Service Innovation, 15 credits
Master Thesis Project in Informatics, 30 credits

The course Research Placement can be exchanged for other courses at advanced (second) level. This is to be done in consultation with the programme co-ordinator.

After the education

The education leads to a Degree of Master of Science (120 credits) with a major in Informatics.

Opportunities for further studies

After the programme, you are qualified to apply for doctoral and PhD studies, for example in the University's own third cycle courses.

Our Master's programme in Digital Service Innovation prepares you to work on the design of smart sustainable digital services, qualified tasks in the IT sector and qualified investigative and development work. Perhaps you will choose a career as a service designer in Sweden or abroad, or perhaps you prefer a research career.

Business leaders, heads of public authorities and politicians are looking for people who understand digitalisation, services and the possibilities and limitations of digital technology. Smart and sustainable digital services can make a big difference for individuals and organisations. They can, for example, facilitate contact between people and authorities, give us better health care, increase patient safety, reduce mental ill-health, make our homes more intelligent, contribute to safer vehicles and more efficient public transport and help to reduce environmental impact.

Former students work as for example service designers, UX designers, UX trainees, user experience designers, HMI engineers, graphic designers, solution engineers, software testing engineers, product managers, university teaching assistants and PhD students.

Questions about entry requirements, selection and admissions – Contact the Student Affairs Department
Questions about the content of the education – Contact the Programme Director: Contact details can be found in the education information box.
Questions regarding studies and career opportunities – Contact Study and Career Guidance

Open for late application

Advanced level

Application code:

Entry requirements:

Bachelor's degree 180 credits within the field of Informatics, Information Systems, Computer Science, Interaction Design, Software Engineering, Information Technology, Service Science, Innovation Management, Business Administration, or equivalent. 15 credits in courses within the field of Information Technology or Informatics. The degree must be equivalent to a Swedish kandidatexamen and must have been awarded from an internationally recognised university. Applicants must have written and verbal command of the English language equivalent to English course 6 in Swedish Upper-Secondary School.

Selection rules:

Selection is made on the basis of the required educational background.

Instructional time:

Tuition fee:

More information about tuition fees

Language of instruction:

Teaching is in English.

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Digitalisation is transforming our daily lives, the labour market and society as a whole. Digital technologies affect the way people of all ages work, study, consume and...

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Spiniak, Juan (Spiniak Irarrazaval). "Digital help service opportunities for communication service providers in the convergent digital home." Thesis, Massachusetts Institute of Technology, 2010. http://hdl.handle.net/1721.1/67570.

Chowdhury, Soumitra. "Service Logic in Digitalized Product Platforms : A Study of Digital Service Innovation in the Vehicle Industry." Doctoral thesis, Högskolan i Halmstad, Människa och Informationsteknologi (MI-lab), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-29574.

Pomerantz, Jeffrey. "Integrating Digital Reference Service into the Digital Library Environment." Association of College and Research Libraries, 2003. http://hdl.handle.net/10150/105560.

Akram, Asif. "Value Network Transformation : Digital Service Innovation in the Vehicle Industry." Doctoral thesis, Högskolan i Halmstad, Människa och Informationsteknologi (MI-lab), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-30153.

Elinashe, Uutoni Wilhelm. "Evaluation of digital reference services in academic libraries in Namibia." Thesis, Högskolan i Borås, Institutionen Biblioteks- och informationsvetenskap / Bibliotekshögskolan, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-17833.

Goo, Swee Keow. "Securing the digital marketplace for mobile service provision." Thesis, University of Strathclyde, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.438461.

Smith, Christopher. "Quality of service issues in digital mobile telephony." Thesis, University of Surrey, 1996. http://epubs.surrey.ac.uk/844354/.

Sunny, Sebin. "Digital Water Quality Monitoring Services: : Opportunities and Challenges in Rural Areas." Thesis, Högskolan i Halmstad, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-44618.

Mohamed, Ahmad. "Digital service innovation : case of mobile telecoms in Africa." Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/52260.

Jylhä, Tanja, and Vera Papalexis. "Seniorernas upplevelser av digital teknik med hjälp av digitalt stöd : Kvalitativ studie." Thesis, Högskolan i Borås, Akademin för vård, arbetsliv och välfärd, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-26358.

Mpungose, Makhosazane Buselaphi. "Digital Communication: perceptions of rural communities on the safety of e-commerce transactions." Thesis, University of Zululand, 2012. http://hdl.handle.net/10530/1218.

Jahromi, Masaud M. J. "ATM based service independent system." Thesis, University of Kent, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.250331.

Benavides, Silva Santisteban Marcelo, Casallo Sofia Chiroque, Paredes Alvaro Diego Cuadros, Cevallos Christian Jairo Marin, and Escalante Lisbeth Melissa Soto. "OkGreenCard: Servicio digital de inmigración legal." Bachelor's thesis, Universidad Peruana de Ciencias Aplicadas (UPC), 2019. http://hdl.handle.net/10757/626544.

Wendel, Alexander. "Service Innovation and Business Models : A Case Study of A Small Swedish ICT Company." Thesis, KTH, Industriell Management, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-127811.

Samyuktha, R. "Nutraceuticals gateway: A value-added electronic information service." School of Communication & Information, Nanyang Technological University, 2006. http://hdl.handle.net/10150/105500.

IVARSSON, ADAM, and Dag Lindstrand. "Developing a Tool for Digital Transformations:How to Improve Service Quality in the RelocationIndustry." Thesis, KTH, Industriell Management, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-147707.

Razavi, Amir Reza. "Digital ecosystems : a distributed service oriented approach for business transactions." Thesis, University of Surrey, 2009. http://epubs.surrey.ac.uk/2743/.

Santos, Claudson Moreira. "Serviços públicos digitais: avaliação de e-serviços de gestão do património imobiliário federal do Brasil na perspetiva dos utilizadores." Master's thesis, Universidade de Évora, 2020. http://hdl.handle.net/10174/26742.

Shen, Rao. "Applying the 5S Framework To Integrating Digital Libraries." Diss., Virginia Tech, 2006. http://hdl.handle.net/10919/27099.

Silva, Miguel Salgado. "Plano de implementação de TIC num organismo público." Master's thesis, Instituto Politécnico de Setúbal. Escola Superior de Ciências Empresariais, 2016. http://hdl.handle.net/10400.26/17322.

Norris, Robert E. West David S. "The Digital Library phenomenon opportunities and implications for the Naval Service /." Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1996. http://handle.dtic.mil/100.2/ADA311964.

Norris, Robert E., and David S. West. "The Digital Library phenomenon : opportunities and implications for the Naval Service." Thesis, Monterey, California. Naval Postgraduate School, 1996. http://hdl.handle.net/10945/26488.

Ligozio, Kevin. "Jini distributed key exchange and file transfer service with digital signatures /." Online version of thesis, 2004. https://ritdml.rit.edu/dspace/handle/1850/2812.

Nicholls, Tom. "Digital era local government in England : service reform and the Internet." Thesis, University of Oxford, 2016. https://ora.ox.ac.uk/objects/uuid:d85d7964-80d2-4b6d-bfac-418ed4f0fa6a.

Xu, Beijie. "Understanding Teacher Users of a Digital Library Service: A Clustering Approach." DigitalCommons@USU, 2011. https://digitalcommons.usu.edu/etd/890.

Palmer, Bart C. "Web Usage Mining: Application To An Online Educational Digital Library Service." DigitalCommons@USU, 2012. https://digitalcommons.usu.edu/etd/1215.

Zamora, Laura. "Azura digital health| Scheduling application and prescription service for women's health." Thesis, California State University, Long Beach, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10260903.

In recent years, the financial barrier to access for prescription contraceptives has been lifted due to the Affordable Care Act. However, there is still a barrier to access because those who want it still need to get a prescription from a provider. This business plan proposes the establishment of Azura Digital Health, a scheduling tool that obstetricians and gynecologists can use to schedule their appointments, while also offering patients convenience for birth control prescriptions and assistance with finding the women’s health provider that is right for them. Allowing patients to choose their provider can increase quality for their health, since they can choose the doctor they feel is best for them. Additionally, the convenience of getting their birth control prescription helps patients get a simple prescription for what they need in a timely manner. The scheduling tool allows providers to market themselves and broaden their patient base, as Azura Digital Health would do that work for them. Azura Digital Health hopes to improve women’s healthcare quality, breaking the barrier to prescriber access.

Barsk, Tove. "Enhanced user experience for a digital travel service and associated intranet." Thesis, Umeå universitet, Institutionen för tillämpad fysik och elektronik, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-139059.

Gudmundsson, Sofia, and Anaïs Lachini. "Designing Business Models of Tomorrow : Exploring the Expansion of Cleantech-as-a-Service through an Agile approach." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-104645.

Wu, Xiongqi. "A NETWORK PATH ADVISING SERVICE." UKnowledge, 2015. http://uknowledge.uky.edu/cs_etds/32.

Singh, Anna [Verfasser]. "The Chief Digital Officer as Manager of the Digital Transformation: An Analysis within the Service Sector / Anna Singh." Berlin : epubli, 2017. http://d-nb.info/1140976036/34.

Rajan, Athira, and Rona Fajar Imansyah. "Sustainability Impact Validation in the Early Stage of Digital Service Innovation : A Case Study of Digital Mobility Startup." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-301257.

Sun, Hyojung. "Digital disruption in the recording industry." Thesis, University of Edinburgh, 2017. http://hdl.handle.net/1842/23631.

Severson, Pernilla. "En gökunge i public service-boet? : publikens roll i digitaliseringen av marksänd television /." Uppsala : Acta Universitatis Upsaliensis : Univ.-bibl. [distributör], 2004. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-4346.

SPRINGER, JULIAN, and MIKO KINNUNEN. "Value creation through digital services in start-up support organisations." Thesis, KTH, Industriell Management, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-239721.

Rehard, Brian D. "An analysis of quality of service over the automated digital network system." Thesis, Monterey, California. Naval Postgraduate School, 1997. http://hdl.handle.net/10945/7944.

Sewpaul, Sailesh. "Digital Strategies Senior Bank Executives in Mauritius use to Improve Customer Service." Thesis, Walden University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=13422561.

Customers’ use of digital banking has reshaped traditional banking, and senior level bank executives must know how to leverage this innovation to improve customer service to increase profitability. Using the technology acceptance model as the conceptual framework, the purpose of this multiple case study was to explore effective digital banking strategies that senior level executives used to improve customer service to increase profitability. The target population for this study included senior-level executives from 3 banks in Mauritius possessing successful development and implementation experience in digital banking strategies to improve customer service. Data were collected through semistructured interviews and organizational documents, which were analyzed in accordance with Yin’s 5-phase data analysis process consisting of pattern matching, explanation building, time-series analysis, program logic models, and cross-case synthesis. The use of member checking and methodological triangulation increased the trustworthiness of data interpretations. Three themes emerged from the analysis of data: use of mobile strategies to migrate customers to digital banking, challenges to migrate customers to digital banking, and digital banking innovation. The implications of this study for positive social change include improving convenience to customers; promoting green banking; and providing easy access to banking to the poor, those with physical disabilities, and those living in remote and rural areas.

Campbell, Eduard. "Pre-service teachers' perceptions and practices: integrating digital literacy into English education." Master's thesis, University of Cape Town, 2016. http://hdl.handle.net/11427/22765.

Ekström, Björn, and Love Nyberg. "Från varuperspektiv till servicelogik : ett arbete om rollförändring och öppenhet på webben." Thesis, University of Kalmar, Baltic Business School, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-2527.

This study focuses on the transfer between a product-oriented to a service-oriented perspective regarding marketing activities in companies due to the development of information technology. It illustrates how this very transfer has been, and can be, contemplated through the eyes of organizations working with marketing in a digital world on a daily basis. Technology has turned several industries - their price-setting, communication channels and supplying possiblities - upside-down. This turnpoint brings out a new way of observing and working with marketing. Therefore, we find it interesting to gain a better understanding of how actors within industries where the turnpoint is a fact observes marketing, and how this service perspective can be seen in their various organizations and daily. To manage to do this we have used a qualitative approach in the study, which is based on six different interviews with relevant actors within technology-focused industries, which we mentioned earlier. The interviews are the base of the analysis and are fully presented in the appendix. The analysis consists of a comparison between the empirism and the theories, which we’ve engaged in the paper.

Bång, Andreas, and Cajsa Roos. "Digital Marketing Strategy." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-35282.

Hennart, Jean-François. "Digitalized service multinationals and international business theory." Palgrave Macmillan UK, 2019. http://dx.doi.org/10.1057/s41267-019-00256-2.

Chirappanath, Meenu Joy. "Illustration of Design of Digital Water Quality Monitoring Services for Smart Cities." Thesis, Högskolan i Halmstad, Akademin för informationsteknologi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-44635.

Li, Jie-Fong, and 李玠峰. "Service Adapters for Pervasive Services in Digital Home." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/01997357248844956330.

Shrivastava, Prateek. "Towards digital library service integration." Thesis, 2003. http://library1.njit.edu/etd/fromwebvoyage.cfm?id=njit-etd2003-063.

Jim, Hank, and 金學宗. "Research for digital product's channel service demand and innovative service model." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/69168680823376534434.

Chan, Yu-Ting, and 陳郁婷. "Peer-to-Peer Coordinated Service Clusters for Service Management Digital Home." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/k79pex.

Fan, Chen-Hung, and 范振洪. "Dental Medical Service Innovation with Digital Technology." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/33p2xy.

"Service infrastructure: towards a comprehensive digital lifestyle." 2008. http://library.cuhk.edu.hk/record=b5896808.

Hui-ChiWei and 魏卉齊. "Implementation Strategy of Digital Orthodontic Service Process." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/38bab5.

Chen, Jia-Qi, and 陳珈琪. "Optimal tariff schemes for digital book service." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/84301915404934898062.

Patrick McHenry Chairman

Press releases.

Digital asset developers will be required to provide accurate, relevant disclosures, including information relating to the digital asset project’s operation, ownership, and structure; and
Digital asset customer-serving institutions, like exchanges, brokers, and dealers will be required to:
Provide appropriate disclosures to customers;
Segregate customer funds from their own; and
Reduce conflicts of interest through registration, disclosure, and operational requirements.
Digital asset developers will have a pathway to raise funds; and
Participants will have a clear process to determine which digital asset transactions are subject to the SEC’s jurisdiction and the CFTC’s jurisdiction.
Establishing clear lines between the SEC and CFTC; and
Creating comprehensive registration regimes to permit them to lawfully serve customers in digital asset markets.

In the tech world and beyond, new 5G applications are being discovered every day. From driverless cars to smarter cities, farms, and even shopping experiences, the latest standard in wireless networks is poised to transform the way we interact with information, devices and each other. What better time to take a closer look at how humans are putting 5G to use to transform their world.

What is 5G?

5G (fifth-generation mobile technology is the newest standard for cellular networks. Like its predecessors, 3G, 4G and 4G LTE, 5G technology uses radio waves for data transmission. However, due to significant improvements in latency, throughput and bandwidth, 5G is capable of faster download and upload speeds than previous networks.

Since its release in 2019, 5G broadband technology has been hailed as a breakthrough technology with significant implications for both consumers and businesses. Primarily, this is due to its ability to handle large volumes of data that is generated by complex devices that use its networks.

As mobile technology has expanded over the years, the number of data users generate every day has increased exponentially. Currently, other transformational technologies like artificial intelligence (AI), the Internet of Things (IoT ) and machine learning (ML) require faster speeds to function than 3G and 4G networks offer. Enter 5G, with its lightning-fast data transfer capabilities that allow newer technologies to function in the way they were designed to.

Here are some of the biggest differences between 5G and previous wireless networks.

Physical footprint : The transmitters that are used in 5G technology are smaller than in predecessors’ networks, allowing for discrete placement in out-of-the-way places. Furthermore, “cells”—geographical areas that all wireless networks require for connectivity—in 5G networks are smaller and require less power to run than in previous generations.
Error rates : 5G’s adaptive Modulation and Coding Scheme (MCS), a schematic that wifi devices use to transmit data, is more powerful than ones in 3G and 4G networks. This makes 5G’s Block Error Rate (BER)—a metric of error frequency—much lower.
Bandwidth : By using a broader spectrum of radio frequencies than previous wireless networks, 5G networks can transmit on a wider range of bandwidths. This increases the number of devices that they can support at any given time.
Lower latency : 5G’s low latency , a measurement of the time it takes data to travel from one location to another, is a significant upgrade over previous generations. This means that routine activities like downloading a file or working in the cloud is going to be faster with a 5G connection than a connection on a different network.

Like all wireless networks, 5G networks are separated into geographical areas that are known as cells. Within each cell, wireless devices—such as smartphones, PCs, and IoT devices—connect to the internet via radio waves that are transmitted between an antenna and a base station. The technology that underpins 5G is essentially the same as in 3G and 4G networks. But due to its lower latency, 5G networks are capable of delivering faster download speeds—in some cases as high as 10 gigabits per second (Gbps).

As more and more devices are built for 5G speeds, demand for 5G connectivity is growing. Today, many popular Internet Service Providers (ISPs), such as Verizon, Google and AT&T, offer 5G networks to homes and businesses. According to Statista, more than 200 million homes and businesses have already purchased it with that number expected to at least double by 2028 (link resides outside ibm.com).

Let’s take a look at three areas of technological improvement that have made 5G so unique.

New telecom specifications

The 5G NR (New Radio) standard for cellular networks defines a new radio access technology (RAT) specification for all 5G mobile networks. The 5G rollout began in 2018 with a global initiative known as the 3rd Generation Partnership Project (3FPP). The initiative defined a new set of standards to steer the design of devices and applications for use on 5G networks.

The initiative was a success, and 5G networks grew swiftly in the ensuing years. Today, 45% of networks worldwide are 5G compatible, with that number forecasted to rise to 85% by the end of the decade according to a recent report by Ericsson (link resides outside ibm.com).

Independent virtual networks (network slicing)

On 5G networks, network operators can offer multiple independent virtual networks (in addition to public ones) on the same infrastructure. Unlike previous wireless networks, this new capability allows users to do more things remotely with greater security than ever before. For example, on a 5G network, enterprises can create use cases or business models and assign them their own independent virtual network. This dramatically improves the user experience for their employees by adding greater customizability and security.

Private networks

In addition to network slicing, creating a 5G private network can also enhance personalization and security features over those available on previous generations of wireless networks. Global businesses seeking more control and mobility for their employees increasingly turn to private 5G network architectures rather than public networks they’ve used in the past.

Now that we better understand how 5G technology works, let’s take a closer look at some of the exciting applications it’s enabling.

Autonomous vehicles

From taxi cabs to drones and beyond, 5G technology underpins most of the next-generation capabilities in autonomous vehicles. Until the 5G cellular standard came along, fully autonomous vehicles were a bit of a pipe dream due to the data transmission limitations of 3G and 4G technology. Now, 5G’s lightning-fast connection speeds have made transport systems for cars, trains and more, faster than previous generations, transforming the way systems and devices connect, communicate and collaborate.

Smart factories

5G, along with AI and ML, is poised to help factories become not only smarter but more automated, efficient, and resilient. Today, many mundane but necessary tasks that are associated with equipment repair and optimization are being turned over to machines thanks to 5G connectivity paired with AI and ML capabilities. This is one area where 5G is expected to be highly disruptive, impacting everything from fuel economy to the design of equipment lifecycles and how goods arrive at our homes.

For example, on a busy factory floor, drones and cameras that are connected to smart devices that use the IoT can help locate and transport something more efficiently than in the past and prevent theft. Not only is this better for the environment and consumers, but it also frees up employees to dedicate their time and energy to tasks that are more suited to their skill sets.

Smart cities

The idea of a hyper-connected urban environment that uses 5G network speeds to spur innovation in areas like law enforcement, waste disposal and disaster mitigation is fast becoming a reality. Some cities already use 5G-enabled sensors to track traffic patterns in real time and adjust signals, helping guide the flow of traffic, minimize congestion, and improve air quality.

In another example, 5G power grids monitor supply and demand across heavily populated areas and deploy AI and ML applications to “learn” what times energy is in high or low demand. This process has been shown to significantly impact energy conservation and waste, potentially reducing carbon emissions and helping cities reach sustainability goals.

Smart healthcare

Hospitals, doctors, and the healthcare industry as a whole already benefit from the speed and reliability of 5G networks every day. One example is the area of remote surgery that uses robotics and a high-definition live stream that is connected to the internet via a 5G network. Another is the field of mobile health, where 5G gives medical workers in the field quick access to patient data and medical history. This enables them to make smarter decisions, faster, and potentially save lives.

Lastly, as we saw during the pandemic, contact tracing and the mapping of outbreaks are critical to keeping populations safe. 5G’s ability to deliver of volumes of data swiftly and securely allows experts to make more informed decisions that have ramifications for everyone.

5G paired with new technological capabilities won’t just result in the automation of employee tasks, it will dramatically improve them and the overall employee experience . Take virtual reality (VR) and augmented reality (AR), for example. VR (digital environments that shut out the real world) and AR (digital content that augments the real world) are already used by stockroom employees, transportation drivers and many others. These employees rely on wearables that are connected to a 5G network capable of high-speed data transfer rates that improve several key capabilities, including the following:

Live views : 5G connectivity provides live, real-time views of equipment, events, and even people. One way in which this feature is being used in professional sports is to allow broadcasters to remotely call a sporting event from outside the stadium where the event is taking place.
Digital overlays : IoT applications in a warehouse or industrial setting allow workers that are equipped with smart glasses (or even just a smartphone) to obtain real-time insights from an application. This includes repair instructions or the name and location of a spare part.
Drone inspections : Right now, one of the leading causes of employee injury is inspection of equipment or project sites in remote and potentially dangerous areas. Drones, which are connected via 5G networks, can safely monitor equipment and project sites and even take readings from hard-to-reach gauges.

Edge computing , a computing framework that allows computations to be done closer to data sources, is fast becoming the standard for enterprises. According to this Gartner white paper (link resides outside ibm.com), by 2025, 75% of enterprise data will be processed at the edge (compared to only 10% today). This shift saves businesses time and money and enables better control over large volumes of data. It would be impossible without the new speed standards that are generated by 5G technology.

Ultra-reliable edge computing and 5G enable the enterprise to achieve faster transmission speeds, increased control and greater security over massive volumes of data. Together, these twin technologies will help reduce latency while increasing speed, reliability and bandwidth, resulting in faster, more comprehensive data analysis and insights for businesses everywhere.

5G solutions with IBM Cloud Satellite

5G presents significant opportunities for the enterprise, but first, you need a platform that can handle its speed. IBM Cloud Satellite® lets you deploy and run apps consistently across on-premises, edge computing and public cloud environments on a 5G network. And it’s all enabled by secure and auditable communications within the IBM Cloud®.

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Volvo Group and Daimler Truck intend to form a joint venture for a software-defined vehicle platform to amplify digital transformation

As two leading companies in the commercial vehicle industry, Volvo Group and Daimler Truck share the ambition to lead the digital transformation to software-defined heavy-duty commercial vehicles. To amplify their efforts, both companies have reached a preliminary agreement to establish a joint venture to develop a common software-defined vehicle platform and dedicated truck operating system, providing the basis for future software-defined commercial vehicles. The intention is to make the new joint venture a leading developer of standardized hardware and software. This technical basis will then enable Volvo Group and Daimler Truck and potentially other partners to provide differentiating digital vehicle features for its products ultimately enhancing customer efficiency and experience.

Volvo Group and Daimler Truck intend to be 50/50 partners in the joint venture, which will operate as an independent entity, with Volvo Group and Daimler Truck continuing to be competitors in all other areas of business. In the context of the already heavy-investments into the transformation towards CO2-neutral drive technologies, cooperation on digital technology development has become even more vital to best meet development objectives and customer expectations within a feasible timeframe.

Martin Lundstedt, Volvo Group President and CEO adds: “Volvo Group and Daimler Truck are two individually great companies. Now we are combining our forces to accelerate the customer benefits that a software-defined truck platform will bring. Given the rapid transformation of our industry, it makes sense to collaborate to accelerate development, increase volumes and share cost. Software-defined heavy-duty trucks represent a paradigm shift in the transformation of our industry. Making the truck a programmable device with standardized hardware and operating system for fast product updates will give both companies the opportunity to create value for our customers and their customers though differentiating digital services and solutions. Partnership is truly the new leadership.”

Martin Daum, CEO of Daimler Truck comments: “Just as important as the transformation towards CO2-neutral drive technologies is the digitalization in the vehicle. Developing a common software-defined vehicle platform with Volvo Group will enable us to turn our vehicles into a programmable device. It will allow us to build differentiating digital vehicle features with significantly greater speed and efficiency for our truck and bus customers around the globe. Together with the Volvo Group we can develop a benchmark truck operating system and set an industry standard.”

The joint venture is set to be headquartered in Gothenburg, Sweden, incorporating existing assets and resources of both companies into the new organization. The goal of both shareholders is to set the industry standard for a truck operating system and offer its products to other OEMs as well. To that end the joint venture will provide a common developer platform as a service, on top of which its customers can build differentiating software layers.

Volvo Group and Daimler Truck therefore will remain fierce competitors and continue to differentiate their complete product and services offerings, including their respective digital solutions. Both companies will provide their own end-user applications on top of the platform to offer differentiating digital vehicle features to their respective customers.

The now signed preliminary agreement is non-binding. A final agreement is expected within this year, with the goal to close the final transaction in Q1 2025, subject to necessary examination and approvals by the respective authorities.

May 17 th , 2024

Contact Volvo Group: Claes Eliasson, Volvo Group, +46 76 553 72 29, press@volvo.com

Contact Daimler Truck: Paul Mandaiker, +49,176 30999267, paul.mandaiker@daimlertruck.com

For more information, please visit volvogroup.com For frequent updates, follow us on X: @volvogroup

The Volvo Group drives prosperity through transport and infrastructure solutions, offering trucks, buses, construction equipment, power solutions for marine and industrial applications, financing and services that increase our customers’ uptime and productivity. Founded in 1927, the Volvo Group is committed to shaping the future landscape of sustainable transport and infrastructure solutions. The Volvo Group is headquartered in Gothenburg, Sweden, employs more than 100,000 people and serves customers in almost 190 markets. In 2023, net sales amounted to SEK 553 billion (EUR 48 billion). Volvo shares are listed on Nasdaq Stockholm.

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Works with global banking and insurance clients on their CFO agenda, including both Assurance services and advising on large-scale transformation programs. Gets energy from her two children.

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Zeynep leads the EY Global and EMEIA Financial Services (FSO) Assurance Digital and Innovation service. She is EMEIA FSO Financial Accounting Advisory Services Netherlands-based partner, working extensively on large-scale transformation programs.

In her role as EY Global and EY EMEIA FSO Assurance Digital and Innovation Leader, Zeynep drives the digital transformation of financial services audit and brings innovation to non-audit services.

In her role as a client-serving partner with specific focus on the CFO agenda, she works with global clients advising on large-scale accounting and finance transformation and change programs, control frameworks and SOX implementations.

Prior to her current roles, Zeynep served as Lead Audit Partner for banks and insurance clients worldwide.

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Sunday, May 19, 2024

Microsoft announces $3.3 billion investment in Wisconsin to spur artificial intelligence innovation and economic growth

May 8, 2024 | Microsoft Source

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President Joe Biden to join Microsoft for announcement in Mount Pleasant

Editor’s note – May 10, 2024 – This press release was updated to include the full name of National Grid Renewables.

Mount Pleasant, WI – May 8, 2024 – Microsoft today announced a broad investment package designed to strengthen the role of Southeast Wisconsin as a hub for AI-powered economic activity, innovation, and job creation. These investments include $3.3B in cloud computing and AI infrastructure, the creation of the country’s first manufacturing-focused AI co-innovation lab, and an AI skilling initiative to equip more than 100,000 of the state’s residents with essential AI skills. President Joe Biden will join Microsoft President Brad Smith at Gateway Technical College to announce the new investment.

“Wisconsin has a rich and storied legacy of innovation and ingenuity in manufacturing,” said Brad Smith, Vice Chair and President of Microsoft. “We will use the power of AI to help advance the next generation of manufacturing companies, skills and jobs in Wisconsin and across the country. This is what a big company can do to build a strong foundation for every medium, small and start-up company and non-profit everywhere.”

These investments will be rolled out in a four-part strategy designed to create long-term benefits for the state’s economy and job market.

Investing in cloud and AI infrastructure

First, Microsoft will invest $3.3B between now and the end of 2026 to expand its national cloud and AI infrastructure capacity through the development of a state-of-the-art datacenter campus in Mount Pleasant, Wisconsin. The project is expected to bring an influx of 2,300 union construction jobs to the area by 2025, as well as providing long-term employment opportunities over the next several years. This new infrastructure will help enable companies in Wisconsin and across the country to develop, deploy and use the world’s most advanced cloud services and AI applications to grow, modernize and improve their products and enterprises.

Along with building a physical data center, Microsoft will partner with Gateway Technical College to build a Data Center Academy to train and certify more than 1,000 students in five years to work in the new data center and IT sector jobs created in the area.

“This is a watershed moment for Wisconsin and a critical part of our work to build a 21st-century workforce and economy in the Badger State,” said Governor Tony Evers. “Microsoft is a blue-chip corporation that recognizes the strength of Wisconsin’s workers, infrastructure, economy, and our quality of life. Microsoft has chosen to locate and invest here because they know the future is here in Wisconsin.”

Transforming businesses of all sizes in every industry

Second, to help build a thriving regional AI innovation economy, Microsoft will establish a manufacturing focused AI Co-Innovation Lab on the campus of the University of Wisconsin-Milwaukee, the first of its kind in the United States. This lab will connect Wisconsin manufacturers and other companies with Microsoft’s AI experts and developers to design and prototype AI and cloud solutions to improve and accelerate their work and grow their business. This lab will aim to serve 270 Wisconsin companies by 2030, including 135 manufacturing businesses.

The lab will connect with TitletownTech in Green Bay, which was co-founded in 2017 and is funded in part by Microsoft and the Green Bay Packers. Microsoft and the Packers are similarly partnering to help fund the new lab in Milwaukee, which will be staffed in part by Microsoft AI experts and venture experts from TitletownTech.

“The Green Bay Packers are excited to continue our partnership with Microsoft, which we first established with TitletownTech near Lambeau Field, and now will expand and enhance as we collaborate with the AI Co-Innovation Lab,” said Mark Murphy, President and CEO of the Green Bay Packers.

Creating a future-ready workforce

Third, reflecting the critical role of education and training in AI transformation, Microsoft will partner with United Way Wisconsin, United Way Racine, and other community partners, to upskill more than 100,000 people across Wisconsin by 2030 on generative AI. This curriculum will help train residents to use new applications, including Microsoft Copilot, a suite of Microsoft AI services that enhance productivity and creativity.

In addition, Microsoft will work with Gateway Technical College to train and certify 3,000 local AI software developers and provide opportunities for 1,000 local business, civic and government leaders to participate in immersive bootcamps where they can learn how to effectively adopt generative AI into their organizations.

These initiatives underscore Microsoft’s commitment to equipping the workforce with the tools needed for success in an increasingly AI-driven economy.

Reinforcing the community’s central role

And finally, a strong and vibrant economy isn’t possible without a strong and vibrant community. That’s why Microsoft will invest in a series of long-term local education and youth employment programs to support the very community that is supporting us.

In partnership with the Racine Unified School District (RUSD), Microsoft will work with Girls in STEM to expand its program to two additional RUSD middle schools. This expansion will provide access to STEM education for more than 500 middle school-aged girls over the next five years. Working with Racine County, Microsoft will support their Summer Youth Employment Program, matching at least 125 young people (16-18 years old) with local employers to receive soft skills and on the job training annually.

Microsoft will also continue to distribute Equity Through Technology and STEAM Grant Funds to the more than 12,000 people across Racine County engaged in United Way programs. Announced in 2023, these grants help local nonprofits address disparities and support under-resourced communities through the use of technology. Through investment and partnerships with local community organizations, Microsoft will look to contribute to a thriving and growing Southeastern Wisconsin, helping support a community where opportunity is available for everyone.

These announcements build on Wisconsin’s heritage of business innovation and Microsoft’s history of investment in the state. In 2017, Microsoft announced TechSpark , an ecosystem building program to accelerate economic opportunity and job creation now active in all 50 states. Microsoft has invested in the startup ecosystem in Wisconsin through TitletownTech , a partnership with the Green Bay Packers, in computer science and digital skilling with local partners like gener8tor, in digital inclusion with Microsoft Airband , and even local journalism with the Northeast Wisconsin News Lab .

Investing in the environment

Mindful that the expansion of its business must be done in a manner consistent with protecting the environment and expanding affordable energy access for everyone, Microsoft has partnered with National Grid Renewables to build a new 250 megawatt solar project in Wisconsin that will begin operating in 2027. This additional solar power means that by 2027, Microsoft will exceed 4,000 megawatts of flowing into the local grid – an amount of power equivalent to what’s needed to power more than 3 million homes. As part of this work, Microsoft and National Grid Renewables will jointly contribute $20 million over the term of the agreement to a community fund to support under-resourced communities and communities disproportionately impacted by pollution.

We are working to ensure water is managed responsibly. The new datacenter will use recycled water by employing a closed loop cooling system that does not require any additional water after startup. This is a major step towards sustainability and responsible resource management. A relatively small portion of the facility will use water for cooling, but only when the temperature outside is very warm.

For more information, press only:

Microsoft Media Relations, WE Communications, (425) 638-7777, [email protected]

Note to editors: For more information, news and perspectives from Microsoft, please visit Microsoft Source at http://news.microsoft.com/source . Web links, telephone numbers and titles were correct at time of publication but may since have changed. Shareholder and financial information is available at http://www.microsoft.com/en-us/investor .

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