Services and knowledge work now account for more than 70% of developed economies, yet most performance methods still come from manufacturing. The Service Excellence Network exists to close that gap.
Why a new network
Many practitioners have solved part of a problem inside their own organisation. The rest of the solution is often sitting with a peer in another organisation, or another sector. The network exists to put those people in touch.
It is being built by its founding members. Membership is open to practitioners anywhere. Qualifications shown on member profiles, such as Lean belts and certifications, are self-certified by members and may be checked at random.
What we’re for
To help service and knowledge-work organisations improve performance by sharing practice, benchmarking against each other, and building capability that lasts:
- Peer help between members
- Benchmarking and site visits
- Best practice from every discipline, adapted for service work
- Research and insight from people who have done the work
Who it’s for
Leaders and practitioners responsible for how work gets done and how customers are served: operations, customer experience, people, technology, strategy and transformation leaders, and executives in financial services, healthcare, life sciences, shared services and BPO, IT services, the public sector and professional services.
Six practice areas
The network covers best practice in every discipline that shapes how service organisations perform, not one method. Members choose the areas they know on their profile, so others can find them.
Customer and service experience
Journey and service design, end-to-end processing from the customer’s side, and acting on customer feedback.
People, leadership and culture
Leading knowledge workers, engagement and culture, flexible work, and building and keeping capability.
Operations and process
Service operations, process design, Lean, Six Sigma and agile, capacity planning and standard work.
Technology, AI and automation
Digital strategy, automation and AI in service work, and using data well.
Strategy, performance and execution
Turning strategy into results, performance measures people use, and governance and risk.
Change and transformation
Making change stick, and running transformation programmes that deliver.
How the network works
Members run most things themselves. A council of members and sector leads guides the network and handles exceptions. Members take part in four ways.
Peer help and credits
Members list their expertise so others can find an expert and ask for help. Helping earns network credits, which can be spent on rewards.
Sector groups
Financial services, healthcare, life sciences, shared services and BPO, and IT services. Each has a volunteer lead, quarterly roundtables and its own space in the forum.
Events and chapters
Cross-sector sessions online, and site visits and meetings. Members can start a local chapter. See the events calendar.
Insights and resources
Articles on Insights, and a resource library for members.
Part of a wider community
The network complements cross-sector bodies such as the Irish Centre for Business Excellence, Lean Business Ireland and its regional Lean networks, and the professional bodies in each discipline. Its own focus is best practice in services and knowledge work, and it points members to those organisations where they can help.