Index
Note: Locators followed by the italicized letter “f” indicate a figure on that page.
adaptive camera-based navigation, 72
advertising software tools, 109
agile boards, 87
agility transformation, 10
alternative education, 38
alternative training materials, 112
aluminum drinking bottles, 1
Amazon Alexa, 72
analytic processes, 58
Apple Watch, 35
Arby’s, 20
Armanious, Michael, 55
artificial intelligence (AI), 125
augmented reality (AR), 70, 125
Automated Ticket and Boarding Pass printers, 63
Baby Alive box, 129
bank account-opening processes, 82–85
Bank of America, 105
bar-coded boarding passes, 63–64
barriers to change, 11
Base Map Partner Program, 139
beginning-to-end processes, 23
Bessant, Cathy, 105
best-in-class products, 140
biometric data collected, 98
blank slate transformation, 82
blood- and urine-analysis equipment, 31
BMW, 88–89
boarding passes innovation, 62–64
Brown-Philpot, Stacy, 61
build-to-order direct sales model, 47
Bullet Trains, 53
Business Insider, 99
business value, 71, 94, 104–107, 110
CakePay app, 7
California Energy Commission, 134
A California Road Map report, 134
Caterpillar, 100–101
change, resistance to, 11
Cheesecake Factory, 7
Chevrolet Volt plug-in hybrid, 89
chicken-and-egg problem, 133–138
chief executive officers (CEOs), 4
chief financial officers (CFOs), 4
chief information officers (CIOs), 4, 172
chief marketing officers (CMOs), 4
chief operating officers (COO), 4, 105
Clark, Ryan, 1
Clarke, Ed, 123
collaborative environments, 103, 134
collaborative innovation, 85–89, 90
collaborative networking programs, 117
communication
executive communication, 117
information and communication technology (ICT) system, 78–79, 90, 111, 118, 120
internal social networks, 116–118
near-field communications, 64
tools for geographically distributed teams, 119–121
competitive advantage, 64, 65, 93, 105, 140
competitive positioning, 34, 39–42
computer-generated special effects, 69
concessions in movie theatres, 68
Connected Field Service (CFS), 133
consumer class growth, 127
contractual alliances, 137
cooperative R&D, 88
core levers. See also process lever; real-time data lever; real-time people lever; transformational lever
people lever with, 118–119
product/service needs, 62–67
quality improvements, 67–72
RTMR system and, 118
corporate culture, 116–118, 122, 124, 129–131, 144
cost-control goals, 13
cross-functional team, 85
customer-company relationship, 81
customers. See also real-time customer experiences
appreciation of, 142
critical evaluation by, 73
failure to deliver to, 15
growing goodwill, 36
interaction innovations, 50
real-time revolution benefits, 27–28
security and privacy concerns, 97–100, 102
trust between company and, 96–97, 142
urgent needs of, 7
customer service, 16–17, 40–41
customer time value
innovation process, 43–44
real-time management, 23–24
by real-time organizations, 2–9
real-time organizations and, 142–143
violations of, 67
DaimlerChrysler, 88–89
data analysis, 12–13, 26, 32, 79
data analytic teams, 105–107
data architecture, 105
data collection
as automatic and unobtrusive, 35–38
biometric data collected, 98
monitoring data, 143
Product/Service Life-Path Perspective, 49
real-time data lever, 93–95, 107
time-centric data, 32
data lever. See real-time data lever
data storage philosophy, 105
data transportation system, 105
Datex, 55
day-to-day errands, 77
Degordian, 114–116
dehumanization, 126
delivery times, 24, 48, 58, 78, 81
Dell, Michael, 47–49
Dell Computer Corporation, 47–49
design-ordering-production process, 2
development innovations, 56–57
development philosophy, 56
differentiation strategy, 131
Digital Cinema Initiatives, 69
digital entertainment empire, 93–94
digital manuals, 112
digital technology, 1, 24, 69, 71, 132
digital transformations, 10, 85
divergent incentives, 136
Dyson, 52
educational program design, 38
electronic ticketing, 62–64
El Sawy, Omar, 24
employees
concerns over knowledge sharing, 100–104
empowerment of, 59
enabling technology concerns, 126
trust concerns, 101–102
enabling technology, 125–126, 144
end-to-end view of time, 2–3, 39, 144–145
enterprise resource planning (ERP) system, 118, 126–127
executive communication, 117
failure to deliver, 15
Fandango, 65
FAQs (frequently asked questions), 112
fashion retail firms, 86–87
fast enough, defined, 20
fast-food restaurants, 34–35
favored shopper program, 36
field service industry, 132–133
FirstElement Fuel, 134
Ford, 88
Frustration-Free Packaging program, 129
fuel cell electric vehicles (FCEVs), 134
fund transfers online, 21
Galaxy Note 7 smartphone, 8
General Motors (GM), 88–89
geographically distributed teams, tools for, 119–121
global supply chains, 127–129, 163
Google, 94
Google Assistant, 72
Google Earth, 139
Google Maps, 139
gross domestic product (GDP), 127
hair dryer innovation, 52
Hasbro, 129
health-care service expectations, 19
high-growth companies, 24
high-quality experiences, 27, 39
high-resolution movie content, 70
Home Depot, 77
HP Analytics, 103–104
hybrid electric drivetrain technology, 88–89
IKEA, 61–62
immersive technologies, 68, 70
improvement through understanding, 39–42
independently contracted “taskers,” 61–62
independent projects, 8–9, 28, 81
indirect real-time process improvements, 56
information and communication
technology (ICT) system, 78–79, 90, 111, 118, 120
information systems (IS) personnel, 85–87
information technology (IT) group, 128
innovations. See also product/service innovation
boarding passes, 62–64
capability of, 88
as collaborative, 85–89
development and, 56–57
improvements through, 12
levers for, 58–59
manufacturing, 54–55
movie theatre experience, 67–70
needs in transformational lever, 74
online shopping, 55, 77, 79–80
as open, 87–89
process innovation, 53–54, 58, 60, 70, 90
Product/Service Life-Path Perspective, 49–57, 50f
by real-time leaders, 59–60, 65–66
sustainability and, 50–52
technology and, 66–67
usage innovation, 50–52
for vacuums, 71–72
Institute for Communication Technology Management (CTM), 5, 85–87
insurance benefits, 22
intellectual property (IP), 88, 136
internal social networks, 116–118
Internet of Things (IoT), 31–32, 37, 98, 107, 125, 132, 142
iPhones, 52
iRobot, 71–72
just-in-time inventory management, 1, 47
knowledge, skills, and abilities (KSAs), 110
Knowledge Network, Caterpillar, 101
knowledge sharing, employee concerns over, 100–104
laggard status, 88–89
levers. See core levers
Liberty Bottleworks, 1–2
Local Guides program (Google), 139
logistics companies, 24, 93, 127–129
logistics management software, 55
long-term treatment management, 22
low-cost network, 125
Manley, Charles, 68
manufacturing innovations, 54–55
market response analysis, 105
Marshall Research Project (USC)
chicken-and-egg problem, 135–138
converting to business value, 105–107
customer security and privacy, 97–100
employee concerns over knowledge sharing, 100–104
global supply chains, 127–129
information systems (IS) personnel, 85–87
internal social networks, 116–118
introduction to, 5
open innovation, 87–89
real-time management and, 24–26
tools for geographically distributed teams, 119–121
Massachusetts Institute of Technology, 71–72
mass customization strategy, 47
McGowan, Mark, 15
Medivators, 133
Mercedes, 89
merger and acquisitions, 137, 166
MicroAutomation, 17
monitoring data, 143
movie subscription service, 66–67
movie theatre experience innovation, 67–70
movie ticketing, 65
multiple transformation projects, 9
multistory mapping, 72
NFC (near-field communications), 64
nonhazardous solid waste disposal, 40–41
nonpleasurable activities, 62, 74
nonreplicable resource, 111
North Star, 44
Nudie Jeans, 50–52
off-site servicing of equipment, 31
online shopping innovations, 55, 77, 79–80
online survey data, 34–35
open innovation (OI), 87–89
operational improvement proposals, 40
organizational management, 10, 45, 90–91
OSRAM Ticket Manager (OTM), 54–55
overall real-time effects, 47–49
Paramount, 67–68
passenger-printed boarding passes, 63
patient satisfaction, 22
people lever. See real-time people lever
personally identifiable information (PII), 97–100
predictive fault management, 33
prescriptive analytics, 105
privacy considerations, 35, 97–100
process lever
introduction to, 77–79
reinvention of, 82–85
steps and modifications, 79–82
process of innovations, 53–54, 58, 60, 70
product management team, 37
products
best-in-class products, 140
core levers, 62–67
cost importance, 26
customer need for, 77–78
delivery times, 24, 48, 58, 78, 81
manufacturing innovations, 54–55
ordering systems, 48
primary value of, 67
step-wise nature of process, 79–82
testing adequacy, 23
use of, 48
product/service innovation
introduction to, 61–62
quality improvements, 67–72
speed and, 62–67
summary of, 73–75
Product/Service Life-Path Perspective
implications for RTMR system, 57–58, 59–60
innovation opportunities, 49–57, 50f
introduction to, 47–49
levers for innovation, 58–59
profit growth, 88
projects
independent projects, 8–9, 28, 81
management of, 10
multiple transformation projects, 9
QR code, 64
quality improvements, 67–72
quality in customer time value, 141
quality of time vs. speed, 21–22
real estate market, 109–110
real time, defined, 17–18, 20, 28
real-time clock, defined, 6
real-time customer experiences
continuum of, 20–21
data-driven definition of, 58
effectiveness of, 140–141
evolution of, 18
fast-food restaurants, 34–35
management of, 25–26
process lever and, 80–85
RTMR system and, 29, 32, 34–45, 57–58, 59–60
real-time data lever
converting to business value, 104–107
customer security and privacy, 97–100
employee concerns over knowledge sharing, 100–104
enabling use of, 95–97
introduction to, 93–95
real-time leaders
customer understanding, 39, 45
description of, 28–29
process lever, 89–90
transformational levers and, 138
real-time management, 22, 23–24. See also Marshall Research Project
real-time monitoring and response (RTMR) system
core levers and, 118
customer-company relationship, 81, 142
data collection, 143
implications for, 57–58, 59–60
innovation process, 43–44, 49, 91
introduction to, 31–34, 33f
knowledge, skills, and abilities, 110
market response specification, 42–43
prioritizing improvement through understanding, 39–42
real-time customer experiences, 29, 33, 34–45
real-time data lever, 94–95, 107
Republic Services Inc. (RSI) case study, 40–42
real-time organizations
common interpretation of, 28
customer time value and, 142–143
growth of, 4
introduction to, 15–16
online production interface, 1
quality of time vs. speed, 21–22
restaurants, 6
surviving vs. thriving, 12–13
urgency of transformation, 13–14
value of time for customers, 2–9, 27
real-time people lever
core levers with, 118–119
internal social networks, 116–118
introduction to, 109–116
tools for geographically distributed teams, 119–121
real-time revolution
customer benefits of, 27–28
data collection/analysis, 38–39
end-to-end view of time, 2–3, 39, 144–145
introduction to, 139–143
next and continuing steps, 143–145
reinventing processes, 82–85
relationships as transformational lever, 124–125, 132–138
Republic Services Inc. (RSI) case study, 40–42
resource deficits, 110
revenue-generating initiatives, 13
risk management, 55
Roomba vacuum, 71–72
Rydén, Pernille, 24
Salesforce, 15–17
Samsung, 8
satisfying use of time, 74
Savagian, Peter, 89
Schein, Edgar, 130
security considerations, 97–100
SenseAware, 123
sensor/actuator systems, 125
sensor-detected data, 37
sensor technology, 132
ServiceMax, 132–133
services. See also product/service innovation
core levers, 62–67
cost importance, 26
customer need for, 77–78
customer service, 16–17, 40–41
delivery of, 24
field service industry, 132–133
off-site servicing of equipment, 31
primary value of, 67
streaming service, 66–67
testing of, 84
time to service, 7–8, 31, 48, 114
Shanghai Transrapid bullet train, 53
smart clothes, 35–36
smartphones, 8, 15, 53, 63–64, 77, 125
Smithsonian National Museum of Natural History, 123
socialization program, 130
software development, 10
speed
product/service levers, 62–67
quality of time vs., 21–22
real-time customer experiences of, 1–2, 4
stage-specific real-time effects, 47–49
sterilization product manufacturing, 113–114
Steris health-care services, 113–114
strategy as transformational lever, 124, 131
streaming service, 66–67
Street View program (Google), 139
Supercharger stations, 134
supply chain technology, 128–129
surround-sound technologies, 68
survival risks, 16
sustainability innovations, 50–52
Sysmex, 31–32
tablets, 63
talking picture revolution, 68
TaskRabbit, 61–62
technology
digital manuals, 112
digital technology, 1, 24, 71, 132
e-commerce, 87
enabling technology, 125–126, 144
heightened awareness of, 98
hybrid electric drivetrain, 88–89
immersive technologies, 68, 70
information and communication technology (ICT) system, 78–79, 90, 111, 118, 120
innovation of, 66–67
sensor technology, 132
supply chain technology, 128–129
as transformational lever, 124, 125–129
user-friendly software, 83
web-based collaborative, 103
Tesla, 134
time-consuming operations, 25
time-driven objectives, 111
time to market, 8
time to service, 7–8, 31, 48, 114
Toister, Jeff, 18
tools for geographically distributed teams, 119–121
trade-in innovation, 50–52
training and development program, 130
transformational lever
available resources, 40
chicken-and-egg problem, 133–138
core levers and, 118–119
corporate culture, 116–118, 122, 124, 129–131
digital transformations, 10, 85
following through with, 144
innovation needs, 74
people levers, 110–112, 121–122
relationships as, 124–125, 132–138
travel innovations, 53
trend/market analytics, 118
True Zero, 134
trust
in chicken-and-egg issues, 136–137
customer vs. company, 96–97, 142
employee vs. employer, 101–102
Tyrannosaurus rex skeleton transportation, 123
understanding competitive positioning, 34
University of Southern California (USC), 69, 85–87. See also Marshall Research Project
UP! Your Service, 113
urgent needs of customers, 7
usage innovation, 50–52
usage-sensitive pricing model, 37
user-derived faults, 33
user-friendly software, 83
vacuum innovations, 71–72
The Verge, 99
video learning, 112
virtual teams. See geographically distributed teams
Vitascope Hall, 67–70
Walmart, 77
web-based collaborative technologies, 103
web-based configuration-to-order, 47
Wright, Chad, 17
zero-based redesign, 82
Zillow, 109–110