by   |    |  Estimated reading time: 4 minutes  |  in Customer, Digital Transformation, Field Service Management, Service, Service Management, Thought Leadership   |  tagged , , , , , , , ,

In this In Focus conversation, we take a deeper look at the insights shared by Adam Rodda’s, Market Intelligence Manager at Bosch Home Comfort Group in our recent video.

Within this blog, we will draw on Adam’s expertise as he highlights the challenges of engaging technicians and managing diverse expectations throughout the change management journey. While also showcasing his commentary on the importance of peer learning, embracing change, and conceptualizing ideas for successful implementation by technicians on the ground. 

Q: What are the drivers for BOSCH Home Comfort Group’s service transformation projects?  

The drivers for service transformation projects are primarily customer-driven. We’ve observed significant changes in customer requirements and behaviors over the years. In our industry, which focuses on heating, hot water, and cooling solutions, there is an increasing need to achieve net-zero energy targets. These changes in customer expectations and market demands have pushed us to continuously evolve and improve our services to meet the needs of our customers effectively. 

Q: What are the typical customer SLAs (Service Level Agreements)?  

At Bosch Home Comfort Group, our customer SLAs are designed to cater to a diverse range of clients. This includes both residential customers seeking prompt and competent support and large businesses, such as hospitals, schools, and process industries, with their specific needs. Our SLAs share a common goal: to provide a frictionless and efficient service experience, whether it’s through on-site visits or remote support. However, delivering seamless service can be challenging, as it requires the collective effort of multiple departments working together. We recognize the importance of a collaborative approach, fostering teamwork, and engaging in continuous collective learning to ensure we consistently meet the expectations of our diverse customer base. 

Q: Should you change the way you work internally to suit the software or should the software be adapted to fit? 

In the past, we followed the approach of customizing the software to fit our existing processes. However, in today’s rapidly changing environment, we recognize the importance of striking a balance between the two approaches. While seeking software solutions with the depth and breadth to meet our customers’ needs, we also involve our users and internal teams in the process. This collaborative approach ensures that the software aligns with our organization’s workflows and processes. Benchmarking with other companies that have undergone similar projects has been valuable, enabling us to learn from their experiences and adapt their successful approaches to our project. Embracing collective learning and leveraging best practices have become crucial aspects of successful change management. 

Q: How do you handle the requirements from different technicians? 

Handling diverse requirements from technicians involves a systematic approach. We strive to create an open and respectful environment where technicians feel comfortable expressing their opinions and providing valuable insights. It’s essential not to overpromise and underdeliver. By managing expectations realistically and prioritizing improvements based on common themes in their feedback, we can ensure a successful transformation that meets the needs of our technicians and, ultimately, our customers. 

Q: Does the success rate depend on the people in the project team on how long they have been with the company?  

Yes, the mix of experience within the project team is essential. A deliberately diverse team with a blend of long-standing employees and fresh perspectives can be highly beneficial. Long-standing team members bring valuable institutional knowledge and understand the organization’s history and culture. On the other hand, newcomers can provide a fresh outlook, challenge assumptions, and offer innovative ideas. This balance ensures that the change management process considers both the lessons of the past and the possibilities of the future. 

Q: What are your tips on how you bring people onto the change and the mindset? 

Letting go of certain aspects and being willing to trade “gaps” in the project is crucial for achieving faster and more efficient gains. In the process of transformation, it is common to identify areas that may not be fully addressed without causing delays and additional expenses. Instead, we prioritize what is crucial and sacrifice the less critical aspects to avoid unnecessary complexity and time delays. 


Field Service In Focus is a video series that provides valuable insights on trending topics in service, covering topics ranging from change management and sustainability. If you are interested in learning from Adam Rodda and other IFS customers, thought leaders and the IFS team, check out our new thought leadership video series’ Field Service In Focus’ here

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