Challenges in the New

Millennium
Globalization will continue to intensify the cross- border of
investment capital, technologies, talents, and other resources, as
service companies seek newer markets, link with foreign business
partners, and capture location-specific opportunities.
Service systems engineers/leaders need to prepare
themselves for this future by being capable of eight
functions.
 Thinking globally, acting locally.
Thinking globally, acting locally.
Service systems engineers/leaders need to prepare
themselves for this future by being capable of eight
functions.
 Thinking globally, acting locally.

 Recognizing new local opportunities and mobilizing the required corporate and other
resources to capture them effectively.

resource mobilization refers to all activities undertaken by an

organization to secure new and additional financial, human and
material resources to advance its mission. Inherent in efforts to
mobilize resources is the drive for organizational sustainability.
Service systems engineers/leaders need to prepare
themselves for this future by being capable of eight
functions.
 Thinking globally, acting locally.

 Recognizing new local opportunities and mobilizing the required corporate and other
resources to capture them effectively.

 Engaging in open innovation to foster the creation of strategic differentiation.

OPEN INNOVATION?
Service systems engineers/leaders need to prepare
themselves for this future by being capable of eight
functions.
 Thinking globally, acting locally.

 Recognizing new local opportunities and mobilizing the required corporate and other
resources to capture them effectively.

 Engaging in open innovation to foster the creation of strategic differentiation.

 Creating business partnership and alliances in a global scale.

Service systems engineers/leaders need to prepare
themselves for this future by being capable of eight
functions.
 Managing global terms of members with diverse backgrounds (e.g., culture, business
practices, language and value) to pursue organizational objectives.

 Resolving conflicts of planning, organizational, and personal types.

 Implementing local and emerging technologies to add value.

 Investing to master location-specific business factors (culture, language, business

methodologies, governmental regulations, personal network, etc.).
CONCLUSIONS
 Services are activities that involve intensive interactions with clients or customers in front-
stage operations. Service enterprises are best reviewed and studied as systems, as they
contain components that interact with one another and react as units to external threats and
opportunities. A systems engineering approach is particularly suitable for studying, making
decisions, and taking actions involving issues in services. A variety of established
techniques in industrial engineering, management science, and other disci-plines may be
beneficially applied to improve both the competitiveness and productivity of services.
Because of the perceived high demand for services in the future., some of the service
sectors in the United States are projected to grow steadily in the next ten to twenty years.
These sectors offer the best job opportunities for those who exhibit the service-dominant
and customer-oriented mindset, acquire and practice the right skills (e.g., SSME-12 skills)
to add value, and display the T-personality to contribute to both the strategic differentiation
and operation excellence of service enterprises. This text provides three parts (engineering
management functions, business funda-mentals, and service leadership) designed to
provide a broad foundation for preparing future service systems engineers/leaders to meet
the challenges in the new millennium. The challenges have six dimensions of inside,
outside, present, future, local and global.
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