The Strategic Importance of Centralizing Decentralization

Having worked together on an exclusive new Field Service News White Paper, Kris Oldland joined Martin Knook, CEO of Gomocha, discuss the challenges and benefits of the centralized and decentralized approaches to field service 

In this engaging, long-form discussion, the two discuss the modern tools available to field service organizations as we see the emergence of next-generation field service management software and how combining both centralized and decentralized approaches to field service is increasingly possible.

In this excerpt from the full-length discussion, the two discuss the importance of understanding the impact of either approach to field service delivery to see if centralizing a decentralized model could be suitable for your organization.

This interview is part of the FSN PRO library of premium content. It is available in FSN’s free subscription tier FSN FREE. Make sure you log in to view the complete whitepaper and videos.  


The following is an excerpt from Field Service News’ video: Interview: Centralizing Decentralization, featuring Martin Knook, CEO, Gomocha

Kris Oldland: Again, it’s process culture. I think we’ve touched on this because it’s strategy right at the top, understanding that defined strategy. And that’s what allows us to hit this kind of point where we’ve got centralized up until that final. I’m used when I was a little bit carefully there, because obviously, last mile delivery is something slightly differently. You don’t think that the final moment of service? Or what’s your final thoughts around that? Is this another one where we’ve got to be cognizant of the process to people or culture? How we approach that? And is that something that we should factor in when we’re defining what our strategy looks like in this very new world. The world that we’re in heading into is very, very different [one] from what we left behind five years ago? Final thoughts?

Martin Knook: Yeah. So while it’s a big question, big topic. But there is actually kind of an experience coming to mind here from two weeks ago, crazy and allow me to share that because it’s on that topic of culture and knowledge. I was having a flight from Amsterdam, back home to Washington, DC. I’m a traditional Dutchman, so I support KLM. And there was a very experienced crew. And I noticed a different experience in service. I don’t know why. But there were just, people were so relaxed. The flight attendants were very chatty. And, it was a very positive experience, [better] than ever average. So, I got to talk to the purser and I asked her what they were enjoying, and I told her that I [like] the experienced, the better service. And she kind of trusted me with her view on that. I don’t want to go into the details on that, but what she said to me was, we’re here with a crew of people that know each other. We do not provide the service here on flight by the book from the corporate, but we’re operating as a team, we know what we have to do, we fell in step with each other. And we’re here to deliver an ultimate service here, and I’m glad you recognize that. And that made me think because I had that conversation. And she said, sometimes you have new people, young people, and they play it by the book of corporate and they resist to do a task. Well, it’s needed, because it’s not in the description, or it’s not their authority to do it; we’re a small team, and we must provide the best service possible here. And I thought that’s an interesting thing that we haven’t touched on, with all technology with all governance models, and all policies that you can have, and all data that you will make available, because it’s that was all the same. But [to] foster that culture of collaboration and teamwork and providing support to each other. You know, I think that’s a very important aspect in centralized organizations, decentralizing or centralized organization, decentralization, you have to foster that culture of great teamwork in the field, because that’s where it really, really happens. And I think we haven’t spoken about that but that’s a culture, an aspect you have to cultivate. And, it’s, I don’t have the kind of the concrete idea or a specific idea on how you can do that. But I think it’s something that should not be overlooked in in making your kind of strategic decisions on this topic. How much you want to centralize, how much you want to decentralize it. In the end, it comes down to that knowing, understanding the bigger picture instead of a small piece of the puzzle. I think that’s really where that experience as an example came out. I think it’s an answer to your question, right. Make sure that people understand the big picture on what they’re doing and that their own behavior makes the difference in the end.

End of Transcript 

This blog was originally posted on the Field Service News blog, The Strategic Importance of Centralizing Decentralization