Multi-actor-network-service lifetime knowledge flow

  1. Network organization, orchestration information
  2. Strategy, the purpose of the network
  3. Inter-organizational social relationship formulation
  4. Network money flow, business value information
  5. Service implementation planning
  6. Customer value and experience planning (A)
  7. Service sales and marketing activities
  8. Service implementation
  9. Value and experience design (B)
  10. Customer information, customer relationship management
  11. Service operations, operation data flow
  12. Service monitoring
  13. Customer value and experience emergence monitoring (C)


The initiation of a networked service can start for example similarly to other innovation from ideas, customer insight, business or technology, but more likely the network structure requires a different ignition. Maybe this can come from a previous network that evolves or as a completely new network emerging from research projects with an outsider incentive. Whatever is the starting point, the network requires meta work to keep it connected. The network might have an orchestrator role or it might have a hub, making it centralised. This organising work (1.) is required to plan how different organizations work together when they meet, what is the innovation process that they follow and general scheduling. In research programs this role might be partly a separate actor in the beginning, but the network actors need to pick this role in order to continue network actions.

  • i) Service implementation capabilities of the individual actors and network as a whole that are revealed during planning (5.) and
  • ii) Customer value and experience planning (6.)


Planning focuses on validating the concept and iterating it until it really is capable of producing value. Prototypes are the results of this stage.


During the implementation and development of the service, value and experience design (9.)(B) is faced with even more customer context and only reality shows which plans for value creation are possible. In customer-centred innovation, this would be the prime mover of the process. In technology-oriented innovation, the main driver is technological feasibility. And that feasibility is resolved in Service implementation (8.). In any case, the information needs to flow between implementation and customer-focused streams and neither can be overlooked.


During the operation phase, service operations produce a data flow (11.) that needs to be managed and it produces also an opportunity to monitor the service (12.). Customer value and experience emergence monitoring (13.)(C.) is, or can, or maybe should be separated from this information stream, as it reveals a different perspective on the service future. It also connects to the planned (A) customer value from the networked service and the design (B) of the service value and experience. This stream connects the customer-centred information stream in the service creation project.


In a major change situation, the structure of the service network changes and the purpose is re-evaluated. This starts a macro level iteration of the service. Service strategy (2), money flow (4.), sales and marketing (7.), implementation (8.), customer value design (9.), customer relations (10.), operations (11.), monitoring (12.), and customer value monitoring (13.) are effected.


Reduction of money flow is the most used indicator to determine the reduction of customer value and changes in the market environment. Like during change, the purpose of the service and the whole network is evaluated, but now is determined obsolete. Dissolution of the service network is total.



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Aarne Leinonen

Aarne Leinonen

Radical existentialist with a humanistic vibe. Researcher of service development in organizations. Interested in customer value. Tweets @aarneleinonen