I developed the Corporate Service Model Canvas (ESMC) to help address some major issues linked to the lack of maturity recognised in relation to both how to define services and innovate on new value proposals. The ESMCmodel was inspired by a real use case, a customer’s Computer Security Incident Response Team (CSIRT) service. It is expected that ESMCwill help capture the essence of value creation and delivery and co-create improved value proposals towards the development of minimum viable services towards an improved incident response capability. ESMCis a lean design process that allows us to understand, innovate, validate , implement, and improve services. While ESMCis a valuable first step to conceptualise, design, develop, implement, deliver and improve services in organisations with no service-centric tradition, a second step should address deeper concerns related with more consistent services management frameworks such like ISO/IEC 20000-1.

The ESMCis a niche application of the Business Model Canvas (Osterwalde, 2005).

Customers

Who are we creating value for?

To build an effective service model, we must identify which customers we are trying to serve (customers can be segmented)

E.g.:

• Internal customers (i.e., procurement, privacy, delivery, etc.)
• External customers

Governance and management

What organisational boundaries should be considered?

Boundaries are originated from strategic and policy requirements as well as from management practices and can be linked o different organisational domains.

E.g.:

• Government: Risk management, IS, Compliance, etc.
• Management: Value streams ($), management frameworks, etc.

Value proposition

What value do we deliver to the customers?

Important issues to address:

• Value stream definition,
• Customers needs and expectations,
• Challenges and opportunities.

E.g.: “We support the business making information security risk-informed decisions …”

• High-quality assessment based on current state of the art knowledge, processes, practices, and tools,
• Agile, performant, on demand service,
• Considering the whole threat scope, etc.

Service characterisation

-I/O -Service bus (interaction with other services) -Engagement -Metrics and KPI (mgmt. and ops.)

Channels

How do our customer segments want to be reached?

The medium supporting how we deliver value to our targeted customers in a fast, efficient and cost-effective manner (engagement?).

E.g.:

• Communications:
  • Procurement
  • Email
  • Personalised?, Contract based?, Automated?, Co-creation?, other?
• Distribution, sales?

Customer relationships

What type of relation our customers want with us?

E.g.:

• Pre-engagement:
  • Why/How customers and different stakeholders contact us?
  • Why/How we first contact customers and different stakeholders?
  • What information is needed to support and how to get it?
• Post-engagement:
  • POC for Q&A
  • How we will get new customers,
  • How we will keep current customers using our services, and
  • How the business will grow its revenue from its current customers.

Value team

Who creates value?

Effective BM requires the right people!

E.g.:

• Management
  • Managers
  • GRC control
• Operations
  • Consultants to deliver value
  • Experts to work and improve models, methods, and tools
  • Supporting staff (PPM, engagement, knowledge, etc.)

Key partners

Who in the organisation is required to help us create or add value and to deliver it?

In order to improve our value proposition, and to reduce risks on our business model, we need to cultivate relationships with other internal areas to be able to focus on our own activity and strengthen our own delivered value.

Key activities

What key activities are required to create and deliver value?

The most important activities in executing our value proposition.

E.g.:

• Inner process actions
• Shared actions:
  • Stakeholders engagement
  • PPM
  • Knowledge management
  • Service continual improvement
  • Maturity GRC control and transparency

Key resources

What key resources are required to create and deliver value?

The resources that are necessary for us to create and deliver value for the customer.

Human	Logical	Intellectual
Value team Internal stakeholders External stakeholders	Company’s brand (financial) Management tools Operation tools Engagement channels Delivery channels Improvement channels	Knowledge Criteria Awareness Training Capability Processes Practices Standards Best practices

External stakeholders

•Providers (supply-chain) •Regulators •Shareholders •Other

Costs

This describes the most important monetary consequences while operating under different business models.

• Classes of Business Structures: cost-driven vs value-driven
• Characteristics of Cost Structures: fixed, variable, scale, etc.

Revenue

How do our customers purchase our value proposition?

Several ways to generate a revenue stream: contract, licensing, etc.

Our revenues come from:

• Use cases

There are opportunities for other types of future revenues, for example:

• Consulting (e.g.: service or process improvement)

ESMC tool

You are free to use the CSMC tool in your team meetings to co-create services.

References

Osterwalde A. (2005). Business Model Canvas. https://www.strategyzer.com